A strategy and management based on sustainability

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.


Our sustainability strategy is implemented through our Sustainable Management Model, which is based on integrating the following key aspects:

  • A governance model that defines responsibilities in terms of quality, excellence and sustainability at the various organisational levels, and involves all Enagás management.
  • Evaluation tools to identify areas for improvement in the company’s various management areas and in the relationship with stakeholders.
  • A specific action plan defining and comprising the lines of action for the areas identified for improvement. 


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.

  • 2023 Energy Efficiency and Emissions Reduction Plan.
  • Plan for the electrification of renewable energy sources (replacement of natural gas turbocompressors with electric motors that consume electricity with guarantees of renewable origin).
  • Renewal of the OGMP2.0 (Oil and Gas Methane Partnership) Gold Standard, which recognises Enagás’ commitment to reducing methane emissions and improving its data.
  • Annual campaign to detect, quantify and repair fugitive emissions in all our facilities.
  • Internal audit of the quality of Carbon Footprint data and decarbonisation pathway targets.

  • Beginning of the negotiations of the fourth collective bargaining agreement of the Enagás Group.
  • Global Employee Listening by establishing an action plan derived from the climate survey and launching a survey focused on the evaluation of work-life balance measures and an internal follow-up survey on the 2022 results.
  • Start of the actions established in the Diversity and Inclusion Master Plan.
  • Launch of a specific programme on bias to strengthen the Diversity and Inclusion model.

  • Enhancing physical and mental well-being: ‘Hello Health!’ campaigns
  • Guide Project: Improvement in the accident rate indicators for own workforce and contractors.
  • Consolidation of resilience culture at the company through different lines of action.
  • Development of health and safety requirements for the transformation of existing or new infrastructures for new energy (hydrogen) projects.
  • Training, sensitivity-raising and awareness-raising for professionals regarding cybersecurity in order to enhance and improve their ability to detect and respond to possible cyberattacks.
  • Increase the cybersecurity maturity levels of industrial and corporate systems.

  • Programmes of environmental objectives and targets 2023.
  • Automation of waste management to improve the quality of information.
  • Transparency in risk and water management (CDP Water).
  • Biodiversity and nature reporting aligned with the international framework Taskforce on Nature-related Financial Disclosures (TNFD).
  • Assessment of the impact of the use of range livestock for vegetation control in gas pipelines.

  • Planning for the 2023 Board renewals, considering Good Governance recommendations regarding the number of Board members and gender diversity on the Board.
  • Maintaining the Board’s level of independence.
  • Renewing the certification of the 2023 General Shareholders’ Meeting as a sustainable event in accordance with ISO 20121.

  • Internal communication campaign to reinforce the Enagás whistleblowing line (Ethics Channel).
  • Adaptation of the company’s whistleblowing line to the requirements of the new whistleblower protection regulations.
  • Awareness-raising for contractors and suppliers on the Code of Ethics.
  • Promotion and monitoring of the development of Compliance Programmes in Enagás affiliates.
  • Anti-corruption training for the Board of Directors.

  • 1.74 €/share dividend (+1% vs. 2022)
  • Net profit ~ 310-320 million euros (includes capital gains from the sale of the Morelos pipeline and the contribution from the increased stake in the Trans Adriatic Pipeline).
  • EBITDA ~ 770 million euros
  • Implementation of the Efficiency Plan for operational and financial expenses in line with the 2022-2030 Strategic Plan.
  • Financial structure: FFO/ND >14% (compatible with BBB credit rating from S&P and Fitch).

  • Alignment of partnerships with the Social Action Strategy approved in 2022 to meet the new targets within the framework of the company’s 2022-2030 Strategic Plan.
  • Digitisation of the monitoring of the strategy and the impact of partnerships on communities.
  • Active listening to find possible new collaborations in the areas in which Enagás is present.
  • Advancement in the fulfilment of the 2030 Agenda (SDG) through corporate volunteering with a focus on initiatives linked to improving the employability and social inclusion of vulnerable groups.

  • Partner audit to ensure the existence of an adequate control framework for physical and logical security and a penetration test of the Distributed Control System at the BBG Regasification Plant.
  • Partner audit to evaluate internal procedures and regulations in relation to cash cycles, derivatives and debt management at the SAGGAS Regasification Plant.
  • Partner audit of the effectiveness of the controls identified in the Internal Control Matrix for the tax, personnel and corporate governance process cycles at Soto La Marina Compressor Station.
  • Partner audit of corporate governance, health and safety, quality, environment, information technology, human resources and procurement processes at DESFA.
  • Implementation of the action plan to adapt Transportadora de Gas del Perú’s compliance model to the company’s new processes following the integration of Compañía Operadora de Gas in Peru.
  • Review of the Crisis Management Plans with a focus on security aspects at Transportadora de Gas del Perú. 

  • Review of the company’s current supplier assessment process in the areas of human rights, ethics, social and environmental issues, in line with best practices in sustainability and supply chain due diligence.
  • Improved identification of critical non-direct suppliers (non-tier 1) and their sustainability risk assessment.
  • Update of the long-term strategy for external audits in the financial, ethical, environmental and social fields.


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.


Our stakeholders by sphere of relationship




Sector regulation

Ministry for the Ecological Transition and the Demographic Challenge, National Commission on Markets and Competition (CNMC), European Network of Transmission System Operators for Gas (ENTSOG), international regulatory bodies and European institutions


Share listing and stock market

Investors, rating agencies, analysts and the National Securities Market Commission

Icono bola del mundo

International development

Strategic business and management partners and suppliers



Financial institutions


Business operation

Employees, customers (transmission companies, shippers, distributors and direct consumers in the market), the Spanish public administration and suppliers



The media


How we work with our stakeholders

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:

  • The company’s profile and activity
  • The Enagás value chain
  • The strategy
  • The sustainability strategy
  • The risks and opportunities of the gas sector
  • The regulatory framework, regulations, international agreements, relevant voluntary standards
  • Investor demands (financial and non-financial issues)

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 influenceLevel of importanceStakeholder descriptionStrategyExamples of communication channels
LowLowRequire minimum efforts and supervisionInformation
  • Corporate website
  • Annual Report
  • Newsletter
  • Meetings
HighLowMay be important to influence other powerful groupsInformation
  •  Corporate website / specific site
  • Annual Report
  • Newsletter
  • Periodic meetings
LowHighThey 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.


  • Surveys
  • Specific communication campaigns
  • Focus group
  • Periodic meetings
HighHighThey are powerful and highly interested in the strategies of the Company and whose feedback must be considered for the assessment of new strategies.


  • Office/Helpdesk
  • Sessions about specific issues
  • Meetings