2019 materiality matrix and SDGs 

What is materiality?

Materiality is a concept from the financial world which is transposed to non-financial aspects. It defines what can have a significant impact on the activities of an organisation and on its capacity to create value for itself and its stakeholders. The materiality analysis is today at the heart of any CSR approach, by identifying the most relevant issues and building up a consensus on the list of priority challenges.

The materiality analysis of the Getlink Group

To adapt and respond to the challenges of the Group’s transformation, in a rapidely changing context, Getlink endeavours to be attentive to all its stakeholders (employees, customers, suppliers, shareholders, community, etc.) in order to better meet their expectations, to foster the creation of shared value and to strengthen the overall performance of the Group. As early as 2015, Getlink had carried out a first materiality analysis. In 2019, conscious of the ongoing transformation of society and the rapidely changing expectations of its stakeholders, the Group has updated its materiality analysis. It is an essential step. It enabled us to check the relevance of the priority challenges and to secure the Group’s future work in the review of its CSR strategy, its commitments and the objectives to be defined. These elements will also contribute to prioritise the actions to carry out and select the challenges and data to be taken into account into its communications and reporting.

Méthodology

Conducted with the support of a benchmark consulting firm, the update was carried out in three steps:

  • Diagnosis and analysis: 57 key issues for the Group’s activity have been identified on the basis of an internal and external document analysis and of the industry trends.
  • Identification, adaptation and rating of challenges by a representative sample of internal and external stakeholders located in France and in the United Kingdom. Based on 21 interviews, 23 material CSR challenges have been identified and assessed for the Group.
  • Prioritisation of challenges. In order to facilitate reading and the appropriation, these material challenges have been prioritised by taking into account both the importance for stakeholders and the impact on the Group’s activity, which was assessed using the methodology developed for its risk analysis.

Results and materiality matrix

The result of the analysis is presented in the form of a matrix combining in ordinate the level of expectation of internal and external stakeholders with the impact on the Group in abscissa; the material challenges for Getlink classified into 5 themes are positioned according to 3 priority levels:

  • 9 priority challenges
  • 10 important challenges
  • 4 moderate impact challenges.

Some challenges remain intangible and are the subject of a high expectation from some stakeholders such as the health and safety of employees or the safety and security of the infrastructure, transport, goods and customers. Many mechanisms have been implemented to cover risks associated with these challenges, but their potential impact on the Group remains significant. Other challenges have become more significant under pressure from external stakeholders or from current events. Thus, the growing complexity of the regulatory landscape echoes uncertainties surrounding Brexit. The quality of service and the customer experience are becoming increasingly significant. The energy transition and the fight against climate change represent an unavoidable issue for stakeholders and encompass several dimensions: energy consumption and the use of renewable energies. The environmental protection issue also includes the preservation of natural environments, the management of waste and the circular economy. Faced with challenges of renewing its workforce, recruiting experts in high-pressure jobs and, despite a dynamic policy in recent years, themes linked to human resources have thus been revised upwards. This is particularly the case for the attractiveness and the management of careers or for the necessary modernisation of the social dialogue. Gender equality now appears as one of the major challenges and this evolution reflects a strong expectation from internal and external stakeholders. The strong commitment of the Group to be a major player in the local regions in several areas (support for local employment, solidarity and education, support for the development of local startups…) strengthens the weight of the regional rooting. In connection with all these different challenges, the need for a constructive dialogue with both States, local authorities and regulators is therefore strengthened.

Sustainable Development Goals of the United Nations

Getlink considers itself fully conscious of the global challenges of sustainable development and is committed to ensuring that its growth is achieved in accordance with its precepts, in conjunction with the 17 Sustainable Development Goals of the United Nations. Getlink selected 10 SDGs, which are the most relevant to its business model, its activities and its material challenges.

Committed to low-carbon transport and in view of these complementary elements, the Group intends to consolidate its medium-term view by capitalising on its strengths and combining the service provided to customers with resolute action for the climate and the environment.