1. 1 How a SEPA must be equipped and managed: contents of the e-learning training SEPA ‘Sustainable and equipped productive areas’ 5th Steering Committee Meeting Potenza 10 -11/05/2011

2. 2 SEPA 1st LESSON ‘Environmental Objectives: how a SEPA must be equipped’ 2nd LESSON ‘Economic objectives: the role of the SEPA manager’

3. 3 SEPA 1st LESSON ‘Environmental Objectives: how a SEPA must be equipped’: 1)Minimum infrastructure, 2) Examples of infrastructure qualifying a production area as a SEPA, 3) Examples of centralised services qualifying a production area as a SEPA.

4. 4 SEPA Minimum infrastructure (necessary for any production area even if not ecologically equipped): roads within the area and their link to the main road network; lay-by and parking areas; underground services, drinking water aqueduct, sewerage network connected to a central sewage treatment as an alternative to factory purifiers, electricity production network, telephone and data transmission network, public lighting, gas distribution network.

5. 5 SEPA Examples of infrastructure qualifying a production area as a SEPA: plants ensuring a rational use of energy, centralized or distributed production of heat energy and electricity from renewable sources, green building, energy efficiency of buildings. plants ensuring a rational use of primary water: water recycling for productive and fire-extinguishing purposes, industrial and fire-extinguishing aqueduct, rainwater collecting systems for irrigation purposes. plants facilitating waste collection and exploitation: ‘intelligent’ bins, waste collection areas.

6. 6 SEPA Examples of centralised services qualifying a production area as a SEPA: mobility management reducing the mobility induced by an entire production area, safety management to secure the entire area, time management fostering: the conciliation of family and professional life, equal opportunities, training activities to spread the culture of respect for the environment and the social context.

7. 7 SEPA 2nd LESSON ‘Economic objectives: the role of the SEPA manager’ A production area needs a SINGLE MANAGEMENT ENTITY (area manager) to be defined as a SEPA. do not have the structure, the organization, the economic strength and often the necessary culture Single enterprises (especially if SMEs, namely micro and small) do not have the structure, the organization, the economic strength and often the necessary culture to reduce their environmental and social impact. This is the reason why a SEPA needs a single management entity, able not only to reduce the overall environmental and social impact, but also to attract new businesses. The single management entity may be a private, public or mixed organization.

8. 8 SEPA The single management entity must therefore: be an investment and not an additional cost for the companies settling in the SEPA, collaborate with the various stakeholders designing the SEPA, distinguish interventions according to whether the SEPA are new productive areas, or existing productive areas to be recovered under an environmental, social and economical point of view, carry out preliminary actions of territorial marketing, so avoiding unprofitable works, inconsistent with the real needs of the companies settling in the SEPA, identify institutional investors, able to prevent the entrepreneurs from being penalized by the cost of production establishments of SEPA, both in capital and management account, be able to quantify the environmental and economic savings the SEPA companies will benefit from, be able to demonstrate that the costs of the structure are lower than the obtained savings, represent the companies operating in the area with all public and private institutions, produce an annual report in which environmental, social and economic results of the activities are highlighted.

9. 9 SEPA Thank you for you kind attention  questions?