Technip Energies NV – Lobbying Governance & Transparency

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Lobbying Governance

Overall Assessment	Analysis	Score
None	Technip Energies NV describes a robust ESG governance structure overseen by the Board and its ESG Committee, stating that “the Board made the conscious decision to structure the organization around environmental, social and governance (ESG) best practices” and that “The ESG Committee is tasked with reviewing policies, strategies and performance related to environmental stewardship, responsible investment, corporate citizenship, human rights, risk management, and all ESG matters.” However, the company does not disclose any process for governing its lobbying activities, including no indication of who oversees lobbying alignment, no description of how direct or indirect lobbying is monitored or managed, and no specific policy to align lobbying with its climate or other policy positions. View Sources	E

Overall Assessment

Analysis

Score

None

Technip Energies NV describes a robust ESG governance structure overseen by the Board and its ESG Committee, stating that “the Board made the conscious decision to structure the organization around environmental, social and governance (ESG) best practices” and that “The ESG Committee is tasked with reviewing policies, strategies and performance related to environmental stewardship, responsible investment, corporate citizenship, human rights, risk management, and all ESG matters.” However, the company does not disclose any process for governing its lobbying activities, including no indication of who oversees lobbying alignment, no description of how direct or indirect lobbying is monitored or managed, and no specific policy to align lobbying with its climate or other policy positions.

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Lobbying Transparency

Overall Assessment	Analysis	Score
Limited	Technip Energies provides only limited insight into its climate-policy lobbying. The disclosures largely describe participation in decarbonisation projects – such as the Net Zero Teesside Power venture, ENGIE’s HyNetherlands green hydrogen project, ExxonMobil’s Baytown blue-hydrogen facility and the Renexia Med Wind offshore wind development – but they do not clearly identify any specific pieces of legislation, regulations or government programmes that the company has tried to influence. Likewise, while the company notes collaboration with partners like GE Vernova, Baker Hughes and TotalEnergies, it gives no detail on the lobbying mechanisms it uses (e.g., meetings, consultation submissions, letters) or the policymaking bodies it targets. The outcomes it describes (capturing “up to 2 million tonnes of CO₂ per year” at Teesside or producing “210,000 tons per year of sustainable aviation fuels” at Grandpuits) are framed as project performance goals rather than policy changes the company seeks to secure through advocacy. As a result, the disclosures fall short of explaining how the company seeks to shape climate policy, leaving its lobbying transparency at a limited level.	D