Energy lies at the heart of human progress. In setting itself the ambition of working every day to contribute to harmonious progress, ENGIE aims at placing CSR at the core of its business model. It is committed to empowering everyone to take action and to reconcile economic performance with social responsibility. Aware of its impact on the environment and society as a whole, the CSR challenge facing the Group is to harmonize the company’s development with the interests of its stakeholders through the creation of shared and sustainable value.

CSR Vision & Issues

ENGIE's conception of sustainable development places its external and internal stakeholders at the heart of its corporate approach in order to share its challenges, action plans and results.


Building on its CSR vision, the Group not only undertakes to respect its legal and regulatory obligations in its fields of responsibility (environment, health and safety, human rights, business ethics, governance and so on) but also and above all to go beyond, whichever the country in question, by promoting and adopting the best possible practices in these areas in order to anticipate and control, as far as possible, the impact of its activities on its sphere of influence, and to maximize its value creation.


This positive and committed approach to CSR is based on the company's core values and the stated ambition of its managers to embody them. It provides the model for a strategy, action plans, projects and communications that reflect this concept in an operational, pragmatic and understandable way.


As a global player in the energy transition, ENGIE identifies and shares with all of its stakeholders the main challenges not only of its environmental, social and societal responsibility, but also those related to business, finance and its governance practices. These challenges are assessed from a dual point of view (stakeholders and Group management), which makes it possible to position them and identify the most material of them, from this double perspective, in order to construct the "matrix of materiality".


In line with its most material challenges, the Group has set itself CSR objectives that demonstrate its commitment to these areas with respect to its stakeholders and its contribution to the creation of shared value.

Materiality matrix


ENGIE pays particular attention to dialogue with its stakeholders and privileged partners. After mapping its challenges on a national scale in 2014 and then on an international scale in 2015, the Group wanted to completely update its materiality matrix in 2017.


ENGIE's materiality matrix


After having mapped its stakes at national level in 2014, and then internationally in 2015, the Group updated its materiality matrix in 2017. ENGIE's 2017 materiality matrix includes 23 challenges, 18 of which are crucial and 5 major, distributed in a homogeneous manner by type of issue: social, societal, environment, business, governance and finance


Materiality matrix





In 2017, ENGIE conducted a study to better understand the point of view of its stakeholders with regard to the issues identified by the Group. This was carried out according to the AA 1000 guidelines, G4 recommendations from the Global Reporting Initiative (GRI) and indications from the Task Force on Climate-related Financial Disclosures (TCFD), on the relations between the organization and its stakeholders.


The mapping of stakes - CSR, strategic, economic and operational - has been updated in light of the Group's news and major market trends impacting it. Compared to the 2014-2015 exercise, the number of issues was reduced for more readability.


The axes of the matrix were also reviewed to optimize the relevance of the results and their exploitation by the Group: in 2017, the stakeholders were invited to assess the importance of each issue for themselves (axis of ordinates) and the management was invited to evaluate the impact of each stake on ENGIE's performance and value creation (x-axis).


The work was also based on a new mapping of ENGIE's main stakeholders, selected according to their expertise and their degree of relationship with the Group. The following eight categories of stakeholders were selected:


  • Shareholders
  • Investors and rating agencies
  • Customers and Key accounts
  • Suppliers
  • Academia
  • NGO
  • ENGIE’s employees
  • Trade Unions




ENGIE, through an online questionnaire, collected the evaluation of the importance of the stakes for about fifty of its internal and external stakeholders. In order to deepen the results of this quantitative consultation, individual interviews were conducted with targeted external stakeholders of the Group: key accounts public and private, suppliers and NGOs.


Group employees were directly involved in this consultation, invited to discuss ENGIE issues by participating in a panel gathering employees from support and operational functions in regular contact with stakeholders.


A total of one hundred people were consulted.


List and definition of issues


On the basis of comments and suggestions from this consultation, including qualitative interviews, the CSR Department has grouped certain stakes and refined their definition.


The result is a finalized list of 23 stakes.

Materiality matrix
Materiality matrix
Materiality matrix
Materiality matrix

Each stake has been evaluated not only by the Group's management, but also by its external stakeholders (suppliers, customers, shareholders, authorities, civil society actors, academic players, etc.) and internal stakeholders (employees). This double evaluation makes it possible to position each stake on a map ("map of stakes") giving on the abscissa the importance of the stake in the performance and the creation of value of the company evaluated by the management of the Group and on the ordinate, the importance of the issue from the perspective of the stakeholders consulted.


This work makes it possible to prioritize the stakes by identifying:


  • the "crucial" stakes, which are considered to be of great importance from both points of view, the Group and its stakeholders;
  • the "major" stakes, ie judged to be of high importance from only one of the Group's or the stakeholders' standpoints and of medium importance of the other, or judged to be of medium importance from both points of view; Group and its stakeholders;
  • the stakes "to be monitored", i.e. judged of low importance by the Group and / or its stakeholders.


Materiality matrix


The Group's 2017 materiality matrix is published in the 2018 integrated report. In this work, ENGIE focused on clarifying its main stakes with regard to the societal, environmental and technological trends on which to build value.


It was decided to equalize the issues and responses between categories of stakeholders. Thus the weight of the stakeholder "individual shareholders" is the same as that of the stakeholder "investors".


The final matrix is constructed as follows:


  • in the y-axis: assessment of the importance of the stakes by internal and external stakeholders
  • in the abscissa axis: assessment of the impact of the stakes on ENGIE's performance by the Group's Functional Departments


For the most part, the stakes are already covered by ENGIE's strategy and policies. To reinforce its commitment to stakeholders on stakes of high priority for stakeholders, ENGIE has set CSR targets for 2020 and has put in place concrete action plans to move the associated indicators towards these objectives.