Energy and legitimacy: the new balance with stakeholders

Few industries are as exposed to public, regulatory, and political scrutiny as the energy sector. Its operations intersect with critical issues: the ecological transition, electricity prices, geopolitical dependence, social sustainability, and regional development. In this context, stakeholder engagement is not a complement—it is a structural condition for operating with stability.

Energy companies have come to understand that it is no longer enough to comply with regulations or communicate projects. They must build strong, transparent, and consistent relationships within a complex ecosystem: government agencies, regulators, local communities, environmental organizations, labor unions, media outlets, institutional investors, and industry associations.

Each of these actors has different expectations. Some seek environmental guarantees, others regulatory certainty or job creation. Understanding and aligning those expectations with business strategy has become a critical skill. Corporate narrative is no longer directed solely at customers or investors—it must also speak to communities, legislators, and activists.

One clear example is the rollout of renewables. A project that is technically viable and legally approved can still fail if it lacks a foundation of dialogue with the local community. Social acceptance cannot be bought or improvised—it must be earned through foresight, transparency, and consistency. This is where stakeholder mapping and activation can make the difference between success and deadlock.

Engagement in the energy sector also requires cultural adaptation. Many companies with technical or engineering roots have had to develop new capabilities: active listening, reputational analysis, public communication, and institutional diplomacy. This has transformed entire departments and given rise to new hybrid roles at the intersection of strategy, public affairs, and sustainability.

Relationships with public administrations, for example, can no longer be limited to isolated regulatory filings. Leading companies have adopted proactive relational models involving regular dialogue, shared value propositions, and legitimate influence. This relational approach is especially relevant in sectors like energy, where regulation can either accelerate or stall business activity.

Stakeholder management has also gained prominence in the investor space. Large funds—especially those with ESG mandates—demand not only financial returns but responsible governance of the operating environment. An energy company’s ability to demonstrate how it manages its institutional and social relationships can be a decisive factor in attracting or retaining capital.

This new paradigm has elevated stakeholder engagement from a tactical task to a strategic imperative. It is no longer a secondary function, but a tool for risk mitigation and opportunity generation. Companies that invest in it with professionalism, rigor, and consistency gain a competitive advantage: they can anticipate changes, influence volatile environments, and build trust in polarized contexts.

In short, in the energy sector, engagement is not optional—it is structural. Companies that understand this logic and invest in quality relationships are better positioned to lead the energy transition with legitimacy, impact, and long-term vision.