Based on the existing analyzes, we have created a materiality matrix, taking into account both significant challenges for Allegro, as well as opportunities and threats resulting from economic, environmental and social trends and changes that affect the company’s competitive position, as well as economic, environmental and social dimensions, which are important to stakeholders, including investors.
DIMENSION | RETAIL | IT SOFTWARE |
---|---|---|
Economic | Supply Chain Management | Customer Relationship Management |
Brand Management | Innovation Management | |
Customer Relationship Management | IT Security & System Availability | |
Environmental | Operational Eco-Efficiency | |
Environmental Policy & Management Systems | ||
Packaging | Climate Strategy | |
Social
|
Talent Attraction & Retention | |
Human Capital Development |
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Human Rights |
On the basis of important topics identified by stakeholders and topics identified as important in the process of developing Allegro’s sustainable development strategy for 2020-2023, a list of important topics has been defined that should be included in the report. In particular chapters, we described our management approach to areas with significant impact, except for general social and general economic topics where the boundaries of materiality go beyond our organization.
Topic | Chapter in the report |
---|---|
Education and employee development | |
Employee health and safety | |
Employee well-being | |
New forms of work (remote work, etc.) | |
Economic development of the country | |
Employment and job creation | |
Digitization | |
Customer privacy | |
Security of customer data | |
Responsible marketing communication | |
Entrepreneurship | |
The development of small and medium-sized enterprises | |
Green logistics | |
Use of raw materials for the production of packaging | |
Energy consumption | |
Waste management | |
Sustainable consumption | |
Environmental awareness of the society | |
Diversity and equal treatment | |
Counteracting discrimination | |
Digital exclusion | |
Human rights | |
Social and charity activities | |
Quality of education / preparing young people to enter the labour market | |
Health and safety of customers | |
Labeling of products | |
Sustainable supply chains (social and environmental responsibility of suppliers) |
Place in the report |
|
Allegro.eu results | |
NPS | |
Anti-discriminatory training | |
Employee Engagement Survey results | |
Total emissions (CO2e tonnes) against GMV (in PLN million) |
Place in the report |
|
GHG emissions | |
GHG emissions intensity | |
Carbon footprint | |
Energy consumption | |
Board gender diversity | |
Average income inequality score | |
Human rights policy | |
Human rights due diligence procedures | |
Ethical standards | |
Anti-corruption policy | |
Mechanism for reporting violations | |
Compliance with Global Compact principles |
Place in the report | |
Governance | |
A. Management Board supervision over climate opportunities and risks | |
B. The role of the management in assessing and managing climate opportunities and risks | |
Strategy | |
A. Risks and opportunities linked to climate, identified by the organization in the short-term, mid-term and long-term perspective | |
B. The impact of opportunities and risks linked to climate on business operations, strategy and financial plans in the short-term, mid-term and long-term perspective | |
C. Strategy resilience of the organization, taking into account different climate scenarios, including temperature growth by 2°C or less | |
Risk | |
A. Process of risk identification and assessment as well as opportunities linked to climate | |
B. Management process for climate risks | |
C. How the process of managing climate risks is incorporated into the risk management process for the organization as a whole | |
Goals and benchmarks | |
A. Goals and benchmarks used by an organisation to assess opportunities and climate risks, in line with the strategy and the risk management process | |
B. Greenhouse gas emissions for the scope of 1, 2 and 3, and related risks | |
C. Goals put forward by the organization for managing risks and opportunities linked to climate as well as the results achieved / progress towards achieving goals |
Environmental (E) | Place in the report | Social (S) | Place in the report | Governance (G) | Place in the report |
---|---|---|---|---|---|
M – Minimum S – Sector-specific |
|||||
E-M1 Greenhouse gas emissions | S-M1 Diversity of supervisory bodies | G-M1 Structure of governance bodies | |||
E-M2 Energy consumption | S-M2 Equal compensation indices | G-M2 Code of ethics | |||
E-M3 Risks and opportunities linked to climate | S-M3 Employment rotation | G-M3 Anticorruption policy | |||
E-S1 Intensity of greenhouse gas emissions | S-M4 freedom of association and the right to collective bargaining | G-M4 Mechanism for reporting violations | |||
E-S3 Water consumption | S-M5 Human rights policy | G-S1 Data protection policy | |||
S-M6 Due care for human rights issues | |||||
S-S1 Work safety and hygiene |
Place in the report |
||
Human rights |
GC1: Businesses should support and respect the protection of internationally proclaimed human rights; and | |
GC2: make sure that they are not complicit in human rights abuses. | ||
Work standards | GC3: Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining; | |
GC4: the elimination of all forms of forced and compulsory labour; | ||
GC5: the effective abolition of child labour; and | ||
GC6: the elimination of discrimination in respect of employment and occupation. | ||
Environmental protection | GC7: Businesses should support a precautionary approach to environmental challenges; | |
GC8: undertake initiatives to promote greater environmental responsibility; and | ||
GC9: encourage the development and diffusion of environmentally friendly technologies. | ||
Counteracting corruption |
GC10: Businesses should work against corruption in all its forms, including extortion and bribery. |