Human resources attraction and development policies

Training and Development

The Group offers its employees opportunities to develop their skills through a range of training programs, career paths and personal development actions. It helps develop employability by adapting skills to changes in occupations and technologies.
The ecological transition and technological accelerations due to digitization and artificial intelligence are transforming the professions of employees. They are also creating tensions in terms of qualified personnel in the Group’s many businesses, whether traditional or newly emerging. To tackle this, ENGIE is implementing a social strategy to increase skills in three areas: advance skills management to prepare for the future; enhanced internal mobility to serve its four main businesses; and, lastly, professional training objectives for all employees. They are being implemented in order to favor the enrichment of tasks, the renewal of   experiences, and the consideration of employee initiatives and empowerment. This their engagement and fosters their development and employability, serving the sustainability of the Group’s activities. This strategy is part of the training and development policy in place since 2017.


ENGIE Skills, the forward-looking jobs and skills management program

To implement the appropriate development policies and actions, ENGIE has a strong skills-based approach. These skills are guided via a process of provisional management of jobs skills called ENGIE Skills. In relation to industrial and financial forecasts, it provides a three-year mapping of the quantitative and qualitative skills that each Group entity must acquire. This vision is organized around the ENGIE Jobs reference system, which lists (through a continuous improvement approach) 300 reference professions, allowing:

  • better knowledge of how resources are distributed between the businesses, functions, GBU, regional hubs, countries and entities;
  • improvement of HR performance and skills management by the GBU, regional hubs, functions and entities.

These data are consolidated at the Group level. They enable the construction of a general overview of the evolution of occupations and skills. Employee support, development and mobility plans are associated with this. In a context of strategic transformation and digitization of processes, the evolution of skills is reflected at three levels:

  • technical skills to be strengthened to enable the Group to become the leader in the energy transition by emphasizing operational excellence and industrial know-how;
  • digital skills to be developed in order to offer new services;
  • organizational and managerial adaptations requiring strong support.


Training: 100% ambition

Developing skills and maintaining employability are crucial areas for the Group’s competitiveness and performance and for its ability to roll out its strategy. Since February 2020, ENGIE has pursued its non-financial goal of training 100% of employees each year by 2030.
To achieve this goal, ENGIE offers a skills development approach which highlights key skills by population and the related key training needs. This strategy includes the implementation of a Learning governance and the creation of a Learning decision-making body. These bring together Training managers at the Group’s Global Business Unit and regional level.

In this context, ENGIE identified three mandatory training courses in 2022, on Health and Safety, Ethics and Cybersecurity, to be carried out in e-learning format by all employees. At the end of 2022, ENGIE also offered varied training courses on key management and leadership skills for Group managers. Managers working in the field of renewable energies were the first to benefit from the introduction of these Management paths.

In addition to prioritizing key skills, ENGIE is committed to instilling a Learning culture and offering regular opportunities to learn, by promoting flexibility in learning approaches. Therefore, in addition to in-person training sessions, virtual classes and e-learning, the Group set up a Mobile Learning platform in 2021 which facilitates access for employees to
training modules on Group Business and Culture fundamentals such as hydrogen and energy saving measures.

The Group has rolled out key training programs at the global level which require rapid scaling up. Use of local trainers is also a driver to be able to achieve the target of 100% of employees trained by 2030.


ENGIE University

For more than 15 years, ENGIE University has been supporting the professional and personal development of employees, in particular executives and managers. In addition to being a Qualiopi certified training center, ENGIE University is a place for strategic thinking regarding Group Learning and Development policies, as well as current and future Skills subjects.

Since 2021, ENGIE University has stepped up the implementation of programs enabling every employee to learn about the Group’s new strategy. In 2022, in addition to the Sustainability Academy programs, ENGIE University created short e-learning training courses. These relate to the carbon footprint of IT equipment (Green IT program) and energy saving measures for employees, today’s true “transition makers.” The Sustainability Learning Days were organized over a continuous 48-hour period in fall 2022, which allowed all Group employees, regardless of their time zone, to take part in the event as either a trainer or trainee. In total, more than 1,300 individuals took part in 101 sessions on subjects relating to business transformation, the decarbonization of customers and internal transformation.

With hybrid modes of working continuing to be popular, ENGIE University decided to maintain on-site programs and digital versions (e-learning and virtual classes, U.learnGO mobile app). This allows as many employees as possible, throughout the world, to continue to receive training. 

The University therefore organized a new edition of the Learning Festival in March 2022. This event, which was planned and delivered in 100% digital format, consisted of a week of training for all the Group’s employees. The Learning Festival allowed for the development of key skills, a need that goes hand in hand with the crisis and which required a readjustment of know-how. The 2022 Learning Festival brought together more than 1,200 employees from 44 different countries, representing all the Group’s entities during 120 different sessions (Learning Programs, Learning Activities, Social Events). A total of 42 external trainers and 44 internal stakeholders ran these sessions.
The U.Camp, ENGIE University’s temporary traveling campus, which takes place over one week at a unique site in France or abroad, was able to be held again in 2022. Organized on-site, this event brings together employees from a range of entities and business lines for high-quality training courses and social events. It is a major contributor to ENGIE’s culture and, at the same time, offers a learning experience to participants to reinforce their feeling of belonging, improve performance and accelerate the Group’s transformation. In Paris, more than 1,000 employees of 26 nationalities took part in 40 sessions, social events and market place. In August, more than 500 employees from across Central and Latin America met in Rio de Janeiro.

As the transformation of the Group also entails the evolution of business lines, ENGIE University has been developing Academies for its four Global Business Units since 2022. These Academies, some of which were still under construction at the end of 2022, offer courses to improve the professionalization and operational excellence of employees, the establishment of a shared culture and the promotion of internal and external know-how within the entities.


As a result of the implementation of all these systems, ENGIE trained 83.8% of its employees in 2022.


Proportion of employees trained

Proportion of employees trained

Training hours

Training hours

Breakdown of training hours by topic

Breakdown of training hours by topic

The talent policy

The development of Group Talents contributes to ENGIE’s performance by developing its human capital. It aims to anticipate the Group’s requirements in terms of skills and expertise. It is used to identify and prepare executive managers and the human and technical leaders of the future.

To fulfill this mission, the Talent Department develops :

  • a bottom-up approach to identify key positions within the Group, ensuring the implementation of succession plans and the identification of high-potential talent, from the entities to the Group’s managing bodies; the 2022 “People & Position Review,” carried out at the country level, then at a regional level, was then consolidated by business line and function. This approach allows the Group to take a cross-divisional view when identifying more than 2,000 of its key positions as well as more than 6,000 talents that have the potential to fill these positions;
  • personalized career paths that meet the Group’s needs, incorporate the aspirations of employees and draw on the diversity of the Group’s business lines and geographic locations;
  • development tools and specific programs delivered over the long term.

The Group’s Talent policy is geared toward all employees and aims notably to strengthen the skills of three key populations for the Group, as well as the entities populations that are targeted more locally: leaders, technicians and experts. Its purpose is to anticipate requirements in terms of skills, secure key positions and improve the loyalty of employees. The health crisis has impacted ways of working, working relationships and drivers of motivation and engagement. In order to tackle it, ENGIE is drawing on the quality of the “talent experience” of employees, from the moment they are hired and during their careers. The policy of attracting future talents is based on a meaningful brand that reflects the Group’s values. It is accompanied by ambitious goals in terms of apprenticeships and relationships with major academic partners. The promotion of technical professions by employee ambassadors is also a major asset for recruiting new technicians.

To retain them, ENGIE relies on both its development policy and its career path policy, which offer employees various career paths within its main business lines and guides them in their career development choices.


ENGIE Boost: the program for future leaders

ENGIE Boost is a system for identifying, developing and retaining high-potential talent at all levels of the organization in order to prepare them to occupy strategic roles at the Group. It comprises three programs:

  • Rise! and Pulse! are managed at the Group level: over a 24- month period, they prepare leaders who are likely to rapidly take strategic responsibility within ENGIE;
  • A third program, Up!, which is managed on a more local basis, focuses on High Potential talents which are likely to move into key positions within the Group.

Inclusion in the Rise! or Pulse! programs is managed by the Talent & Diversity Department. They ensure a consistent, pertinent approach by implementing People Reviews with the GBU and the support functions. In 2022, the Pulse! Program brought together 129 Talents with the potential of moving to one of the Group’s 275 strategic positions during their next career move (of which 37.2% women and 38% international employees). The Rise! program brought together 145 Talents
with the potential of moving to one of the Group’s 260 strategic positions in two or three career moves (of which 55.2% women and 35.9% international employees). Inclusion in the Up! programs is managed locally, through the People Reviews of the GBU, regional hubs, functions and entities. In total, 900 talents take part in the ENGIE Boost initiative’s Up! programs. 

These programs are not intended to reward performance or to be used as a recognition tool. It is an opportunity offered to employees in order to develop their potential and to ensure that they are in the best position for future development toward a key role. It is also an opportunity to create an active and diverse community of leaders who are able to engage their teams in the service of the Group’s strategy.


ENGIE Ways Of Leading (EWOL)

In 2022, ENGIE’s leadership model was adapted to support the deployment of the Group’s strategy. It was named “ENGIE Ways of Leading” which is complementary to “ENGIE Ways of Working” applied to all Group employees since 2021.

It focuses on five key commitments that clearly define the common expectations in terms of managerial behavior, to meet the Group’s needs:

  • Safety & Integrity: applying strict standards for the health and safety of employees, securing assets, ensuring ENGIE’s (cyber)security, integrity and reputation. This also involves building a “Zero Tolerance” culture, to secure a license to operate.
  • ONE ENGIE: implementing the ENGIE strategy by drawing on the ENGIE WOW, guided by value creation for ENGIE and its customers, while benefiting from the diversity of ENGIE employees.
  • Accountability: clearly and precisely defining objectives and responsibilities toward teams and stakeholders, empowering our employees and teams by providing them with the means to succeed and organizing stimulating and honest discussions.
  • Trust: doing what we say and saying what we do, managing and inspiring, through example, the teams, stakeholders and customers, communicating and acting in a transparent manner.
  • Care: promoting a culture of shared interest, respect and caring within the teams, improving well-being at work and putting the development of skills and constructive feedback into practice.

The ENGIE Ways of Leading were rolled out to 275 of the Group’s Global Leaders at end-2022 and will be introduced in 2023 to all Group managers. The career development and management programs will be adjusted accordingly.


ExpAND: the program for Experts

ENGIE has been developing the ExpAND program since 2020, which aims to identify, develop and recognize Group experts in a cross-divisional manner. This program complements specific programs dedicated to improving technical skills in key areas for the Group, directly managed by the GBU.
The ExpAND program develops communities of expertise and makes the “ExpANDers” ambassadors for ENGIE both inside and outside the Group. It is also a development program based on co-option. It allows experts to develop their “soft skills,” such as leadership and communication. All expertise is aligned with the Group’s strategy, whether technical, technological or functional. Three levels of experts have been established – Global, Key and Local – according to their impact scope and their exposure. By the end of the first three campaigns, 853 ExpANDers had been identified: 62 Global, 468 Key and 323 Local.


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