About this report

The Alliander annual report provides an account of our activities from 1 January 2018 to 31 December 2018. Key to our integrated reporting are an open dialogue with stakeholders, transparency and the impact of our activities on society. The annual report was published on 20 February 2019.

Stakeholder dialogue is the basis

We maintain an ongoing dialogue with all our stakeholders: customers, employees, shareholders, investors and others. After an intensive consultation tour of various municipalities in 2016 and 2017, our initiatives last year included regional master classes about the energy transition for municipalities. By maintaining a dialogue with all parties concerned we stay up-to-date on trends in society, expectations regarding Alliander and how we can work in unison to achieve a timely and successful energy transition at the lowest cost to society. We also exchange thoughts and ideas with our stakeholders, and seek feedback on proposed policy choices and decisions.

Stakeholders

Material themes 

We ask our stakeholders to tell us what aspects they want to see included in the annual report. The 15 highest scoring themes are the material themes and form the basis for the annual report. These high-scoring themes are set out below.

This year, we performed an analysis of social themes and their impact on our business operations and the communities in which we operate. The themes were looked at from two angles: their relevance from the perspective of the different stakeholder groups and their social and economic impact on our business and society. For more information, see the Materiality Test Appendix. In 2018, we saw a shift in the themes in the top of the list. In addition, some new themes were added, such as Responsible Communication, Privacy and Responsible Investment Policy. Themes that were not addressed included Innovation, Regulation & Tariffs and Climate Change.

When viewing the annual report online, you can click on each theme in the illustration below to open an explanation of that theme, its correlation with our strategy and the associated results. For the complete materiality chart including all the themes, please see Other information. The material themes are also discussed in Our performance in 2018

Materiality chart

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Health & safety

Input and correlations relevant to theme

Stakeholder expectation

Safe working practices are vital for all stakeholders. Employees expect a working environment where they can concentrate and work safely. Customers expect us to guarantee their safety during the performance of our work.

Our long-term objective

Everyone safely home! That is Alliander’s safety ambition. In addition, Alliander promotes a culture where safety comes first. This culture can be described as: “Alliander wants to find out which safety rules are considered important, listen and learn, and take ownership. The responsibility for safety and regulatory compliance mainly rests with the senior management. Safety is a top-of-mind concern and that is appreciated.”

Contribution from Alliander

Alliander applies the Safety Ladder. This tool helps us to improve the safety awareness and behaviour within our company. In 2018, 38% of our business units scored 3 or higher. In 2017, we conducted a large-scale safety audit to ascertain whether safety is well-organised and anchored within our organisation. We also investigated the exposure to hazardous substances, notably Chrome-6 and benzene. We also devoted attention to awareness about cybersecurity. In 2018, Alliander enjoyed a long period without any accidents leading to absenteeism. This helped Alliander to achieve an LTIF of 1.4.

Correlation with Alliander impact model: Human capital

Work-related accidents and sickness impair the wellbeing and happiness of those concerned. As an employer, Alliander always aims to make a positive contribution to the wellbeing of employees.

Correlation with strategy

Reliability

Risks

Safety

Stakeholder information

Safety and Fit and healthy employees in Employees chapter

Reliability of supply

Input and correlations relevant to theme

Stakeholder expectation

Continuous supply of energy is of great social importance. Interruptions have a direct impact on the interests of our stakeholders. Customers demand immediate information about interruptions, as well as an indication of the estimated outage time.

Our long-term objective

We aim for a consistently low electricity outage duration of no more than 22 minutes per year. Our target for repeat outages is that the number of unique cable numbers with more than five interruptions remains a maximum of 17 in the coming years.

Contribution from Alliander

We work daily to secure a continuous energy supply, both now and in preparation for the future. We invested € 671 million in the quality of our networks to increase their reliability. Our outage duration was 30.6 minutes in 2018. The score for repeat outages was 17.

Correlation with Alliander impact model: Manufactured capital

The prosperity value of energy transmission for society is high and makes a strong contribution to the wellbeing of customers. Interruptions in the availability of energy lead to a relatively strong impairment of customer wellbeing.

Correlation with strategy

Safety, long-term regulatory focus, required capacity and competences, anticipating and keeping up with the energy transition, cybercrime

Risks

Safety, availability of technical staff in labour market, insufficient long-term regulatory focus, required competences, facilitation of energy transition, cybercrime

Stakeholder information

Reliability of supply in Customers chapter

Safe infrastructure

Input and correlations relevant to theme

Stakeholder expectation

Customers expect us to ensure a safe infrastructure and to guarantee their safety during the performance of our work. The safety of networks for everyone involved is our highest priority. To safeguard against possible incidents in the gas and electricity grids, a targeted approach is key.

Our long-term objective

Alliander always puts safety first: this applies to our own people, but also to the quality and reliability of our infrastructures and installations. That is why we continuously invest in the reliability of our infrastructure. A safe working environment is a precondition for a safe infrastructure, also for other stakeholders. The objective is a 100% score for our active safety culture.

Contribution from Alliander

In 2018, Alliander invested about € 671 million in the reinforcement, digitisation and maintenance of our networks. We completed 52% of our digitisation projects. Furthermore, our staff received calamity and incident response training in order to be well-prepared for unforeseen events that impact on, for instance, our infrastructure. In Amsterdam, we carried out an in-depth investigation into the large-scale outage in 2018 in order to learn lessons and make our infrastructure even safer. 

Correlation with Alliander impact model: Human capital

Safety incidents that occur in our surroundings due to our operational activities have a negative impact on the wellbeing of society.

Correlation with strategy

Reliability

Risks

Safety

Stakeholder information

Safety in Employees chapter

Safe infrastructure in strategic pillar 4: Excellent network management in Customers chapter

Innovative solutions

Input and correlations relevant to theme

Stakeholder expectation

To keep up with the changing energy landscape and be ready for future developments, it is vital that we are able to apply new technologies, working methods and solutions. Customers expect flexible and reliable networks, enabling them to feed in energy whenever they want.

Our long-term objective

Technical and economic developments make new solutions both feasible and necessary. Alliander wants to do its bit by facilitating the energy transition. Our objective is to have offered all customers a smart energy meter by 2020.

Contribution from Alliander

The energy transition demands new and smart applications for the energy networks. Alliander invests in these smart technologies to facilitate the transition to a sustainable society, while continuing to guarantee reliability of supply. In 2018, the amount of solar and wind energy that customers fed into our network increased strongly. In addition, we started a major pilot for smart e-vehicle charging and made improvements for better network management. We also started a flexibility market in Nijmegen-Noord to gain experience matching the supply and demand of energy in case upgrading the network in the short term is not possible or recommended. Through our business operations, we are discovering new markets. Realisation of planned smart meter offering in 2018: 644,000 smart meters offered.

Correlation with Alliander impact model: Intellectual capital

Technology, new market models and platforms contribute to positive intellectual capital. We want to track and analyse the exact social effects in greater detail.

Correlation with strategy

Accessibility

Risks

Long-term regulatory focus, required capacity and competences, privacy of energy data, anticipating and keeping up with the energy transition

Stakeholder information

Customers

Satisfied customers

Input and correlations relevant to theme

Stakeholder expectation

Customers count on excellent service, communication and handling of interruptions, questions and complaints. Municipalities and business customers expect a clear point of contact and that we deliver on our commitments. We respond adequately to customer needs and actively promote customer satisfaction. Via Liander.nl and our telephone customer service, Stakeholders can report complaints or malpractices relating to our company and activities carried out in our name.

Our long-term objective

The objective for our customer convenience for business customers and consumers is 46% and 51% respectively. Customer convenience will rise further in the coming years and will remain higher than the national benchmark of Dutch network operators.

Contribution from Alliander

We work daily to secure a continuous energy supply, both now and in preparation for the future. The quality of our services and communications vis-à-vis business customers and municipalities was improved. Our digital services were improved for all our customers thanks to our continuous online accessibility and short response times. The website experience for consumers and business customers was also further enhanced. Our performance was above the benchmark for business customers, and just below the benchmark for consumers. Customer convenience measured by the NES score is higher than 51% (consumer market) and 46% (business market). Result for consumers is: 50% and business customers: 38%.

Correlation with Alliander impact model: Manufactured capital

Satisfied customers strengthen the sense of wellbeing derived from the availability of energy. A decrease in satisfaction rating has an impact on the consumer surplus.

Correlation with strategy

Reliability

Risks

Required capacity and competences, privacy of energy data, anticipating and keeping up with the energy transition

Stakeholder information

Customer convenience in Customers chapter

Facilitation of renewable energy generation

Input and correlations relevant to theme

Stakeholder expectation

Consumers and businesses are increasingly generating their own energy. Network operators are not permitted to distinguish by customers and their energy choices. As we advance towards the new energy system, energy generation based on fluctuating sources such as solar and wind is becoming increasingly important. In this context, we participate in pilots together with other parties, such as suppliers and consumers, in order to learn practical lessons. Customers expect us to help them make new energy choices.

Our long-term objective

All municipalities must complete their district-by-district plan for the transition from gas to clean energy by the end of 2021. Alliander is assisting in the problem-solving and planning process with its knowledge and experience of existing energy networks in order to avoid suboptimal choices and unnecessary costs for society. Alliander wants to connect all new local generation in our regions on a year-to-year basis.

Contribution from Alliander

Alliander wants to respond actively to the changing energy landscape and future developments. In 2018, we tried out smart charging and smart design solutions on testbeds in order to gain experience with these innovative technologies together with customers and other partners. We also engage in business activities in the field of heating and help customers make responsible energy choices.

Correlation with Alliander impact model: Manufactured capital, natural capital

Renewable energy feed-in has a positive effect on customer wellbeing. An increasing share of renewable energy leads to a reduction of carbon emissions in the supply chain.

Correlation with strategy

Accessibility

Risks

Required capacity and competences, long-term regulatory focus, anticipating and keeping up with the energy transition

Stakeholder information

Strategic pillar 1: Support for customers in making choices in Customers chapter

Training & Development

Input and correlations relevant to theme

Stakeholder expectation

Technology and organisations are changing continuously and at a rapid pace. Working has become lifelong learning. Alliander offers education and training to enable employees to stay fit and on top of their job. Alliander is a company that works hard to promote training and development.

Our long-term objective

We aim to invest 3% of the wagebill in employee training. We offer 100 apprenticeships to people at a distance from the labour market We want to meet the statutory labour participation quota by 2024.

Contribution from Alliander

To find solutions for the energy issues of today and tomorrow, we invest a lot. In technology and, above all, in our people. We offer excellent compensation and benefits. And we offer excellent training. To help our employees get the best out of themselves. That is good for them and good for the company. Employees are actively encouraged to develop their professional and personal skills with a range of training and development opportunities. Special attention is devoted to safety training for specialist roles or roles involving specific risks. Last year, Alliander welcomed more than 600 new employees, including 300 new technicians. And ten recruits with residency status received training to carry out installation and maintenance work on the electricity grid. In 2018, Alliander invested 3.4% of its wagebill in employee training (2017: 3.3%).

Correlation with Alliander impact model: Human capital

Employee development has a positive impact on human capital, also outside Alliander.

Correlation with strategy

Accessibility, reliability

Risks

Required capacity and competences, anticipating and keeping up with the energy transition, safety

Stakeholder information

Recruitment in Employees chapter

Data-driven network management

Input and correlations relevant to theme

Stakeholder expectation

The use of IT makes it possible to manage fluctuations in energy supply and demand and respond to evolving market relationships in a reliable, efficient and safe manner. Smart networks and data technology help us to make targeted and effective investments in networks as well as to prevent outages and repair faults faster. Customers expect a network that enables them to feed in energy without any problem. They also expect us to make the network more reliable and transparent by means of innovative technology.

Our long-term objective

Alliander’s objective for 2018 is to implement 95% of the most important digitisation programmes within Alliander. The aim of these programmes is to construct intelligent networks and offer smart meters. This is included in Liander’s activities plan.

Contribution from Alliander

We are working at various locations to make our energy networks smarter. These initiatives include the integration of smart technology into medium-voltage stations, the roll-out of a switching system for public lighting, the large-scale roll-out of smart meters and the implementation of ICT applications and sensors for managing the flexible flow of energy. Smart networks support a more efficient use of capacity and infrastructure, and are also more reliable. By expanding our smart energy networks, we are laying the groundwork for the digital services of the future. We had set ambitious digitisation targets for the year under review, precisely because this is such a crucial development. One target was to complete 95% of our digitisation programmes, but we only managed to complete 52%.

Correlation with Alliander impact model: Intellectual capital

The development of more and better data contributes to the social and intellectual capital as well as to more efficient and cleaner production.

Correlation with strategy

Accessibility, reliability

Risks

Privacy of energy data, cybercrime, required capacity and competences

Stakeholder information

Strategic pillar 3: Digitisation in Customers chapter

Responsible communication and information

Input and correlations relevant to theme

Stakeholder expectation

Good communications and information are important to enable our customers to take full advantage of our services.

Our long-term objective

We apply measures to support access to energy and promote safe energy usage.

Contribution from Alliander

We use plain language. This means:

  • We write as we speak and the message is clear to the reader right away. We use pictures for stronger and simpler communication.

  • As a rule, we communicate in Dutch. But if appropriate and relevant for a large group of customers, we also communicate in other languages.

  • Our colleagues at our customer contact centres are trained to use plain language.

  • In addition, if segmentation shows that a large and significant proportion of the target group of an important message speaks another language, we communicate in that other language. To date, we have used English and Arabic.

  • The pages on smart meters, for instance, are also available in English (https://www.liander.nl/smartmeter).

  • If a crisis occurs in the gas grid, we communicate in Dutch and English for safety reasons.

Correlation with Alliander impact model: Social capital

Communication and information can contribute to more efficient and safer energy usage and to a better understanding of products and service. This has a positive impact on our stakeholder appreciation.

Correlation with strategy

Reliability, affordability, accessibility

Risks

Reputation loss

Stakeholder information

Corporate governance

About this report

Materiality test

Corporate Social Responsibility in...

Input and correlations relevant to theme

Stakeholder expectation

With an annual procurement volume of about € 900 million, we are a major purchaser of products and services in the Netherlands. Stakeholders expect us, together with our suppliers, to ensure that our procurement is as sustainable as possible. If we can persuade our suppliers to take sustainability as seriously as we do ourselves, we can generate a significant positive impact through our supply chain.

Our long-term objective

We actively seek to improve our supply chain performance. This includes making plans with our suppliers to reduce carbon emissions and promote responsible operations. Our objective is to purchase at least 10% of our procurement volume based on circular principles. In addition, all suppliers must meet the Alliander Code of Conduct.

Contribution from Alliander

As well as maintaining continuous awareness of our compulsory Code of Conduct among all suppliers, we purchased 16.5% of our procurement volume based on circular principles in 2018. In doing so, we support the achievement of our socially responsible procurement objective in the Netherlands, while also promoting further sustainability among our suppliers through our Socially Responsible Procurement statements. Outsourcing, investments and production in other countries sometimes lead to an increased risk regarding the recognition and observance of norms in such areas as fundamental human rights, safety and the environment. The assessment of suppliers in the supply chain is part of our CSR and procurement policy.

Correlation with Alliander impact model

Manufactured capital, natural capital

Correlation with strategy

Reliability, affordability, accessibility

Risks

Reputation loss

Stakeholder information

Our sustainability performance in Shareholders and investors chapter

Responsible investment policy

Input and correlations relevant to theme

Stakeholder expectation

Stakeholders expect a clear picture of the value that Alliander realises and stable financial results. Sustainable value creation is an increasing priority for them. As a large company, we can support social developments through investments, for example in a sustainable energy system.

Our long-term objective

The key aim of our financial policy is to at least maintain a solid A rating profile. This is vital to implement our strategy and play a facilitating role in the energy transition.

Contribution from Alliander

In 2018, we invested a total of € 671 million in our networks. In doing so, we created sustainable value for our stakeholders and retained our solid A rating. In the interests of our providers of capital, we seek to strike the right balance between an adequate shareholder return and the protection of bond holders and other providers of debt capital, while preserving the flexibility to invest and grow.

Relationship with Alliander impact model: Financial capital

A high rating has a favourable impact on our investment costs such as interest rates and facilitates our access to the capital market.

Correlation with strategy

Affordability

Risks

Financial risks

Stakeholder information

Corporate governance and business ethics

Input and correlations relevant to theme

Stakeholder expectation

Stakeholders must be able to trust us to take their interests into consideration in a careful manner. Good corporate governance, adequate supervision and transparent accountability are essential to ensure stakeholders’ trust in the management and supervision. Accordingly, management must act with integrity and transparency and the Supervisory Board render account of its supervision. This is crucial in view of our vital role in society.

Our long-term objective

Our Code of Conduct ‘How we do things at Alliander’ sets out guidelines for our daily work. These are based on the Alliander core values: together, smart and sensitive. We expect every employee to adhere to this Code of Conduct. We call each other to account and help each other when necessary. Our ‘together, smart and sensitive’ approach means that we must comply with the government’s rules. In addition, we, as Alliander, have drawn up additional guidelines to make it clear what we expect from employees. The ‘How we do things at Alliander’ e-learning programme helps employees to improve their integrity awareness. All employees must be offered this programme in phases. To keep them aware of and up-to-date on new cases, they receive a new invitation from time to time to refresh their knowledge to a level of 70%.

Contribution from Alliander

Alliander is committed to good governance and to making choices in the interests of all our stakeholders. In this endeavour, we are guided by our mission, core values and code of conduct. Adequate and effective supervision is performed by the Supervisory Board based on clear guidelines. We comply with the Dutch Corporate Governance Code wherever possible and applicable. In doing so, we emphasise our responsibility for the social aspects of entrepreneurship.

Correlation with Alliander impact model: Social capital

By working on better institutions and regulatory adjustments, we help to optimise the energy sector’s impact.

Correlation with strategy

Reliability

Risks

None

Stakeholder information

Corporate governance

Workplace wellbeing

Input and correlations relevant to theme

Stakeholder expectation

Alliander’s employees must be able to carry out their work under pleasant, manageable and healthy conditions.

Our long-term objective

Alliander employs about 6,800 FTEs. Together, they secure a reliable, affordable and accessible energy supply. We offer our employees a safe and healthy working environment that they can be proud of. Every year, we seek to achieve an employee satisfaction score of 75% and an absenteeism rate of less than 3.9%.

Contribution from Alliander

We are aware that the energy transition and technological innovations such as robotisation and digitisation are advancing at an accelerating pace. As a result, roles change or disappear, while new ones emerge. This poses many challenges for our people. In 2018, we saw our absenteeism rate rise to 4.7%. For us, this confirms the need to maintain a constructive and frank conversation with our employees about long-term employability. Alongside this conversation, we offer other instruments such as the employability budget to help employees stay healthy and energetic for the long term. The employee satisfaction score for 2018 was 70% versus 71% in 2017.

Correlation with Alliander impact model: Human capital

Workplace wellbeing is closely linked to the absence of sickness and work-related accidents. Being in work has a positive effect on the wellbeing of employees in terms of increased self-esteem, independence, social life and social status.

Correlation with strategy

Accessibility, affordability

Risks

None

Stakeholder information

Employees

Access to energy

Input and correlations relevant to theme

Stakeholder expectation

Energy is a basic need for our everyday lives. That is why being connected to energy is a major priority. Amidst the ongoing transformation of the energy system, it is vital to ensure that everyone retains access on equal terms.

Our long-term objective

Ensuring that the transition to renewable energy is realised in a controlled manner so that the energy system of the future remains affordable, reliable and accessible to everyone on equal terms. We work hard to live up to our pledge to connect all customers within the statutory 18-week term. We are aiming to make heating transition arrangements with all municipalities and housing associations in our service areas by 2022.

Contribution from Alliander

We adhere to national arrangements not to disconnect households during wintry conditions. We work together with municipalities and partners on regional energy arrangements. Where gas-free solutions are chosen, alternatives are provided.

Correlation with Alliander impact model: Manufactured capital

Gas, heating and electricity transmission make a significant contribution to our social value by enhancing the wellbeing of consumers in multiple ways, such as the ability to heat their homes, use household appliances, and travel by electric car.

Correlation with strategy

Accessibility

Risks

Long-term regulatory focus, anticipating and keeping up with the energy transition

Stakeholder information

Strategy

Customers
 

Shareholders and investors

Privacy and safety of data

Input and correlations relevant to theme

Stakeholder expectation

Stakeholders expect us to use their data and personal details safely and carefully. Data exchange has become a permanent part of our social and economic system. Data exchange and storage of privacy-sensitive information require maximum protection at all times.

Our long-term objective

Alliander respects the privacy of employees and customers. This means that we exercise due care in using their personal data and treat them confidentially. We meet the requirements set out in the General Data Protection Regulation (GDPR). Customers and employees can trust Alliander to protect their personal data.

Contribution from Alliander

We are obliged to meet statutory requirements for all personal data that we process (or intend to process). Pursuant to the GDPR, we have appointed a Data Protection Officer for Liander customer data. He is responsible for monitoring GDPR compliance within the organisation. In addition, we set up a data processing register in 2018 to document all our personal data processing activities. Finally, we use Data Protection Impact Assessments (DPIA) to perform prior risk assessments whenever necessary due to the quantity or sensitivity of the data being processed. Via liander.nl, customers can make use of their rights in this field, such as the right of access, erasure or restriction of processing.

Correlation with Alliander impact model: Social capital, manufactured capital

The safety and privacy risks inherent in the management of personal data by Alliander and the energy suppliers have a potentially negative impact on our social capital. The assets/systems for the mitigation of cybercrime and hacking risks make a positive contribution to our manufactured capital.

Correlation with strategy

Reliability

Risks

Financial risks, reputational risk, privacy of energy data

Stakeholder information

Customers

Employees

  • 1Health & safety
  • 2Reliability of supply
  • 3Safe infrastructure
  • 4Innovative solutions
  • 5Satisfied customers
  • 6Facilitation of renewable energy generation
  • 7Training & Development
  • 8Data-driven network management
  • 9Responsible communication and information
  • 10Corporate Social Responsibility in the supply chain
  • 11Responsible investment policy
  • 12Corporate governance and business ethics
  • 13Workplace wellbeing
  • 14Access to energy
  • 15Privacy and safety of data

Integrated report

This annual report presents financial, operational and corporate social responsibility (CSR) information in an integrated manner. The underlying building blocks are:

  • Relevant provisions in the Dutch Civil Code

  • International Financial Reporting Standards (IFRS)

  • Revised Dutch Corporate Governance Code 2016

  • GRI SRS reporting guidelines (‘Comprehensive’ option), Electric Utilities Sector Supplement

  • EU Directive on disclosure of non-financial information and diversity

  • International Integrated Reporting Council (IIRC)

Process

  • After an internal assessment, the draft report is sent to the Disclosure Committee whose members represent a broad cross-section of the company. These members discuss the report and their comments are incorporated.

  • The Management Board then deliberates on the final draft version.

  • After the comments have been incorporated, the members of the Audit Committee of the Supervisory Board discuss the final version of the integrated financial and CSR report and advise the Supervisory Board on their findings. The Management Board and Supervisory Board then sign the financial statements. Any comments are incorporated into the final version.

  • The auditor certifies the report.

Stakeholder panel

In keeping with last year, a stakeholder panel read the report while it was being prepared. This year, we advanced that moment to December to have enough time to take any feedback on board in this annual report. The dialogue centred on Alliander’s role in the energy transition, the interrelationship between the themes addressed in this report (connectivity), the value of impact measurements and the relevance of Sustainable Development Goals (SDGs) for the management of our organisation. The opinion of the stakeholder panel has been included in the report. We took their advice to invite readers to make a contribution to heart. In addition, we have explained our role in the energy transition in greater detail and have sought to engage the reader as a partner in this transition where appropriate. Finally, we further improved the connectivity of the report, for instance by adding a new connectivity table and a more explicit clarification of the material themes in the stakeholder sections.

Stakeholder involvement in Alliander Annual Report

Consolidation

The financial and non-financial information in the report has been consolidated for Alliander and the subsidiaries that have a significant impact on the material aspects. Where information has not been consolidated, this is explicitly stated. In addition, we have included information on other Alliander business operations that are mainly dedicated to the energy transition. The outcome of the materiality analysis was leading in the information-gathering process.

In accordance with the Disclosure of Non-Financial Information Decree and the Disclosure of Diversity Policy Decree, Alliander does provide information about certain non-financial and diversity aspects. For more information on the material aspects of the human rights theme, we refer to the relevant provisions in our Vendor Code of Conduct. The Corporate Governance chapter contains information about ethical business practices.

Transparency

Alliander operates in the complex dynamics of a rapidly changing energy sector. Our stakeholders attach great value to transparency, and so do we. In 2018, Alliander was among the leaders in the Transparency Benchmark 2018 of the Dutch Ministry of Economic Affairs and Climate Policy and was nominated for the accompanying Crystal Award. In line with our ambition to remain a leader in transparent reporting, we adhere to the following principles:

  • We report based on GRI Standards (Comprehensive Option).

  • We comply with the Transparency Guideline, the revised Dutch Corporate Governance Code and the Decree on Corporate Governance 2009.

The GRI Content Index accompanying this report provides references or details for all material themes.

After the United Nations presented its sustainable development goals in 2015, Alliander took stock of the goals to which we could contribute the most. To find out more about these goals, go to the Sustainable Development Goals section. We are transparent as to how and what we contribute to achieving these goals.

Invitation to stakeholders and readers

In order to involve our partners in the energy transition agenda, we want to discuss with them their primary energy requirements and the best route forward to achieve these as early as possible. To this end, Alliander is keen to engage with stakeholders about the new energy system, the heating transition (and the replacement of natural gas) and new energy choices for customers. We are also eager to form coalitions to address the scarcity of technicians in the labour market, which is a society-wide problem. If you have any ideas or would like to have your say on themes such as the heating transition, a natural gas-free future or electric mobility, please contact us at communicatie@alliander.com.

We also cordially invite readers of the report to submit any questions, comments or suggestions they might have. These too can be sent to communicatie@alliander.com.