Enel launched a process aimed at identifying the priority issues for the Group and for the Company’s stakeholders in 2012, and said process has been reinforced over time. This is what is known as the materiality analysis. The relative methodology was developed taking into consideration the guidelines of numerous international standards, including the Global Reporting Initiative (GRI), the principles of the Communication on Progress (COP) of the UN Global Compact, the IIRC (International Integrated Reporting Council) model and the SDG Compass, which supports companies in aligning their strategies with the Sustainable Development Goals.

The objective of the assessment is to identify and evaluate the issues that are most important to stakeholders, to correlate them with the Group’s action priorities and its business strategy in order to verify their “alignment” (or “misalignment”) and identify any areas for improvement. Always conducted at an increasingly greater level of detail in terms of both issues and geographical scope, the analysis helps to identify the priorities of the Company and of the stakeholders, both for the entire Group and for each country. It also allows the results to be obtained with specific focus areas, such as the matrix pertaining to the sole category of “Financial community” stakeholders, useful for identifying the issues to be analyzed in the Annual Report and thus providing an integrated performance report. Based on the results of the analysis, the issues are also determined for preparing the Consolidated Non-financial Statement and the Sustainability Report, and the challenging common goals included in the 2018-2020 Strategic Plan and in the 2018-2020 Sustainability Plan are set. The activities and projects pertaining to the various Group Functions and Business Lines contribute to achieving them (see the “Strategy and Sustainability Plan” chapter for further information).

Process and changes to the model

The materiality analysis process is divided into five main phases, as shown in the picture of the following page. 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). It is also possible to analyze the results for each stakeholder category involved in the process.

The Holding Sustainability unit plays a role of direction and coordination, providing guidelines and methodological support for the analysis, 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 has further expanded the materiality analysis, launching a project in the main countries of presence to monitor stakeholders’ satisfaction on how the Company oversees the various issues, according to the principle of materiality. When compared with the stakeholders’ materiality analysis, the results provide an overall view of stakeholders’ expectations and help identify the issues on which the Company must focus.

During 2017, a first set of results deriving from the use of CSV (Creating Shared Value) tools on the Group’s assets was added to the analysis.

Through an appropriate in-depth review of the overall results, this offers a holistic view of the priorities in a given context, taking stakeholders’ expectations into account at all levels of the Enel value chain.

In particular, in 2017 the following su cui Enel prevede di focalizzare

  • 202 initiatives;
  • 16 countries;
  • 40 companies;
  • 5 assets.

Process and changes to the model