Engagement as the link between sustainability, environment, and legitimacy in the energy sector

The energy sector is undergoing an unprecedented transformation. The shift toward renewable sources, tightening European regulations, price volatility, and growing societal concern over environmental impact have turned energy companies into strategic—but highly exposed—actors.

In this context, stakeholder engagement is no longer optional or cosmetic. It’s a critical management tool for building legitimacy, anticipating risks, and ensuring operational continuity. The future of an energy company is not determined solely by its assets, but by its ability to foster trust with the actors who influence—or can obstruct—its operations.

The much-discussed “social license to operate” has gone from being an abstract concept to a tangible requirement. Projects stalled due to misalignment with local communities, investments blocked by regulatory pressure, or reputational controversies amplified by NGOs and media are now real—and often avoidable—risks.

Where does the solution begin? With the stakeholder map. Knowing who to engage with, when, and with what narrative is a competitive advantage. It’s a complex ecosystem: national and European regulators, regional governments, local mayors, neighborhood associations, industry media, environmental platforms, sector lobby groups, ESG investors, among others.

Leading companies in stakeholder engagement understand that it’s not enough to inform—they must involve. This means listening actively, tailoring messages to each audience, and building long-term relationships beyond moments of peak activity. The goal isn’t just to react, but to design a proactive and stable relationship architecture.

This approach also facilitates a key internal element: alignment. A clear and shared narrative helps ensure that all departments—from operations to sustainability to corporate affairs—act with coherence and consistency across stakeholder interactions. It also allows companies to align their public, institutional, and financial messaging—an essential move for listed firms or those preparing for IPOs.

The impact of strong engagement translates into real advantages: faster permitting processes, fewer legal disputes, enhanced corporate reputation, better access to responsible investors, and greater resilience during crises. In the long term, it raises the perceived value of the company in both its local territory and the broader market.

All of this requires professionalization. It’s not enough to have a public affairs team or a sustainability plan. Stakeholder engagement must be integrated into the core business strategy, with dedicated resources, clear methodology, and structured reporting to the executive committee and board of directors.

At a time when energy is no longer just about production and distribution but also about generating social trust, engagement becomes a critical lever. Today more than ever, operating successfully depends not only on technical or financial feasibility—but on the institutional and societal backing a company builds, day by day.