Sustainability is a vital foundation for the enduring progress of people and the planet. At the heart of Leonardo’s approach are research, technological innovation and digitalisation to enable a quicker transition to inclusive and sustainable development, in line with the UN Agenda 2030 (Sustainable Development Goals) and the multi-lateral commitments at international level. Sustainability has become a key element in competitiveness by supporting innovative processes and the ability to attract talent.


of 2021 investments in support of the SDGs


people involved in R&D activities


suppliers, of which over 4,000 based in Italy


of energy purchased from renewable sources*


of new employees aged under 30

> 100,000

tonnes of CO2e avoided through partial replacement of SF6

* covered by titles of origin

Global leadership

In 2021, Leonardo achieved (for the third year running) the highest score in the aerospace and defence sector, according to Corporate Sustainability Assessment (CSA) data, and has been in the S&P Global Dow Jones Sustainability Indices (DJSI) for the last 12 years.

Leonardo, uniquely among the main players in the aerospace and defence sector, has been recognised for the second year in a row as Global Compact LEAD of the UN by the largest voluntary initiative worldwide for sustainability in corporate activities. The company has been part of Global Compact since 2018.

In 2021, Leonardo was included in the highest band of the Defence Companies Index on Anti-Corruption and Corporate Transparency (DCI), prepared by Transparency International.

News and stories

Sustainability Governance

Leonardo has a structured and integrated governance system to effectively pursue its long-term sustainability strategy. The Board of Directors, with the support of the Sustainability and Innovation Committee and the Risk and Control Committee is responsible for assessing progress towards sustainability targets, in line with the Industrial Plan and the Sustainability Plan.

Responsible Business

Through an approach based on following the rule of law, on integrity, transparency (link to Ethics and compliance) and respect for human rights, Leonardo integrates sustainability into its business, creating value for people, for the planet and for a productive and innovative ecosystem linked also to the prosperity of the communities and territories where company operates.

Sustainability Plans and Targets

Leonardo’s Sustainability Plan translates the Group’s vision into action through projects, initiatives and practices focused on achieving the Sustainable Development Goals (SDGs) of the UN Agenda 2030, in line with the European Green Deal and Next Generation EU.

The aim is to generate shared value for stakeholders that can be quantified over time. In the Sustainability Plan, Leonardo’s capability in technological and digital innovation is the starting point for finding solutions to global problems and to accelerate the transition to inclusive, sustainable development.

The Plan is divided into eight action areas and covers the entire value chain, from research and innovation to operations, right through to the development of new solutions and new business models, involving divisions, companies and functions.

The Plan’s effectiveness is further strengthened by the Sustainability Targets that Leonardo is committed to achieving in the short, medium and long term. The Targets  are essential elements to consolidate the strategy, to improve the competitiveness of Leonardo and the industrial ecosystem in which Leonardo is a driving force, with the direct involvement of the entire supply chain.

Sustainability targets


  • Promote a responsible business model
    2021 Issue of a Trade Compliance Guideline including Human Rights Impact Assessment (HRIA) and development of country risk assessment tools for Leonardo SpA
    2022 Extending Trade Compliance Directive to the Group
    2023 Renewal/maintenance of the ISO 37001:2016 “Anti-Bribery Management System” certification standard
    2022 Expanding the business compliance training to other types of third parties (distributors/resellers), making it a mandatory prerequisite for the completion of the engagement
    2021 Training in whistleblowing

    target: 16.5 / 16.6


  • Attract and promote talent
    2022 More than 100 training hours per employee in the period 2018-2022
    2022 Under 30s equal to at least 40% of total new hires

    Target: 4.3 / 4.4 / 5.1 / 5.5 / 5.b

  • Promote an inclusive environment
    2022 Women equal to at least 32% of total new hires
    2025 Women equal to 30% of total new hires in STEM areas
    2025 20% female representation at management levels

    Target: 4.3 / 4.4 / 5.1 / 5.5 / 5.b


  • Reduce energy consumption and CO2 emissions
    2025 10% reduction in electricity consumption*
    2025 4% reduction in Scope I + Scope II emissions (location-based)*
    2030 40% reduction in Scope I + Scope II emissions (market-based)**

    Target: 8.4 / 9.4 / 12.2 / 12.5 / 13.1 / 13.3

    * Calculated in relation to revenues. 2019 year baseline.
    ** Reduction in absolute value. 2019 year baseline.

  • Reduce environmental impacts
    2025 10% reduction in water withdrawals*
    2025 10% reduction in the amount of waste produced*

    Target: 8.4 / 9.4 / 12.2 / 12.5 / 13.1 / 13.3

    * Calculated in relation to revenues. 2019 year baseline.


  • Develop the supply chain
    2023 Implement supply chain development programmes and medium/long-term partnerships, focused on SMEs, to improve business sustainability
    2022 Manage more than 75% of the value of orders placed by Leonardo Divisions with digital collaboration platforms***
    2023 Raise awareness of/deliver training on SDGs and supporting tools for reporting to more than 80% of key suppliers (over 500 suppliers)
    2023 100% of LEAP2020 partners with set targets and plans on green energy, CO2 emission reduction, waste recycling, water consumption

    Target: 8.2 / 8.3 / 9.4 / 9.5 / 12.2 / 12.5 / 13.1

    * Includes recurring suppliers. Leonardo DRS is not included in the scope.

  • Strengthen digitalisation and processing capacity
    2025 Increasing computing power by 40% per capita*
    2025 Increasing storage capacity by 40% per capita*

    Target: 8.2 / 8.3 / 9.4 / 9.5 / 12.2 / 12.5 / 13.1

    * Calculated as t he number of flops (floating point operations per second) and bytes in relation to employees in Italy. 2020 year baseline


Leonardo’s sustainability strategy integrates the stakeholders’ perspective. This vision is founded on dialogue and listening, consolidated by engagement activities, such as the process that led to the definition of the priority matrix (materiality).



  • Dialogue with domestic, supranational and regional institutions
  • Participation in round tables with public and private companies/bodies for the development of initiatives, plans and policies
  • Support to initiatives aimed at increasing security and the country’s ecological and digital transitions (e.g. PNRR)


  • Initiatives that support schools and higher education providers to increase teaching of technical and scientific subjects (STEM), helping with careers in those sectors and increasing skills
  • Promotion of diversity and inclusion as competitiveness factors
  • Spreading scientific citizenship through initiatives aimed at sharing knowledge, technological skills and innovation to help the communities and territories that Leonardo is active in


  • Quarterly events and conference calls
  • Regular communications with analysts and investors (current and potential) about financial matters and ESG
  • Participation in conferences


  • Training and engagement activities on sustainability matters, to encourage employees to become involved
  • Periodical surveys on company sentiment and specific surveys on mobility, smart working, sustainability and women with STEM profiles in Leonardo
  • Support for welfare and work-life balance
  • Annual performance assessment


  • Promotion of supply chain sustainability through initiatives focused on digital transformation, cyber & security and social and environmental responsibility
  • Training on sustainability matters
  • Assessment of ESG performance (Environmental, Social, Governance)


  • Dedicated conferences and user groups
  • Customer satisfaction surveys
  • Digital events and trade shows
Università Centri di Ricerca


  • Development of sustainability solutions through research projects and collaborations internal to Leonardo Labs
  • Partnerships and collaborations in the fields of research and innovation to fight climate change, to use resources more efficiently and to favour circular economy initiatives
  • Guidance-related initiatives and scholarships to increase STEM skills, promoting dialogue between industry and universities


  • Implementation of projects to improve efficiency in industrial practices
  • Participation in domestic and international research projects, round tables and multi-sector consultations
  • Starting circular economy and industrial symbiosis projects


  • Supporting and organising local initiatives and digital events
  • Projects to support the communities and territories that Leonardo is active in
  • Opening the company’s sites and museums to the public
  • Promotion of volunteering opportunities by employees


Participation in round tables on technological, social, environmental and governance/policy matters



  • Continuous dialogue with trade unions
  • Participation in observations on specific subjects


  • Communication via traditional and digital media
  • Collaborations in publishing initiatives and events

In 2020, the value of lobbying contracts was approximately $1.8 million (approximately $1.5 million in 2019 and 2018, approximately $1 million in 2017) and is related to activities carried out mainly in North America and Poland.

Materiality analysis

The Materiality analysis identifies and assesses strategic priorities through dialogue with internal and external stakeholders. This is a targeted process that identifies key topics for Leonardo and its stakeholders, which can affect the company’s ability to generate value and protect it in the short, medium and long term.

The Materiality analysis guides the preparation of the Sustainability Plan. The Plan aims to consolidate the Group’s ability to have an impact on the widest possible network of stakeholders, through a new approach to the design of products, services and processes, using the supply chain as a starting point and boosting digital development and the creation of partnerships.

(*) 10,829 press articles and more than 450 million tweets analysed 21 companies in the sector used in the benchmark analysis 1,877 national and international regulations analysed 134 stakeholders from 13 countries have responded to the online surve