«The integrated report fits perfectly with the Group’s process of integrating extra-financial performance within overall performance»
For the first integrated report of ENGIE, Valérie Bernis, Executive Vice-President in charge of Communications, Marketing and Environmental and Societal Responsibility comments on the Group’s commitment to present all stakeholders with an integrated performance vision: economic, financial, employment, environmental and social.
ENGIE has just published its first integrated report one year ahead of its original commitment. Why did you undertake this process?
By publishing the first version of our integrated report we have taken an important step forward for the Group, one year ahead of the initial commitment taken three years ago by Gérard Mestrallet, Chairman and CEO of ENGIE. This commitment was taken in order to highlight responsibility as an essential component of our business model and our strategy, and as part of the energy transition process. The report is the result of this integration of our businesses. It is also the fruit of significant work to formalise the integrated performance of ENGIE: economic, financial, employment, environmental and social. For us, this integrated performance, in a global context of shifting towards lower-carbon more efficient energy, is a real factor in setting the Group apart and building value with all stakeholders: investors, customers – particularly industrial clients – suppliers, employees and civil society.
What is the intention of this integrated report, and what benefits have you identified?
We took the decision to build the integrated report around ENGIE strategy and thus to put all aspects of the company’s project and its strategic choices into perspective, such as shifting from “energy producer and service supplier” to “responsible partner for our clients in integrated energy solutions”. The aim was to reflect our value-creation model and the way in which ENGIE has placed responsible growth at the heart of its strategic ambitions. In concrete terms, the project also involved many divisions within the Group over several months. The benefits of this work were immediate for everyone involved, particularly in improving internal dialogue and allowing the construction of a shared vision of performance.
What are the tools at your disposal to ensure the success of your responsible performance project?
The integrated report is a perfect fit with ENGIE’s process of integrating non-financial performance within overall performance and it links in with the other tools that the Group has recently introduced. Created in 2014, the new policy of environmental and societal responsibility policy will contribute to the Group’s transformation. We created a performance dashboard, relating to the direct challenges of this policy for all of our businesses, using around 15 indicators. The analysis of movements in these indicators, combined with information from our materiality matrix – which also includes economic and financial aspects – will give the Management Committee the information they need in the area of corporate responsibility and thus help guide their decision-making in accordance with the Group’s strategic goals.