Building the energy revolution: the 4 structural trends

Global warming and climate change have left us no alternative but to rethink the global energy landscape. The urgent need to reduce its environmental impact means that implementing a more decarbonized, more decentralized, more digital and more energy-efficient system is now a necessity.


Working towards low-carbon or zero-carbon energy generation.

  • Challenge 1: to ensure that future global warming does not exceed 2°C by reducing greenhouse gas emissions by 40-70% between now and 2050
  • Challenge 2: to increase the contribution made by renewables to global power generation through the use of solar, wind and biogas

Working towards a digital customer offer by exploiting the technological revolution and digital transformation.

  • Challenge 1: the number of smart objects will quadruple by 2020, so energy consumption in the future will be smart and autonomous
  • Challenge 2: the high-speed, expansive development of digital technologies is dramatically changing consumer needs and uses

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Decentralization of energy supply means that energy is generated, stored and consumed locally, as close as possible to the point of demand.

  • Challenge 1: as energy consumers become energy generators, cities could become energy-autonomous
  • Challenge 2: the technological step change delivered by photovoltaic technology, whose cost has fallen by 80% since 2010, gives us the opportunity to rethink the old financial models
Energy efficiency

As energy efficiency improves, buildings, cities and regions demand lower quantities of energy.

  • Challenge 1: to do more with less by making life more comfortable while consuming less energy and making use of the surplus generated by energy positive installations
  • Challenge 2: 57% of the reduction in greenhouse gas emissions will come from energy efficiency solutions

Strategy directions that align with the energy transition

In responding to the challenges posed by the energy transition, ENGIE is adopting an agile strategy that seeks to align its industrial activities with a series of ambitious environmental, employment and social challenges. Non-financial targets for the period to 2020:

  • A customer satisfaction rate of 85%
  • A 25% contribution from renewables to the Group energy generation portfolio1 ;
  • A 20% reduction in the CO2 emissions ratio per source of energy generation (compared with 20122 ;
  • 100% of Group industrial activities covered by a bespoke mechanism for stakeholder dialog and consultation
  • 25% representation of women in the Group labor force3 ;
  • An internal workplace accident frequency below 3.

1 Renewables made an 18% contribution to the mix of Group generating resources in 2015.

2 The CO2 emissions ratio for energy generated in 2012 was 443kgCO2eq/MWheq.

Women accounted for 22% of the ENGIE labor force at the end of 2015.

Innovation and digital technology: the catalysts of transformation

Innovation is a major driving force for the energy transition, and a priority for ENGIE as it builds the new energy model for tomorrow. The Group is engaged in three fundamental innovation initiatives:

  • Stimulating open innovation
  • Investing in emerging technologies
  • Forming partnerships for the digital transformation
Transformation of the ENGIE Group


Isabelle Kocher, ENGIE Group CEO

If ENGIE is to engage fully in the global energy revolution, we must become more agile and more closely connected to our stakeholders, and work closely with them to invent the solutions of tomorrow.

ENGIE is becoming less reliant on carbon and more reliant on renewables, because we are convinced that our future must be a sustainable future. ENGIE is developing its regional routes, because energy strategies are becoming increasingly local. ENGIE is going digital, because it is a powerful accelerator of progress and requires us to completely reconsider the way we work and the way we think. I am convinced that what makes us different is our unrivaled leadership in service delivery and our very strong international presence, both of which will underpin our success in inventing the world of tomorrow.

>> Read the full Isabelle Kocher interview published in Le Monde