Our Sustainability Strategy supports the company’s strategy, and it reflects the central role of sustainability in the company's 2025-2030 Strategic Update through decarbonisation and the energy transition as key levers to move towards a more sustainable energy model.
The 2025-2030 Strategic Update constitutes the Transition Plan to mitigate the company's climate change impact, outlining the actions, goals, and resources needed to ensure a strategy and business model aligned with the transition to a sustainable economy and the 1.5°C global warming limit set by the Paris Agreement.
Decarbonisation of energy sector
In line with our purpose, we accelerate the decarbonization of the energy sector by promoting the integration of renewable gases and developing new midstream businesses associated with other molecules (CO₂ and ammonia) in the short to medium term. Additionally, we strengthen our commitment to energy efficiency, safety, and emission reduction in our own operations and across the value chain.
Digital, Cultural, and People Transformation
We drive digital, cultural, and people transformation based on talent, operating model, digitalization, technology and data as key levers.
Due diligence and sustainability in new investments
We ensure the integration of sustainability and due diligence criteria, focusing on human rights, the environment and safety, in our own operations and across the value chain.
Our sustainability strategy is implemented through our Sustainable Management Model, which is based on integrating:
We have a Sustainable Management Plan encompassing innovation and continuous improvement initiatives to achieve sustainable results in the economic, social and environmental spheres. The Plan is structured according to the material issues identified with our stakeholders.
Learn about the main lines of action of our 2024 Sustainable Management Plan.
We work together with all our stakeholders to achieve optimal levels of dialogue and collaboration that allow us to identify their needs and expectations and integrate them into our management plan by implementing initiatives to create shared value.
We carry out a process of identification, prioritization, impact analysis and engagement with our stakeholders at group and local level at each of our facilities, paying special attention to the most vulnerable stakeholders. This assessment of our stakeholders includes the participation of the different management areas involved and is reviewed periodically to ensure that it adequately reflects their perceptions.
In addition, we provide all stakeholders with clear communication channels so that they can express their demands and concerns at all times, thus ensuring fluid and effective communication. In addition, we carry out awareness-raising and training to ensure that local stakeholders are aware of these communication channels and are able to use them. In this regard, Enagás is committed to monitoring and analyzing the communications and complaints received.
When the company carries out a strategic update, the first thing we do is identify stakeholders for each area of activity based on the following criteria:
Once the stakeholders have been identified, we prioritise them by assessing their degree of influence and importance for Enagás, taking into account the criteria mentioned in the identification phase.
After the stakeholders have been identified and prioritised, and based on the results obtained in the prioritisation phase, we select the communication channels and define the key messages for each group:
| Level of influence | Level of importance | Stakeholder description | Strategy | Examples of communication channels |
|---|---|---|---|---|
| Low | Low | Require minimum efforts and supervision | Information |
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| High | Low | May be important to influence other powerful groups | Information |
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| Low | High | They are powerful but with a low level of interest in corporate strategies. They are generally passive, but can suddenly emerge as a result of certain events, moving towards a more influencing position. | Dialogue |
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| High | High | They are powerful and highly interested in the strategies of the Company and whose feedback must be considered for the assessment of new strategies. | Collaboration |
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