A sustainable approach

A sustainable approach

Since its foundation, our company's growth and actions have been guided by a sustainable approach which runs through our history, vision, mission and values.

Sisal's Sustainability Model drives every initiative and action we undertake and helps us to achieve our sustainability goals.
In 2019, against the backdrop of major organisational changes, we made a pledge to fulfil to a sustainability programme in accordance with national and international best practices. One of the main steps in this path was the reassessment of our model in order to align it with our strategic needs.

The model is structured in 3 parts:

Our sustainability commitment, the driving force behind the many initiatives we have developed. 
This goal is at the heart of Sisal’s entire business.

The 4 pillars of sustainability represent the areas of action of our commitment.
They encompass various fields, identified through engagement with our main stakeholders, and address 8 SDGs, which are considered strategic for the business and which Sisal is especially equipped to implement.
Each pillar is in turn divided into specific intervention areas, each with its own dedicated strategy, specific objectives and actions, for which reports of the most important results are drafted.


Sustainability tools, through which we plan various strategies and develop specific initiatives. Furthermore, they have the task of verifying whether the various actions are always aligned with our sustainability goal and planning future developments. In particular:
  • The sustainability governance system, comprising the Sustainability Committee and the Control and Sustainability Committee;
  • Certifications (ISO standard and Responsible Gambling Certification);
  • Reporting and Materiality, in terms of stakeholder engagement and definition of strategic priorities, as well as compliance with the main SDGs and obtaining assurance for the Sustainability Report.


The Sustainability Committee
The Committee, coordinated by the Chief Institutional Affairs & Communication Officer, defines and oversees Sisal’s Sustainability model in terms of reaching a consensus on and approving strategic guidelines.

The Committee comprises the following Members:

  • Chief Financial & Legal Officer
  • Chief Institutional Affairs & Communication Officer
  • International Managing Director
  • Online Managing Director
  • Retail Managing Director
  • Chief People Officer
The Committee is entrusted with the following tasks:
  • CSR strategies
  • CSR initiatives
  • CSR certifications
  • Stakeholder engagement initiatives

Our commitment to the SDGs
The Sustainable Development Goals are 17 objectives enacted by the United Nations as part of the 2030 Agenda for Sustainable Development, endorsing global commitments which everyone is called to make their specific contribution towards.
At Sisal, we too can and want to make our contribution to achieving these global objectives.
By analysing the Global Agenda and the 7 material sustainability areas, we have identified 8 SDGs to which we contribute through our projects and initiatives.
As depicted in the table, each area can refer to several Global Goals, which goes to show the great impact our business has in relation to responsible growth.

The materiality analysis process
The "materiality analysis" process was carried out in compliance with the reference guidelines of the Global Reporting Initiative GRI Standard, for which the principle of "materiality" represents a fundamental and qualifying element of reporting. The process is overseen by the Sustainability Committee, which annually guides the activities involved in preparing the Sustainability Report.

The material areas and indicators are periodically monitored by the Sustainability Committee in order to ensure that they are constantly updated and correctly represented in the Sustainability Report.

Stakeholder Engagement
10 categories of stakeholders have been identified and appropriately involved in a structured engagement process. 
The objective of engagement is to prioritize the issues selected in order to identify the most important, i.e., the most material, from both an internal and external perspective. For this reason, employees and stakeholders were asked - through online questionnaires and telephone interviews, respectively - to indicate the 5 most important themes on the list, so that a complete and inclusive ranking of the categories could be constructed.

The materiality update
In this last year, the process of corporate reorganization has allowed the company to start a new strategic process, especially from the point of view of the strategic-sustainable approach to business.

This moment, also in the light of the challenges related to the contingent health situation and the continuous evolution of the sector in which we operate, represents an opportunity to review the work done on sustainability in recent years and align it with the new identity and vision of Sisal and the changing needs and requirements of the context and stakeholders.

For this reason, it was decided to actively involve the Leadership Team in an operational workshop aimed at reviewing, starting from the new Corporate Purpose, the strategic approach to sustainability, the material issues and the Sustainability Model and Plan. Specifically, 13 sustainability themes considered relevant for Sisal were identified, which were grouped according to the 4 pillars of the Sustainability Model.

Materiality chart
An analysis of the chart reveals five topics considered extremely relevant for Sisal (green quadrants). The “Promotion of a legal and balanced gaming model” topic, for example, is the most relevant overall for both internal and external stakeholders, as is “Promotion of innovation and development”, above all as a lever to achieve all the other objectives. Two more topics on which internal and external stakeholders converge in part are Player protection and safeguards and Customer experience, regarded as strategic aspects, mainly because they are central to the core business. It shouldn’t surprise us that Health and safety in the workplace is not one of the most relevant topics. This is justified by the fact that the pandemic has shown that Sisal has this topic under control and was not caught unprepared by it. It should also be noted that the Commitment to the environment topic, although it is not one of the most relevant, is nevertheless recognised by both internal and external stakeholders as a point to start focusing on in the future.

Incentivation System
Starting in 2021, the incentive system for all managers in the company will include an MBO evaluation method that is also based on the achievement of objectives related to the sustainability strategy, with a focus on two pillars of our model: Consumers and People. The structure is structured around three elements:

  • The generation of value net of Ebitda generated by problem players;
  • The performance in terms of Net Promoter Score (NPS)* measured in the last quarter of 2021;
  • Performance in terms of Employees Net Promoter Score (ENPS)** measured in the last quarter of 2021.

*The NPS model is based on the question: "On a scale between 0 and 10, how much would you recommend Sisal to a friend/colleague?" and is a research based on a representative sample of the Sisal online and retail customer base, weighted starting from the universes of reference of each target.
**The ENPS is a model based on the question "On a scale between 0 and 10, how much would you recommend to a relative, friend, acquaintance to work in Sisal?", the research is based on a questionnaire distributed to all Sisal employees.


The Responsible Gaming Programme

The programme was introduced with the aim of building a shared model of safe and responsible gaming that focuses on the prevention of gambling problems.

The importance of relations

Sisal is a company born of the determination of three journalists to rekindle a spirit of common purpose and to strengthen a country devastated by the Second World War.

2020 Sustainability Report