Deze website maakt gebruikt van cookies om instellingen te onthouden en om de website beter op uw behoeften af te stemmen. Klik hier voor meer informatie over cookies.

Ja, ik ga akkoord Nee, ik ga niet akkoord X

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 duration1, 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.  

Toegevoegd aan Mijn verslag + Mijn verslag