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  • Sustainalytics 2017 (70)
  • Ecovadis 2017 (70) 
  • MSCI 2017 (A) 
  • CDP Water 2017 (A-)
  • CDP Climate 2017 (A) 
  • MSCI 2019 (A)
  • DJSI World
  • Euronext Vigeo Eiris




Anne Chassagnette


ROBECOSAM Sustainability award Silver Class 2018





SECTIONS :  Sustainability    Evaluation  •  Progress  •  Watch  •  Overview

Company Activity


Centralized and decentralized production and sale of low CO2 emitting electricity, including renewable energies.

  • The world’s leading independent power producer (IPP)
  • 104.3 GW(1) installed
  • 93% of low CO2 -emitting activities
  • The leader in wind and solar power in France 


Distribution, transportation and storage of gas and electricity upstream of supply to customers.

  •  The European leader in gas transportation and distribution
  •  4,500 km of gas pipelines in Brazil
  • The first demonstrator of the injection of green hydrogen into the gas distribution network in France
  •  A 600 km electricity grid between northern and central Chile


Development of unique integrated solutions to support the transition to zero carbon of businesses and local authorities.

  • 24 million contracts worldwide
  •  N°1 worldwide in cold networks
  • N°2 worldwide in recharging systems for electric mobility
  • N°1 worldwide in micro-grids

Company Sustainable Activity


  • 48% of industrial activities covered by an appropriate mechanism for dialogue and consultation with stakeholders 
  • 61% of target sites have an integrated, collaborative environmental management plan 
  • – 48% in the consumption of drinking water for electricity generation compared to 2012 
  • – 40% in scope 1 direct CO2 emissions compared to 2012 
  • €1.1 bn of recurring taxes
  •  280 projects financed by the Fondation ENGIE


1) Satisfaction rate among B2C customers

In 2017, the Group’s B2C customer satisfaction rate improved by 2 points from 81% (2016) to 83% (2017) thanks to improvements in almost all of the 13 countries where the Group is present on this segment of customers (individuals and professionals). In particular, the Group launched action plans to deal with the treatment of dissatisfied customers, digitization, the continuous improvement of customer experience, the better quality of front-office, the training of employees and the efficiency of internal processes.

2) Share of renewable energy installed capacity

At the end of 2017, installed renewable capacity in service (at 100%) reached 23.7GW for a total electrical capacity of 102.7GW, a ratio of 23.1%, an improvement of 3.6 points compared to 19.5%. This improvement is due to the 10% increase in renewable capacity (23.7GW in 2017 vs 22GW in 2016), amplified by the 9% decrease in the Group’s total capacity (102.7GW in 2017 vs. 112.7GW in 2016) linked to the progressive output of coal and gas merchant activities 

3) Reduction rate of specific CO2 emissions ratio for power production

Compared with 2012, the drop in the rate of CO2 emissions per energy produced reached 18.1% in 2017, close to the target of a 20% reduction set for 2020, which is a very good result. The sharp improvement in this ratio between 2016 and 2017 is mainly due to the effects of the Group’s transformation plan and the de-carbonisation of its power generation assets, notably through the sale and closure of coal plants.

4) Percentage of industrial activities covered by a suitable dialogue with stakeholders

Among the Group’s industrial activities (more than a hundred) having been identified for setting up an action plan of dialogue and consultation with their stakeholders, 48% of them have set it up at the end of 2017. This indicator is up sharply in 2017 reflecting the effective implementation of the new engagement methodology, following a phase of definition in 2015 and learning in 2016. The Group is making significant efforts to train operational managers in dialogue with stakeholders around the world.

5) Percentage of women in the Group’s workforce

At the end of 2017, the percentage of women in the Group’s total workforce (155,128 employees) reached 22.2%, an improvement over 2016 (21.9%) and 2015 (21.6%). This objective is supported by a proactive Group policy favoring, in particular, the appointment of women in senior management or executive positions. An European agreement on gender equality has identified specific action plans in the more concerned Business Units.

6) Internal frequency rate for occupational accidents

This frequency rate (which reflects the number of accidents of Group employees per million hours worked) reached 3.3 in 2017, an improvement over 2016 (3.6), which had been stable compared to 2015. This improvement is the result of constant efforts realized by the Group and the BUs in this area. These efforts includes the new “No Life at Risk” action program launched in 2017 and the in-depth review of policies’ application and the sharing of practices by the management (“Safety Inspections”).



ENGIE is contributing to regional development through robust financial growth, as well as its offers for towns and cities, the economic and social impact of its activities and its commitment to providing access to energy.

Under its transformation plan, ENGIE is simultaneously targeting three strategic value creation levers: 

➜ operational performance; 

➜ organic growth; 

➜ targeted acquisitions.

→ supporting urbanization 

→ Territorial development

→ access to energy  


ENGIE is redrafting its Human Resources policies and practices to include all its employees in its transformation plans. 

→ training /motivation 

→ Health / safety / security 

→ Diversity/ gender equality 


ENGIE is committed to establishing stable, long-lasting relationships based on trust with all its stakeholders, to provide the best response to their needs and requirements. 

→ Stakeholder dialogue 

→ Business ethics 

→ Financial transparency 


ENGIE takes every opportunity offered by new technologies, developing in-house new ways of working and production to achieve the 2020 ambition to transform the Group into a data-driven company

→ research, development and technology 

→ Operational excellence and industrial safety 


ENGIE does its utmost to remain at the leading edge of technology and to build this into its business models or to develop tomorrow’s business models and thus provide the best response to its customers’ expectations. 

→ Culture of innovation 

→ Development of digitized offers 

→ Customer experience 


ENGIE is a major player in the energy transition, actively combating climate change by adapting its own business model and by working closely with international organizations. 

→ Commitments made to international organizations 

→ low carbon energy mix and green solutions

→ Reduction in ENGIE’s CO2 emissions 


Though the Group’s activities may have an impact on natural resources and environments, ENGIE is focused on measuring and reducing their negative effects by working on its activities and its facilities and by committing to developing the circular economy. 

→ Improving the environmental performance of activities and facilities 

→ sustainable management of natural resources 

→ commitment to develop the circular economy


  •  ISO 9001 
  • ISO 14001 

Sustainable Development Goals

How company covers SDGs


SDG 5:

Percentage of women in the Group’s workforce

  • 2019 Results: 20.9%
  • Objective 2020: ≥25%

Percentage of women in Group management

  • 2019 Results: 23.5%
  • Objective 2030: 50%

SDG 3:

Internal occupational accident frequency rate

  • 2019 Results: 3.7
  • Objective 2020: ≤3

Lost time injury frequency rate for Group employees and subcontractor employees on closed sites

  • 2019 Results: N/A
  • Objective 2030: ≤2.9 

Health and safety prevention rate

  • 2019 Results: N/A
  • Objective 2030: ≥0.75

SDG 8:

Percentage of employees trained

  • 2019 Results: 69.2%
  • Objective 2030: 100%

Training of staff most exposed to the risk of corruption (~ 40,000 people)

  • 2019 Results: N/A
  • Objective 2030: 100%

SDG 11, SDG 9, SDG 16:

Satisfaction rate of B to C customers

  • 2019 Results: 72% 
  • Objective 2020: ≥85%

Share of industrial activities covered by an appropriate dialogue and consultation mechanism

  • 2019 Results: 74%
  • Objective 2020: 100%

Share of activities, projects and sites being dismantled with a societal plan

  • 2019 Results: N/A
  • Objective 2030: 100%

Number of beneficiaries with access to affordable, reliable, and clean energy since 2018

  • 2019 Results: 4.4 million
  • Objective 2030: 30 million


SDG 7: 

CO2 emission reduction rate for power generation compared to 2012

  • 2019 Results: -43.7% (248.7*)
  • Objective 2020: -20% (354.4*)

GHG emissions from the use of products sold, in line with the SBT trajectory

  • 2019 Results: 61 Mt
  • Objective 2030: 52 Mt

SDG 13:

Offer an alternative that contributes to decarbonization

  • 2019 Results: N/A
  • Objective 2030: 100%

SDG 11: 

Share of preferred suppliers (excluding energy purchase) certified SBT

  • 2019 Results: N/A
  • Objective 2030: 100%

SDG 15: 

Implementation of ecological management of sites for all the Group’s industrial activities

  • 2019 Results: N/A
  • Objective 2030: 100%

SDG 14: 

Water consumption by industrial activities compared to 2019

  • 2019 Results: 93 Mm3
  • Objective 2030: 60 Mm3 -35%


GHG Emissions: 

  • Scope 1 (direct emissions) 59% decrease between 2015 and 2019
  • Scope 2 (indirect emissions) 46% decrease between 2015 and 2019
  • Scope 3 (indirect emissions) →  22% decrease between 2015 and 2019

Increase in renewables capacity:

  • 2019: +3GW
  • Objective 2021: +9 GW 

Share of renewable energy in the power generation capacity mix:

  • 2017: 23.10%
  • 2018: 23.70%
  • 2019: 27.80%
  • Objective 2020: ≥ 25%

CO2 equivalent emission reduction rate for power generation compared to 2012:

  • 2017: -18.10% 
  • 2018: -28.70%
  • 2019: -43.70%
  • OBJECTIVE 2020: ≤ -20%

% reduction in freshwater withdrawals/MWh of power generation compared to 2012:

  • 2017: -48%
  • 2018: -39%
  • 2019: -39%
  • OBJECTIVE 2020: ≤ -15%

Engie’s business model is based on sustainability. They are willing to become the world leaders in the “zero carbon transition” in 2021, and are taking relevant actions towards renewable energies. They communicate clearly on their targets, progress and achievements towards sustainability, always linking it to relevant Sustainable Development Goals. They are recognized and certified, but do not hold any primary certificates which is why they obtain  the rating ‘B’.


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