Sustainability Report 2025

Looking
Ahead

A year shaped by global instability.
A growth that never stopped.

Two SICIM welders joining a section of pipeline on site.

In a global context marked by conflicts, instability and profound transformations, SICIM has continued to grow, strengthening its project portfolio and its presence in strategic energy markets. Sustainability is not a separate track from this growth — it’s the strategic lever we use to navigate complexity, drive change, and turn an industrial approach into continuous cultural evolution. This page walks through what that meant in 2025: for our people, for the environment and the communities where we operate.

2025 at a glance

The year in numbers

190,654 MWh energy consumed

-18% vs 2024

-14%

Group emission intensity for 2025

(ratio of Scope 1 and Scope 2 – Location-Based – emissions to net revenue)

↓

63.36 tCO2e/million €

-14% compared with 2024

6.841

people worldwide

25.53%
of turnover Taxonomy-eligible

Average client satisfaction

010

7.77 /10

0
cases of corruption and bribery

01 — To our stakeholders

The strength of our business model

In 2025 we secured a number of significant new contracts. Large-scale projects were progressed across multiple regions worldwide — such as Kazakhstan, the Middle East, Europe and the Americas. In Italy, we carried out upgrading works on gas-fired power stations and progressed the development of part of the Adriatic Line.

Growth, for SICIM, has never meant standing still: even in a year shaped by conflict and instability, we kept strengthening our project portfolio and our presence in strategic energy markets around the world.

World map highlighting the countries where SICIM operates.
Hover — or tap — a highlighted area to see what we progressed there in 2025.

A sustainable path

Sustainability is not a separate track from this growth — it is the strategic lever we use to navigate complexity, drive change, and turn an industrial approach into continuous cultural evolution.

02 — Our value model

Quality, Client and Innovation

SICIM’s value creation model is based on a synergy between quality, client focus and the ability to innovate.

High standards of quality, safety and environmental protection are maintained throughout the entire project lifecycle through a Multisite Management System aligned with ISO 9001, ISO 45001 and ISO 14001 — the same three certifications that underpin how we run every site, everywhere we operate.

  • ISO 9001Quality
  • ISO 45001Health & Safety
  • ISO 14001Environment

Our objective is not only to deliver measurable results, but also to continuously strengthen the processes that generate them.

This means systematically listening to clients, investing in research and development, digitalising operations and embedding innovation into day-to-day activities, so that improvements become scalable and repeatable across projects.

Client satisfaction

This approach is reflected in the evolution of our client satisfaction model. In 2025 we introduced a new 1–10 rating scale, enhanced the survey methodology and digitalised the feedback collection process, enabling more timely and meaningful insights to support continuous improvement.

7.77/10

average client satisfaction

010

on the new 1–10 rating scale introduced in 2025

Research and development

Research & Development

A continuous improvement

Reduction in GHG emissions

75%

compared to the diesel configuration when using grid electricity

65,500 litres/year

of diesel saved

Reduction in noise emissions

10 dB(A)

from 112 to 102 dB(A)

Additional benefit

Improved working conditions and operator comfort

A digital attendance-tracking system that standardises data collection, accelerates information sharing and expands the availability of operational data for project management and performance analysis

Research & Development

Results achieved

15

projects using the digital tracking system

~7.7 million hours

worked recorded digitally

5,900

workers monitored

Over 61,000

digital reports collected

drone-based aerial surveying, enabling faster, safer and more comprehensive data collection, together with the continued digitalisation of surveying activities

In focus

Aerial photogrammetric surveying and digitalisation of surveys

In 2025 we expanded our use of aerial photogrammetric surveying systems using drones.nnDrone surveying offers significant advantages in terms of data collection speed, greater coverage of the surveyed areas, data completeness and reduction in manual fieldwork. The use of drones also generates operational safety benefits, as it reduces the need for personnel to be present in vast, inaccessible or congested areas.

Aerial photogrammetric surveying and digitalisation of surveys recorded data

67

active users

8

managed sites

1,648

surveys carried out

436

designs uploaded

8,163

measurements created

Sites with the highest intensity of use

870+

surveys

185

designs

Over 4,900

measurements

Italy Saudi Arabia

03 — People

The people who build it

Our workforce grew again in 2025, across seven countries and a wide range of professional profiles. Growth brings responsibility: on safety, on training, and on the conditions in which people work every day.

Our workforce

4,739 90%

men

5,262

employees worldwide

+10.6% vs 2024

523 10%

women

Across Kazakhstan, Iraq, Saudi Arabia, Italy, Mexico, Peru and Guyana

People are the condition of everything else: no project stands without the competence and the safety of those who build it.

04 — Environment

Energy, emissions, water and resources

Total energy consumption fell by 18% compared with 2024, driven by the ISO 50001 Energy Management System, fleet retrofitting and the adoption of HVO biofuel.

Energy and emissions

190,654 MWh

total energy consumption

-18% vs 2024

driven by the ISO 50001 Energy Management System, fleet retrofitting and HVO biofuel adoption

12%

from renewable sources

3% in 2024

↓

reflecting new photovoltaic installations and renewable electricity contracts (GO-certified). This increase is principally due to the usage of biofuels (HVO) which has grown by 207%.

88%

fossil fuels remains the Group’s primary energy source

29,729 kWh

electricity generated by photovoltaic systems at worksite

Scope 1 + 2
(Location-Based)/net revenue

63.36

tCO2e/million €

-14% vs 2024

Scope 1 + 2
(Location-Based)/hours worked

3.47

tCO2e/h*1000

-27% vs 2024

Both improvements stem from the combined effect of energy efficiency initiatives and the renewable electricity supply contracts.

Water

Water consumption

361,005 m³

withdrawn

+4% vs 2024*

increase mainly due to a broadened reporting scope, not higher actual use

74,737 m³

discharged

-76% vs 2024

result of the vehicle-washing recirculation system and hydrotest water recycling + other water recycling mechanisms described)

Hydraulic testing accounts for ~11% of total consumption thanks to water recycling mechanisms

75%

of total consumption is due to water stress

Resources and waste

Materials, waste and recovery are tracked at corporate level through the JD Edwards ERP system. The decrease in hazardous waste reflects tighter operational controls upstream.

Resource inflows and outflows

Total materials used at corporate level, tracked via JD Edwards ERP

121,768

tonnes

Reused or recycled secondary components

22.48%

+9 pp vs 2024

reflecting the circularity measures under the Waste Management procedure

Waste

up vs 2024, mainly non-hazardous waste

135,841

tonnes

Hazardous waste

down 76%

reflecting tighter prevention and control measures

10%

of waste sent for recovery

(a decrease vs 2024)

61%

of recovered waste is recycled

60%

of waste (hazardous and non-hazardous) sent to other disposal operations, followed by landfill and incineration

05 — Communities

Close to the places where we work

SICIM’s presence in the Busseto area is long-standing, and the support given to sporting, cultural and social initiatives is part of how the company understands its role there.

Community impact

Over €150,000

invested to support sporting, cultural and social initiatives in the Busseto area

SROI = 2.76

on the Breast Cancer Awareness Day initiative

(€2.76 of social return for every €1 invested, driven by preserved working hours, avoided healthcare costs and avoided travel emissions)

16

employees reached through cancer prevention services

80

working hours preserved

273.6 kg

of CO2 emissions avoided from travel

Measurable value

The value of these initiatives is measurable: the Breast Cancer Awareness Day in Italy alone preserved 80 working hours (valued at €2,352, based on €29.4/hour) and generated an estimated €2,080 in avoided healthcare costs through early diagnosis, while also avoiding 273.6 kg of CO₂ emissions from travel — together producing a Social Return on Investment (SROI) of 2.76.

06 — Governance

Integrity and transparency

The Group’s governance rests on a Code of Ethics, an anti-corruption framework and a sustainability framework built on six strategic pillars.

0

confirmed cases of corruption or bribery

60 days

standard payment terms

Zero confirmed cases of corruption or bribery in 2025.

Payment terms to suppliers remain at a standard 60 days.

07 — EU Taxonomy

Aligned with the European framework

A quarter of SICIM’s turnover is Taxonomy-eligible, almost entirely from the construction of Hydrogen-Ready pipelines.

25.53%

of turnover Taxonomy-eligible, from Hydrogen-Ready pipeline construction

This figure is attributable to the construction of Hydrogen-Ready pipelines.

1.75%

Taxonomy-eligible CapEx

Primarily relates to investments in EV charging infrastructure, photovoltaic systems and the company’s Euro 5–Euro 6 compliant vehicle fleet.

08 — Future steps

Looking ahead

Governance

Strengthening the sustainability framework and its six strategic pillars.nEnvironment

A year shaped by global instability.A growth that never stopped.

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