Sustainable energy for everyone continues to be our mission and making energy fully sustainable in collaboration with our customers is the core of our strategy. In order to quantify the degree to which we achieve our strategic goals, we monitor our progress with strategic key performance indicators (KPIs).

In the overview below, the KPIs are grouped by strategic theme. This ensures consistency in KPI reporting. The results are explained in more detail in the section Progress. In 2015, we have redefined the strategy. We focus on three growth areas: Client Sources, Smart Sustainable Solutions and Energy as a Service. The redefined focus offers maximum support for customers who want to produce energy locally with a focus on integration, increased sustainability and electrification. The strategy adjustment led to fine-tuning of the set of strategic KPIs and the formulation of corresponding concrete targets.

    Relevant to the customer

    New products and services

    What have we achieved?

    With an improvement from -21 to -12 in 2015, our NPS result was well above target.

    Number of customer contracts Eneco1

    4.4 million

    Customer satisfaction

    Net Promotor Score Eneco



    1. 1This KPI does not include transmission contracts between customers and Stedin.
    2. 2The percentage of satisfied customers is measured as the average percentage of the customers that awards a 7 or higher for the service provided.

    Relevant to the customer

    Uninterrupted access to energy

    What have we achieved?

    The graphs below show the actual interruption duration of our energy networks in 2015. Notifications of interruptions in the supply of electricity and gas are published on the Stedin website and customers are informed of any developments via social media. Notifications of interruptions in the supply of district heating are published on the Eneco website.

    interruption duration
    electricity per
    affected customer1

    interruption duration





    1. 1Another term used in the sector for Average interruption duration electricity per affected customer is Customer Average Interruption Duration Index (CAIDI). This KPI relates to the low and medium-voltage grids.

    Impact on the planet

    One Planet Thinking

    Our mission

    Our mission is ‘Sustainable energy for everyone’. We strive to bring our customers’ and our own energy consumption to within the limits of a habitable planet for the sake of our own generation and generations to come. The results that we achieve with respect to our One Planet Thinking ambition show exactly how sustainable Eneco really is, which is what our stakeholders want to know.

    Reduction of effect
    electricity consumption
    of customers on climate
    change compared
    with 2012

    Reduction of effect
    electricity consumption
    of Eneco Group
    on climate change
    compared with 2012



    Impact on the planet

    Investing in sustainable
    capacity and production

    What have we achieved?

    In 2015, we produced and purchased 4,6 TWh and supplied a total 17.6 TWh of sustainable electricity. This means that the share of sustainable electricity produced and purchased by Eneco in our total supply portfolio was 25% in 2015 and that we have thus achieved our target. Wind farm Luchterduinen, which was put into operation during the course of the year, contributed significantly to this result.

    Share of sustainable electricity
    production in total supply portfolio




    What have we achieved?

    The number of occupational accidents was reduced to 45 in 2015, well within the target range. The RIF was down to 0.86

    Due to an increase in the number of accidents resulting in absence from work, we did not meet our target on this aspect. Even though they did result in absence from work, most of the accidents were relatively minor in nature. The total number of registered accidents resulting in absence from work was 26. The number of occupational accidents resulting in absence from work per one million hours worked (LTIR) thus amounted to 2.49.

    The severity rate expressed in the number of lost work days was 4.08 days, which is an improvement compared with the 15.5 days in 2014.

    Our contractors registered 26 accidents in 2015, 23 less than in the previous year. This is due to a better safety performance and a reduction in the number of activities outsourced by Stedin.

    Lost Time Injury
    Rate (LTIR)

    Recordable Incident
    Frequency (RIF)
    Eneco Group1



    1. 1The RIF was not included in the audit by the accountant in 2013 and 2014.


    Cultural values

    Why are alignment and motivation important?

    Alignment with our mission and strategy as well as well-motivated employees are essential to the success of our company. The better our employees are aligned with our mission and strategy, the more ambassadors we have and the better we will be able to implement our strategy. Motivation, which is a good indicator of how much enthusiasm our employees invest in their work and how much they enjoy it, is also important.

    A new, integrated method for measuring alignment and motivation has been implemented in 2015. This unique assessment has the form of a survey among a representative sample consisting of a quarter of our employees. The results of this survey give us a good picture of where we stand and provide valuable information for further improvement.

    Where are we now?

    From the stable motivation score of 7.7, both at the beginning and the end of the year, we can conclude that, in general, our employees were well motivated in 2015. A pleasing result, especially in view of the expected decline in motivation in connection with major restructurings in 2014 and 2015.

    The alignment score improved from 54% in the first quarter to 58.4% at the end of 2015. This score indicates that a growing majority of our employees is, to a moderate or greater extent, familiar with our mission and strategy and puts them into practice in their daily work.

    Internal alignment1

    Employee Motivation Score


    1. 1A different method was applied in 2015. The score for 2015 is presented as a percentage; the scores for 2013 and 2014 are numbers on a scale from 0 to 100.
      See the Glossary for more information.

    Financial return

    What have we achieved?

    In 2015, we maintained our A- credit rating, which is a good result in view of the financial pressure on the energy sector.

    In 2015, our ROACE amounted to 3.7 percent, which is 0.5 percentage points lower than in 2014 (4.2%) and 0.4 percentage points above our 3.3% target for 2015.

    Credit Rating