In line with the adopted methodology1, during 2017 the set of issues covered by the assessment was updated based on an analysis of numerous internal and external sources. The analysis took into account the different geographical realities and the different actors that participated in the process and also considered the evolution of the sector and of the internal organizational structure. The topics, classified into business and governance issues, social issues and environmental issues, were assessed according to the priority given by the stakeholders and the Company.

The result of the materiality analysis is summarized in the materiality matrix, which contains the following information:

  • on the horizontal axis the priority that stakeholders, appropriately weighted based on their materiality, attribute to the various issues. On the right part of the matrix are the issues for which the stakeholders require Group commitment in terms of greater investments, strengthening of existing practices and management systems, formalization of commitments and clear policies;
  • the vertical axis shows the issues on which Enel plans to focus its efforts, with the associated degree of priority, also taking into consideration planned investments, commitments, potential consequences and issues included in the Group’s Strategic Plan. The upper part of the matrix shows the issues for which a high level of commitment for the coming years is envisaged as part of the Group’s strategic objectives.

The Group’s overall matrix takes into account the contributions of the main companies involved in the process, based on their relevance and the type of business in which they operate.

The joint view of the two perspectives makes it possible to identify the issues of greatest importance both for the Company and for the stakeholders (the priority issues), and to verify the degree of “alignment” or “misalignment” between external expectations and internal relevance of these issues. The results essentially show an alignment between stakeholders’ requirements and the priorities assigned by the Company to the various issues.

Considering all the issues being analyzed, those to which the stakeholders have given a higher priority are “Operational efficiency”, “Decarbonization of the energy mix” and “Occupational health and safety”.

With regard to the aforementioned issues, the Company commits itself to working proactively to respond to the needs expressed by the stakeholders, by identifying, monitoring and achieving objectives and targets formalized in the Sustainability Plan (see the following chapter for further information).

The issues of “Economic and financial value creation” and “New technologies, services and digitalization” are particularly significant in the company strategies, in line with the provisions of the Strategic Plan.


2017 materiality matrix



Le priorità attribuite dagli stakeholder

In line with the company strategies and with the classification of the issues adopted in the Sustainability Plan2, below are the priorities assigned by the various stakeholders to the “pillars”. These pillars are the issues on which the Company intends to put particular attention in the coming years in terms of investment, monitoring and awareness, also given the macroeconomic changes and the context of sustainability it operates in.

Stakeholders’ priorities to the pillars of Enel strategy

People management, development and motivationEngaging local communities

Decarbonization of the energy mixOperational efficiency

The comparison of the priorities assigned by the stakeholders between 2016 and 2017 shows a general increase in assessments.

With respect to the issues linked to the pillars, it is possible to consider the changes described below.

It should be noted that, in line with the methodology adopted for 2017, the list of topics covered by the assessment was updated.

“Operational efficiency” and “Decarbonization of the energy mix” emerge as the two top priorities for stakeholders as a whole:

  • as regards “Operational efficiency”, aspects linked to asset optimization and safety were aggregated, together with energy efficiency;
  • the “Decarbonization of the energy mix” is a cross-sectional issue that embraces both business aspects and environmental aspects; within this issue, traditional technologies, climate strategy and renewable energies have been included.

“Engaging local communities” as well as “People management, development and motivation”, although of a relatively lesser priority level compared to the issues described above, also show an increase in the priority value attributed by stakeholders:

  • Engaging local communities” considers aspects related to responsible relations with communities as well as the support and development of local communities;
  • regarding “People management, development and motivation” – a topic that has remained unchanged from 2016 – there is a focus on the areas of development and enhancement of diversity.

The stakeholders involved in the materiality analysis also evaluated the issues related to the “enabling factors”, as regards company strategies and the taxonomy used in the Sustainability Plan. The issues at hand include “Customer focus” and “New technologies, services and digitalization

Lastly, the “Economic and financial value creation”, “Occupational health and safety”, “Sound governance and fair corporate conduct”, “Environmental compliance and management” – which includes in turn the management of environmental impacts, the responsible use of water resources, biodiversity, and the protection of natural assets – and “Sustainable supply chain” are key elements at the base of Enel’s sustainable business model (the so-called “backbones”), and, just like the pillars, they are subject to stakeholders’ assessment.


1 For more information on the methodology used for the materiality analysis, please refer to the “Methodological note”.
2 Please refer to the “Strategy and Sustainability Plan” chapter for an in-depth analysis on the classification of the issues into pillars, backbones and enablers.