Objectives & results

Safety


Objectives 2015	Results 2015	Objectives 2016	Strategic objectives	Main risks⁶
LTIF (lost time injury frequency) A decrease in the number of accidents leading to absenteeism, so that the LTIF is 2.2 or lower.	24 accidents leading to absenteeism occurred, resulting in an LTIF of 2.1	An LTIF of 2.1 or lower.	An LTIF of 2.0 or lower from 2017.
Safety culture We strive for a score of at least 3.0 on the safety ladder in the safety culture measurement.	Our score is 3.1	Active safety culture percentage is 30% or higher.⁵	We strive for a safety culture within the organisation, subject to the agreed safety parameters and with a focus on attitude and behaviour.

Customers


Objectives 2015	Results 2015	Objectives 2016	Strategic objectives	Main risks⁶
Customer satisfaction¹ Customer satisfaction in consumer and business markets continues to outperform a benchmark of Dutch network operators.	consumer market 103% against benchmark business market 95% against benchmark	Customer satisfaction in consumer and business markets outperforms the benchmark of Dutch network operators.	Customer satisfaction in consumer and business markets outperforms the benchmark of Dutch network operators.	Data quality Changing regulations Sufferance tax Gas interruptions due to water mains breakages
Electricity outage duration^{1, 4} Maintain low outage duration. The objective is a maximum of 22 minutes.	21.9	Maintain low outage duration. The objective for 2016 is 21 minutes.	The outage duration remains 21 minutes at maximum in the coming years.	Data quality Timely anticipation of the impact of the energy transition
Number of postcode areas with more than five interruptions per year¹ Reduce the number of postcode areas with more than five interruptions to a maximum of 17.	10	The number of postcode areas with more than five interruptions is a maximum of 16.	The number of postcode areas with more than five interruptions is a maximum of 15 in 2017.
Progress on most important projects¹ Our aim is to complete 90% of the most important projects.	100%	In 2016, we again aim to complete at least 90% of the most important projects before year-end.		Increasing spatial planning complexity
Offer smart meter¹ We offer smart meters to 170,000 addresses.	113%	We will offer smart meters to 447,000 addresses.	By 2020 everyone has been offered a smart meter.	Feasibility of meter replacement volume
Digitisation programmes¹ Our aim is to achieve the (technical) realisation of 90% of the most important digitisation programmes in 2015.	64%	In 2016 we will complete 95% of our planned digitisation projects.	Alliander opts for digitisation of its networks.	Insufficient anticipation of the impact of the energy transition

Employees


Objectives 2015	Results 2015	Objectives 2016	Strategic objectives	Main risks⁶
Employee survey score² Great Place to Work employee survey score of at least 75.	73	In 2016, we aim for a score of 75 in the Great Place to Work employee survey.	Be a top-class employer: an innovative and successful company where we develop future-oriented knowledge and competences.
Absenteeism employees Maximum absenteeism percentage of 3.9%.	3.8%	Maximum absenteeism percentage of 3.9%	The maximum absenteeism percentage is 3.9% in the coming years.
Women in leadership positions At least 23% of all leadership positions are filled by women.	25.6%	At least 26% of all leadership positions are filled by women.	In 2020 at least 27% of our leadership positions are filled by women.
People at a distance from the labour market Offer a job to 100 people at a distance from the labour market.	103	Offer 100 apprenticeships to people at a distance from the labour market.	In 2020, together with our suppliers, we will offer more than 100 apprenticeships to people at a distance from the labour market.

Shareholders and investors


Objectives 2015	Results 2015	Objectives 2016	Strategic objectives	Main risks⁶
Retention of solid rating Maintain solid A rating profile.	S&P: AA-/ A-1+/stable outlook Moody’s: Aa2/ P-1/stable outlook	Maintain solid A rating profile.	Maintain solid A rating profile. Continuously outperform the sector in terms of costs and operational excellence. Solid results compatible with the regulated permitted return.	Changing regulations Financial risks (see financial statements)
FFO/Net debt Objective: > 20%	28%	FFO/Net debt Objective: > 20%
Interest cover Objective: > 3,5	7.6	Interest cover Objective: > 3.5
Nettoschuld/ (nettoschuld + eigen vermogen) Objective: < 60%	34%	Net debt/ (net debt + net equity) Objective: < 60%
Solvency Objective: > 30%	56%	Solvency Objective: > 30%
Socially Responsible Procurement² At least 65% of our procurement is socially responsible.	66%	At least 68% of our procurement is socially responsible.	In 2020 arrangements are in place with at least 80% of our suppliers about the CO₂ performance of their own operations and the products or services to be delivered to Alliander. 40% of our materials are purchased on the basis of circular procurement.
CO₂ emissions from business operations³ CO₂ emissions are a maximum of 784 ktonnes.	801kton	CO₂ emissions are a maximum of 704 ktonnes (according to a sector-wide calculation method).	We strive for climate-neutral operations in 2023.

Concerns Liander
Concerns Alliander excluding Endinet.
The CO₂ emissions objective for 2015 was calculated according to the most recent emission factors.
The outage duration in 2015 of 21.9 minutes is based on low, medium and high voltage. The 2015 objective is based on low and medium voltage. The result for 2015 including only low and medium voltage is 20.1 minutes. The 2016 objective includes high voltage.
The target for 2016 is based on how many employees have achieved a safety proficiency level of at least 3.
The risks chapter clarifies the risks in more detail

Notes to risks

Customers