Sharing responsibility
The dialog with our internal and external stakeholders plays a central role in the strategic orientation of our company.
We are committed to open, transparent, timely, and systematic dialog with the stakeholders affected by our business processes. In this way, we are working together to create the conditions for a secure, clean, and affordable energy infrastructure. Constructive exchange not only strengthens trust in EnBW as a key player in the energy transition but also promotes social acceptance of the transformation of the energy system.
The Stakeholder Engagement Policy adopted in April 2025 links stakeholder management with EnBW's strategy and sets out binding, standardized principles of conduct, commitments, and targets.
Our stakeholders
Continuous exchange with our internal and external stakeholders is an important element in shaping and aligning our corporate activities. The expectations of our stakeholders are taken into account in the strategic orientation of the company and in business decisions.
Definitions:
Companies and organizations (e.g., partners, suppliers, competitors) that work with EnBW on projects, innovations and market development and play an important role in driving technological progress and sharing examples of best practice.
The workforce comprises all employees across various horizontal and vertical levels of the Group.
Investors, banks and others involved in the financial market play a key role for EnBW in terms of financing its operating activities and its growth strategy, guaranteeing financial flexibility and helping to manage risks.
Private individuals, companies and public entities that purchase and use EnBW’s energy products and services and whose satisfaction and trust are critical to growth and success in a highly competitive market.
Populations, residents and groups living in or near the areas where EnBW operates, especially those affected by the energy infrastructure projects.
Government agencies, authorities and political representatives at local, national and international level that shape energy policy, issue regulations and create the legal framework within which EnBW operates.
Non-governmental organizations (NGOs) and social organizations that represent various interests – especially those concerning environmental protection, human rights, and social justice – and influence public opinion and regulatory policy.
The general public, journalists and media organizations that influence public perception and discourse on energy (sector matters), sustainability and corporate responsibility through news articles, reports and public discussions.
Stakeholder management & mapping
EnBW's stakeholder management systematically records the legitimate expectations of the identified interest groups and considers them in business decisions. One method we use to further develop our stakeholder management and establish it throughout the Group is stakeholder mapping. This is because our business activities involve complex interactions with our stakeholders.
In stakeholder mapping, we systematically record and evaluate the expectations, concerns, and interests of our stakeholders—as well as the degree to which they are affected by or are interested in our activities and their (potential) influence on our business. This is possible for our general business activities (i.e., the day-to-day business of our business units), but also specifically for certain projects and project developments (e.g., the construction of a new wind farm or a PV park). On this basis and in line with the principles defined in our Stakeholder Engagement Policy, we develop tailor-made dialog and participation formats in order to exploit opportunities, identify conflicts at an early stage, help shape viable solutions, and promote sustainable development in the energy sector. At the same time, we lay the foundation for transparent and targeted corporate and project communication.
These stakeholders are currently only loosely connected to us. We keep an eye on them and keep basic information available in order to maintain their interest and identify possible points of contact for a future exchange. High influence, low interest: Appreciative and transparent communication
This group can make a significant contribution to the success of our projects. Even if their interest is currently limited, we promote a stable relationship of trust through regular, transparent communication and are available as a point of contact if required.
These stakeholders show a strong interest in our projects and often provide valuable feedback. We proactively keep them up to date and include their perspectives at an early stage in order to facilitate understanding and co-design.
This group is particularly relevant for our projects - as a rule, they are key players. They are closely involved in processes and regularly included in the dialog in order to jointly develop viable, sustainable solutions.
Stakeholder engagement formats
With our stakeholder engagement formats, we aim to strengthen cooperation and collaboration with our stakeholders through observation, information, listening, and involvement. We already offer a wide range of different formats. These range from industry dialog on the energy sector and investor roadshows to information events for citizens and participation in trade fairs and conferences, regional advisory board meetings, active public relations work, and communication via traditional and social media.
However, we are always looking to improve in this area. To this end, we rely on a group-wide exchange of experience and best practices, support in selecting and implementing engagement formats, and central monitoring.
Further examples and information can be found here: