years now been part of the

Fondazione Intercultura funding

programme that helps students from

Italian agronomy institutes make

study trips abroad�

“We’ve made a point of promoting

openness and dialogue with the

communities around our Barletta

plant, while at our second site

in Ripalta Arpina, we help with

projects designed to involve

young people in sport. Lastly,

we take action locally through

our contribution to the initiatives

implemented by the Fondazione

Sodalitas, which works to

promote many different aspects

of sustainability, including social

inclusion”, he explains. More

specif ically, this support takes

the form of school visits and

presentations to raise student

awareness of the need to prepare

for their entry into the world

of work.

TIMAC AGRO Italia builds

close local relationships

with stakeholders

Thinking locally and ensuring that we fully understand

the needs of local communities, so that the commitment

we make to them is relevant to their needs: these are the

guiding principles applied by TIMAC AGRO Italia to all its local

initiatives in every one of its operating locations. Managing

Director Pierluigi Sassi explains...

Interview

Identifying and ranking

challenges and priorities for

action

TIMAC AGRO Italia constructed

its materiality matrix as a direct

result of one major decision: to

treat sustainable development not

just as a key component strategy,

but as the central principle of its

governance and management.

Once that principle had been

established, the next step was to

create a roadmap. “The advantage

of a tool like the materiality matrix

is that it makes it easier for us to

are the reasons why TIMAC AGRO

Italia mapped its stakeholders as the

basis for categorising them on the

basis of criteria including their level

of importance to the company and

the closeness of the relationship, their

degree of inf luence and their potential

impact on company reputation or

f inancial performance. The needs and

concerns of these stakeholders were

then analysed as part of the materiality

matrix development process. They

also form the basis of the TIMAC AGRO

Italia CSR policy and the company’s

operational practices. All of which

helps the company to build and

maintain positive relationships with

all those communities impacted by

their activities, which in turn improves

operational sustainability�

A high level of support for local

communities

As a result of earlier needs analyses,

TIMAC AGRO Italia has for some

A broader commitment to the

sustainability pathway

TIMAC AGRO Italia is also a partner

of the One Planet Sustainable

Food Systems (SFS) programme

that promotes environmentally

sustainable, socially equitable

and economically prof itable farming

and food production practices�

This subsidiary company has always

been closely concerned with these

issues, so its involvement in this

programme is an obvious choice,

especially since the aims of the SFS

programme are closely aligned with

the UN Sustainable Development

Goals (SDGs), which TIMAC AGRO Italia

is committed to working towards.

Sharing knowledge, stimulating

research and innovation, and being

part of a network of stakeholders fully

committed to sustainability are just

three of the reasons why TIMAC AGRO

Italia is such a strong supporter of the

SFS programme.

“We created a

sustainability research and

innovation department

as a direct response to

some of our stakeholders,

and particularly those

customers who pay closest

at tention to employment

and societal issues.”

Pierluigi Sassi,

Managing Director,

TIMAC AGRO Italia

“At TIMAC AGRO Italia,

we see our commitment

to meeting the needs

of communities as a way

of responding at local

level to achieving

the sustainable development

goals.”

identify and rank challenges and

priorities to deliver the best-possible

level of performance”, says Pierluigi

Sassi. “This process has helped us

to plan our activities and projects,

make sure we comply fully with

all regulations and standards, and

manage the risks we are exposed

to...”. The benef icial effects of that

decision have also fed through

into stakeholder relationships by

intensifying dialogue and levels of

commitment, at the same time as

creating a series of shared values.

Surveying and meeting

stakeholder expectations

Stakeholder dialogue is a core

component of any effective Corporate

Social Responsibility (CSR) strategy.

It is also an action lever for putting

in place the foundations for effective

coexistence between stakeholders

and achieving sustainable

development at regional level. These

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