To achieve long-term success as a sustainable and responsible business, we aim to understand the most material issues affecting our company.

By addressing those issues, we can focus our resources, stakeholder engagement and reporting activities.

We have developed a process for identifying and prioritising our sustainability activity. We determine these using a range of inputs, including stakeholder discussions and research. These inputs are analysed by our Sustainable Business and Strategy teams, with support from the relevant Business Units.

We then prioritise these against a set of criteria that measure the level of stakeholder concern on an issue. We consider this alongside the potential that issue has to impact us as a business, and our ability to influence this impact. Each is then categorised as ‘significant’ or ‘non-significant’.

The process

  • STAGE 1
    Internally, we benchmarked ourselves against various companies with notable sustainability programmes and aspirations. We also benchmarked ourselves against our direct competitors.
  • STAGE 2
    We spoke to both internal and external stakeholders to assess our position in regards to sustainable and responsible business. We also sought their feedback on what they believed were the most significant issues for their respective stakeholders groups.
  • STAGE 3
    We commissioned Deloitte to facilitate an internal assessment to determine material issues for our business. This took the form of a questionnaire followed up with a workshop.

In collaboration with teams throughout the business, we developed a road map to understand what future challenges and risks the energy industry is likely to face between now and 2030.

EDF Group’s CAP 2030 strategy was developed alongside the United Nations’ Sustainable Development Goals, which attained a benchmark of excellence. We completed an exercise to assess our alignment with the strategy.
Key findings from the research concluded that:

  • Our Better Energy Ambitions cover the right issues. However, stakeholder feedback revealed that there is too much detail: our plans are not coming across simply and clearly enough.
  • External stakeholders believed that we could show more ambition, given the realities we face and the leadership shown by other companies.
  • We had an opportunity to outline how our business contributes to addressing our material issues.

Following this research and its conclusions, our Executive Team sponsored the update of our Better Energy Ambitions and development of three strategic goals to address our most material issues.

This process has made our sustainable business plan broader and more forward-looking, with a clear direction on the areas where we believe we can have the greatest impact.

The Better Plan is the next step in our sustainable business journey.

The Better Plan circle graphic - Sustainable Business strategy

The Better Plan

The Better Plan outlines how we aim to make a positive contribution to addressing the world's major social and environmental challenges.

It is an integral part of our 2030 vision: to be the efficient, responsible electricity company and a champion of low-carbon growth.

We want to stand out as the energy company that people can feel better about.