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CoNvegNo NAzIoNAle

La fi liera impiantistica deve cogliere l’opportunità di componentistica/impiantistica a livello nazionale
aiutare le Oil Company nel loro percorso Ciascun attore della fi liera deve quindi pianifi care
“di decarbonizzazione, attraverso le sue competenze la propria strategia “sostenibile” di medio-lungo
termine, al fi ne di identifi care i mercati che
e tecnologie distintive. La fi liera deve porsi verso le valorizzino le proprie competenze e tecnologie
Oil Company e verso la società non più come una distintive. Innovazione, competenze, velocità di
causa del problema, ma come parte della soluzione cambiamento e forme di collaborazione infra-
fi liera sono i fattori chiave per essere competitivi
in un mercato nuove e in rapida evoluzione.
I futuri leader di sostenibilità sono colori che
Scala suffi ciente (se tutti insieme!) per poter co- hanno già avviato tale percorso, per affrontare
gliere questa occasione, attraverso la collaborazio- per tempo questa profonda trasformazione del
ne tra player energetici, contractor e produttori di mercato in atto.

Roberto Nava

Roberto Nava is a partner in Bain & Company’s Milan offi ce. He is an expert in the fi rm’s global Oil &
Gas and Energy & Natural Resources practices.
He has spent more than 20 years as an adviser to national oil companies (NOCs), international oil companies
(IOCs) and oil contractors across APAC, EMEA and Latam. His core areas of expertise include strategy,
performance improvement, supply chain management, post-merger integration and organization, and
digital and corporate transformation. His experience covers the entire oil & gas value chain (up-, mid- and
down-stream), as well as petrochemicals, oil services and engineering and contracting. He is also author
on numerous papers, studies and articles and speaker at various conferences.

Carlo zandi

Carlo Zandi is a principal in Bain & Company’s Milan offi ce. He is an expert in Oil&Gas Enviromental
Remediation and Enviromental Sustainability. He is also author of numerous studies and articles.
He has spent more than 10 years as an adviser to national oil companies (NOCs), international oil companies
(IOCs) and oil contractors across EMEA. His core areas of expertise include strategy, performance
improvement, post-merger integration and organization, and corporate fi nance. His experience covers
the renewable industry and waste management.

Sustainability and the energy industry:

from constraint to a strategic priority

During the last Annual National ANIMP Convention, held in Genoa on the 20th & 21st June, Italian leaders have discussed how to create a business
which may deliver profi table growth in a truly sustainable way and how the consequent disrupting forces may impact the current value chain.
Companies and institutional bodies are increasingly expecting to lead the transition and most of the executives believe that sustainability is an
imperative for them and it will become even more important in the next 5 years. Sustainability is moving up in the corporate agendas, but efforts to date
are a drop in the bucket compared to what’s required.
Stakeholders are demanding greater sustainability: Investors are incorporating ESG considerations into investment approaches; the Government
is taking quicker action due to public pressure and international agreements; the employees are caring more about sustainability due to greater
societal concern plus generational shifts engagement; the local stakeholders are blocking licenses to operate and are demanding better community
engagement and protection of resources. Sustainability performance will have a growing impact on both profi tability and growth potential.
The leaders will build their own sustainability strategy approach to manage risk by transforming their companies and industries and by making bold
strategic moves across the full corporate purview. The Italian Plant & Equipment manufacturers and service providers could take advantage of this
transformation by leveraging existing customers’ relationship and developing new innovative technological and business solutions. The Italian players
are moving towards a “distinctive” competitive position in this new scenario, setting higher standards for industry and adapting their offering and value
proposition to new requests from customers (e.g. green procurement and supply chain is one of the clear example of future impact of the value chain).
The collaboration across the entire value chain is the key enabler of a successful transformation (as done for End-of-Plastic-Waste Agreement) and
ANIMP could play a critical role in combining the full value chain’s interests (from raw material to manufacturing, O&G players, EPCs up to waste
management), supporting Italian players in the identifi cation of key success factors, in the design of the appropriate operating model, governance
structure and capabilities needed to make the impact successful.
18 18 Impiantistica Italiana - Luglio-Agosto 2019