Matrix of Materiality
G4-18, G4-19, G4-20, G4-21, G4-24, G4-25, G4-26, G4-27
There are no correlated GRI indicators
AMAGGI considers the elaboration of its Matrix of Materiality a good practice of sustainability, which helps to align the expectations of the public of interest and to focus on the true priorities. In 2012 the company conducted its first materiality process, which was reviewed in 2014 - the process is carried out every two or three years, or when the company deems it necessary. Thus, in 2016 a review of the priority themes for the management of the company's report was made, which included the analysis of internal documents and sectoral studies; the identification of themes and socio-environmental aspects of the social and environmental responsibility NBR 16001: 2012 and ISO 14001: 2015; a dynamic with managers to survey relevant aspects and impacts; and stakeholder consultation.
For the stakeholder’s engagement in the process of defining relevant themes, several methods were used. Interviews were conducted with managers, specialists, farmers, suppliers and financial institutions. A multi-stakeholder panel, held at Campo Novo do Parecis and Itacoatiara, allowed the engagement of external audiences, involving communities, public authorities, family members, community leaders, among others. Employee engagement already had a focus group, covering the four business areas. There were also online consultations with various audiences, such as employees, specialists, suppliers, farmers, trade unions and associations, consumers and customers, as well as the government. A direct consultation was held or the Top Management involvement.
AMAGGI had the support of an external consultancy to conduct the process, seeking to ensure the neutrality of the consultations. The publics consulted were defined based on a process of mapping and prioritization, carried out in the definition of materiality.
The whole process was conducted in such a way as to give the opportunity for the views of interested parties to be heard, and to enable two-way communication in order to obtain the stakeholders' perception of the positive and negative impacts. The impacts raised by the stakeholders, added to the references from the identification stage of positive and negative impacts, resulted in a list of ten priority themes, validated by the Top Management.
All material aspects identified are material inside and outside the organization.
(good governance, transparency, risk management, ethics, compliance with legislation and anticorruption practices).
(economic and financial performance of AMAGGI businesses, access to credit and private and public financing, productivity, growth, competitiveness, new business, shared value generation).
(support to producers for socio-environmental improvement, economic stability of the field activity, crop diversification, project development and responsible production).
(port administration, intermodality - interaction between road, rail and river transport -, claims management - accidents, thefts and misappropriations -, outflow of production and transportation efficiency).
(mitigation and adaptation) (impact of climate change on operations, emission of pollutants and greenhouse gases, increase in temperature, change in rainfall regime, prolonged drought - impact on agricultural production, land transport and bulk transportation).
(land conversion, land law and use, preservation of protected areas and biodiversity).
(knowledge and talent management, training, courses, labor specialization, valuing diversity in people management).
(fundamental principles and rights at work, migrant workers, occupational health and safety, transport safety and employee welfare).
(supply chain management of products and services, including development of local suppliers, purchase practices, criteria for socio-environmental evaluation of grain supply, inputs, and supplies).
(local development, private social investment, community engagement, job creation, income and local economy movement, socioeconomic impact and incentive to education and culture in cities).
In 2015 AMAGGI defined its Stakeholder Engagement Plan after going through a process of materiality in 2014, which defined the priority themes for the business, as well as the publics to be engaged. The 2015/2016 engagement plan had 95% of its actions carried out, 80% of which were fully attended and 15% partially attended. The percentage of uninitiated actions was 5%, which is justified by a change in strategy over the period.
Some of the main actions carried out were: publication of the first bulletin with updated information from AMAGGI to its stakeholders; greater sustainability integration with business areas and their strategies; inclusion of the sustainability theme in Technological Circuits; broad dissemination of AMAGGI complaint channel; improvements in the Responsible Truck Driver Program; and bonus payment program to partner producers certified by RTRS.
Stakeholders Engagement Plan 2015/2016 (Jan. 2015 to Dec. 2016)
The results of the 2016 materiality review process and subsequent revision of the concerned parties map will be used as inputs for strategic sustainability management actions - which includes reviewing and implementing the Stakeholder Engagement Plan and the Sustainability Strategic Communication Plan with actions from 2017 to 2019. These actions will take into account the expectations and needs of the concerned parties and will be reviewed and validated annually by the Sustainability Division, in a process of continuous improvement.