ENGIE’s “stakeholder dialogue” policy is made up of several components: a Group target, BU self-assessment, a toolkit, training programme, and operational support from the CSR Department.

1. A target for stakeholder engagement

ENGIE has set a target: by 2020, 100% of our industrial activities will be covered by an appropriate mechanism for dialogue and consultation.

This target will make sure that the stakeholder dialogue policy is rolled out across the entire Group.

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2. A self-assessment system for this target, implemented on a BU level

Every year, every BU will assess its level of stakeholder dialogue, using the reference formulated for all of the Group’s entities. This self-assessment reference is based on the AA1000 standard for stakeholder management, developed by the NGO Accountability, an international institution known in the CSR field. By applying the reference, we guarantee a standardized approach to all of the Group’s activities.

The Group (CSR Department) will compile the data produced by each BU and provide the BU with a standard methodology to structure their stakeholder dialogue, respond to the reference’s assessment, and aggregate data on a Group level.

3. A toolkit designed with and for operational entities

The toolkit is based on a six-step dialogue (Stakeholder Engagement), that includes actions like analysing the context for every situation and an exhaustive identification of stakeholders for the challenges in question, and the compilation, tracking, and impact assessment of an action plan. The process also becomes a management tool, by generating maps of stakeholders and associated engagement work.

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The toolkit also contains everything that operational teams might need in their engagement work, such as guides to running community meetings and using participative tools.

4. A training programme rolled out company-wide

We have developed and rolled out a training programme within the company, for Business Developers (BD) and Project Managers (PM) in particular. The programme is also in place in almost every BU. What makes the programmes special is that they are tailored to each different professional and cultural context. They consist of a blend of interactive activities (80%) and academic presentations (20%).

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The training workshops for the IPOS Department, Business Developers and Project Managers across the Group will run over two days, as described below.

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5. Operational support for Group entities

The corporate team in the CSR Department operates as a centre for expertise, available to any Group entity that needs it.

To conclude, these tools and methodologies are what structures the Group’s corporate and social responsibility initiatives, combining ambition and adaptability. Our ambition is to be the favourite company of our clients – local authorities, energy users, or industrial companies – who know that they can count on a responsible company that serves the community. This ambition is tailored to every region and every situation through the Group’s policy, designed in partnership with our operational teams.