In 2016, the ENGIE group has set up 17 CSR targets for 2020 to materialize its commitments and support its Group’s CSR policy. These objectives are fully in line with the 17 Sustainable Development Goals set by the United Nations for 2030.

 

ENGIE CSR objectives

 

The Group's 17 CSR Objectives for 2020 relate to the traditional environmental, social, societal and governance domains of the Corporate Social Responsibility.

 

They are broken down into six priority CSR objectives in light of the Group's transformation and the main stakes of its stakeholders. They are presented in the table below.

CSR objectives

These 6 priority objectives are the subject of an annual presentation for the Final Year Results.

 

The 11 complementary CSR objectives in support of the Group's strategy and ambition to create shared value for its stakeholders are as follows:

CSR objectives

United Nations Sustainable Development Goals

 

The 17 United Nations Sustainable Development Goals (SDGs) aim to eradicate poverty, protect the planet and ensure that all people live in peace and prosperity by 2030.

 

The list of these objectives is as follows:

 

  1. No poverty : End poverty in all its forms everywhere.
  2. Zero hunger : End hunger, achieve food security and improved nutrition and promote sustainable agriculture.
  3. Good health and well-being : Ensure healthy lives and promote well-being for all at all ages.
  4. Quality education : Ensure inclusive and quality education for all and promote lifelong learning.
  5. Gender equality : Achieve gender equality and empower all women and girls.
  6. Clean water and sanitation: Ensure access to water and sanitation for all.
  7. Affordable and clean energy : Ensure access to affordable, reliable, sustainable and modern energy for all.
  8. Decent work and economic growth : Promote inclusive and sustainable economic growth, employment and decent work for all.
  9. Industry, Innovation and infrastructures : Build resilient infrastructure, promote sustainable industrialization and foster innovation.
  10. Reduced inequalities : Reduce inequality within and among countries.
  11. Sustainable cities and communities : Make cities inclusive, safe, resilient and sustainable.
  12. Responsible consumption and production : Ensure sustainable consumption and production patterns.
  13. Climate action : Take urgent action to combat climate change and its impacts.
  14. Life below water : Conserve and sustainably use the oceans, seas and marine resources.
  15. Life on land : Sustainably manage forests, combat desertification, halt and reverse land degradation, halt biodiversity loss.
  16. Peace, justice and strong institutions : Promote just, peaceful and inclusive societies.
  17. Partnerships for the goals : Revitalize the global partnership for sustainable development.
CSR objectives

These SDGs are used to guide aids and advices which are given to states under the United Nations Development Program (UNDP). They were broken down into 169 targets whose follow-up is based on a list of 244 indicators.

 

The contribution of ENGIE's actions to these SDGs is described below.

Objectives

 

In response to profound changes in the energy sector and the growing importance of environmental and societal factors to its stakeholders, ENGIE is taking action by announcing 6 new CSR objectives to be achieved by 2020.

 

Enterprise project

 

These objectives –which replace the previous ones, most of them reached in 2015 – will help the Group implement its enterprise project and support its sustainable growth strategy.

 

CSR objectives apply to all of the Group’s activities and to the actions of its employees, who are working to make ENGIE leader of the energy transition in the world. They also represent a crucial element for all Group stakeholders, who now assess the results achieved by ENGIE not only on the basis of financial information, but also on the broader environmental and societal context.

 

Results

Objectives

At the beginning of 2016, ENGIE set six CSR targets by 2020, which were presented at the Shareholder’s meeting last year.

 

The 2016 results show that ENGIE is on the right track to reach them.

 

  1. The satisfaction of B2C customers reached 81% in 2016 for a target of 85% in 2020. This objective is calculated according to an identical method in the 10 countries where the Group is present in the retail and professional segment. It is an essential indicator of listening customers to adapt our offers and help them in the energy transition.
  2. Renewable capacity reached 22 GW at the end of 2016, representing a 19.5% increase in the fleet, an improvement of 1.2 percentage points compared with 2015 (18.3%) with a target of 25% by 2020. This Indicator represents a major development focus of the Group, which aims to be a leader in the energy transition by taking advantage of lower costs and technological breakthroughs that make renewable energies today competitive, in particular solar energy.
  3. The ratio of CO2 emissions to energy produced was 393 kg of CO2 per MWh, a decrease of -11.3% compared to 2012 for a reduction target of -20% to 2020. This good results, after the almost stability of 2015, is due to the halt or sale in 2016 of several coal production units and to the better availability of Belgian nuclear reactors partially stopped in 2015. It attests to the acceleration of the decarbonization strategy of the Group which had been initiated in 2015 with the cessation of any new coal project.
  4. Dialogue with stakeholders around our industrial activities was set up for 20% of our sites in 2016 with a target of 100% by 2020. 2016 is the first year of application of the calculation method Of this new indicator, which is materialized by a mapping of the expectations of our stakeholders, their analysis and their follow-up and which proceeds from international standards (AA1000, ISO26000). This innovative objective aims at strengthening the territorial anchoring of our activities.
  5. In 2016, the rate of women in the Group reached 21.9%, slightly exceeding that of 2015 (21.6%). The Group’s mix of employees is a factor of performance, efficiency and creativity and our ambition remains to reach the ambitious target for an industrial group like ours of 25% of women by 2020.
  6. Employee health and safety is an essential objective of the Group’s performance, which has worked for many years to reduce the number of accidents and has set a target rate of internal accidents (or Tf) of 3 Accidents per million hours worked by 2020. In 2016, this rate of internal accidents remained stable at 3.6.

Results of main CSR objectives

 

All Group’s 2017 results for its six main CSR indicators have improved compared to the previous year. This increase indicates that the Group should achieve these CSR objectives by 2020. This also confirms its sustainable growth strategy and the creation value by its businesses and activities.

 

2017 results indicate the Group is on track to meet these 2020 targets.

Objectives RSE

1) Satisfaction rate among B2C customers

 

In 2017, the Group's B2C customer satisfaction rate improved by 2 points from 81% (2016) to 83% (2017) thanks to improvements in almost all of the 13 countries where the Group is present on this segment of customers (individuals and professionals). In particular, the Group launched action plans to deal with the treatment of dissatisfied customers, digitization, the continuous improvement of customer experience, the better quality of front-office, the training of employees and the efficiency of internal processes.

 

2) Share of renewable energy installed capacity

 

At the end of 2017, installed renewable capacity in service (at 100%) reached 23.7GW for a total electrical capacity of 102.7GW, a ratio of 23.1%, an improvement of 3.6 points compared to 19.5%. This improvement is due to the 10% increase in renewable capacity (23.7GW in 2017 vs 22GW in 2016), amplified by the 9% decrease in the Group's total capacity (102.7GW in 2017 vs. 112.7GW in 2016) linked to the progressive output of coal and gas merchant activities

 

3) Reduction rate of specific CO2 emissions ratio for power production

 

Compared with 2012, the drop in the rate of CO2 emissions per energy produced reached 18.1% in 2017, close to the target of a 20% reduction set for 2020, which is a very good result. The sharp improvement in this ratio between 2016 and 2017 is mainly due to the effects of the Group's transformation plan and the de-carbonisation of its power generation assets, notably through the sale and closure of coal plants.

 

4) Percentage of industrial activities covered by a suitable dialogue with stakeholders

 

Among the Group's industrial activities (more than a hundred) having been identified for setting up an action plan of dialogue and consultation with their stakeholders, 48% of them have set it up at the end of 2017. This indicator is up sharply in 2017 reflecting the effective implementation of the new engagement methodology, following a phase of definition in 2015 and learning in 2016. The Group is making significant efforts to train operational managers in dialogue with stakeholders around the world.

 

5) Percentage of women in the Group’s workforce

 

At the end of 2017, the percentage of women in the Group's total workforce (155,128 employees) reached 22.2%, an improvement over 2016 (21.9%) and 2015 (21.6%). This objective is supported by a proactive Group policy favoring, in particular, the appointment of women in senior management or executive positions. An European agreement on gender equality has identified specific action plans in the more concerned Business Units.

 

6) Internal frequency rate for occupational accidents

 

This frequency rate (which reflects the number of accidents of Group employees per million hours worked) reached 3.3 in 2017, an improvement over 2016 (3.6), which had been stable compared to 2015. This improvement is the result of constant efforts realized by the Group and the BUs in this area. These efforts includes the new "No Life at Risk" action program launched in 2017 and the in-depth review of policies’ application and the sharing of practices by the management ("Safety Inspections").