👥 Stakeholders and Their Role in Materiality Assessment

Under ESRS 1 and ESRS 2, stakeholders are classified into two broad groups:

🟩 Affected Stakeholders

Those whose interests are positively or negatively affected by a company’s activities and business relationships across the value chain.

They include:

• The undertaking’s own workforce (employed and non‑employed workers).
• Workers in the value chain, including contractors and suppliers.
• Affected communities and vulnerable groups.
• Consumers and end‑users of products and services.
• Suppliers, whose operations can influence the company’s sustainability profile.
• Nature, treated as a “silent stakeholder,” supporting assessment through ecological data.

🟪 Users of Sustainability Statements

These stakeholders utilize ESG disclosures for decision‑making and oversight, including:

• Investors, lenders, and financial institutions.
• Business partners, trade unions, and social partners.
• Civil society and non‑governmental organisations (NGOs).
• Governments, regulators, and supervisory bodies.
• Analysts and academics.

💬 Engagement and Dialogue with Stakeholders

The ESRS framework encourages companies to engage with stakeholders through structured dialogue as part of their materiality assessment.

🔎 Importance of Engagement

• Engagement ensures that the views and interests of key stakeholders are reflected in decision‑making.
• It forms a core element of the due diligence and materiality process, helping to identify actual and potential negative impacts.
• Stakeholder feedback supports transparency and continuous improvement in the undertaking’s strategy and reporting.

🤝 Dialogue in Practice

Materiality assessment is informed by stakeholder dialogue, which may involve:

• Direct discussions with employees, trade unions, and community representatives.
• Consultation with users of sustainability reports, experts, and industry associations.
• Feedback loops on material IROs to validate the accuracy of assessment outcomes.

Although ESRS does not mandate specific stakeholder behaviour requirements, companies must actively understand and reflect stakeholder interests within their due diligence procedures.

📊 The Stakeholder Analysis Process in Practice

Stakeholder analysis integrates into the CSRD reporting workflow in four main steps:

1- Engagement with stakeholders: Identify key groups, methods of engagement, and purpose of dialogue.

2- Understanding interests and views: Summarize how stakeholder feedback relates to the undertaking’s strategy or business model.

3- Amendment of strategy: Modify corporate practices if stakeholder information reveals material risks or opportunities.

4- Information of the administrative, management and supervisory bodies (AMSB): Report how the AMSB is informed about stakeholder concerns and their impact on corporate decisions.

This cycle ensures that stakeholder perspectives are embedded into strategic governance and sustainability planning.

🌍 Stakeholders and Material IRO Identification

Stakeholder feedback directly supports the identification of Impacts, Risks and Opportunities (IROs).

Through structured consultation, companies can:

• Link IROs to relevant topical ESRS standards (e.g., climate change or workforce).
• Introduce entity‑specific matters if significant issues are not adequately covered by existing standards.
• Assess the materiality of identified IROs to determine what must be reported under the CSRD.
• Apply a feedback loop for stakeholders to validate the final conclusions on material issues.

This interactive approach creates a robust connection between due diligence and ESRS reporting outputs.

🧾 Due Diligence and Reporting Integration

Due diligence under the ESRS follows international guidelines such as the UN Guiding Principles (UNGPs) and OECD standards for multinational enterprises.
It is a five‑stage process linked to specific ESRS Disclosure Requirements (DRs):

1- Embedding due diligence in corporate governance (ESRS 2 GOV‑2, GOV‑3, SBM‑3).

2- Engaging with affected stakeholders (ESRS 2 IRO‑1, MDR‑P).

3- Identifying and assessing negative impacts (ESRS 2 SBM‑3, IRO‑1).

4- Taking action to address negative impacts (ESRS 2 MDR‑A and topical standards on transition plans).

5- Tracking the effectiveness of actions and progress (ESRS 2 MDR‑M and MDR‑T).

Each stage ensures that adverse impacts are identified and remediated across the entire value chain while evidence is consistently disclosed for comparability and accountability.

✅ Strategic Benefits of Stakeholder‑Driven Reporting

Implementing stakeholder analysis and due diligence under the CSRD offers measurable advantages for companies:

• Strengthened trust and transparency with investors and regulators.
• Clearer definition of material ESG priorities through evidence‑based feedback.
• Faster alignment with emerging EU sustainability standards.
• Reduced risk of non‑compliance and increased market credibility.

🤝 How ComplyMarket Facilitates CSRD Stakeholder Compliance

ComplyMarket assists businesses in developing comprehensive CSRD strategies by providing:

• Stakeholder identification and mapping aligned with ESRS guidelines.
• Templates for materiality assessment and IRO evaluation.
• Advisory on embedding due diligence across reporting functions.
• Integration of EU Taxonomy, CSDDD, and CSRD data flows for harmonised reporting.

By applying a well‑structured stakeholder analysis process, organisations can meet CSRD expectations with clarity, consistency, and confidence – supported by ComplyMarket.