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CHAPTER 4 Responsible management

Based on this Policy and its related Ma- nagement System, we have designed a homogeneous model for the identifica- tion of Stakeholders, which will help us to create a culture of proactive manage- ment of them, by means of the updating of this tool and the continuous evaluation of the ecosystem formed by these actors. The analysis has been carried out for Cepsa's operations in Spain, establishing a common methodology to identify and selecting groups and subgroups of inte-

rest by sites, after which we will complete this map with the data obtained from other facilities and geographical areas.

In general terms, Cepsa identifies five stakeholder groups that provide a frame- work for structuring our relationships, and which we prioritise to identify each stakeholder's needs, expectations and perception of the company in order to mitigate potential risks and capitalise on opportunities for improvement.

SHAREHOLDERS

CUSTOMERS

COMMUNITY SUPPLIERS

EMPLOYEES

CONCERNS

Cepsa's performance, investments, explanation of controversies.

CONCERNS

Quality and safety of goods and services, security of supply.

CONCERNS

Employment, environmental impact, social action, effects of the business activities.

CONCERNS

Commercial relationship, contract and transaction security,

communication and digitisation.

CONCERNS

Stable and quality employment, flexibility, good working climate and conditions.

COMMUNICATION CHANNELS

Customer Care Service, satisfaction measurement and complaint management system.

COMMUNICATION CHANNELS

Social action teams, community committees, open days, public consultations.

COMMUNICATION CHANNELS

Supplier portal, satisfaction surveys, supplier day.

COMMUNICATION CHANNELS

Virtual assistant, climate surveys, think box, intranet and Ethics Channel, among others.

COMMUNICATION CHANNELS

Representation in governance bo- dies, specific communications.