The company responded immediately to some of the indications given by the stakeholders, while other cases that envisage the development of widerranging projects have been included as objectives in the sustainability plan.
The capacity to manage the expectations of all the stakeholders (shareholders, customers, employees, suppliers, institutions and so on) plays an important role in ensuring the durability of the company in the medium to long term. Up until recently, it was believed that creating value for shareholders was the most rational objective for the company, but nowadays it seems clear that simply looking at its economic results is no longer sufficient to provide a true and fair view of the quality of business management.
In this context, the voluntary adoption of higher social and environmental standards than those envisaged by the law and starting a dialogue with all of its interlocutors, in the belief that solutions are to be looked for through cooperation, in the age of globalisation and the drive towards sustainable development, are ways for companies to gain consensus and legitimisation. In other words, behaving in a socially responsible way means creating value for all stakeholders, including shareholders, and laying the foundations for long-lasting success. In view of this principle, in which ENAV is a firm believer, and also because of its role as a strategic company for Italy, alongside customer relationship management, ongoing for several years, ENAV has launched its engagement with all its stakeholders.
The opportunity to give a better structure to the process for listening to all the stakeholders and to their expectations vis-à-vis the company was sustainability and the development of the materiality matrix, or rather the Group issues held to be most important.
In order to define its materiality matrix, ENAV carried out a survey not only of its internal management, but also of all its stakeholders: airlines, shareholders, suppliers, airport management companies, the institutions, and all its employees. The marked involvement of the last category, by means of an online questionnaire, showed the extent to which the company wants to take part and give its opinion: over 1,300 employees took part in the survey, providing an interesting analysis of this internal opinion.
Stakeholder engagement has been divided into two parts: the first phase involved sending out a questionnaire, by email or through a survey, with 21 questions on important topics identified and assessed with a score from 1 to 5; the second phase saw the organisation of a multi-stakeholder forum designed to set up a direct dialogue with each of them in order to understand their needs and satisfy their future expectations.
The company responded immediately to some of the indications given by the stakeholders, while other cases that envisage the development of wider-ranging projects have been included as objectives in the sustainability plan
The stakeholders involved
In order to define its materiality matrix, ENAV carried out a survey not only of its internal management, but also of all its stakeholders: airlines, shareholders, suppliers, airport management companies, the institutions, and all its employees.
The following table delineates the boundary of each material topic, specifying the internal (Group company) and external boundaries for the material topic. To date, no topics have been identified with material impacts on entities outside the Group. Where a topic does not regard the entire Group, it has been considered non-material for the excluded company or companies in consideration of the type of activity performed and/or the geographical areas in which they operate.
|Social||1||Electromagnetic emissions||ENAV S.p.A.|
|GRI 413: Local communities|
|2||Corporate integrity||ENAV Group||GRI 419: Socioeconomic compliance|
|GRI 307: Environmental compliance|
|3||Payment of suppliers||ENAV Group||-|
|4||Quality of service||ENAV Group||GRI 102-43: Approach to|
|5||Customer relations||ENAV Group||GRI 102-43: Approach to|
|6||Relations with industry|
|ENAV Group||GRI 102-43: Approach to|
|7||Compliance with social and|
environmental standards in the
supply chain and commercial
|ENAV Group||GRI 308: Supplier environmental|
|GRI 414: Supplier social assessment|
|GRI 416: Customer Health|
|GRI 416: Customer Health|
|Employees||10||Quality of human capital||ENAV Group||GRI 404: Training and education|
|11||Diversity and equal opportunities||ENAV Group||GRI 405: Diversity|
and equal opportunity
|ENAV Group||GRI 401: Employment|
|12||Employee relations||ENAV Group||GRI 402: Labor/management|
|13||Health and safety of employees||ENAV Group||GRI 403: Occupational Health|
|14||Corporate welfare to support|
|ENAV Group||GRI 401: Employment|
|Diversity in the|
and control bodies
|15||Diversity and equal opportunities||ENAV S.p.A.|
|GRI 405: Diversity|
and equal opportunity
|Corruption||16||Corporate integrity||ENAV Group||GRI 205: Anti-corruption|
|Human rights||17||Respect for human rights within|
|ENAV Group||GRI 406: Non-discrimination|
|ENAV Group||GRI 412: Human Rights|
|Environment||18||Environmental impact of the|
|GRI 302: Energy|
|GRI 305: Emissions|
|GRI 306: Effluents and waste|
1In relation to this aspect, ENAV Asia Pacific, given the company’s characteristics (2 employees and 1 office) is not considered relevant in terms of environmental impact.
The main results from the Multi-stakeholder Forum
The most important of all is obviously safety. This is unanimously recognised as the most important topic and considered as fundamental for the very existence of the company and for the continuity of its business.
During the forum, some of the topics included in the Materiality Matrix were obviously of greater interest and fuelled more discussion among the stakeholders present.
The most important of all is obviously safety. This is unanimously recognised as the most important topic and considered as fundamental for the very existence of the company and for the continuity of its business. The discussion, mainly involving the management companies and airlines present, resulted in the proposal to aim for “contamination” between pilots and air traffic controllers, to lead to greater sharing as regards their responsibilities and work methods (e.g. training courses or other opportunities for meetings that involve both categories) so as to increase the reciprocal knowledge of their activities, and improve the connection and fluidity of communications between the two figures during the various phases of flight. This aspect, along with many others that emerged from the meeting, has been included as an objective in the sustainability plan. The discussion also underlined the close correlation between safety and two other topics that emerged in the matrix as being among the most important: “Security and ‘Service quality”.
With regard to the quality of human capital, it has been pointed out, also by the investors, how this topic has become central to the process of building social value. Given the particular nature of its business, ENAV has an additional responsibility regarding the adequacy of human capital, namely to keep the skills of air traffic controllers at the highest levels at all times, in order to guarantee the efficiency in their service that over the years has earned it its current position as one of the world’s highest performing providers. The importance of sound training schemes for the staff at headquarters was also underlined, as they need to be able to respond to changes outside the company and to develop new business.
Specifically, the institutions present at the discussion highlighted how important it is for the company to continue to pursue the “relations with bodies, institutions and industry associations” effectively. ENAV plays a strategic role here for Italy and devotes a great deal of attention to this aspect, which many other companies consider to be of secondary importance. Some stakeholders present also emphasised the importance of the partnerships and collaborations that the company has been pursuing in recent years with both business partners and suppliers and the need for a continuous and collaborative relationship as a fundamental element for creating useful innovations to improve the service provided and, ultimately, passengers’ flight experience. It was also suggested that the company should continue with its plan to increase communications with SRI investors, via traditional and/or one-to-one meetings. As far as environmental impact is concerned, it is clear to everyone that ENAV, being a service company, does not have particularly significant impacts, but it is far more important for the company to take specific action by planning efficient routes and also reducing fuel consumption and CO2 emissions for airlines. The opportunities contained in the Flight Efficiency Plan were reiterated, a project which is currently ENAV’s biggest “sustainable” challenge, namely to guarantee an approach that can ensure not only that carriers fly safely, but that they do so via efficient routes that can shorten flight times and reduce fuel consumption. Again, in reference to indirect impacts, the importance of involving ENAV in projects for managing the noise emission from aircraft was underlined, in collaboration with management companies and airlines.
As regards human rights, diversity and equal opportunities, which are considered as being less of a priority than other topics, provided food for thought as regards reporting policies and methods. Although these aspects were not seen as being problematic in the survey, which was also carried out internally, in any case the company has decided to include them as objectives in the sustainability plan.
In conclusion, a clear alignment emerged from the Forum between the results of the materiality matrix and the point of view of the stakeholders present in the forum. This was made possible thanks to two main factors: transversal topics and the high degree of cohesion and cooperation between the parties. In this sense, the event laid the foundations for per a solid relationship between the various stakeholders based on the principle of continuity. The active participation and the contribution made by those present, as well as having prompted useful and interesting observations, further confirmed the invaluable opportunity for ENAV to continue with its policy of dialogue and to consolidate the idea that the feedback from its stakeholders should not just be taken into consideration, but actually included, as far as possible, in the development of strategic guidelines for corporate social responsibility.