Corporate Social

Responsibility

Report powered by EURHO - GR®

 ATC Torino

Index
02 of topics
pag. 04 pag. 14
Eurhonet & CSR 3. Promoting economic
sustainability
pag. 05
Social and environmental pag. 16
responsibility in public 4. Promoting stakeholders
social housing dialogue

pag. 06 pag. 18
Aler Brescia-key numbers 5. Developing human
resources
pag. 07
CSR in ATC Torino pag. 20 ®
Eurho-GR grid
pag. 08
1. Promoting local social pag. 26
sustainability Benchmark Eurho-GR®
in 2010
pag. 12
2. Protecting pag. 27
the environment Methodology and glossary
 Editorial
Corporate Social Responsibility Report

Giorgio Ardito
President, ATC Torino

Continuing with the commitments we made last year, we are presenting

the new report on Enterprise Social Responsibility (ESR) for ATC Torino.

One of our innovative goals for agency management is to evaluate the

agency’s activities and what it has effectively accomplished.

Working with similar national and international bodies, ATC Torino intends
to create a model and system for evaluating them and their actions from

03
a different perspective, so that comparisons can be made.

In this way, we can also compare the distinctive features of our social mis-
sion, which consists of subsidized and to a lesser extent incentivized and
contracted management of public real properties, with other, not neces-
sarily public bodies.

ATC Torino’s evaluation plans also include a focus on more critical aspects,
while at the same time highlighting all actions that have a social impact
on and are socially useful to the community and the region. This especially
regards parties who have relationships with the agency as recipients,
clients, or other types of stakeholders (institutions, associations, citizens).

For ATC Torino, the constant commitment to transparent objectives and

the pursuit of development opportunities lays the groundwork for future
strategic choices and improved results. This provides continued support
for a dialogue between customers and the community and allows them
to exchange views.
 Eurhonet & RSI
ITALY
ALER Brescia
ALER Milano
ATC Torino
ATC Torino Corporate Social Responsibility Report

IACP Bari
IPES Bolzano
ITEA Trento

FRANCE
Emmäus Habitat
FSM
Habitat 62/59 Picardie
Le Foyer Rémois
Le Toit Angevin
LogyPais
DELPHIS

GERMANY
bauverein AG
GBG Mannheim
GWG München

SWEDEN
Familjebostäder
Gavlegardana
Mimer
Hyresbostäder
Stängästaden
Vätter Hem
ÖrebroBostäder

04
UK
Canterbury City Council

The European Social Hou- Eurhonet manages

various projects,
sing Network, Eurhonet, is one of which
a network that groups toge- is aimed at
ther approximately thirty producing a
social housing organisations model for
the associa-
in England, France, Ger- ted compa-
many, Italy and Sweden. nies which
The common denominator allows them
to relate their
of these companies is the company on the
management of social or pu- basis of social responsi-
blic housing. bility criteria - CSR. is report was drawn up
using this model.

Although the participating e concept of social responsibility can be inter-

countries have different re-
gulations which govern the
activity of social housing or-
ganisations, all have a com-
mon aim which is to work
for a sustainable company
where the environmental
fall out is minimized
thanks to conscious actions.
preted in different ways. Eurhonet’s vision of social
responsibility is to show how associated organisa-
tions have voluntarily incorporated social and en-
vironmental aspects into their activity in
cooperation with their stakeholders. erefore, ta-
king into account responsibility and social, envi-
ronmental and economical sustainability, while
maintaining at the same time ethical behaviour to-
wards employees.
Social and environmental
responsibility
in public social housing
PROMOTING LOCAL 
SOCIAL SUSTAINABILITY

- Fulfilling housing needs
- Supporting disadvantaged
families
- Promoting social cohesion

PROTECTING 
THE ENVIRONMENT

- Promoting the environmen-
tal challenge in social hou-
sing 

05
- Promoting energy improve-
ment measures
- Developing new energy-sa-
ving projects

PROMOTING ECONOMIC 
SUSTAINABILITY
- Supporting local economy
- Promoting responsible pur-
chasing
- Protecting housing 
stock quality

PROMOTING DIALOGUE
WITH STAKEHOLDERS

- Ensuring stakeholder sati-
sfaction
- Boosting participation 
- Focusing on work ethics
and transparency

DEVELOPING 
HUMAN RESOURCES

- Valuing human resources
- Boosting qualifications and
training 
- Furthering work-family 
balance
Key Numbers
Torino Province
06 ATC Torino was establi-
shed as the Istituto Auto-
nomo Case Popolari in 1907
at the initiative of the Muni-
cipality of Torino,with the
backing of the Cassa di Ri-
sparmio di Torino and the
Istituto delle Opere Pie of
the Banca San Paolo, and
was aphilanthropic institu-
tion created to resolve the
thorny problem of housing
for the needy. In 1993 a Pied-
mont Region law re-founded
the institution as a “non-pro-
fit public service agency” assi-
sting the Region, and granted
it organizational, financial,
administrative and accoun-
ting autonomy. It was given
the new name of ATC, Agen-
zia Territoriale per la Casa
(Community Housing Agency)
for the Province of Torino.
ATC Torino
TORINO
ATC Torino’s NUMBERS
(at December 31, 2009)
Housing units managed: 30,932
(Subsidized Public Housing, Non-Subsidized
Public Housing, Incentivized, Agreement for
Future Sale, Awaiting Deed, Residential Use)
Total Receipts: €280,875,832.02
Total Expenditure: €279,901,540.86
Operating surplus: €974,291.16
Value of production: €76,129,009
e economic balance sheet shows before tax
operating profit of €7,676,559.91
Income taxes due for 2009 come to
€3,086,415.38, detailed as follows:
IreS (corporate income tax): €1,372,141.86
IRAP (regional tax on production):
€1,714,273.52
Aer tax profit comes to €4,590,144.53
 CSR in ATC
Corporate Social Responsibility Report

Angelo Ventura
General Manager, ATC Torino

The commitment expressed in the last edition of the Enterprise Social Respon-
sibility report was reaffirmed this year: we want to provide a uniform, yet quite
concise depiction of what the Agency’s services have accomplished for the en-

07
tire structure, the social fabric, and all parties involved.

The ESR report allows us to highlight the action and underscore the process
that has already begun, as well as organize results and report the Agency’s cur-
rent practices: a management system that uses indices and indicators for plan-
ning and control purposes, with verifiable and verified objectives.

The standard of reference set out in the table of Eurho-GR® indicators and the
reporting process used throughout the Eurhonet European network, has been
changed from the previous year, and has been amended and improved to better
describe the situation in which the Agency operates.

This has also made it possible to identify several specific indicators common
to all bodies which are part of the Eurhonet network, for a European-level com-
parison of the actions undertaken: in the future, the goal is to extend the com-
parison to other aspects of the social mission as well.

Seeing how we and others measure up, comparing our own results with those
of other organizations, is always an opportunity for improvement that should
be seized and taken advantage of in order to improve our services.
 ATC Torino Corporate Social Responsibility Report

Promoting
local social
08 sustainability
CLIENT-ORIENTED RESPONSE

The transformation of
ATC’s clientele, which has
become increasingly under-
privileged, has required the
agency to assume a diffe-
rent role and thus restruc-
ture its services.
In particular, it has taken
steps to create procedures
that make it possible to
identify, monitor and
reach those who are not
able to independently ac-
cess the services and use
the relief that the law pro-
vides for the neediest seg-
ments of the population.
 is has resulted in a sharp focus on creating awa-
reness in institutional and social organizations that
traditionally did not consider the “housing” pro-
blem to be a focus of their own everyday activities.
With regard to institutional activities such as the
09
census and social fund, steps have been taken to
spread numerous information points across the
city.

Luigi Brossa
Manager Suav Service ATC Torino

FAIR COHABITATION
“The project known as “Fair Cohabitation,” created in parallel with other European
organizations, intends to add a certain number of young people to social housing
interview

units.
As a way to reduce their rent, these young people offer a certain number of hours
of service in lieu of rent, about 10 hours a week.
Each of the young volunteers thus becomes a contact person for the inhabitants of
the public housing complexes, who can turn to them twenty-four hours a day. Some
of their duties include: conflict management, assistance to seniors living alone, or-
ganizing and cleaning yards and entryways, and organizing entertainment for chil-
dren and cultural activity days.
Early experiments have overall been positive, and while a few adjustments are nee-
ded, this has created mutual benefits for all participants in the project.”

10 ese points also provide free assistance in com-
pleting and preparing requests for clients, so they
are no longer forced to go to and wait at coun-
ters.
In addition, the social fund was created jointly
with Torino’s social services, adopting the current
procedure of filing “ex-officio” requests.
is procedure, which is also replicated for the
province’s municipalities and services, has allowed
parties who would not be able to file a request for
aid on their own to benefit from the fund.
ATC
e result is doubly positive in that persons whose
payments are delinquent and have little or no ear-
ning capacity can access the social fund and thus
be considered delinquent through no fault of their
own, and any debt not covered by the fund will
be paid by the Municipalities.
With regard to the census, in addition to the esta-
blished practice of collaborating with the Muni-
cipalities, districts, social services, and volunteer
associations, steps have been taken so that persons
with greater difficulties, in particular the elderly,
are not subjected to the legal consequences of fai-
lure to respond, i.e. a penalty. In these cases, ATC
provides ex-officio support in updating taxpayer
incomes.
is has made it possible to reduce the fines impo-
sed on people who, precisely because of their con-
dition, were paying an increase without under-
standing why, and very often without asking why.
It has also prevented them from delinquency for
which they are considered liable (with fines that
cannot be covered by the social fund) and the
consequences arising from this status.
Torino
« Over the years, a coopera-
tive network has been esta-
blished with various
institutions. Among these are
municipal social services, the
public protection office, vo-
lunteer associations, and so-
cial cooperatives operating in
the community.
Relationships with these
agencies, resulting in a daily
process of integrating housing
policies with social and he-
alth policies, will be reflected
in projects and initiatives
aimed at guaranteeing the
most disadvantaged clients
more suitable subsidized hou-
sing and better housing qua-
»
lity for underprivileged
clients.
11
GOOD
praCTICES
Evaluation Team
Created as one of the Agency’s experimen-
tal initiatives, the Evaluation Team has
now become one of the permanent bodies
operating within ATC’s organization and
practices.
The team’s goal is to employ a jointly ap-
proved, objective method of evaluating si-
tuations of delinquency where the
delinquent payer may not be to blame, and
then take steps to support him or her.
The team, which meets periodically at
ATC’s office, where it conducts its activi-
ties, is comprised of the Agency’s officials
and representatives of tenants’ unions and
Municipalities where clients live.
The team evaluates the situation of delin-
quent recipients and has the power to grant
payment extensions.
 ATC Torino Corporate Social Responsibility Report

Protecting
12 the environment
« ATC Torino aspires
to plan and carry out
bio-architectural construc-
tion work designed to save

»
energy and protect the
environment.

ENvIRONMENTAL PROTECTION
ATC Torino plans and carries out bio-architec-
tural construction work designed to save energy
and protect the environment, using biocompati-
ble materials and alternative sources of energy.

It also develops technological innovation projects

financed by the European Union and evaluates
actual energy savings and sustainability.

ATC’s interest in adopting the principles of bio-

ecological architecture is focused primarily on
making it possible to improve standards of qua-
lity for its properties, as well as manage them as
sustainably as possible.
 GOOD
praCTICES
ATC Torino’s energy policy is therefore based
on goals of “sustainable development,” such as
the reduction of pollutants released into the at-
mosphere, in line with the steps the Piedmont
Region and the Municipality of Torino have
taken to reduce air pollution; improved safety
of plant engineering systems in residential
buildings; energy saving; optimizing the per-
formance of heat production plants by repla-
cing old heating oil boilers with gas-powered
condensation-type boilers; the use and promo-
tion of renewable sources of energy by instal-
ling photovoltaic panels connected to the public
electrical grid and solar panels for the produc-
tion of domestic hot water, water savings, and
remote management and metering of systems.

Some time ago, ATC Torino established a Service

13
known as the “Environment Energy Service,”
which offers suggestions on energy-environmen-
tal issues and also provides support to all planning
groups.

In this way, planning in technical and bio-archi-

tectural areas makes use of energy technologies
that comply with the provisions of law, both for
major maintenance work and in new construc-
tion.

Luigina Carere

interview
Director of Integrated Planning Service
ATC Torino

THE PASSIVE HOUSE

“ATC developed this project in order to construct a building that integrated appropriate te-
chnologies and materials to ensure high quality housing and reduced energy consumption.

The building design is aimed at reducing energy needs through passive use of solar gain
and indoor sources of heat, to the point where traditional heating during the winter is no
longer necessary.”.

Promoting
economic
14 sustainability
e D.S.P.T. (Office for Strategy, Programming
and Technology) has invested over 323 million
euros in its activities.
Specifically, planning activity involved 39 actions
for a financial investment of about 65.7 million
euros, with 13 actions related to increasing the
Agency’s new assets by 339 housing units, 23 ac-
tions involving major maintenance work on assets
owned or managed, and 3 actions for urban de-
velopment work.
To build new housing units, perform major main-
tenance work, and prepare feasibility studies,
ATC Torino Corporate Social Responsibility Report
ATC presented 32 requests for financing, for a fi-
nancial volume of 57.766 million euros.
In addition, planned actions of an innovative na-
ture (Policity project, Neighborhood Contracts,
transformation of autonomous systems to centra-
lized ones) have been initiated, implemented
and/or completed.
Marco Buronzo
Director of Strategy,
Programming and Technology
ATC Torino
interview
“The construction of a cogeneration plant
serving the buildings at Corso Taranto 16
was developed through the so-called
“project financing” system (first expe-
rience for ATC); in 2009 this took the form
of identifying the promoter and approving
the preliminary project, and the subse-
quent phases included for that type of ac-
tion were commenced.”
 15
GOOD
PRACTICES
Financial management
« On an absolutely
voluntary basis,
ATC decided to submit
to an analysis by a primary
in the ATC “group”
ratings agency (at present
Principal activities connected to financial manage- Fitch) selected through a
ment (intended in the broad sense) have the goal of public tender.
optimizing financial investments that involve li-
quid assets, and identifying the most economical
ATC currently has an

»
forms of indebtedness. “A” rating with stable
outlook.”
Over recent years, particularly with regard to the
group leader, we have succeeded in guaranteeing a
significant flow of interest income that has helped
keep the Agency’s overall financial situation balan-
ced and protect all stakeholders. In addition, the
loans taken out have a very low cost of money (in
historic terms), which is not only due to outside va-
riables such as low market rates, but also to varia-
bles where action has been taken, primarily by
obtaining spreads lower than what companies can
normally find on the market.
 ATC Torino Corporate Social Responsibility Report

Promoting
stakeholders
16 dialogue
AREA ADmINISTRATORS
ATC wanted to expand its activities so that it
could directly address the problems of its clients
and better meet the needs they have expressed or
suggested. For this reason, all properties (mana-
ged or owned) were divided into areas, each of
which was entrusted to an administrator directly
involved with the community.

ATC gives the area administrator the authority

to directly manage condominiums and perform
all activities that involve the role of administrator
and relationships with clients and self-manage-
ment.
e area administrator acts as the geographically
dedicated link between ATC and its clients.

A DEDICATED CALL CENTER

rough its subsidiary, ATC has set up a call cen-
ter dedicated exclusively to serving its clients, who
may call a toll-free number to make inquiries.
e service, which encompasses all activities of
the ATC Torino Group, is available twenty-four
hours a day, 365 days a year, offering night and
holiday service that ensures emergency or urgent
action any time of the day, year-round.
 GOOD
praCTICES
The One-Stop Service Desk
In harmony with legislative provisions aimed at
improving the relationship between the Public
Administration and consumers, a One-Stop
Service Desk is in operation where clients can
go to complete the administrative procedures
they need.

The desk’s service hours, with access regulated

through an appointment system in order to stre-

17
amline procedures by minimizing wait times, is
as follows:
Monday, Tuesday and Wednesday 8:30 a.m.

«
– 3:00 p.m.
Thursday 8:30 a.m. – 5:00 p.m.
Friday 8:30 a.m. – 11:30 a.m. The Public Relations
Desk service will be extended for one hour for Office (PRO) has the
anyone who arrives during these hours.
task of receiving citizens
and simplifying and im-
proving their relationship
with the Agency’s offices,
documents and procedures.
The PRO is a service desk
which is open daily during

»
the Agency’s business
hours.

Developing
18 PROmOTING DIVERSITY
human resources
AND FAIR EmPLOYmENT
For some time now, policies have been in effect to
promote equal opportunity in business practices.
To this end, a Human Resources Committee has
been created that suggests the best practices in this
regard.
As part of its actions to support equal opportunity
policies, ATC has instituted a company mini-day-
care for children from 12 to 36 months old, open
to the neighborhood. Other special employment
initiatives are also being studied which are compa-
tible with legislative provisions and the availability
of funds.
ImPROVEmENT OF wORkING
CONDITIONS
Numerous targeted actions reflect our attention on
the work environment and policies for making fa-
mily life compatible with working life at every
level.
On one hand, work environments are still being
completely reorganized so that work duties can be
performed in full compliance with safety regula-
tions. Special attention has been focused on trai-
ning (first aid, fire prevention) and wellness
through periodic medical examinations.
On the other hand, care has been taken to meet
the needs of personnel who work for the Agency:
employees may select from sixteen types of part-
ATC Torino Corporate Social Responsibility Report
time and hourly work. Telecommuting has been
implemented, both at the request of workers and
as a consequence of reorganization processes.
ATC AND OCCUPATIONAL SAFETY
As part of the agency’s social responsibility, ATC
is firmly committed to safety at the Agency’s offi-
ces and the offices of its subsidiaries, as well as for
its own suppliers and sub-suppliers; in particular,
action is designed to promote compliance not only
for its own activities, but also for those of its sup-
pliers and sub-contractors, in terms of:
- health and safety at central headquarters and
branch offices
Aldo Pagliasso
Director of Innovation
and Resources ATC Torino
“The changes underway in the Pu-
blic Administrations require quali-
fied, updated personnel who can
not only guarantee the effective-
ness of regulatory reforms, but also
take action on any exclusionary
mechanisms and disincentives that
may arise from the processes of in-
novation.
Training faces three important chal-
 « ATC ensures
constant
improvement
of its employees’ skills
and encourages
the development
of a new results-based
management GOOD
culture,
with the goal
praCTICES
of training If training were offered through traditio-

»
an organization nal classroom lessons, it would be very
time-consuming, costly in terms of pa-
of professionals. ying teachers for lesson hours, and would
require participants to dedicate a signifi-

- work yard health and safety
- controlling wage and social security com-
pliance, in particular that of the sub-suppliers
used by its subsidiaries
- regularity of sub-contracts
- universal access to union rights
ATC AND SUSTAINAbLE mObILITY
ATC Torino has adopted a Plan for Travel to and
from Home – work.
is Plan was adopted in order to reduce the use
of individual private vehicles and better organize
work hours to limit traffic congestion.
19
cant amount of non-work time to trai-
ning.
Therefore, it was decided to experiment
with an innovative process of creating a
computerized library within the company
Intranet.
This library contains study materials and
documents related to the aforementioned
materials, for the most part created using
audio-visual and interactive tools. In ad-
dition, CD-ROM copies of the courses
published in the A.T.C. Intranet have
made it possible for participants to use
long-distance training and consult study
materials at any time outside working
hours, either on the computers available
in the Agency’s Training Room, or in
their own homes.

interview
lenges. Continuing education of ATC personnel is or-
ganized through a systematic process of reporting trai-
ning needs, planning the training, and evaluating
training results.
Based on the amount of training completed and its
level of effectiveness through the previous two-year
plan, new training needs are indicated in the Personnel
Training Plan for Agenzia Territoriale per la Casa della
Provincia di Torino (ATC Torino) valid for the subsequent
two-year period.”
 ®
EURHO-GR grid ATC Torino

01 Promoting local social sustainability

N. INDICATOR 2007 2008 2009

SOC. 1 HOUSING SUPPLY BASED ON LOCAL DEMAND

SOC. 1.1 Average of surface per type of dwelling (m2)

< 28 m2 200 200 180
< 42 m2 3.861 3.888 3.910
< 56 m2 7.362 7.315 7.296
< 70 m2 7.27 7.100 7.024
< 84 m2 7.060 7.080 6.841
< 98 m2 4.233 4.194 4.084
> 99 m2 1.702 1.590 1.597

SOC. 1.2 Types of dwellings produced each year nr. % nr. % nr. %
Public housing 206 91,15 24 100,00 77 81,91
Social rented 20 8,85 0 0,00 17 18,09
total 226 100 24 100 94 100

SOC. 1.3 Growth of the rental offer of the company (%) 0,0163 0,0046 -0,3904

20 SOC. 1.4 Selling offer (n° alloggi venduti)

SOC. 2 RENT AND RUNNING COSTS

292 322 258

SOC. 2.1 Breakdown of the types of rental (Euro/mq) - - -

SOC. 2.2 Running costs

per dwelling (%) - - -

SOC. 2.3 Progression of rent

(%) 3,35 -1,4 2,79

Average annual rent (Euro) 99,17 96,02 10,63

Average annual rent excluding

sanctions (Euro) 95,43 94,03 96,65

SOC. 2.4 Running cost/rent ratio - - -

SOC. 3 SOCIAL MIX

SOC. 3.1 Part of internal mobility in the

allocations of dwellings 302 / 1.379 148 /1.119 143 / 1.409
21,89% 13,22% 10,14%

SOC.3.2a Social distribution of tenants by age (%)

up to 17 years 12,76 13,31 13,86
18 to 29 years 13,51 13,08 13,12
41 to 50 years 17,28 16,95 16,03
45 to 64 years 29,79 29,8 29,96
over 65 26,66 26,85 27,03
 Eurho-GR
Corporate Social Responsibility Report

SOC.3.2 Social distribution of tenants 2007 2008 2009

by nationality (%) - - -

Social distribution of tenants by family structure

(numbers of components) (%)
1 comp. 31,82% 32,14% 32,27%
2 comp. 32,13% 32,28% 32,41%
3 comp. 17,62% 17,15% 17,05%
> 3 comp. 18,43% 18,43% 18,27%
total 100% 100,00% 100,00%

Social distribution of tenants

by income (% on totale)
A1 (up to 10.920, 52 euros) 40,35% 40,69% 43,68%
A2+A3 (fup to 19.200,38 euros) 35,93% 35,60% 35,32%
B (up to 28.800,58 euros) 15,38% 14,64% 14,30%
C (up to 38400,77 euros) 5,46% 4,89% 5,10%
D (over) 0,84% 0,63% 1,30%
canoni sanzionatori 0,02% 3,56% 0,30%

SOC. 3.3 Part of residence receiving social assistance for the payment
of their rent and running costs (Social Fund Regional)
Guaranteed minimum pensioned 5.784 5.825 5.704
guiltless arrears 4.825 4.986 5.774

SOC. 4 PROMOTION OF SOCIAL COHESION

SOC. 4.1 Description of social cohesion

initiatives and evaluation of results Neighbours-day

Social mix projects

Neighbours-day

Social mix projects

Neighbours-day

Social mix projects

21
Conflict mediation Conflict mediation Conflict mediation

Assisting Assisting Assisting

foreign populations, foreign populations, foreign populations,
in particular nomads, in particular nomads, in particular nomads,
in adjusting in adjusting in adjusting
to their housing to their housing to their housing

Bringing volunteer Bringing volunteer

associations associations
into the suburbs into the suburbs

Fair cohabitation

SOC. 5 SOCIAL ASSISTANCE TO TENANTS

SOC. 5.1 Expenses for social assistance Not provided by current regulations, referred to the competent authorities

SOC. 6 ACCESS FOR DISABLED AND ELDERLY PEOPLE

SOC. 6.1 Part of dwellings accessible to the disabled

and elderly in the existing housing stock (%) 18,91 19,45 20,32
Restoration works 88 104 114
Accessible dwellings 5.996 6.100 6.285
(including
71
new dwellings)

SOC. 7 NEIGHBOURHOOD SECURITY POLICY

SOC. 7.1 Initiatives and results of the

security policy The police authorities are responsible,
nevertheless there have been constant and ongoing relationships
with neighborhood police officers
 ®
EURHO-GR grid ATC Torino

02 Protecting the environment

ENV. 1 ENVIRONMENTAL POLICY 2007 2008 2009

ENV. 1.1 Environmental action plan or initiatives Over a three year period: asbestos removal, polycity,
green public procurement neighborhood energy savings through thermal cladding,
replacement of obsolete boilers with high performance
condensation boilers, energy improvement at headquarters,
transformation of autonomous systems into centralized ones

ENV. 1.2 Part of new and renovated dwellings

according to environmental standards
higher than the national legislation (%) - 215 in the course of costruction 100%
216 in the course of design

ENV. 2 FIGHTING CLIMATE CHANGE

ENV. 2.1 Energy used and greenhouse

gas emitted by the stock and units
of the last five years:

average energy consumption of the stock 150÷250/300 150÷250/300 117,5

(Kwh/m2/y)

average GHG emissions of the stock (CO2 Kg /m2/y) 30÷60 30÷60 29,37

22 average energy consumption of

recent dwellings (Kwh/m2/y)

average GHG emissions

of recent dwellings (CO2 Kg /m2/y)
50÷80

10÷16
50÷80

10÷16
65

16,25

ENV. 2.3 CO2 emission from company vehicles

(t CO2/year) 24,9 23 23

ENV. 2.4 Means of transport used by the staff for

their commute, and average daily distance
travelled by employee
individual car - 14,8 Km 48,79%
local public transport - 24,3 Km 41,52%
bike - 7,5 Km 3,11%
on foot - 2,6 Km 6,57%

ENV. 5 AWARENESS CAMPAIGNS

ENV. 5.1 Development of environmental awareness

campaigns for resident, employees and
service providers

employees M’IILUMINO DI MENO ATC (ATC’S I USE LESS LIGHT) participates in “national energy savings day.”
On certain days, all staff used energy-saving lighting.
On certain days, all staff used natural light during work hours,
from 7:30 a.m. to 6:00 p.m., an initiative that was possible
because headquarters are in a nine-floor building with windows on all sides.

residents PULIAMO IL MONDO (CLEAN THE WORLD) As part of the initiative,

the common areas of subsidized housing complexes were cleaned.
This helped create greater environmental awareness among ATC recipients
and also involved local institutions.

service providers -
 Eurho-GR
Corporate Social Responsibility Report

Promoting economic sustainability 03

ECO. 1 STOCK MANAGEMENT 2007 2008 2009

ECO. 1.1 Part of renovated old housing stock

each year concerns renovations
over 10.000 Euro and dwelling
for more than 25 years-old stock (%) 4,91 4,09 3,83

ECO. 1.2 Major maintenance expenditure

per dwelling over a 5-years-old stock
(Euro)
Spent for sm (KEuro) 17.632 28.200 24.000
Annual growth (KEuro) -680 10568 -4200

ECO. 1.3 Vacancy rates 113 18 11

ECO. 2 LOCAL ECONOMIC SYSTEM

ECO. 2.1 Income from activities redistributed

to stakeholders (KEuro)
Authorities - Taxes 1.508.930 3.086.415
Employees 12.573.006 12.795.803
Suppliers and service providers 35.457.755 34.554.552
total 50.641,10 49.539.691 50.436.770

ECO. 2.2 Annual investment on new stock (KEuro)

ECO. 3 RESPONSIBLE PURCHASING

18.343,92 19.018,76 10.752,25
23
ECO. 3.1 Description of ethic and eco-friendly
practices Attention to improving environmental sustainability
is the second most important of ATC’s five macro objectives.
The Agency has designed several buildings using bio-architecture,
or, where possible, construction solutions that take energy savings
into account (solar greenhouses, photovoltaic panels,
high performance thermal insulation, high efficiency heating)
as well as systems for saving drinking water and recovering rain water.
Acquisitions are through CONSIP,
and thus are compliant with Green Public Procurement.
 ®
EURHO-GR grid ATC Torino

04 Promoting stakeholders dialogue

GOV. 1 DIALOGO E SODDISFAZIONE DEGLI INQUILINI 2007 2008 2009

GOV. 1.1 Number of meetings with residents

organised or financed by the company
in order to promote dialogue On a weekly basis, Area Administrators go to neighborhoods
to meet the tenants that live there.
This has become one of the Agency’s established procedures.

GOV. 1.2 Results of resident satisfaction surveys

(new system during the 2009)

Inquiries sent (2008) /

Intervention evaluated (2009) Data that cannot be broken down by year 1.691 979

Inquiries got (2008)/

Call answered (2009) Data that cannot be broken down by year 755 472

Quality:
Excellent - 23,05% -
Good - 34,44% -
Enough - 15,76% -
Unsatisfactory - 11,13% -
No answer - 15,63% -

Indice di cortesia:

24
Excellent - 37,88%
Good - 36,29%
Enough - 8,48%
Unsatisfactory - 4,90%
No answer - 12,45%

Giudizio complessivo manutenzione:

Excellent (2008)
Good (2008) / Positive (2009)
Enough (2008) / Enough (2009)
Unsatisfactory (2008) / Negative (2009)
No answer
- 19,21%
- 35,23% 77,80%
- 17,48% 18,20%
- 12,72% 4,00%
- 15,36%

GOV. 1.3 Action plan for the increasing

of the tenants' satisfaction - Project calling tenants to verify all actions

Experimentation with the procedure

for calling tenants to verify all actions

GOV. 3 PROMOTING TRANSPARENCY

GOV. 3.1 Existence of a Code of ethics practiced

by the company - awaiting final approval yes

GOV. 3.2 Existence of strategic paper

(purposes and goals of the company)
and evaluation Goals and objectives are set out in the by-laws
(see relative sheet).
The policy-making body annually sets macro-objectives:
they are then transformed into operating objectives
and controlled using various management tools:
governance, quality, balance sheet indicators
 Eurho-GR
Corporate Social Responsibility Report

Developing human resources 05

HR. 1 BUSINESS DEVELOPMENT 2007 2008 2009

HR. 1.1 Staff breakdown per form

of employment (%)
permanent 250 257 258
fixed term 25 14 17
full time 242 240 247
part time 33 31 28

HR. 1.2 Breakdown of hours, concerned employees

and annual expenditure for training
sessions per category of employees
h. nr.emp. Euro h. nr.emp. Euro h. nr.emp. Euro
managers 468,5 - - 634,98 - - 620 - -
executive 2135,75 - - 3.499,61 - - 2.100,00 - -
employees 1563,6 - - 984,74 - - 820,55 - -
total  4.167,85 118.331,31 5.119,33 65.588,08 3.540,55 79.709,85

HR. 1.3 Internal promotion rate per employee category (%)

Horizontal
B - 40 1
C - 109 6
D - 70 9

Vertical

25
A to B3 - 1 0
B to B4 - 3 0
B to C - 14 0
C to D - 6 0
D1 to D4 - 2 0

HR. 2 PERMANENT IMPROVEMENT OF WORKING CONDITIONS

HR. 2.1 Policy to promote good health

and compatibility between family lifes
and jobs

nursery
(number of children) 5 6 5

part time nr. emp. nr. emp. nr. emp.

33 31 28

Level of employee satisfaction

(security) - 5,7 4,8
(scale of values 1 - 10) (scale of values 1 - 10)

Part of absenteeism caused by

work-related accidents,
sicks and stress related to work (%) n° accidents12 n° accidents 3 n° accidents 5
days of sickness 243 days of sickness 243 days of sickness 243

HR. 3 PROMOTING DIVERSITY AND EQUITY OF EMPLOYMENT

HR. 3.1 Breakdown of employees and salaries

by category and by gender (men-women)
M W M W M W
managers 10 1 10 1 11 2
executive 62 48 64 50 65 53
employees A 34 77 32 85 33 84
employees B 13 30 7 22 6 21

HR. 3.2 Special employment

Specific contracts for the young, the unemployed,
people with specific social difficulties 2CFL 0 0
Benchmark Eurho-GR in 2010 ATC Torino

2009 performance 2009 Eurhonet Eurhonet name

organisation performance best of
ATC Torino average performance organisation

SOC. 1.3 Growth of the rental offer

of the company STOCK (%) 0,30 0,93 3,7 AB Gavlegårdarna Sweden

ENV 2.1 Average energy consumption

of THE STOCK (Kwh/m2/y) 117,5 176,41 102 GBG Mannheim Germany

Average GHG emissions of

THE STOCK
(CO2 Kg/m2/y) 29,37 30,8 2,7* AB Gavlegårdarna Sweden

Media energia utilizzata

THE RECENT DWELLINGS
(Kwh/m2/y) 65 149,71 65 ATC Torino Italy

Average GHG emissions of

THE RECENT DWELLINGS
(CO2 Kg/m2/y) 16,25 23,84 16,25 ATC Torino Italy

26 ECO 1.1 Part of renovated old housing

STOCK (%) 3,83 3,2 9,67 FSM France

ECO 2.2 Annual investment on

NEW STOCK (k€) 10.752 24.028 87.000 Familjebostäder Stockholm
Sweden

per dwellings (k€) 0,35 1,76 8,52 Habitat du Nord France

 & Glossary
Corporate Social Responsibility Report

METHODOLOGY
CONTROLLED RENT: The rent money that is used to cover building /
renovation / acquisition / management expenses. It is calculated based
on objective data. Its value somewhere between the social and free-mar-
ket rent rates.

SOCIAL RENT: The rent money that is used to cover building / renovation
The Company / acquisition / management expenses. It is calculated based on the social
directly gathered and financial condition of the tenant and on the type of housing.
the data this TENANT’S POLICY: The document that the communal life of the buil-
report is based on. ding: tenants’ rights and duties, services provided and their schedules
and also control procedure.
Financial This tenants’ Charter is the foundation of transparency as it describes the
information principles that direct corporate activities: equal opportunities, fairness and
human dignity protection. The Charter of Services binds the Company
comes from corpo- and its organization to the principles it contains.
rate general and
ENERGY CERTIFICATE: The document that verifies a building energy
management performance and energy performance class. The certificate must be writ-
accounting. ten down by a certified technician.
Additional data PUBLIC SOCIAL HOUSING: The building stock built by contributions
are taken from
27
by State, Region or Municipality. It is used to fulfil housing needs of finan-
the internal cially disadvantaged citizens.

information PARTIALLY SUBSIDY HOUSING: Housing projects for first-time buyers.

system and other The State contributes towards some of the mortgage interest rates.

corporate reports. SUBSIDY HOUSING: Building projects for supplying flats whose entire
rent is paid by the State. They are managed directly by the Municipality
and by the public housing companies.
Data provided in
this report and EURHO-GR®: Registered mark. Official standard used by ERP compa-
nies belonging to the Eurhonet group when filling out the social sustaina-
specifically the bility and environmental report. It is used as guidelines and it shows an
indicator grid, indicator grid (both at municipality and nationwide levels) for data collec-
tion.
may vary depen-
ding on the speci- ECONOMICAL INDICATOR (ISEE): The Equivalent Economic Situation
Indicator is used to assess a family’s financial class.
fic regional laws It is used to set eligibility or non-eligibility to services and to calculate the
used by the Ita- social rental fees.
lian company of REPAIRS: The repairing or restoration of the building areas or accessories
the Eurhonet with no increase in value or performance.
network. PLANNED MAINTENANCE: Restructuring or repairing actions that may
increase the estate value or life.

STAKEHOLDER: Partners recipients that affect company management

direction and activities. Stakeholder include: employees, the financial com-
munity, customers, suppliers, state, Public Administration, environment
and others.

SUSTAINABLE DEVELOPMENT: The financial, environmental and so-

cial services that aim to better the quality of life of the entire community.
It fulfils the present generation needs without disregarding next genera-
tion’s expectations.
Graphic design: ELENA LANDI, Ingegneria della Comunicazione, bs

ATC Torino
ATC TORINO - AgenziA TerriToriAle per lA CAsAdellA provinCiA di Torino
Corso dAnTe 14 - 10134 Torino
Tel. 011 31301 fAx 011 3130425 - portale.atc.torino.it/

EURHONET - 18 sQUAre de MeeÛs B - 1050 BrUxelles - www.eurhonet.eu