Stakeholder Engagement and Materiality

Stakeholder Engagement Approach

Good stakeholder engagement is critical. We use the input from our stakeholders to create, validate and improve our sustainability strategy.

Our process to understand key stakeholder issues and identify our priorities follows 8 steps, which we conduct annually as part of the reporting process:

  1. Management and peer review of key stakeholders
  2. Online and offline interviews of key stakeholders
  3. MCI research of trends affecting our business
  4. Review of third party research to understand global mega trends
  5. Internal Risk Assessment conducted by the MCI Finance Team
  6. Assessment of all identified issues and prioritization of key issues for focus within our strategy by the Sustainability Team
  7. Executive management review, discussion, feedback and approval
  8. Presentation to key stakeholders for review

Key Stakeholders

Our management team identifies our primary stakeholders as those who have a significant interest in the actions and views of the company and whose actions and views are, in turn, of significant interest to us. We validate our identified stakeholder groups through comparison with our industry peers.

Our stakeholders are clients, talents, suppliers, the meetings industry, shareholders, the community, media, NGOs, governments and regulators.

Summary of Stakeholder Feedback:

Analysing Stakeholder Issues

Our stakeholder engagement process focuses on five key stakeholder groups (clients, talents, suppliers, the meetings industry and the community) that we carry out through various formal and informal methods.

These included:

  • Online Sustainability Survey of 351 employees
  • Online Sustainability survey of 55 key suppliers and partners
  • Online Talent Satisfaction Survey 1055 talents (59% of all MCI talents)
  • Evaluations between employees and their managers during their annual appraisal
  • Online Sustainability Survey of 20 key corporate and institutional clients
  • Face-to-face interaction with clients, suppliers and meetings industry partners
  • Face-to-face project meetings

Their input provides critical feedback that is used to help develop our sustainability strategy and this report. After the results of the survey are produced they are shared with the respective stakeholders, and further input solicited. We engage with our Media and Government stakeholders on an adhoc basis throughout the year. Our shareholders are addressed through the management team and the advisory board.

Materiality

We define issues that are material to MCI as those that:

  1. Have or may have a significant impact on the company’s finances or operations.
  2. Have or may have significant impact on the environment or society, now or in the future.
  3. Can substantially influence the assessments, decisions and actions of our stakeholders and shareholders.

Our research identified the following key issues and opportunities:

Assessment of trends, material issues and opportunities

Economic Impacts
  • Our 2017 revenue and direct financial impact was almost €425 Million.
  • Not only do the events we organise generate revenue for MCI and tax for the governments where we operate, but they also provide a return on investment for our clients while generating indirect income for local businesses. This income helps to create jobs, drive tourism and even accelerate innovation and economic development.
  • Taking its wider indirect and induced impacts into account, the travel and tourism sector contributes each year an estimated  €6.5 trillion to the global economy and supports over 290 million jobs. This is equal to 10.2% of the world’s GDP, and approximately 1 in 10 of all jobs.
Environmental Impacts
  • In 2017 we organised over 5,500 live experiences and communication activities across 80 countries, convening 1.2 million participants. Events are highly resource-intensive and can have both positive and negative environmental consequences for the host city and population.
  • Our key direct environmental impact is the energy used to power our offices and the carbon emissions from this energy usage and the flights we take.
  • Indirectly, if we include our client events in our total footprint then our key impacts are Carbon Emissions, transportation, air pollution, waste, water, food and beverage and materials usage (paper and materials to build brand displays and stands).
Social Impacts
  • Events bring people together and by their very nature have an impact on our talents, our suppliers, attendees and the communities where we operate. Our key social aspects include labour practices, human rights, occupational health and safety, training and education, community citizenship and investment, communication and legacy.
  • We believe that by engaging and supporting local communities and international sustainability causes we can leave a positive legacy through education, workshops and collaborations. Looking deeper into local economies, employing local talent, choosing local suppliers and adding a community element in support of local needs will also have a positive impact.
  • Since 2010 MCI talents have raised over €1.7 million for community projects. More info
  • In 2017, MCI had an indirect contribution of close to €1.5 million in pro-bono event management and through the fundraising dinners we organise for our clients.

Operational Risk Assessment

Every year the finance team conducts a thorough financial risk analysis of MCI. Their goal is to identify and classify our risks.
Our management team reviews these risks and develops strategies to mitigate them. For example, in 2014 one of our top 10 identified risks was the adoption of our Anti-corruption practice. As a result, we developed and launched a new Ethics and Anti-Corruption Programme in 2015.
Mid 2017, we conducted a gap analysis on our data management processes in order to prepare and be compliant for the new General Data Protection Regulation to take place in May 2018.
Risk Assessment Process

Our risk assessment process reviews over 90 risks that are divided into 8 areas:

  • Business Development
  • Fraud
  • Governance / structure
  • Human Resources (HR)
  • Information Technology (IT)
  • Laws and regulations / Compliance
  • Reporting control
  • Reputation
Key risks identified in 2017:
  • Lack of data protection (privacy & security)
  • Inadequate monitoring of event’s productivity
  • Non-compliance with MCI operational cash management policy
  • Risk currency management in offices/legal entities
  • Loss of key personnel – failure to retain employees
  • Not taking advantage of MCI unified network (miss out greater scale or optimisation opportunities)
  • Lack of clarity on legal guidelines and processes within MCI 
  • Lack of training and/or communication on clients and suppliers contractual commitments
  • Loss of a key customer
  • Cyber attack
  • Inappropriate merger & acquisition process
  • Discrepancy in delivery execution among offices (quality standards & procedures)
  • Market social instability
  • Lack of customer data centralization / sharing

Trend Analysis

Today’s global business environment is more complex, uncertain, volatile and dynamic than ever. Sustainability is one of the key challenges facing the global economy. We see several mega trends that will significantly affect our clients, our business and the meeting industry over the next decades.

These six mega trends are inextricably interconnected and interdependent:

Climate Change & Degradation

Unsustainable consumption: 85% of ocean fisheries are over-exploited

Failing ecosystems: 13 million hectares of forest lost annually between 2000 and 2010

Water scarcity: 3x increase in water withdrawals in 50 years. 700 million people face water scarcity today. By 2025, two-thirds of the world’s population may face water shortages

Waste: Over a third of all food produced gets wasted

Digital Transformation

Hybrid Meetings: Projected to account for over 10% of all meetings in 2016

Digital Age: Facebook – 1.9 billion users, Twitter – 310 million active users, Snapchat – 7 billion video views daily

Mobile Growth: By 2020, 90% of the world’s population over 6 will have a mobile phone and by 2017 over a third will own a smartphone

Health & Safety

Security & safety: Acts of terrorism and increased media exposure are driving stricter security requirements in destinations and events

Wellness of staff and clients

Compliance

Openness and disclosure: 95% of the 250 biggest companies report their sustainability performance

Stricter national anti-corruption laws: i.e. U.S. FCPA, U.K. Bribery Act, Brazil, China and at least 26 other countries

Push for Transparency: All EU companies with over 500 employees must include sustainability in their annual reporting by 2017

Growth industry codes of conduct: i.e. Health Care

Demographic Changes

Population Growth: 7.5 Billion rising to 10 Billion in 2050

Urbanization: 50% of global population living in cities rising to 70% in 2050

Rise of the south: Unprecedented growth in Brazil, China, India, Indonesia, Mexico, South Africa and Turkey

Aging population: Out of every 9 persons, 1 is aged 60 years or over. In 2050, 1 out of every 5 will be over 60

Inequality

Youth unemployment: 30% rise in youth unemployment in developed countries since 2007

Distribution of wealth: 10% of our population owns 85% of global assets

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