The sustainability of the CVA Group
Sustainability is the core of our work. We generate renewable energy, contributing to the country's energy transition and creating economic and social value for all our stakeholders.
The future is a shared project
In a complex global scenario marked by profound geopolitical and climatic challenges, our Group stands out for its sustainable growth and operational resilience. Sustainability is at the heart of our development strategy and is integrated into a business model based on clean energy, technological innovation, and the creation of shared value.
We want to contribute to creating a better future. A future in which business does not waste natural resources. A future rich in opportunities and respectful of the environment for future generations, characterized by a sustainable ecological transition, in which most energy comes from renewable sources.
Environment
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Energy Energy Energy EnergyOur horizon
We are participating in the decarbonization process through concrete actions to build a cleaner, fairer, and more sustainable energy future.
Promoting environmental sustainability
Generating shared value
Supporting local development
People first
Integrated sustainability strategy
The policies and actions we implement are expressed through our sustainability strategy, which is integrated into our Business Plan aimed at expanding and diversifying our renewable generation capacity. We aim to reach +1 GW of installed wind and solar capacity by 2029, with over €1 billion in planned investments
The Plan, integrated with ESG objectives, combines business development with environmental and social sustainability in order to create shared value for our stakeholders in the long term.
Through specific lines of action and qualitative and quantitative objectives that can be measured over time, the Plan outlines the three pillars for our Group's future growth, which can be traced back to the material issues and CVA's commitment as a Community Company: Positive Impact, Future Proof, and Empowering Communities.
Our three pillars: The heart of the strategy
Strategic priorities:
- Diversification of sources
- Energy efficiency measures
Strategic priorities:
- Operations and Hydroelectric
- Electricity distribution
- Open Innovation
Strategic priorities:
- Building project sharing with external and internal stakeholders
| Objective | Results for 2025 | 2025–2029 targets |
|---|---|---|
| Emissions reduction |
Preparation of an initial draft of the transition plan and preparation for SBTi commitment |
Reduction of Scope 1, 2 and 3 emissions in accordance with Science Based Targets initiative (SBTi) guidelines |
| EU taxonomy: Maintain alignment on eligibility |
100% alignment on the eligibility of revenues, CapEx, and OpEx of FER plants |
Maintain 100% alignment on the eligibility of revenues, CapEx, and OpEx of FER plants (hydroelectric, photovoltaic, and wind) |
| Increase in pure green installed capacity |
+4.5 MW |
2 GW of installed renewable power (+804 MW) |
| Participation in compensation and reforestation projects |
Group events offset by two NBS projects |
Maintenance of biodiversity and climate targets |
| Savings in land consumption for PV plants |
Actions to advance project permitting processes |
Development of 150 MW agrivoltaic and floating PV |
| Promotion of sustainable public mobility |
Installation of 10 green energy charging stations. Branding of 10 vehicles |
Monitoring and further expansion of electric mobility across the local area |
| Objective | 2025 Results | 2025–2029 Targets |
|---|---|---|
| Upgrading of hydroelectric assets |
Start of construction works at Hône 2 |
Investments of over €40 million per year for safer and more resilient assets |
| Satellite monitoring of plants |
100% of slopes and relevant areas monitored with satellite technology |
Continuous monitoring of 100% of the territories and slopes where CVA has plants |
| Integration of climate risks into risk assessment |
Integration of the analysis of Other RES and Energy Efficiency into the TCFD scope |
Monitoring and integration of climate risks within Enterprise Risk Management (ERM) |
| Cyber resilience |
Alignment of the ISO/IEC 27001 certification with ISO/IEC 27001:2022 |
Maintenance of 27001 and 27701 certifications |
| Objective | Results for 2025 | 2025–2029 Objectives |
|---|---|---|
| Upskilling and reskilling |
32.7 hours per capita |
Maintenance of at least 20 hours per capita per year of upskilling and reskilling training |
| Listening and discussion |
5 meetings with stakeholders |
At least 3 listening and discussion projects with key stakeholders per year |
| Environmental education |
1,916 students involved in environmental and sustainability education activities (+788) |
Increase in the number of students involved in environmental education activities each year |
| Increased participation of girls in STEM courses through the provision of scholarships |
5 STEM scholarships awarded |
Awarding of 5 scholarships per year worth €5,000 |
2025 Key figures
Our strategy translates into concrete and measurable results that strengthen our solidity and accelerate investments in the energy transition.
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Issues relevant to our sustainability
Double materiality allows us to identify the most significant issues for the organization by assessing: the positive and negative impacts, both current and potential, generated by the company on the external context; the current and potential risks and opportunities arising from the external context that have a financial effect on the company.
Each relevant issue of our double materiality is associated with the strategic plan and is reported, in terms of sustainability performance, according to the ESRS standards introduced in 2024 by the Corporate Sustainability Reporting Directive and implemented by Legislative Decree 125/20024.