Materiality Analysis

Materiality Analysis

Consultation of internal and external stakeholders is a major component of the STM’s sustainable development approach. We conducted an initial external consultation in 2009, and a second one in 2013, focusing mainly on this approach.

Internal Stakeholders

2008: Consultation on the Sustainable Development Action Plan 2007−2011

2012: Consultation for drafting of the Sustainable Development Plan 2020

External Stakeholders

2009: Consultation, through discussion groups, of 38 individuals from environmental organizations, universities, companies, the municipal, provincial and federal governments, other transit authorities and sectoral associations, on the STM’s approach and its Sustainable Development Report 2008

2013: Consultation, through personal interviews, of 22 individuals from 15 external organizations and companies (partners and experts, SD managers in large corporations, members of different levels of government and sectoral associations, transit authorities) on the materiality of the issues, actions, indicators and targets in the Sustainable Development Plan 2020

To further extend this effort, the STM initiated a new consultation of its internal and external stakeholders in 2014, focusing on the prioritization of sustainable development issues.

Identification of issues

In fall 2014, a list of 27 issues based on the Sustainable Development Plan 2020 was drawn up. To ensure that it was comprehensive, this list was submitted to internal stakeholders (Sustainable Development Committee, Executive Committee, Board of Directors Governance, Ethics and Sustainable Development Committee) and to 26 representatives of external stakeholders. We were thus able to improve the list of issues in various ways, including the definitions of each topic.

Prioritization of issues

The list of 27 sustainable development issues was then submitted to internal and external stakeholders for prioritization through an electronic survey in January 2015.

The following internal stakeholders were invited to take part:

  • Board of Directors Governance, Ethics and Sustainable Development Committee
  • Expanded Executive Committee
  • Employees: 256 employees responded to the online survey, which was distributed in the company’s in-house publications (web and paper). All employees were invited to participate.

Externally, 2,400 customers and 32 representatives of stakeholders took part in the prioritization exercise. Customers were consulted via the “My Voice, My STM” community, made up of around 8,000 voluntary members who are surveyed regularly on different topics related to public transit. In addition, the STM contacted 65 stakeholder organizations: government agencies, municipalities, associations involved in public transit, sustainable development and universal accessibility, experts in sustainable mobility and urban planning, and economic stakeholders.

External stakeholders consulted

Governments and municipalities

  • Communauté métropolitaine de Montréal
  • Agence métropolitaine de transport
  • Ville de Montréal, sustainable development division
  • Ville de Montréal, infrastructure, roads and transportation department
  • Agence de la santé et des services sociaux de Montréal

Customers

  • 2,400 customers surveyed

Universal Accessibility Committee

  • Ex aequo
  • Comité régional des associations pour la déficience intellectuelle
  • Association du syndrome de Usher du Québec
  • Montreal Steering Committee on Seniors
  • Regroupement des usagers du transport adapté

Public transit associations

  • Association du transport urbain du Québec
  • Canadian Urban Transport Association
  • Transport 2000

Transit authorities

  • Société de transport du Saguenay
  • Société de transport de Lévis
  • Société de transport de Sherbrooke
  • Société de transport de Laval
  • Société de transport de l'Outaouais
  • Société de transport de Trois-Rivières

Local stakeholders in the field of transportation

  • Développement économique Saint-Laurent (DESTL)’s transportation management association (CGD)
  • Voyagez Futé / Mobiligo
  • Vélo Québec
  • Aéroports de Montréal

Experts in sustainable mobility

  • Mobility Research Chair, École Polytechnique de Montréal
    Observatory of sustainable mobility

Environment / sustainable development

  • Conseil régional de l'environnement de Montréal
  • Conseil patronal de l’environnement du Québec
  • Association québécoise de lutte contre la pollution atmosphérique
  • Vivre en Ville

Corporate partners

  • Hydro-Québec
  • Gaz Métro
  • Coopérative des propriétaires de taxi de l'Ouest Métropolitain

Urban planning and development

  • Institut d'urbanisme, Université de Montréal
  • Ville de Montréal, urban planning and economic development department

Economic stakeholders

  • Chambre de commerce de l’Est de Montréal
  • Board of Trade of Metropolitan Montreal

Results of materiality analysis

The survey results allowed us to confirm the materiality of the STM’s sustainable development topics. Based on the results of the materiality analysis, it was decided to discuss 25 of the 27 issues in the Sustainable Development Report. Only “Architectural and cultural heritage of the metro network and “Protection of personal information” will not be covered.

The following table presents the results of the materiality analysis for internal and external stakeholders. The issues are presented according to the 10 priorities in the Sustainable Development Plan 2020.

Results of the materiality analysis for internal and external stakeholders
 

Internal

External

Average

P6 Atmospheric emissions, GHGs and transportation electrification

4,46

4,60

4,53

P1 Funding of public transit

4,41

4,50

4,45

P1 Ridership and emissions avoided

4,46

4,35

4,40

P1 Service offering

4,33

4,36

4,35

P1 Service quality and customer experience

4,18

4,43

4,31

P3 Contribution to urban planning

4,04

4,48

4,26

P2 Universal accessibility

3,90

4,50

4,20

P10 Contribution to the advancement of sustainable development and sustainable mobility

4,03

4,30

4,17

P8 Healthy, safe and inclusive working environments

4,28

4,04

4,16

P1 Transportation mix - intermodality

4,09

4,17

4,13

P4 Economic performance and efficiency

4,16

4,04

4,10

P1 Operational safety and security

4,12

4,08

4,10

P2 Fare affordability

3,86

4,34

4,10

P10 Sustainability governance

4,06

4,12

4,09

P5 Sustainable infrastructure (buildings, networks)

4,15

4,03

4,09

P5 Resource consumption and residual materials

4,23

3,91

4,07

P5 Drinking water and waste water

4,29

3,85

4,07

P5 Soil contamination

4,21

3,92

4,07

P7 Sustainable procurement

4,16

3,97

4,07

P2 Services adapted to people with functional limitations

3,92

4,17

4,04

P10 Relations with stakeholders

3,91

4,16

4,04

P9 Sustainability training and awareness for employees

3,94

4,11

4,03

P5 Impacts on area residents

3,93

4,00

3,96

P4 Economic contribution

4,09

3,82

3,95

P8 Community involvement

3,74

3,83

3,78

P1 Protection of personal information

3,57

3,55

3,56

P1 Architectural and cultural heritage of the metro network

3,18

3,48

3,33

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