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Process and changes to the model

  • GRI
GRI 102-46

The materiality assessment process is divided into five main phases:

  1. identification of the issues;
  2. identification of the stakeholders;
  3. assignment of relevance to stakeholders;
  4. assessment of the priorities assigned by the stakeholders to the issues;
  5. assignment of priorities to the issues in corporate strategies.

This process is aligned with AA1000APS standard and complies with inclusivity, materiality and responsiveness principles.

Data collection, aggregation and information processing are managed through a dedicated information system. This system grows every year to ensure greater traceability, to share best practices of engagement and monitoring of stakeholders, and to allow a degree of coverage consistent with the corporate organizational model. The system makes it possible to obtain specific views not only at the Group and individual company level, but also by Business Line/Company Function and single asset (meaning potential or actual operating sites).

The Holding Sustainability unit plays a role of direction and coordination, providing guidelines and methodological support for the assessment, conducted by local managers with the involvement of stakeholders and company-level key figures. The results obtained at the individual company and/or country level are subsequently consolidated by the Holding in order to prepare the Group’s materiality matrix (refer to the “Methodological note” for detailed information on the process used).

Since 2016, Enel monitors in the materiality assessment also stakeholders’ satisfaction on how the Company manages the various issues. When compared with the stakeholders’ materiality assessment, the results provide an overall view of stakeholders’ expectations and help identify the questions on which the Company must focus.

During 2018 a pilot project was also launched involving the main countries of presence, aimed at assessing the effective presidium of the issues by the Company, based on the results of the risk analysis and the tools adopted to manage the issues for which stakeholders have higher expectations. The results of this analysis provide useful suggestions on actual control methodologies and on the strategies to be implemented to fill any gaps.

The perimeter of the materiality assessment of 2018 was further enriched, through a greater integration of the results deriving from the application of CSV tools on the Group’s assets. In particular, in 2018 the following were included in the assessment:

Process and changes to the model