Governance

Remuneration 2015

Board of Management remuneration policy

In determining the remuneration for members of the Board of Management, Eneco takes account of its specific social position by applying the market principle and the moderation principle.

Starting point

The Board of Management’s primary terms of employment are determined on the basis of the ‘Board of Management Remuneration Policy’, which was adopted by the Eneco Group General Shareholders’ Meeting on 20 May 2005.

The remuneration of the Board of Management must enable Eneco to attract and retain qualified management. This requires a competitive remuneration in proportion to the market for top management in the corporate sector. The desired market position for the terms of employment of Board of Management members is the median level in the General Market for Managers. In this case, two policy principles are guiding: the market principle and the moderation principle.

Market and moderation principles

The market principle means that Eneco should be regarded as a normal, commercial and market-oriented company. The moderation principle means that the Supervisory Board should implement a restrained remuneration policy in keeping with Eneco’s history and with the fact that 100% of its shares are held by public shareholders (municipalities). Thus the benchmark of companies of a comparable scope and complexity in the private sector is not fully translated into the current remuneration of Eneco’s managers.

For the determination of the remuneration policy, the Supervisory Board applies the reference framework of the general employment conditions for senior executives, which is drawn up based on the remuneration data of over 200 senior executives. In order to do justice to the market principle, Eneco Group has opted for a position around the median of the reference framework. We thus focus on the medium-large companies in the reference group and we avoid a comparison with the largest companies.

In view of the moderation principle, we apply a reduction to the median outcome. In accordance with the remuneration policy approved by the General Meeting of Shareholders, Eneco applies a bandwidth of plus or minus 20% around the reference on the median. In practice, this means that the remuneration of the members of the Board of Management of Eneco Group lies at least 20% below the median.

With the salary reference at the beginning of 2015, the actual 'moderation' has risen to nearly 30% compared to the median.

Social results determine remuneration

In 2015 again, the remuneration of members of the Board of Management depended on performance criteria, including socially-relevant results. The five main criteria for the variable remuneration largely corresponded to the strategic themes and were:

  • Customer satisfaction (Consumers, Business and Stedin);
  • Financial result (EBIT);
  • Performance (cost-reduction measures);
  • Eneco's long-term growth (strong growth of Toon);
  • Innovation and long-term objectives (new propositions, partners, innovation structure).

Each year, Eneco publishes a remuneration report with details of the Board of Management’s remuneration on the corporate website, eneco.nl/corporate.

About this report

Reporting policy 2015

Concise and transparent

In this integrated annual report Eneco accounts for its financial and non-financial performance. Eneco has opted for a concise and transparent report that fulfils the information needs of stakeholders. The content of the report is determined on the basis of a materiality analysis that is used to establish the most relevant topics for the stakeholders and for Eneco itself.  

Reporting in accordance with GRI

As in previous years, we report in accordance with the guidelines of the Global Reporting Initiative (GRI). We have consciously opted for the G4 Core version, including application of the EU Sector Supplement for the energy sector. This version corresponds to our aim and the aim of our stakeholders, to provide concise reporting on our financial and non-financial performance. We have applied GRI G4 from the basis of the company's control framework, which is leading. The control framework is derived from the strategy: we use it to demonstrate our progress and whether we have achieved our ambitions. Stakeholders are contacted to determine if the control framework is sufficiently material. The Core version means that for each relevant aspect (topic) arising from the materiality analysis, we report on at least one G4 or EU indicator corresponds best with our control framework; also see the section Strategic KPIs. With respect to four indicators, we do not comply fully with the requirements of GRI G4. These are the indicators G4-10 and LA-6 (itemising all workforce information with all the requested details), G4-EU3 (type of customers) and G4-EU4 (more details on cables and pipelines). If it transpires that stakeholders or Eneco do believe it is relevant that these details will be recorded and reported, this will be considered. With respect to GRI reporting on the management approach, Eneco shall assess in 2016 for all the material aspects if the inclusion of time-related objectives in the report will result in a better link to GRI G4 requirements.

Integrated reporting

Eneco’s annual report has evolved since 2007 into an integrated report on financial and non-financial performance. The framework of the International Integrated Reporting Council (IIRC) provides us with better means to explain the cohesion between the core elements of our policy in our report. We are investigating how we can apply this framework in our annual report in the years ahead.

Materiality analysis

In 2013 we began an analysis of the relevance of the topics in our annual report. Using the strategic themes, we established the topics on which we report. We also determined the impact on our company (e.g. business continuity, reputation and licence to operate) and on stakeholders with direct interests (e.g. lower energy costs and the availability of energy). Based on this analysis and our knowledge of the various groups of stakeholders, in 2014 we made a selection of the topics that are relevant to them. We also used the insights obtained from a brief online questionnaire among stakeholders, and of course from the ongoing dialogue we conduct with them.

Redefining of the strategy at the start of 2015 constituted the motivation to review the material topics in the annual report again, and to discuss them with the internal contacts of our stakeholders. We propose to make this topic a structural component of our governance. In other words, every year the topic of materiality will be on the agenda of customer panels and meetings with corporate clients, shareholders and the works council and regular consultations with rating agencies and NGOs.

Stakeholder dialogue

We distinguish between the following groups of stakeholders: clients (private and business), shareholders, municipalities/local residents, investors, providers of capital, employees/works council and environmental organisations/NGOs. This selection is based on our analysis that they have the greatest influence on our strategy and operations, and experience the greatest impact from our activities and the choices we make for the future.

As a follow-up to the materiality analyses we performed in 2013 and 2014, in 2015 we conducted interviews with those Eneco colleagues who are in contact with these target groups. There were also discussions with one or more representatives of shareholders, providers of capital, employees/works council and environmental organisations/NGOs. The most important questions in these interviews were how the stakeholders would rate the relevance and transparency of the 2014 annual report, and whether the material themes were covered sufficiently. We did not opt to present stakeholders with the entire set of G4 indicators.

Most of the stakeholders indicated that the annual report provided sufficient information on the subjects they felt were important. From the conversations it appeared that there was, however, a need for more in-depth coverage of some aspects. This is shown in more detail in the table in the section 'What are the views of our stakeholders?'. As a consequence of this we have extended the information provided, or have added more clarification. Municipalities, for instance, attach importance as shareholders in gaining insight into the future yields of the new Eneco Group business model, and into sustainable local initiatives. Shareholders, providers of capital and investors are interested in the risk profile and the company’s continuity, and how we substantiate that in the report. Employees want to read more about Eneco’s green profile, and whether the company is financially sound.

From Eneco’s perspective, topics which have a direct link to the strategic objectives we have set, and the related strategic KPIs, take priority. This resulted in a shortlist determined by the Board of Management. The degree of importance would be expressed in the high-priority quadrant for both stakeholders and Eneco in a materiality matrix. Given that we have not yet fully implemented the external materiality analysis, it is not possible to include a materiality matrix this year that sufficiently reflects the ranking. The combination of topics which are designated as important to stakeholders as well as Eneco form the scope of this report.

The discussions confirmed the seven material topics of last year’s report, while also inducing us to add two new topics in light of the redefined strategy. These topics are Innovation and Employee Development.

Material topics

The scope with the nine material topics for the 2015 annual report which are important to the stakeholders and to Eneco itself, is as follows:  

  • Financial performance
  • Energy and emissions
  • Sustainable electricity
  • Customer satisfaction
  • Safety
  • Grid losses
  • Security of supply
  • Innovation
  • Employee development

The following section includes a table explaining the materiality of the nine relevant topics that form the scope of this annual report. This overview also shows where the impact of a topic lies both inside and outside the organisation. In the section Progress we devote significant attention to the concrete objectives we have set for the relevant topics, in the form targets for the specified KPIs. It also describes what we have done, and what we intend to do, to achieve our objectives. In the GRI index we have included an overview of the GRI indicators which have been used in writing this reportand also explain the relationship between the strategic KPIs and the material topics.

Topics which were less material in the views of our stakeholders, but which we do believe to be important, are Supply chain, Sustainable procurement and Biodiversity. Also in these fields we take our responsibility very seriously. More information on how we handle our supply chain responsibility and the way we have shaped our sustainable purchasing policy can be found in the section on Supply chain responsibility.

Biodiversity

It is unavoidable that we sometimes impose a burden on the environment. Biodiversity is under pressure and people play a significant role in this. In last year’s report we indicated that it is difficult to establish just what role Eneco and its customers play in this. We also wrote that there is no scientific consensus on the limits of what the planet can sustain and stated that more research would be needed to gain proper insight into this matter, and that we were working on this.  

In 2015, researchers from the consultancy ‘De Gemeynt’ published their report ‘To No Net Loss of Biodiversity’ based on an investigation commissioned by Eneco. In the report they concluded that Eneco is already doing a great deal to reduce its impact on the environment. However, this is frequently based on statutory legislation and regulations. If the aim is No Net Loss, meaning that our activities do not have a negative impact on biodiversity and ecosystems, then we need to take further steps to reduce Eneco’s ‘biodiversity footprint’. The researchers based this conclusion on two quick scans of Eneco projects.

Eneco has shared the results of the investigation with its partner WWF and has made the theme of Biodiversity part of the collaborative agreement between both parties. The objective is to collect more knowledge together on the impact of Eneco’s sustainable energy projects on vulnerable environments. The first step is to assess how these projects are situated in relation to important nature-protection areas.

Reporting process

We have evaluated the method by which the content of last year’s annual report was determined and concluded that this occurred with sufficient structure and efficiency. Possibilities for improvement were taken to heart in preparing the 2015 annual report. The starting point for this preparation was the strategy including strategic themes and key performance indicators (KPIs) as established by the Board of Management. In this strategy, there must be a balance between risk and return. We also want to take the interests of our company’s stakeholders into account as much as possible. The content of the annual report is based on a materiality analysis of these interests. For each material topic, we also determine which activities and which components of the organisation they relate to, as well as which national and international stakeholders. We conduct an ongoing dialogue with the most significant stakeholders on the relevance of our strategy and ways in which we can collaborate with them in the supply chain to achieve further sustainability.

We have made agreements with respect to the reporting process. For each strategic KPI linked to a strategic theme, the responsibilities, definition, scope, calculation, required sources and systems, quality control and the process have all been established. The progress for each strategic KPI is reported regularly and is discussed with the managements of the relevant Eneco entities and adjustments are made where necessary.

Information collection and accountability

The Board of Management bears ultimate responsibility for the integrated annual report. It has delegated the preparation of the report to a process manager in charge of a multidisciplinary team. Responsibility for the content was distributed between the departments of Finance & Risk, Strategy and Communication & Public Affairs. The financial and non-financial strategic KPIs are an integral part of the planning and control cycle. We have set up a management system that is used to collect the KPI-related data throughout the year and the results are discussed in the regular business reviews. The strategic KPIs are linked to G4 indicators.

For each topic, a specific individual is assigned responsibility on the basis of an accountability index. These people provide information on the topics, as established in the model, and approve the texts following final editing. The Board of Management issues comments in two rounds, and approves the final version before it is forwarded to the Supervisory Board.

Assurance of non-financial information

Eneco engages an external accountant to assess the reliability of the most relevant non-financial information in the annual report, and to confirm this reliability by means of an assurance report. Since the 2011 financial year, we have asked Deloitte Accountants B.V. to assess the strategic KPIs and compliance with GRI guidelines at the level applied1 in addition to auditing the financial statements.1

Eneco first reported in accordance with the GRI G4 guidelines at the Core level in 2013. This was also the first year in which we requested that the assessment of the strategic KPIs and of the correct application of G4 Core level guidelines would be carried out to provide assurance at the highest level, which is 'reasonable assurance'. This advanced standard for the strategic KPIs1 and the GRI application level was also applied for the 2015 annual report.

Materiality analysis

Topics of material importance addressed by Eneco in this annual report have an impact on the organisation and on aspects outside the organisation. Themes that are considered to be of material importance have been linked to strategic KPIs in order to be able to measure our progress. Strategic KPIs have not yet been specified for two themes: we are still in the process of developing (some of the) KPIs for the new themes 'Innovation' and 'Employee development'.

The table below shows the internal and external impact, insofar as measurement data is available. Customer satisfaction, for example, is only measured in the Netherlands. Safety in connection with our operational activities is a topic that we explicitly wish to report on. However, we do realise that the procurement phase is not yet fully included in this scope, as we are still working on a complete overview of this domain. The table does not include a list of the countries in which we compensate our carbon emissions. More information on this can be found in the section Carbon emissions compensation. The table only indicates to which of the countries in which Eneco operates a particular material aspect applies and which stakeholders are affected (external impact). Information is also provided on the relevance of each topic in the different stages of the supply chain and the components of Eneco Group to which it applies (internal impact). For an overview of the components of Eneco Group, see the sections Profile and the List of principal subsidiaries, joint operations, joint ventures, and associates. Our supply chain encompasses purchasing, production, distribution and supply (within the organisation) and consumption (outside of the organisation). This is reflected in the table below.

Financial performance

A solid financial basis is essential for continued investment in innovations, infrastructure and energy production facilities necessary for the transition to a sustainable energy supply. This investment is important for society, in terms of the guaranteed availability of energy, for Eneco, in terms of future financial performance, and for stakeholders that have a long-term relationship with Eneco.

Where

Purchasing

Production

Distribution

Supply

Consumption

Netherlands, Belgium, France, UK

 

Main stakeholders

Scope KPI

KPI

Customers, shareholders, investors, providers of capital, employees

Eneco Group

#13 Credit rating

Eneco Group

#14 ROACE

Energy and emissions

Our aim is to reduce the impact on the planet of the emissions generated by the electricity consumption of our customers. Various climate objectives indicate that emissions reduction is in the interest of society and future generations.

Where

Purchasing

Production

Distribution

Supply

Consumption

Netherlands, Belgium, France, UK (and countries in which carbon emissions are compensated)

Main stakeholders

Scope KPI

KPI

Customers, investors, employees, environmental organisations, governments

Energy company
Eneco excl. Ecofys

#6 Reduction of the effect of the electricity consumption of our customers on climate change, compared with 2012

Sustainable electricity

In order to ensure that the planet remains habitable for future generations, the aim of society is to generate more electricity from sustainable sources. This aim is in line with Eneco’s strategic ambitions.

Where

Purchasing

Production

Distribution

Supply

Consumption

Netherlands, Belgium, France, UK

 

Main stakeholders

Scope KPI

KPI

Customers, shareholders, investors, providers of capital, employees, environmental organisations, governments

Energy company Eneco excl. Ecofys  

#8 Share of sustainable electricity production in total supply portfolio

Customer satisfaction

Customer first is the central theme in our daily activities. In 2014, this resulted in a number of organisational changes, such as the one-stop service counter principle. Customer retention, which starts with creating customer satisfaction, is important for Eneco’s financial performance.

Where

Purchasing

Production

Distribution

Supply

Consumption

Netherlands

 

 

Main stakeholders

Scope KPI

KPI

Customers

Energy company Eneco

#1 Number of customer contracts Eneco

Energy company Eneco Consumers Netherlands excl. Oxxio and Woonenergie

#2 Net Promoter Score Eneco

Stedin

#3 Customer satisfaction Stedin

Safety

Safety, in the form of a safe working environment for our employees and safety for the people around us, is Eneco’s number one priority. Safety relates to all aspects of our internal organisation as well as to the environment in which we operate.

Where

Purchasing

Production

Distribution

Supply

Consumption

Netherlands, Belgium, France, UK

 

 

Main stakeholders

Scope KPI

KPI

Customers, shareholders, governments, local residents

Eneco Group

#9 Lost Time Injury Rate (LTIR) Group

Eneco Group

#10 Recordable Incident Frequency (RIF) Group

Grid losses

The reduction of grid losses contributes to two strategic objectives: reduction of harmful emissions and cost control.

Where

Purchasing

Production

Distribution

Supply

Consumption

Netherlands

 

 

 

 

Main stakeholders

Scope KPI

KPI

Providers of capital, environmental organisations

Eneco Group

excl. Ecofys

#7 Reduction of the effect of the electricity consumption of Eneco Group on climate change, compared with 2012

Security of supply

Continuous availability is essential for our customers. This is why Eneco makes targeted investments aimed at minimising the interruption duration. Security of supply is a contributing factor to Eneco’s strategic success.

Where

Purchasing

Production

Distribution

Supply

Consumption

Netherlands

 

 

 

 

Main stakeholders

Scope KPI

KPI

Customers

Stedin

#4 Average interruption duration per affected customer (electricity)

Stedin

#5 Average interruption duration (gas)

Innovation

The coming years are a crucial period in the process of enabling the transition to a sustainable local energy supply for our customers. Innovation is a decisive factor in this transition. We are working on the development of a KPI that will enable us to measure our progress with respect to innovation.

Where

Purchasing

Production

Distribution

Supply

Consumption

Netherlands, Belgium, France, UK

 

V

V

Main stakeholders

Scope KPI

KPI

Customers, providers of capital, employees, environmental organisations

Eneco Group

In development

Employee development

Alignment with our mission and strategy as well as well-motivated employees are essential to Eneco’s success. We invest in the development of our employees to ensure that they are sufficiently equipped. We are working on the development of a KPI that will enable us to measure our progress with respect to the development of our employees.

Where

Purchasing

Production

Distribution

Supply

Consumption

Netherlands, Belgium, France, UK

V

 

Main stakeholders

Scope KPI

KPI

Employees

Eneco Group excl. Ecofys

#11 Internal alignment

Eneco Group excl. Ecofys

#12 Employee motivation

Scope strategic KPIs

Eneco Group consists of the energy company Eneco and grid operator Stedin. The Group companies (see List of principal subsidiaries, joint operations, joint ventures, and associates) are included in the scope of the strategic KPIs as indicated in the table below.

Number

Description

Scope

1

Number of customer contracts Eneco

Energy company Eneco

2

Net Promoter Score Eneco

Energy company Eneco Consumers Netherlands excl. Oxxio and Woonenergie

3

Customer satisfaction Stedin

Stedin

4

Average interruption duration electricity per affected customer

Stedin

5

Average interruption duration gas

Stedin

6

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

Energy company Eneco excl. Ecofys

7

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

Eneco Group excl. Ecofys

8

Share of sustainable electricity production in total supply portfolio

Energy company Eneco excl. Ecofys

9

Lost Time Injury Rate (LTIR) Group

Eneco Group

10

Recordable Incident Frequency (RIF) Group

Eneco Group

11

Internal alignment

Eneco Group excl. Ecofys

12

Employee Motivation Score

Eneco Group excl. Ecofys

13

Credit Rating

Eneco Group

14

ROACE

Eneco Group

GRI index

GRI

reference

Description

Explanation

Reference

Strategy and analysis

G4-01

CEO statement

Interview Jeroen de Haas , Message from the Board

Organisation profile

G4-03

Organisation name

Eneco Holding N.V.

Profile

G4-04

Main products and services

Profile

G4-05

Location head office

Rotterdam

Profile

G4-06

Countries in which the organisation operates

Profile

Materiality analysis

G4-07

Ownership structure and legal form

Accounting policies for financial reporting-General information

Financial statements, Notes to the consolidated financial statements, List of principal subsidiaries

Local connection

G4-08

Sales markets, types of customers

Profile

G4-09

Organisation size

In 2015, 17.9 TWh electricity (2014: 17.5), 4,625 MCM gas (2014: 4,432) and 10,240 TJ heat (2014: 10,093) was supplied.

Facts and figures,

Workforce

G4-10

Number of employees

We do not fully comply with GRI requirements. See Reporting policy

Workforce, Financial statements, Note 5, Headcount.

Dynamic employer

G4-11

Number of employees covered by collective employment agreement

Workforce

G4-12

Description supply chain

Supply chain responsibility and Materiality analysis

G4-13

Significant changes relating to the size, structure, ownership or supply chain during the reporting period

Joulz Projects, business unit of the former Joulz, has been positioned within Energy Company Eneco under the name Joulz Energy Solutions (tradename Joulz) as of 1 January 2015. CityTec, formerly part of Joulz, is also part of Energy Company Eneco since 1 January 2015. The business unit Service Provider and the staff departments of the former Joulz merged with Stedin on 1 March 2015.

Acquisition of a number of electricity/district heating production sites in Utrecht and the related district heating transmission grid per 1 January 2015.

Eneco Innovation & ventures B.V. was established on 5 June 2015.

50% of the shares of Peeeks B.V. were acquired on 18 June 2015

Remaining interests inQuby Products B.V. and Quby International IE B.V. were acquired on 9 July 2015.

Jedlix B.V. was established on 19 November 2015

Profile

G4-14

Precautionary principle

Risk management

Reliable energy supply: Risk control, Prevention of excavation damages

Investing in sustainable capacity and production: Risks

Safety: New safety risks

Transformation and return on investment: Risks

G4-15

Codes and principles

Eneco has operations in foreign countries, including developing countries. We comply with local legislation and regulations. In some cases, protection offered by regulations are less fitting than international law. Examples include child labour, slavery and other elementary labour conditions. In such cases, we apply the international standards included in the Universal Declaration of Human Rights.

Eneco has co-signed the Agreement on Energy for Sustainable Growth.

-

G4-16

Memberships

Memberships include Nederlandse Vereniging Duurzame Energie, Nederlandse Wind Energie Associatie, De Brede Stroomversnelling, DE Unie, Netbeheer Nederland, UNETO/VNI, Energie Nederland, de Groene Zaak and Eurelectric.

-

Materiality and scope

G4-17

Organisational scope

Financial statements, List of main subsidiaries

G4-18

Process for defining report content

Reporting policy

G4-19

Material aspects

Materiality analysis

G4-20

Scope material aspects within the organisation

Materiality analysis

Scope bij strategische kpi's

G4-21

Scope material aspects outside the organisation

Materiality analysis

G4-22

Restatements compared with previous reporting periods

We no longer report the number of customers but, instead, the number of contracts (excluding transmission)

Connection with customers

G4-23

Significant changes from previous reporting periods

Two additional themes of material importance: Innovation and Employee development

Scope strategic KPIs brought in line with changes in organisation and new KPIs

Strategic KPIs

Scope strategic KPIs Reporting policy

Stakeholder engagement

G4-24

List of stakeholder groups engaged by the organisation

Stakeholders,

Reporting policy

G4-25

Basis for identification and selection of stakeholders with whom to engage

Stakeholders

Reporting policy

G4-26

Approaches to stakeholder engagement

Stakeholders,

Reporting policy

G4-27

Key topics for discussion

Stakeholders

Reporting policy

Reporting parameters

G4-28

Reporting period

1 January 2015 to 31 December 2015

-

G4-29

Date of most recent previous report

20 February 2015 relating to financial year 2014

-

G4-30

Reporting cycle

Calendar year

-

G4-31

Contact point

Feedback button on each page of the online annual report. The annual report can also be downloaded in pdf format. The colophon of the pdf file contains contact information.

-

G4-32

In accordance option

Reasonable assurance has been obtained with respect to the strategic KPIs and the application of GR4 Core

Financial statements, Other information, Assurance report

-

G4-33

Assurance policy

Reporting policy

Governance

G4-34

Governance­ structure

Corporate governance

Ethics and integrity

G4-56

Organisational values, principles, standards and standards of conduct

Integrity and compliance management

Code of Conduct

Compliance with Code of Conduct statement

Indicators

Specific Standard Disclosures

Aspect

GRI

reference

Material theme

Explanation

Reference

Financial

Financial performance

DMA

Financial performance

See KPIs 13 and 14 in Strategic KPIs

Redefined strategy Financieel rendement

G4-EC1

See Revenues from energy sales and transmission and energy-related activities, Other revenues, Employee benefits, Other operating expenses, Government grants, Share of profit of associates and joint ventures, Financial income and expenses, Income tax, Profit after income tax and Profit distribution in the Consolidated income statement, Consolidated cash flow statement and Consolidated statement of changes in equity and the associated notes. See also Financial result 2015 and Financial return.

See the Segment information note for Revenues by country.
 

Eneco reports income taxes at group level and not by country.

Progress, Financial statements,

Geographical breakdown of revenues,

Financial result 2015, Financial

Reserch & Development

DMA

Innovation

KPI in development

Redefined strategy,

Innovation (introduction)

Materiality analysis

Transmission and distribution efficiency

EU-12

Grid losses

The total grid loss for electricity amounts to 4.8% of the distribution (3.7% technical and 1.1% administrative)

Materiality analysis (Grid losses)

Environment

Emissions

DMA

Energy and emissions

See KPI 6 in Strategic KPIs

Materiality analysis

Production-related carbon emissions

One Planet

G4-EN18

See KPI 6 in Strategic KPIs

Concerns the greenhouse gas emissions intensity of the electricity consumed by our customers. The ratio is gram per kWh. It includes all emissions prior to and during production. The emissions consist largely of CO2. CH4 and N2O are included in the calculation (converted to CO2).

See KPI 7 in Strategic KPIs

This KPI shows the reduction compared with 2012 of the emissions of the greenhouse gases CO2, CH4 and N2O related to the electricity consumption of the buildings of Eneco Group excl. Ecofys and to the grid losses associated with the transmission of electricity. This KPI does not include emissions of the greenhouse gas SF6 and the greenhouse gas emissions in connection with mobility.

Production-related carbon emissions

One Planet

Products and services

DMA

Sustainable electricity

See KPI 8 in Strategic KPIs

Investing in sustainable capacity and production

One Planet

Materiality analysis

G4-EN27

See KPI 8 in Strategic KPIs

Sustainable capacity and production

Social: subcategory employer

Safety and health

DMA

Safety

See KPIs 9 and 10 in Strategic KPIs

Materiality analysis

Safety

G4-LA06

See KPIs 9 and 10 in Strategic KPIs

We do not fully comply with GRI requirements, see Reporting policy

Safety,

Training and development

DMA

Employee development

Message from the Board

G4-LA10

See KPIs 11 and 12 in Strategic KPIs relating to Employee alignment and Employee motivation. KPI for Employee development is in development.

Dynamic employer

Social: subcategory product responsibility

Offering products and services

DMA

Customer satisfaction

See KPIs 2 and 3 in Strategic KPIs 

Materiality analysis

Customer satisfaction Eneco, Customer satisfaction Stedin

G4-PR5

See KPIs 2 and 3 in Strategic KPIs

Customer satisfaction Eneco,

Customer satisfaction Stedin

Access to energy

DMA

Security of supply

See KPIs 4 and 5 in Strategic KPIs

Materiality analysis (Security of supply).

EU29

Reliable energy supply

Sector Supplement Electric Utilities

Aspect

GRI

reference

Material theme

Explanation

Reference

Mandatory indicators

Installed electricity production capacity

EU1

See KPI 8 in Strategic KPIs

Investing in sustainable capacity and production

Installed production capacity

Investing in sustainable capacity and production

Electricity production

EU2

See KPI 8 in Strategic KPIs

Investing in sustainable capacity and production

Number of customers

EU3

See KPI 1 in Strategic KPIs

We no longer report the number of customers but, instead, the number of contracts (excluding transmission). Since we specified this new kpi only recently, we make no distinction in this report by type of contract.

Consequently, We do not fully comply with GRI requirements. Also see Reporting policy

Connection with customers (number of contracts remains the same)

Length of cables and pipelines of energy distribution grids

EU4

We only report the total length of electricity cables and gas pipelines. Consequently, We do not fully comply with GRI requirements.

Also see Reporting policy

See stedin annual report, http://www.stedin.net/over-stedin/jaarverslagen-en-publicaties

CO2-compensation

EU5

With regard to the mandatory emissions trading (EU-ETS) all right are purchased via ICE (trading platform). The number of emission rights submitted by Eneco to the Dutch Emissions Authority in 2015 is equal to the number of verified emissions for the compensation of carbon emissions from Eneco's own production facilities and purchased production that we are required to compensate. The preliminary estimate of carbon emissions from plants and the production of heating is 1.7 million tonnes, 10% of which was obtained for free by means of allocation. At the end of March, these numbers will be finalised in the form of the verified emissions report and the emission rights will be submitted on 30 April 2016 at the latest.

See Investing in sustainable capacity and production: Guarantees of Origin

Carbon emissions compensation and GOs

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