Our Sustainability Strategy supports the company’s strategy, and is linked to short and long-term variable remuneration of our professionals. This strategy reflects the central role of sustainability in the company's 2022-2030 Strategic Plan through decarbonisation and the energy transition as key levers to move towards a more sustainable energy model.
Decarbonisation of our operations and our value chain
We speed up climate action by focusing on the development of renewable gases, energy efficiency and emission reductions, while preserving natural environments and their biodiversity
Transformation with a focus on people
We promote cultural and people transformation through the development of new profiles and capabilities, strategic talent management that promotes diversity and inclusion, an organisation with professionals who promote new ways of working, and a culture of safety with mechanisms for flexibility, physical and emotional well-being.
Governance to ensure due diligence on human rights and the environment
We develop a governance model that ensures sustainability due diligence, with a focus on human rights and the environment, both in our activities and in those of our value chain, with a special focus on our affiliates and our supply chain.
Our sustainability strategy is implemented through our Sustainable Management Model, which is based on integrating the following key aspects:
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 2022 Sustainable Management Plan.
We work together with all our stakeholders to achieve optimal levels of dialogue and collaboration that allow us to identify and cater for their needs and expectations in our management plan and to implement initiatives that create shared value. We also provide them with the opportunities and means to express their demands and concerns. In addition, we carry out specific actions to minimize the risks associated with stakeholder engagement, such as a periodic review of communication and relationship channels, identification of the most vulnerable stakeholders, etc.
We have a stakeholder map defined at group and local level, that is, for each of our facilities. It includes all local operations and all management areas involved, who participate in the identification, prioritisation and consultation process each year.
Our risk control and management model establishes mitigation actions for each of the risks identified, including reputational risks that may arise from stakeholder management.
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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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