Information about The Report

Partnership relations, based on mutual understanding and trust, are of key importance for TAURON Capital Group, as an organization exerting a significant impact on its environment, due to the scale of its operations, turnover volume and profile, as well as having full awareness of it and taking full responsibility for it. Therefore, the cooperation with the stakeholders constitutes the foundation for the Group to achieve success in both business operations as well as social activities. For this reason, TAURON is, in a partnership like, fully transparent manner, developing relations with the stakeholders, being aware of their importance for the long term strategy and the sustainable (balanced) approach to the business operations. The basis of this process is a dialogue aimed at getting to know the mutual expectations and possibilities as well as implementing the agreements reached.

With the above purpose as the starting point, the process of identifying and mapping TAURON Capital Group’s stakeholders was carried out in 2019 in cooperation with the experts from the AGH University of Science and Technology and the Institute of Accounting and Taxes. It was considered as the initial and basic stage of developing functionalities related to sustainable development. Johnson & Scholes methodology was used as part of this step.

Identifying the stakeholders became the first stage of the mapping process. The starting points for this process were, firstly, a valid map of the stakeholders, created at TAURON Capital Group in 2017 and confirmed in 2018, and secondly, a survey on the selection of the non-financial issues to be included in TAURON Group’s Integrated Report for 2018. A comparative analysis of both of these documents demonstrated that the thus far valid map of TAURON Capital Group’s stakeholders had become obsolete and therefore changes to its structure should be introduced. The main reasons for coming to the above conclusion were, first and foremost, the type differences between the stakeholders groups shown on the 2017 and 2018 maps, and the types of stakeholders who took part, by providing their answers, in the survey on the selection of the non-financial issues of the non-financial issues to be included in TAURON Group’s Integrated Report for 2018. 13 types of stakeholders took part in this study, answering the questions asked by TAURON Group, while there were 8 groups in the previously valid stakeholders map.

Using the market development and changes proven above as the starting point, in order to quantify this volatility, the first benchmarking analysis was conducted in 2019, where the applicable list of stakeholders was referenced to the maps of stakeholders of other energy groups in Poland (three benchmarks) and in the European Union (three benchmarks). In addition to the above activities, there was also an analysis of the activity of the individual stakeholders in the social media managed by TAURON Capital Group. As part of this study, the types of stakeholders responding to the posts published by TAURON Group on its Facebook and Instagram social networks’ profiles were analyzed, as well as the types of stakeholders responding to the messages published by the Group and its subsidiaries on their websites. This way the activities of the individual groups of stakeholders were checked, which enables creating a preliminary summary of interest among the individual groups.

Based on that, the following groups of TAURON Capital Group’s stakeholders were identified in 2019:

• local communities,
• public administration,
• investors, shareholders, analysts,
• suppliers,
• industry organizations
• local government,
• media,
• customers,
• employees,
• banks, capital providers,

The second stage of the stakeholder mapping process, carried out in accordance with the Johnson & Scholes methodology, involved an assessment of the degree of interest – orientation of the stakeholders towards the organization and the degree of the organization’s interest – orientation towards the stakeholders, as well as the degree of the impact of the stakeholders on the organization and the degree of the organization’s impact on the stakeholders. This way, TAURON Capital Group’s internal determinants related to the relations with the stakeholders (the organization’s interest in the stakeholders and the impact of the stakeholders on the organization and the impact of the organization on the stakeholders) and the external determinants related to these relations (level and type of the interest of the stakeholders in TAURON Group) were analyzed. The first aspect was analyzed by conducting workshops with the highest and middle level management staff of TAURON Group and of its individual subsidiaries. As part of the study, values ​​from -5 (no impact at all) to +5 (very high impact) were allocated to the impact of the individual stakeholder groups on TAURON Group, as well as regarding the impact of TAURON Group on the individual groups of the stakeholders. The decision was made to measure TAURON Group’s interest in the individual groups of the stakeholders the same way, placing them on the scale from -5 (no interest at all) to +5 (very high level of interest). On the other hand, the level of interest of the individual stakeholders in TAURON Capital Group was measured by deepening the analysis of their activity in the social media managed by TAURON Group presented above. The number and types (broken down into positive, neutral and negative) of the stakeholder comments in relation to the individual posts published on TAURON’s Facebook and Instagram social networks’ profiles were counted, as well as the responses (classified the same way) of the stakeholders in the context of the messages published on the websites of the Group and of its individual subsidiaries. This way, depending on the share of the positive, neutral and negative responses, based on the decentile system the levels of interest of the individual groups of the stakeholders were placed on the scale from -5 (no interest at all) to +5 (very high level of interest)

The obtained results confirmed the existence of the above identified groups of TAURON Capital Group’s stakeholders. It also turned out that, among the responses to the Group’s posts or messages, no stakeholders outside the previously identified groups had been found.

Completing the above activities allowed for preparing the final map of TAURON Capital Group’s stakeholders in 2019. Johnson & Scholes stakeholders matrix was created this way, as shown in Figure no. 1.