The starting point for the process of selecting material aspects of reporting in this Report are:
Johnson & Scholes matrix developed as a result of stakeholder mapping, prepared at the end of 2019;
AA1000 Stakeholder Engagement Standard – 2015 Edition (the co-called AA1000 SES standard).
Based on the above assumptions, in cooperation with the experts from the AGH University of Science and Technology and the Institute of Accounting and Taxes, the process of selecting important reporting aspects was carried out, with the involvement of key stakeholders, identified in the Johnson & Scholes matrix, in the December 2020-January 2021 time frame.
In accordance with the principles of market analysis and the AA1000 SES standard, the process of defining material reporting aspects was composed of:
- quantitative research – surveys,
- qualitative research – workshops and interviews.
They were implemented in two groups of stakeholders from the key categories:
- internal stakeholders – developing the perspective of TAURON Group,
- external stakeholders – developing the perspective of TAURON Group’s environment.
The quantitative research was used for the initial, statistical determination of the importance (weight) of the issues to be reported. Qualitative research, on the other hand, was to obtain the confirmation by stakeholder representatives from key groups of the importance (weight) of the issues identified as a result of the quantitative research.
Due to the epidemic limitations, both types of research were conducted on-line. The quantitative research was based on online surveys, while the qualitative research was based on individual interviews with experts conducted using electronic applications, as well as on-line workshops carried out with the use of Internet platforms. Their preparation and implementation was undertaken by an independent research and development unit – the AGH University of Science and Technology.
In case of the internal stakeholders, the quantitative and qualitative research covered the managerial staff and employees of TAURON Capital Group. The perspective developed this way takes into account the opinions of the entire Group. Therefore, separate points of view of the individual subsidiaries are not specified, as the Group is treated as a whole. Within its framework, however, it is possible to the identify individual areas (Mining, Generation, Heat, RES, Distribution, Customer Service and Sales) for which the indicators that are the most important from the point of view of their operations have been selected and reported.
Almost 600 responses from internal stakeholders were collected based on the on-line questionnaire. As part of the qualitative research, on December 18, 2020, several-hour-long workshops with the Group’s management were held. The meeting was attended by managers, among others, dealing with strategy, customer, environment, risk, human resource management, compliance and communications.
With respect to external stakeholders, the research process covered the following groups of key stakeholders: public administration, banks and capital providers, suppliers, investors, shareholders and analysts, customers, media, industry organizations (including the ones related to corporate social responsibility and environmental organizations), regulators as well as the local government. The quantitative study was conducted between December 15, 2020 and January 6, 2021. As a result, more than 450 stakeholder responses were obtained. The above was the basis for the stakeholder panel conducted on January 8, 2021, with the representatives of all the above-mentioned key stakeholder groups participating therein, additionally also representatives of the universities (AGH).
The results of the identification by the external and internal stakeholders of the materiality level of non-financial issues for 2020 to be reported by TAURON Capital Group are presented in the materiality matrix.
The level of significance of the individual non-financial issues for TAURON Capital Group and its environment (stakeholders)
Based on the results of stakeholder indications, material non-financial issues (with a weight of 4 (important) and higher (very important)) to be reported by TAURON Capital Group for 2020 were summarized. They are presented in the table below.
Non-financial issues selected by stakeholders during the materiality analysis to be reported by TAURON Capital GroupExport to Excel
The number in the group of issues considered
Issues selected during the materiality analysis
SUSTAINABLE DEVELOPMENT AREA
|1||Ensuring energy security – efficient provision of access to electricity and heat||MARKET|
|2||Investment projects aimed at increasing customer access to electricity supply (capital expenditures on new generation capacity, the refurbishment of the existing assets and the expansion of the RES-based generation capacity portfolio)||MARKET|
|3||Transparency of the offering and a responsible sales process (access to the information on the products and services, comprehensible sales language, clear bill / invoice, security of customer data)||MARKET|
|5||Ethics in marketing, adherence to high ethical standards in communications||MARKET|
|7||Customer service standards, implementation of new customer service channels and significant technological solutions, complaint handling system, consumer service||MARKET|
|8||Security of customer data||MARKET|
|9||Introduction of the European Green Deal||MARKET|
|11||The company’s policy towards prosumers||MARKET|
|14||The role of coal-based energy in the energy mix and in creating added value||MARKET|
|15||Climate change, progressive global warming and weather anomalies related thereto||ENVIRONMENT|
|16||Investments aimed at increasing the share of energy produced from renewable sources and Energy storage technologies, as well as supporting sustainable development||ENVIRONMENT|
|17||Minimizing the negative impact of the company on the natural environment (through the investment projects undertaken, energy and water saving (efficiency) solutions, reduction of the emissions; waste management, etc.)||ENVIRONMENT|
|18||Environmental management strategy, environmental management systems and risk management – a comprehensive, integrated approach of the company to the analysis of environmental impact at each stage of the company’s operations (adopted policies, strategies, norms, standards, setting environmental targets)||ENVIRONMENT|
|20||Investing in environmental protection projects, financing research projects, with respect to reducing the negative impact on the environment, investments to increase the share of energy from renewable sources||ENVIRONMENT|
|21||Efficient management of water resources (measuring consumption, reducing consumption, water and sewage management, impacting water reservoirs) and sewage||ENVIRONMENT|
|22||Efficient management of the consumption of the raw materials used in the electricity production process||ENVIRONMENT|
|23||Efficient management of energy consumption (metering, targets, reduction/optimization of consumption)||ENVIRONMENT|
|24||Emissions to the atmosphere (types and quantity of substances emitted – measurements, targets)||ENVIRONMENT|
|28||Educational activities for employees, suppliers, customers and local communities, engaging customers in environment protection||ENVIRONMENT|
|29||Research and development initiatives as well as innovative solutions related to the natural environment protection and energy saving (efficiency)||ENVIRONMENT|
|30||The use of innovative technologies, products and services that are environmentally friendly||ENVIRONMENT|
|34||Promotion of work health and safety (WHS) rules||WORKPLACE|
|37||Education and development of the employees at various levels in the organization||WORKPLACE|
|38||Internal communication with the employees||WORKPLACE|
|40||Maintaining equal opportunities in the workplace, diversity management policy, workforce age and knowledge management, family-friendly company and work-life balance||WORKPLACE|
|43||Support for the society in the fight against the SARS-CoV-2 virus||SOCIETY|
|44||Supporting the local community, developing a good neighborhood policy; activities at the level of individual subsidiaries||SOCIETY|
|49||Conducting a dialogue with the stakeholders||SOCIETY|
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