Illustrative example
SME
Runs several initiatives for people and the local area, but has no shared strategy or indicators.
Environment, people and governance: from responsibility to concrete decisions.
VIVALDI18 STUDIO supports companies, public bodies and organisations in building concrete, measurable and proportionate ESG paths: sustainability and environmental protection, social responsibility, welfare, workplace inclusion, governance, indicators and reporting. The work starts from real activities and applicable obligations, not from generic statements.
ANTONIO AI is VIVALDI18 STUDIO's AI orientation assistant: it helps frame the question, it does not certify sustainability and does not replace professional work.
In summary
When it's useful
The organisation has many initiatives on people, community and the environment, but no shared direction, priorities or indicators.
What you get
- A clear picture of priorities and objectives
- Initiatives with responsibilities, timelines and indicators
- Evidence organised for reporting and communication
First step
Understanding what the organisation is already doing and which priorities really matter in its context.
Stated limits. The engagement is defined case by case. It is not an ESG certification or rating, does not guarantee compliance and does not replace legal opinions, health assessments, reserved technical activities or the services of licensed professionals when needed.
You may already be doing more than you can see.
- We have many initiatives, but no shared direction.
- We do things for people and for the local community, but we don't know how to connect them.
- We collect data that we then use very little.
- We want to understand which priorities to choose.
- We need to turn values and goals into concrete initiatives.
- We want to describe what we do without falling into generic statements.
The first task is not necessarily adding new initiatives. It can be understanding better the ones that already exist.
The three ESG dimensions
Environment, people and governance are not a checklist to complete: they are fields of work whose weight depends on the organisation's real activities, context and applicable obligations.
Environmental
- Environmental sustainability and protection
- Responsible use of resources
- Energy, materials, mobility and waste
- Impact reduction and circular economy
- Environmental goals, data and indicators
- Assessment of initiatives and priorities
- Involvement of any specialist technical experts needed
VIVALDI18 STUDIO does not issue environmental certifications, does not carry out laboratory analysis, does not replace licensed professionals and does not guarantee environmental compliance.
Social — People and community
- Corporate social responsibility and CSR
- Social impact, community and local territory
- Corporate welfare and organisational wellbeing
- Equal opportunities, inclusion and valuing differences
- Stakeholder engagement
- Training
- Recruitment, inclusion, retention and professional development of people with disabilities
Governance — Rules and responsibilities
- ESG policies and objectives
- Roles, responsibilities and decision-making processes
- Risk management, control and monitoring
- KPIs, data sources and traceability of evidence
- Transparency and reporting
- Communication consistent with real results
- Coordination among management, people, suppliers and stakeholders
Not every dimension carries the same weight for every organisation. The work also involves understanding what really matters in your own context.
Workplace inclusion and disability
Recruitment, inclusion, retention and professional development of people with disabilities. It is an ongoing organisational task: it does not end with hiring and involves job duties, tools, relationships, training and monitoring over time.
- Initial assessment of the organisational situation
- Targeted placement, obligations and opportunities related to Italian Law 68/1999
- Reserved quotas and main obligations, where applicable
- Agreements and incentives, to be assessed case by case
- Preparation and support for onboarding
- Accessible onboarding
- Disability management
- Retention and professional development
- Prevention of discrimination
- Wellbeing and participation
- Training for management, HR, supervisors and colleagues
- Organisational management of reasonable accommodation requests
- Job analysis
- Coordination of interventions on workstations
- On-site, hybrid or remote work
- Assistive technologies and accessible digital tools
- Monitoring the effectiveness of the measures adopted
Essential regulatory references
The list is not exhaustive. Quotas, deadlines, thresholds and obligations depend on the specific case, the type of organisation and the rules in force at the time of the assessment.
- Italian Law 68/1999
- Directive 2000/78/EC, Article 5
- Legislative Decree 216/2003, in particular regarding reasonable accommodation
- UN Convention on the Rights of Persons with Disabilities, ratified in Italy by Law 18/2009, in particular Article 27
- Legislative Decree 62/2024, where applicable
- Health and safety at work regulations, where relevant
Reasonable accommodation is not only about adjusting a workstation
Depending on the individual situation, a reasonable accommodation can involve very different levels.
- Spaces and workstations
- Tools and technologies
- Software and digital accessibility
- Organisation of time and activities
- Communication methods
- Procedures
- Training and support
- Remote or hybrid work
- Proportionate redistribution of certain operational tasks
- Involvement of the relevant experts
There are no standard solutions valid for everyone: the measure is identified for the specific case, respecting the person, their duties, the organisational context and the professional assessments required.
From initiatives to a direction
The path is not a ladder to climb, but a chain of connections: each step gives meaning to the next and can be revisited when the context changes.
1.What we already do
Initiatives, activities, data and relationships that already exist, often without a shared framework.
2.What really matters
The topics consistent with the organisation's identity, context, stakeholders and impact.
3.What we want to change
The goals that make the direction, ambition and limits of the path explicit.
4.The initiatives to build
Activities, responsibilities, timelines and resources that turn priorities into real work.
5.How to know if they work
A few useful indicators, with sources, frequency and update responsibilities.
6.How to demonstrate the results
Evidence that is organised, readable and usable for deciding and communicating.
The VIVALDI18 model
Six phases that can carry a different weight depending on the organisation and the goal. They are not a formality: they serve to understand, choose and demonstrate.
- 01
We understand
Identity, activities, context, goals, stakeholders and existing initiatives.
- 02
We map
Impacts, projects, data, responsibilities, strengths and gaps.
- 03
We prioritise
We distinguish what is strategic, important, urgent, mandatory or desirable.
- 04
We design
We turn priorities into initiatives, responsibilities, timelines and resources.
- 05
We measure
We define indicators, sources, responsibilities and genuinely useful monitoring methods.
- 06
We make it demonstrable
We organise evidence and results so they can be understood, decided upon and communicated consistently.
A report can document sustainability. It cannot create it.
Before producing documents, it is necessary to understand what really exists. Without these answers, a document describes intentions more than results.
- What we are doing.
- Why we are doing it.
- With what goal.
- For whom.
- With what results.
- How we can demonstrate them.
The document is a possible output. It is not the starting point.
Evidence first. Then the story.
VIVALDI18 STUDIO does not start from the need to build a positive message. It starts from what the organisation does, from the data it holds and from the results it can document. Transparency about limits makes the story more credible, not weaker.
- Real activities.
- Available data.
- Results.
- Evidence.
- Context.
- Limits.
Sustainability should not only be told well. It should be demonstrable.
Not everything we can measure deserves to be measured.
An indicator makes sense when it helps someone do something. The cost of measuring must remain proportionate to the value of the information it produces.
- Make decisions.
- Understand whether something is changing.
- Compare the result over time.
- Identify critical issues.
- Demonstrate what actually happened.
A few useful indicators are better than dozens of data points nobody uses.
Activity, output, results and impact are not the same thing
Distinguishing these four levels avoids mistaking the work carried out for the effect produced.
Level 1
Activity
What we did.
Level 2
Output
What we produced.
Level 3
Result
What changed.
Level 4
Impact
What broader effect can be linked to the intervention.
Doing something does not automatically mean the desired effect has been produced.
What we can build together
Not every activity is always needed. The scope depends on what already exists and on the goal of the path.
- Understand
- Assessment, mapping of existing initiatives, analysis of stakeholders and available data.
- Choose
- Definition of priorities, goals and topics relevant to the organisation.
- Build
- Design of initiatives, responsibilities, roadmap and governance of the path.
- Measure
- Indicators, sources, monitoring and orderly collection of evidence.
- Make it usable
- Plan, summary, reporting structure and content based on real data.
Tools that help you decide and continue
Possible outputs, not a standard package: they are chosen according to the agreed scope.
- Map of initiatives
- Assessment
- Priority framework
- ESG assessment
- ESG policy or strategy
- Sustainability plan
- Environmental or social plan proportionate to the context
- Welfare plan
- Workplace inclusion plan
- Reasonable accommodation procedure
- Training and implementation support
- Action plan
- Roadmap
- Goals / initiatives / indicators matrix
- Stakeholder map
- Governance of the path
- Indicator system
- Monitoring plan
- Organised collection of evidence
- Structure for reporting and communication
You can start from a single priority.
You don't need to be a large organisation, nor to already have a dedicated structure. A path can start from a very narrow scope.
- A project.
- A critical issue.
- A group of people.
- A service.
- A topic.
- A specific initiative.
The complexity of the method must be proportionate to the organisation's reality and to the goal.
Limits of the engagement
The engagement is defined case by case. It does not constitute an ESG certification or rating, does not guarantee compliance and does not replace legal opinions, health assessments, reserved technical activities or the services of licensed professionals when needed.
Illustrative scenarios
Examples of possible situations. They are not real VIVALDI18 clients or engagements.
Illustrative example
Foundation
Wants to build a multi-year social and cultural impact programme.
Illustrative example
Public authority
Wants to integrate sustainability, accessibility and participation into a new service.
Illustrative example
Large organisation
Has plenty of data and initiatives, but needs to connect goals, responsibilities and monitoring.
Illustrative example
Third-sector organisation
Runs social projects and wants to clarify what it actually produces.
Who it's for
- Companies and startups
- Public authorities
- Third-sector organisations, associations and cooperatives
- Foundations and cultural organisations
- Universities, research and training bodies
- Healthcare
- Other organisations
Frequently asked questions
Where do you want to start your ESG path?
You can start from a goal already defined, from many still-unconnected initiatives, or simply from a question. The first task can be understanding what really matters and which path can produce concrete results.
Every engagement is built and followed together with the client, with shared goals, activities and progress.