Corporate Social Responsibility

Download Benevity's eBook, "A Corporate Guide to Putting the UN Sustainable Development Goals to Work" to discover 7 strategies to creating a successful SDG program.

NRG follows the GRI Framework to report on issues of importance to the company and its stakeholders. As part of a re-evaluation of our sustainability strategy, 
in 2013, we engaged a third party to facilitate a formal assessment to determine these key issues. Our initial assessment identified 49 issues as important to stakeholders and the NRG business.

Twice a month, you'll find Aflac Regional Sales Coordinator David Watsonand his "Breakfast Crew" up before the sun, cooking a hot breakfast at the Family Emergency Shelter for homeless children and parents in Louisville, Kentucky. When David found out the Shelter struggled with funding to help these families, he and his team stepped up in a big way. In fact, Volunteers of America named him their Volunteer of the Year. Look for David, along with our other Aflac Corporate Social Responsibility (CSR) heroes, in the new Aflac CSR Report on July 25.

Our commitment to recognize, respect and leverage each other's differences and similarities extends beyond the mine and into the communities where we operate.

Three megatrends are escalating energy demand, while approximately 2.3 billion people either don’t have access to electricity at all or don’t have reliable access to electricity. We are committed to solving this energy paradox.

According to International Energy Agency, by 2050 the energy consumption will increase by 50%, whilst 2,3 billion people with poor or no access to energy must be attended by 2030 to accomplish one of 17 Sustainable Developments Goals settled by United Nations, that aims to universalize the access to affordable and sustainable energy worldwide. Accomplishing both objectives must be aligned with another planetary goal to limit global warming up to 2 °C. Hear from Gilles Vermot Desroches, Senior Vice President Sustainability, how Schneider is closing the global energy gap.

Energy and sustainability initiatives are often managed independently due to departmental divisions. These barriers are often fueled by inconsistent data and a lack of visibility and yield missed opportunities. In leading companies, these departments are becoming tightly integrated, working together in support of the company’s core goals and initiatives. We call this Active Energy Management.