An effective dialogue with stakeholders is possible starting from the reconnaissance and classification of all the stakeholders of an organization. The Mondadori Group has changed considerably in recent years: it was therefore necessary to prepare a new map that would identify our stakeholders, assigning each one a correct location.

Taking the AA1000 SES standard as a reference, a methodology has been prepared that has made it possible to

  • identify the three categories of stakeholders most relevant to their area of activity;
  • highlight which specific stakeholders are of particular interest among those that make up the selected categories;
  • order the three categories according to their level of influence, i.e. how much a stakeholder is able to influence the Mondadori Group’s business with its activities and decisions;
  • order the three categories according to their level of interest, i.e. how much the Mondadori Group is interested in relating to a stakeholder;
  • identify the level of interaction between stakeholders: the ability of a stakeholder category to influence and interact with other classes of stakeholders of the Mondadori Group.

All stages of the process, from the identification of stakeholders to interviews to prioritize the categories and finally the drafting of the stakeholder map, were carried out by the Sustainability Committee, composed of the main corporate functions and representatives of all business areas of the company.

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Stakeholder engagement

Before proceeding with the engagement activities, the Sustainability Committee reviews and updates the list of non-financial issues, improving the terminology used to define each area of sustainability and improving the detail of the “specific challenges” that characterize each issue and serve as a guide during the assessment.

The Chief Executive Officer, top management and the Sustainability Committee are involved in the evaluation of the issues by the Mondadori Group through interviews.
The process, from the Group’s point of view, involves interviews in which, in a first phase, the topics are addressed from a qualitative and scenario point of view; each interview is then supplemented by a questionnaire for the prioritization of topics for the Mondadori Group.
A similar procedure is also applied to stakeholders, with telephone interviews and the provision of the questionnaire, in order to obtain an overall result that is comparable and easily translated into the materiality matrix.
The results collected outline the new materiality matrix, analyzed and validated by the Sustainability Committee, which traces the story of the non-financial statement and brings out the new vision for a continuous improvement of the Group’s sustainability.