Objectives and results

Ensuring a high level of supply reliability for a low cost

Objectives 2019

 

Result 2019

 

Objective 2020

 

Strategic objective

 

Principal risks10

Customer convenience

Customer convenience measured by the NES score is higher than 50% (consumer market) and 40% (business market).

 

Consumer: 55%



Business: 33%

 

Customer convenience measured by the NES score is higher than 53% (consumer market) and 32% (business market)1.

 

Customer convenience measured by the NES score will increase in the upcoming years.

 

Realisation of work package



Cybersecurity



Capacity for change



Future-proof IT Landscape




Long-term regulatory focus

Electricity outage duration

Maintain low outage duration.The objective is a maximum of 22 minutes.

 

21,92

 

Maintain low outage duration. The objective is a maximum of 23 minutes1.

 

The objective is to have a high reliability of supply.

 

Repeat outages

The number of unique cable numbers with more than five interruptions is 17 or lower.

 

17

 

The number of unique cable numbers with more than five interruptions is 17 or lower.

 

The number of unique cable numbers with more than five interruptions is a maximum of 17 in the coming years.

 

Smart meter offering

We offer smart meters to 585,000 addresses.

 

624,000

 

We offer smart meters to 375,000 addresses.

 

By 2020, everyone has been offered a smart meter.

 

Being a credit-worthy company with solid returns

Objectives 2019

 

Result 2019

 

Objective 2020

 

Strategic objective

 

Principal risks10

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

 

Our objective is to remain a creditworthy company. Continuously outperform the sector in terms of costs and operational excellence. Solid results compatible with the regulated permitted return.

 



Long-term regulatory focus



Financeability


Capacity for change

FFO/Net debt

Objective >20%

 

29.0%

 

FFO/net debt objective > 20%

  

Interest cover

Objective >3.5

 

13.3

 

Interest Cover Objective >3.5

  

Net debt/(Net debt + equity)

Objective < 60%

 

36.5%

 

(net debt/ (net debt + equity) Objective < 60%

  

Solvency;

Objective >30%

 

55.6%

 

Solvency

Objective: >30%.

  

Making the energy supply and our operations sustainable

Objectives 2019

 

Result 2019

 

Objective 2020

 

Strategic objective

 

Principal risks10

CO2 emissions from business operations3

CO2 emissions are a maximum of 271 ktonnes (according to a sector-wide calculation method).

 

264 kton

 

CO2 emissions are a maximum of 207 ktonnes (according to a sector-wide calculation method).

 

We strive for climate-neutral operations in 2023.

 

Long-term regulatory focus



Future-proof IT Landscape



Capacity for change

Circular procurement4

25% of all our primary assets are purchased on the basis of circular procurement.

 

30%5

 

40% of all our primary assets are purchased on the basis of circular procurement.

 

In 2025, 60% of our primary assets are purchased on the basis of circular procurement.

 

Ensuring a safe network, a safe working environment, and a safe data environment

Objectives 2019

 

Result 2019

 

Objective 2020

 

Strategic objective

 

Principal risks10

LTIF (lost time injury frequency)

 

LTIF 2.1

 

None6

 

Safety is a precondition for our business operations. We create a proactive safety culture.

 

Safety



Privacy energydata



Cybersecurity

Being an attractive, inclusive employer who offers equal opportunities to everyone

Objectives 2019

 

Result 2019

 

Objective 2020

 

Strategic objective

 

Principal risks10

Employee survey score on a scale of 100

In 2019, we aim for a score of 71 in the Great Place to Work employee surveys.

 

70
(2018)7

 

In 2020, we aim for a score of 71 in the Great Place to Work employee surveys.

 

Top-class employer; an innovative and successful company where we develop future-oriented knowledge and competences.

 

Capacity for change

Employee absenteeism Absenteeism score is 4.3% or lower.

 

4.2%

 

Absenteeism score is 4.3% or lower.

 

The maximum employee absenteeism rate is 4.3% in the coming years

 

Women in leadership positions

At least 29.3% of all leadership positions are filled by women.

 

26.9%

 

At least 30% of all leadership positions are filled by women.

 

At least 33% of our leadership positions will be filled by women by 2024.

 

Employees at a distance from the labour market

Offering 100 apprenticeships to people at a distance to the labor market. At least 58 of these places comply with the Labor Participation Act8.

 

1019

 

Offering 108 apprenticeships to people at a distance to the labor market. At least 83 of these places comply with the Labor Participation Act.

 

We offer long-term work for people at a distance to the labor market who meet the criteria of the Labour Participation Act. In addition, we also offer work experience placements, internships and other learning experiences for a broad target group. We will meet the requirements of the Dutch Labour Participation Quota Act by 2024.

 

This topic is explained in the online annual report along with the objectives and results.

  • 1 As a result of the re-prioritisation of the work, with a focus on investments in the network and the resolution of transmission restrictions, the Net Effect Score (NES) and the Customer Minutes Lost (CML) will not improve.
  • 2 The figure for electricity outage duration differs from the figure stated in the regulatory report, because interruptions in the high-voltage network (CBL assets) owned by Alliander are taken into consideration in the regulatory report.
  • 3 The CO2 emission target for 2019 was recalculated according to the most recent emission factors.
  • 4 The scope of the KPI comprises primary assets: low and medium voltage cables, gas pipes, distribution and power transformers, and legacy and smart electricity & gas meters.
  • 5 From 2019 the target and the score are rounded off to whole numbers.
  • 6 No target is set for the Lost Time Incident Frequency (LTIF) performance indicator, because the number of accidents leading to sickness absence should be zero.
  • 7 We did not conduct an employee survey in 2019. Instead, the focus was on the strategy alignment survey and discussing the outcomes of this with all employees. This is discussed in more detail later in the report. Due to this the figure from the end of 2018 has been used. Alliander has the ambition to be a top-class employer and will launch a new employee survey in 2020. 
  • 8 From 2019 Alliander is taking measures in accordance with the Dutch Participation Act.
  • 9 The figure for employees at a distance from the labour market comprises 64 employees working for us under the Dutch Participation Act and another 37 with a work experience placement. 
  • 10 The Risks chapter explains the risks in detail.