Analysis & significance matrix
The content was defined in a three-stage process: identification, prioritisation and validation.
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GRI 102-47
| No. | Stage | Initiatives taken |
|---|---|---|
| 1. | Identification | Significant business issues and sustainable development areas for the Group were defined during consultations with the Management Board, management staff and expert staff. Identification of topics expected to be dealt with by stakeholders, as established through qualitative and quantitative online surveys and focus group interviews. The identification process took into account the trends and guidelines of international standards for corporate social responsibility as well as non-financial and industry reporting. |
| 2. | Prioritisation | This stage included cascading the identified key areas and assigning weights to the aspects identified in a dialogue with stakeholders and the project team. As part of this stage, the materiality of identified topics was determined in the context of proposed changes to the reporting framework associated with climate-related disclosures, the European Green Deal Strategy and the 2015 Paris Agreement. |
| 3. | Validation | A validation consultation was held with the Supervisory and Management Boards, management staff and key employees to define the final list of matters to be covered. |
List of material topics
Formulating the content of this Report was preceded by quantitative and qualitative surveys among PGNiG Group stakeholders, designed to identify their expectations with regard to the Group’s key non-financial reporting areas for 2020. The dialogue with stakeholders was held using an IT application for the collection, aggregation and statistical analysis of survey data. In addition to the quantitative surveys, interviews were carried out among interdisciplinary stakeholder focus groups to supplement the interpretation of survey findings and to outline future directions the Group should follow in the reporting of non-financial information. During the interviews, stakeholders put forward their own proposals of issues which, in their opinion, should be addressed in more detail in this Report. The dialogue with stakeholders, including the surveys and moderated focus group interviews, was held in the period from October 9th to November 6th 2020 by the independent consultancy Kapitał Intelektualny sp. z o.o.
The surveys were designed to match the respective areas with identified stakeholder groups, including employees, representatives and members of the company trade unions, managers, management and supervisory staff, customers, suppliers, members of local communities, social partners, beneficiaries of CSR initiatives, including those implemented by the PGNiG Foundation, representatives of environmental organisations, members of industry organisations, stock analysts, ESG analysts, investors, shareholders, representatives of the State Treasury, science and research institutions, universities, NGOs, and media.
Aggregation of the answers to the closed- and open-ended survey questions and those asked during the focus group interviews held at the PGNiG Group revealed both the stakeholders’ expectations and recommendations regarding topics identified during the surveys and interview session as key for the PGNiG Group’s Non-Financial Report for 2020. The feedback was classified according to the materiality of the aspects (medium, high) and their impact (within the Group, outside the Group). The materiality matrix of the matters and their contents are presented below.
| Relevant reporting aspects | Aspect relevance | Aspect impact | ||
|---|---|---|---|---|
| average | high | within the Group | outside the Group | |
| STRATEGIC AREA | ||||
| Role of the PGNiG Group’s operations in ensuring Poland’s energy independence and availability of energy resources | + | + | + | |
| Effect of the PGNiG Group’s operations on achieving a convenient strategic position internationally | + | + | + | |
| Opportunities and risks related to implementing the adopted business strategy | + | + | + | |
| Position of climate change within the PGNiG Group’s strategy | + | + | + | |
| Importance of implementing good ESG (environmental, social, governance) practices in achieving strategic objectives | + | + | + | |
| Impact of the COVID-19 pandemic on the PGNiG Group’s future economic and financial performance | + | + | + | |
| Results of implementing the CSR strategy | + | + | + | |
| ECONOMIC AREA | ||||
| Importance of the PGNiG Group’s operations and their contribution to Poland’s economic growth | + | + | + | |
| R&D&I initiatives | + | + | + | |
| Sectoral challenges arising from current trends, such as the European Green Deal, sustainable development, climate impact disclosures | + | + | + | |
| Efficiency improvements through adaptation of the Group in response to challenges posed by technological revolution, e.g. automation and robotisation | + | + | + | |
| Identified risks related to the COVID-19 pandemic | + | + | + | |
| Expanding product range and customer base | + | + | + | |
| Forecast impact of the COVID-19 pandemic on the PGNiG Group’s business model | + | + | + | |
| ENVIRONMENTAL AREA | ||||
| Solutions supporting environmentally sustainable approach and conducive to the goal of climate neutrality | + | + | + | |
| Practices and initiatives to protect biodiversity and ecosystems | + | + | + | |
| Solutions reducing the environmental impact of the supply chain at each of its stages, including exploration for and production of crude oil and natural gas, gas distribution and storage, sale and generation of heat and electricity | + | + | + | |
| Initiatives to reduce the use of natural resources | + | + | + | |
| Educating the public in best practices for responsible use of the environment in everyday life | + | + | + | |
| Investments in research and development contributing to the reduction of negative environmental impacts | + | + | + | |
| SOCIAL AREA | ||||
| Implemented rules of socially responsible and transparent supply chain | + | + | + | |
| Solutions ensuring confidentiality and data security | + | + | + | |
| Customer satisfaction and solutions to improve consumer comfort | + | + | + | |
| ETHICS AREA | ||||
| Initiatives to promote ethical work culture and prevent discrimination | + | + | + | |
| Improvement of procurement practices for suppliers, providing transparent cooperation rules | + | + | + | |
| Initiatives to build a corporate culture based on respect and mutual trust between employees, associates and managers | + | + | + | |
| Compliance, control and audit procedures | + | + | + | |