The aim of managing our stakeholders is to achieve levels of dialogue and collaboration. That allow us to identify the needs and expectations of these to integrate them into management and set in motion initiatives for shared value creation.
Enagás stakeholder map is defined both at group and local level, for each facility. All local operations and all involved management areas are included, and they annually participate in the identification, prioritization and consultation process.
Enagás ensures that the stakeholders that Enagás engages with are given the appropriate spaces and opportunities to express their demands or complaints.
The company’s risk control and management model establishes mitigation actions for each of the risks identified, including those reputational risks from stakeholder management.
The first step after the company's strategic update is to identify stakeholders by sphere of relationship, prioritising them according to their level of importance and impact. This identification of stakeholders is performed by means of the following criteria:
• The company's profile and activity
• The Enagás value chain
• Enagás Strategy
• 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)
Next, the level of influence and importance to the company of each stakeholder is assessed, taking into account previous criteria.
Once stakeholders are identified and prioritized, communication channels are identified depending on the results of the prioritization performed:
|Level of influence||Level of importance||Stakeholder description||Strategy||Examples of communication channels|
|Low||Low||Require minimum efforts and supervision||Information||• Corporate website
• Annual Report
|High||Low||May be important to influence other powerful groups||Information||• Corporate website / specific site
• Annual Report
• Periodic meetings
|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||• Surveys
• Specific communication campaigns
• Focus group
• Periodic meetings
|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||• Office/Helpdesk
• Sessions about specific issues
For each stakeholder, key messages are defined.
Corporate stakeholders by sphere of relationship
• Sector regulation: Ministry for the Ecological Transition, CNMC, ENTSOG, international regulatory bodies, European institutions
• Share listing/stock market: investors, rating agencies, analysts, CNMV
• International development: business partners, suppliers (development)
• Financing: financial institutions
• Business operation: employees, clients (transmission companies, shippers, distributors and direct consumers in the market), Spanish public administration, suppliers (operation)
• Reputation: media
|Rate of shipper satisfaction with transmission||Rate of satisfaction of transmission companies and distributors with transmission||Rate of satisfaction of shippers with the technical management of the Spanish gas system||Rate of satisfaction of transmission companies and distributors with the technical management of the Spanish gas system|