Our strategy sets out the three areas the company relies upon to address the energy transition process and thus move towards a more sustainable energy model.
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.
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||
|High||Low||May be important to influence other powerful groups||Information||
|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.||
|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.||