2017 Yearly Overview | Prysmian Group

35 CLOSELY MONITORING ALL RISKS Andrea Pirondini states that “the identification and analysis of risks linked to environmental and social impact play an increasingly important role within the Group”. In 2017, says Pirondini, “we were able to identify some sustainability risks to which Prysmian appears to be consistently exposed through its business model, and during the year, strategies and key activities were undertaken to mitigate them. These are constantly monitored by the departments involved and guarantee an adequate internal control and management system”. Over the years, the Group has set out a clear Sustainability Strategy, universally recognised and inspired by the UN’s Sustainable Development Goals. “Dialogue with stakeholders is a key part of our commitment to sustainability, and we’ve been engaging with them on crucial issues regularly since 2014”. Lorenzo Caruso believes that listening to and actively involving all stakeholders, paying constant attention to the evolution of the global industry context, and always thinking about the future in terms of social and environmental responsibility, are at the heart of the Group’s sustainability approach. In 2017 Prysmian implemented a specific Sustainability Plan consisting of priorities, objectives and concrete actions to meet 16 quantitative KPIs by 2020 that make up a ‘Scorecard’. Being sustainable also means having the ability to anticipate and manage risks thanks to constant monitoring. Lorenzo Caruso Corporate and Business Communications Director: “in 2017, a specific plan was implemented aimed at meeting the 16 KPIs that make up the Group's Scorecard by 2020”. Andrea Pirondini Chief Operating Officer: “our approach directs the strategy towards key issues to achieve an effective and sustainable supply of energy and information as principal driver for growth”. In 2017 the Group Purchasing department in collaboration with the Risk Management team carried out a risk analysis of its supply chain aimed at identifying suppliers deemed potentially critical with regard to the practices adopted for the management of sustainability, such as environmental issues, human rights, labour rights, ethics and integrity, and consequently review relations with them as appropriate. To support the mitigation of the risks related to social sustainability of the structure and the business model, at the end of 2017, the HR & Organisation function initiated a due diligence activity aimed at identifying the potential and current impact on human rights deriving from its activities and business relationships. Targeting and addressing specific issues