Round stranded and compacted aluminium or copper conductors;
XLPE or HEPR insulation;
Insulation screen (strippable or full bonded);
Metallic screen (copper wires / copper tape);
Polyester assembling tape;
PVC or PE outer sheath
MV transport and distribution networks; Industrial plants; Power plants; Transformer units; Connection between lines and transformers; The cables can be installed in ducts, galleries, directly buried in the soil or in the open air; The armored versions are particularly suitable to be directly buried in the soil, when an extra mechanical protection is needed.
Medium Voltage Aerial Bundled Cables
Round stranded and compacted aluminium or copper conductors;
Conductor screen; XLPE insulation; Insulation screen (strippable or full bonded);
On the beginning of 2009 we participate in a program of assessment and diagnosis released by well known economic newspaper and a multinational consultancy company.
As usual, all the people thought these issues were not for us… Sustainability is a fashion theme to big companies and multinationals… Of course we face this!
In the social dimension achieved a result below the average of 2009.
For the first time, we were participating officially into an event related with sustainability. The inquiry made everybody think, and something made people uncomfortable: why cannot we do something? This participation served as diagnostic.
Start writing our code of ethics. Our main concern was to write a behavioral commitment, fundamental.
According to the five attributes – Dependence, Proximity, Influence, Responsibility and Representativeness – we defined our stakeholders as:
Clients, Suppliers, Shareholders, Employees and Banks
We consider too the local community, because we are one of the largest employers in the geographic region where we are located.
Taking into account the definition of stakeholder – a person, group or organization who influences or is influenced by the actions of our organization – we decide to exclude from the list of priority stakeholders our competitors. Although fit the definition mention above, when we analyze the competitive
profile we note that the bidirectional influence would suggest some hurt of the competition laws.
Major difficulty: the time. It took about two months to get answers.
It was necessary to make several contacts, in most cases to get the answer. The solution is the insistence, flexible means of response and above all by the simplicity of the survey. We believe that, over time, and after watching the first report published, the more easily perceive and therefore faster, easier and assertively send us the answers we expect.
Of the surveys sent, we obtained an overall participation rate of 53.8%, considering the sample representative and thus validated the survey.
How was the first time we sent an inquiry of this nature, we decided to check the answers that were given. Thus, the questionnaire included a third question to verify the consistency in the first answer
given. We also checked the validity of the answers, because they were consistent in each group
We analyzed the responses obtained, and after treated statistically, we did a ranking of the main points raised. Also suitable, the main objectives and their impacts arising from the strategy for companies, as defined in the business plan.
We construct a correlation table of all of these themes with GRI indicators, according to the G3.
Matched GRI indicators with ratios internally defined, whose data are routinely collected by us.
Our companies do, in a long time, continuous monitoring of their activity in terms of economic, operational, environmental, etc. It was our concern seeking to reconcile and don’t to multiply them, for obvious reasons.
This is a critical aspect for us, that will contribute to the long life of this reports. Of course, if we don’t have the data needed, we will collect It.
In light of the survey results and the company's strategy, validate the ratios defined for each GRI indicator with the head of each of the areas to which it relates.
The leaders of these areas collected the necessary data for each ratio. After some successes, analyze their behavior, acts to enhance and what to do in light of those results. We collected quantitative and qualitative data for these ratios for a period of two years, allowing to know and evaluate its main trends. Whenever possible, we use graphics to illustrate the behavior.
All of this conclusions were validated by the board, and the resulting action plan will be inserted into the several action plans of each area.
We wrote our first Sustainability Report . The trip starts here.
This kind of reports, differ from others because they include the engagement of the stakeholders directly. We are always telling them what we think they want to know, not properly what they want to know… The easier way is asking them. When we put this on the way, many of them felt they are being taken into account. This strengthens the relationships and the commitment.
The approach to organize data, discuss it and define what to do is simple. This is not an obligation of one or two guys, but an everybody’s duty. This model is participatory.
In our opinion, the key is the contact to the outside of the company: the account managers want to manage themselves the contact with their clients; people from the purchasing department want to contact the suppliers, financial want to contact banks…
When you ask, analyze and report, a high degree of commitment is naturally established. In an internal and external point of view. Because of this, the process of specific development of goals and targets will appear naturally, in areas where you are not used to do that. This, obviously, empowers the companies.
Are there any natural fear in the publication of evidence taken as reserved. This is real, and we must analyze all of that situations and check them with top management. You will find, generally two different situations:
- The real ones, this is, in fact the situations when data collected can be used externally in favor of other interests, namely by entities that are not stakeholders, disadvantage the company.
- The false ones, this is, the situations where we must improve our behavior.
We only can solve this, first of all, with sense and sensitivity : involve top management and
managers, show others’ examples, When we need better, take it up with a clear and