Environmental, Social, and Governance (ESG) criteria are becoming increasingly central to the operational strategies of organizations, especially in sectors with significant environmental impacts, such as waste management. This chapter explores how digital technologies can be integrated with ESG initiatives within waste management companies to enhance sustainability practices. The study focuses on companies in four Italian regions—Valle d’Aosta, Piemonte, Liguria, and Toscana—mapping their adoption of ESG reporting and digital tools. The research identifies key gaps in ESG reporting where digital technologies, such as IoT sensors, blockchain, and advanced analytics, can improve sustainability outcomes. These tools are analyzed for their role in optimizing waste collection routes, reducing operational costs, improving recycling rates, and enhancing the accuracy of ESG metrics. The chapter also examines the disparities in digital adoption across regions, highlighting the challenges faced by companies that have not yet fully embraced digital transformation. Through multiple case studies, the chapter demonstrates the tangible benefits of digital technologies in enhancing transparency, stakeholder engagement, and operational efficiency. It also outlines how these tools can support more reliable and accessible ESG reporting, fostering greater accountability and compliance with regulatory requirements. Ultimately, the chapter argues that digitalization is essential for achieving long-term sustainability goals in the waste management sector. By adopting digital tools, waste management companies can meet regulatory demands and lead the transition toward a more sustainable future. This chapter provides a roadmap for companies looking to improve their sustainability performance, offering insights into best practices and identifying areas where further digital adoption is needed.

Implementing Digital ESG Strategies in Waste Management Companies

Paolo Biancone;Davide Calandra
;
2025-01-01

Abstract

Environmental, Social, and Governance (ESG) criteria are becoming increasingly central to the operational strategies of organizations, especially in sectors with significant environmental impacts, such as waste management. This chapter explores how digital technologies can be integrated with ESG initiatives within waste management companies to enhance sustainability practices. The study focuses on companies in four Italian regions—Valle d’Aosta, Piemonte, Liguria, and Toscana—mapping their adoption of ESG reporting and digital tools. The research identifies key gaps in ESG reporting where digital technologies, such as IoT sensors, blockchain, and advanced analytics, can improve sustainability outcomes. These tools are analyzed for their role in optimizing waste collection routes, reducing operational costs, improving recycling rates, and enhancing the accuracy of ESG metrics. The chapter also examines the disparities in digital adoption across regions, highlighting the challenges faced by companies that have not yet fully embraced digital transformation. Through multiple case studies, the chapter demonstrates the tangible benefits of digital technologies in enhancing transparency, stakeholder engagement, and operational efficiency. It also outlines how these tools can support more reliable and accessible ESG reporting, fostering greater accountability and compliance with regulatory requirements. Ultimately, the chapter argues that digitalization is essential for achieving long-term sustainability goals in the waste management sector. By adopting digital tools, waste management companies can meet regulatory demands and lead the transition toward a more sustainable future. This chapter provides a roadmap for companies looking to improve their sustainability performance, offering insights into best practices and identifying areas where further digital adoption is needed.
2025
Environmental, Social, Governance and Digital Transformation in Organizations
Springer
431
444
https://link.springer.com/chapter/10.1007/978-3-031-86079-9_20#citeas
Paolo Biancone, Davide Calandra, Roberto Marseglia
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/2318/2079953
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