Social policy and commitments

ENGIE has built its human resources policy around the core elements of open dialogue, continuous improvement and sharing best practices. The Group pursues these goals in its efforts to recruit, develop and retain employees. And to create working environments that encourage diversity, wellbeing and social interaction, ENGIE implements a broad range of social responsibility initiatives.


Historically committed to labor rights, ENGIE intends to support its teams in the energy transition by conducting an inclusive transformation.


Ensure high quality management-employee dialog 

In line with its purpose, ENGIE intends to reach a level of social excellence commensurate with its environmental requirements. Moreover, to conduct its transformation over time, high quality management-employee dialog is vital. Thus, in the disposal of EQUANS, ENGIE’s management established a clear framework and proposed that the candidates for the takeover present their offers to the Group’s European Works Council, which was a first. Then, once the buyer had been identified, under ENGIE’s aegis, an agreement stipulating employment guarantees was signed between the Bouygues management and ENGIE’s European Works Council. In the same way, in January 2022, the Group signed a new agreement with three world union federations that established a basis of rights and social protection common to all Group employees based on the French mandatory minimum. It will be implemented through the “ENGIE Care” program and will be followed up as part of an annual Global Forum.

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Train employees in a decarbonized world

In coordination with its local stakeholders, ENGIE pays particular attention to the problems of the industrial and professional transition of its sites affected by its decarbonization trajectory. ENGIE is more broadly implementing a strategy of adaptation and better skills to prepare for the future, encourage the development and retention of its employees and ensure their continued employability. In order to plan its medium-term needs, the Group relies on an in-depth inventory of its available skills and on the projection of changes in its business lines (Medium Term Business Plan process). This forward-looking approach gives it better management of technical skills and the resources necessary to its strategy, particularly for the key business lines of hydrogen, batteries, biogas and electric mobility. To do this, ENGIE relies on the ENGIE University training programs. The Group also has its world internal program, the Sustainability Academy, which aims to make the 4,000 or so ambassadors involved in the program key players in the transition to a carbon neutral economy. At the same time, ENGIE invests in apprenticeships as a path to excellence. In 2020, it formed its Energy Transition Academy to train 400 young work-study apprentices in the new energy business lines by 2024. Today, there are close to 140. Other initiatives exist in Brazil, the Middle East and Romania, where the Group financed two classes that allowed 50 young people to enroll in the “Energy For My Job” program.


2030 objectives

  • 100% of employees trained annually.
  • 10% of apprentices in France.

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Act to promote diversity

Diversity, equity and inclusion are also priorities for the Group, which in 2022 launched its new “Diversity, Equity and Inclusion” policy called “Be.U@ENGIE” for “Be Yourself,” “Be United,” “Be Unique.” To support this new culture, ENGIE deployed a new leadership model named “ENGIE Ways Of Leading” (EWOL). The objectives of this program that is structured around five leadership priorities – Safety & Integrity, ONE ENGIE, Accountability, Trust and Care – are to guide the individual behavior of leaders and to put shared values into practice on a daily basis. As part of its inclusion policy, the Group supports apprenticeships for young people, promotes equality between men and women, fights against discrimination because of sexual orientation and is committed to a proactive disability policy. In 2022, the Group, which has held the Diversity label since 2012, continued its progress with the roll-out of the “Fifty-fifty” program throughout the Group designed to create the conditions necessary to reach professional gender equality. There is also the launch of the “Friends by ENGIE” network to promote the inclusions of LGBT+ people within the Group.


2030 objectives

  • [40-60%] female managers.
  • Salary equality between men and women (with a difference of less than 2%, in accordance with Egapro index 1)

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An ambitious world agreement