The aim of this study was to develop a maturity model that could help identify the stage reached by large-scale industries in their stakeholder management and engagement processes related to corporate sustainability. To gather data, it was performed a literature review and analysis of 15 (fifteen) documents, including indices, metrics, standards and market recommendations on corporate sustainability issues. There is a gap between stakeholder theory and business practices, even in organizations that have included the concept of shared value in their strategic guidelines. The research carried out shows that, whether out of purpose, aiming for competitive advantage, a quest for transparency and reputation or financial market and society pressure, companies must consider the demands and interests of different stakeholders in their strategy and decision-making. This work proposes a tool to operationalize the maturity model developed. The main conclusions are: there is a lack of tools and models for identifying the stage of maturity for corporate sustainability aspects, which integrate the processes of management and engagement with stakeholders; the references researched consider stakeholder management and engagement as a process that takes place and evolves in stages; although the model was designed to be scalable, some adjustments may be necessary; the maturity model proposed can support companies that genuinely believe that stakeholder capitalism is not only viable, but necessary for true sustainable development.