A2A Case Study(1)

- Energy closer to you -Edited by:

Dalloli BeatriceDominici AliceDragic TijanaKosutic MarkoLorek KatarzynaSiddi Giulia Maria Vimal du Monteil Malis

History of A2A GroupDec. 18, 2006 - Board of directors of AEM and ASM approve the Industrial Plan relation to company integration.

Jun. 4, 2007 - Board of directors of AEM, ASM and AMSA approve the Framework Agreement and they sign it with Milan and Brescia municipalities.

Jun. 25, 2007 - Board of directors of AEM, ASM and AMSA approve the merger plan.

Jun. 27, 2007 - Approval of the Brescia Municipal Council.

History of A2A GroupJul. 23, 2007 - Approval of the Milan Municipal Council.

Oct. 22, 2007 - Approval of the project by Extraordinary Meeting of ASM and AEM.

Dec. 19, 2007 - Antitrust Authorization.

Dec. 24, 2007 - Drawing up of separation proceedings of AMSA with AEM and of ASM with AEM.

Jan. 1, 2008 - START UP OF A2A Spa.

Institutional Structure1. Core Stakeholders:- A2As shareholders - A2As employees2. Relations with Stakeholders:- Suppliers and external collaborators - Customers- Public Sector

Institutional Structure3. Governance Structure:A2A is a multiutility, a private company encharged of producing and delivering two or more public goods, which has a form of S.p.A(Societ per azioni)- a public limited company characterized by legal personality, transferrability of shares, limited liability and centralizedmanagement.

Institutional Structure4. Fundamental Goals: - Develop its position in the business of gas, electricity, environmental and energy services;- Provide its services by ensuring quality, safety and respect for the environment;- Strengthening promotion and initiative for energy saving and sustainable cost.

Organizational Structure

Organizational Culture- Excellence in results (which includes a particular attention to meritocracy)- Team spirit;- Responsibility;- Innovation;- Sustainability (based on producing a positive impact on both the environment and the local community. )This seems to be the most important among the values as it is particularly evident from the artifacts.

Corporate Strategy1. Diversification

2. Vertical Integration

2.1. Drivers of Vertical Integration

3. Geographic Scope

A2As Competitive Strategy1. Existing Rivalry: Edison, Enel, Acea, Eni

2. Bargaining Power of Suppliers

A2As Competitive Strategy3. Bargaining power of customers

4. Threat of new entrants

5. Threat of substitutes : The case of solar panels

6. Competitive Advantage

Financial Performance

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