The G4 Guidelines place considerable emphasis on materiality, whereby organisations are required to focus their reporting the key economic, social, and environmental issues that are most important to their business and stakeholders. In defining these issues, companies must also maintain an open dialogue with both internal and external stakeholders.
To identify topics relevant to Salini Impregilo and determine the report’s content, we have developed a dedicated process in line with the G4 Guidelines:
- Internal identification of possible sustainability topics relevant to our industry, including an analysis of peers, sustainability ratings agencies, industry surveys, and media;
- Internal prioritisation of identified topics with the Group’s management, through consultation with senior leadership including human resources, quality and HSE affairs, procurement, production, technical department, and investor relations;
- External prioritisation of identified topics with the main Group’s stakeholders, through interviews at selected operating sites (with representatives of clients, employees, unions, and sub-contractors), a survey of a cross-section of employees, as well as interviews with external stakeholders, both at headquarters (investors and clients) and at operating sites (local communities and authorities);
- Final approval from Group senior management of the defined shortlist of priority topics.
Through this process, we identified 12 priority topics, as reported in the materiality matrix below, which form the basis of this report. We have grouped these topics under four key areas of commitment that reflect our corporate values. For further details, please refer to the Methodological Note.
Sustainability challenges and opportunities
To provide a broader view of our materiality analysis, the following table shows our main sustainability potential risks and opportunities, divided into our four areas of commitment.
|Area||Topics||Potential risks||Potential opportunities|
Local economies support
|Not being able to recruit specialised local workforce; lack of local qualified suppliers; low awareness of HSE issues; reputational risks linked to perceptions of malpractice in community relationships.||Lower transport and customs costs through use of local suppliers; capacity building in terms of staff training and support for suppliers; access to qualified labour and suppliers for future projects; tangible benefits at a local level derived from the generation of direct and indirect employment, additional income; social initiatives for local communities.|
|Excellence||Innovation and client satisfaction
Talent attraction and development
|Increased competition from peers in response to clients and societal demand for innovative and sustainable construction solutions; not being able to deliver high quality projects due to difficulties in developing personnel; impacts on morale and productivity due to low investment in training; operational and reputational risks of perceived malpractice in supply chain management.||Clients and communities served by us are able to benefit from the deployment of the best available technologies and know-how; low recruitment costs due to internal training of employees and increased capacity to fill vacancies; ability to involve suppliers and partners in project development.|
|Reputational risks of perceived malpractice; loss of confidence from investors and authorities; possible opposition by local communities, incurring delays and increased costs.||Reduced reputational and financial risks due to the compliance system in place; licence to operate granted by local and global stakeholders due to the Group’s engagement with all parties involved in projects; climate of mutual trust and broad local approval; reduced risks of opposition to projects; improved staff safety and fewer delays.|
|Respect||Health and Safety
|Increased absence rate and personnel costs due to injuries and perceived labour malpractice; poor evaluation of environmental impacts; poor management and control plans; causing disruption among local communities; potential damage to existing infrastructure and private properties.||Increased productivity due to employee wellbeing; lower absence rate and insurance costs; capacity to win contracts from clients who prioritise H&S in their tenders; reduced environmental impacts ensured by strict assessment, management and control practices; low risks of delay in the delivery of projects due to local communities’ environmental concerns; reduced litigation risks; improved reputation.|