About this report

The Alliander annual report provides an account of our activities from 1 January 2019 to 31 December 2019. Starting points for our integrated reporting are transparency, the dialogue with stakeholders and the impact and value of our activities. We report transparently, based on the value we offer society and the matters our stakeholders find relevant. The annual report was published on 18 February 2020.

Guide to this annual report: a foundation of creating long-term value

Creating value for society is Alliander’s key objective. We accomplish this through our daily activities, by innovating, and by investing. Accordingly, Alliander’s value creation model is the recurring theme in this annual report. By following the value creation model, we explicitly show the relationship between social developments, our goals, our strategy, and how we maximise our contribution to society while minimising any adverse side effects. To this end, in 2019 we assessed and detailed our value creation process once more.

In the first section of this annual report, we discuss our role and the choices we make in the energy supply chain. Our mission, our trends and developments, and our strategy all form an integral part of this.

In the second section, we report on our activities in terms of the value we create in the long term, i.e.:  

  1. Ensuring a high level of supply reliability for a low cost

  2. Being a credit-worthy company with solid returns

  3. Making the energy supply and our operations sustainable

  4. Ensuring a safe energy network, a safe working environment, and a safe data environment

  5. Being an attractive, inclusive employer with equal opportunities for all

The final part of the report details the key effects of our activities on society and explains our contribution to the United Nations Sustainable Development Goals (SDGs). Here, we also explain our corporate governance structure. 

Stakeholder dialogue

Our key stakeholders are our customers, employees, local and regional public authorities in our service areas, and the shareholders/investors. We also work closely with industry partners, national government authorities, supervisory bodies, social sector organisations, and knowledge centres. By maintaining an ongoing dialogue with the stakeholders, we stay informed of the 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 exchange thoughts and use these stakeholders as a sounding board for our policy choices and decisions. One example from 2019 is the session we organised for members of the new Provincial Councils in our service areas to engage on the impact the energy transition is having on energy infrastructure. We discussed the sustainable energy system and the role of the network operator.

Stakeholder panel

In keeping with last year, a stakeholder panel read the report at an early stage in its preparation. In December 2019, the dialogue we had with the panel centred on Alliander’s vision on and role in the energy transition, on transparency in the report, and on adding climate risks to the report. The panel also mentioned a number of topics it felt were not adequately covered in the report. An account of the opinion of the stakeholder panel is included in the report. At the start of each chapter we state for which stakeholders the chapter is relevant.

Material issues 

We ask our stakeholders to tell us what topics they would like to see included in the annual report. We report on the 15 highest scoring topics (‘material issues’) in this annual report. These topics are shown in the following materiality matrix.
In 2019, after an extensive analysis in 2018, we reassessed the topics based on desk research consisting of a media analysis, research into equivalent organisations, and a review of industry reports, supplemented with the input we received from our stakeholders during the year. Based on our findings, we have combined the topics ‘Safe and healthy working practices’ and ‘Safe infrastructure’ into a single topic ‘Safe working practices and safe infrastructure’. Based on the research we also added two new topics: ‘Company’s adaptability’ and ‘A future-proof network’. Although, unlike last year, the topic ‘Responsible communication and information’ did not make it to the list of material issues, it is a topic that remains relevant for Alliander.

The introduction to each chapter of the annual report states which material issues are covered in the chapter. You can also click the materiality matrix online for more information and references. The complete materiality matrix showing all the issues is included in the appendices under Other information

Numbering of material issues

We did not make any changes in 2019 in terms of the extent of the impact of material issues on the stakeholders and the extent of Alliander’s impact on the material issues. The number assigned to each topic indicates the extent to which attention has been focused on that topic over the last year. From the desk research we conducted it emerged that ‘Reliability of supply’ was the topic that drew the most attention in 2019.

>Materiality chart

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

Reliability of supply

Input and correlations relevant to theme

Theme definition

Uninterrupted availability of energy through grids and installations that are keenly attuned to the needs of our customers and society as a whole.

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

Our objective is a high reliability of supply. 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 €755 million in the quality of our networks to increase their reliability. Our outage duration was 21.9 minutes in 2019. The score for repeat outages was 17.

Relationship with Alliander impact model: manufactured capital

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

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

Safe working practices and infrastructure

Input and correlations relevant to theme

Theme definition

Work on gas and electricity infrastructure involves risks. Safe working practices without incidents are vital for all stakeholders. The safety of networks for everyone involved is our highest priority. The possibility that incidents could occur in the energy network means a targeted approach is even more crucial.

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 goes by the ‘Life-Saving Rules’. A safe working environment and culture of safety help us raise safety awareness and ensure safer behaviour.  In 2019, we investigated the exposure to hazardous substances, notably chromium-6-6 and benzene.  In 2019, there were 25 lost-time accidents and 38 accidents that did not result in employees having to take time off work, which played a part in Alliander’s LTIF rising to 2.1.

Relationship with Alliander impact model: human capital

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

Correlation with strategy

Reliability

Risks

Safety, cybersecurity

Stakeholder information

Promoting renewable energy generation

Input and correlations relevant to theme

Theme definition

We are increasingly seeing that consumers and businesses are generating their own energy. As a result, network operators are facing numerous issues, such as their renewable energy feed-in capacity or their ability to take responsibility for the promotion of renewable energy.

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 2019, we tried out smart charging and smart design solutions on 'test beds' 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.

Relationship with Alliander impact model: manufactured capital, natural capital

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

Correlation with strategy

Accessibility

Risks

Long-term regulatory focus

Stakeholder information

Working together on innovative solutions

Input and correlations relevant to theme

Theme definition

To keep up with the changing energy landscape and be ready for future developments, it is vital that we be able to apply new technologies, working methods and solutions. With this in mind, we are teaming up with our primary partners in working on innovative solutions.

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 2019, 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 worked on 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 2019: 624,000 smart meters offered.

Relationship 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, capacity for change

Stakeholder information

Data-driven network management

Input and correlations relevant to theme

Theme definition

The addition 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.

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 is working on an integrated IT architecture to be able to accommodate future processes and enable the energy transition. One of the objectives is to articulate a vision on our IT landscape. Liander’s activities plan includes digitalisation programmes.

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. 

Relationship 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, cybersecurity

Stakeholder information

  • Digitalisation in ‘High reliability of supply at low costs’ section

Talent acquisition and development

Input and correlations relevant to theme

Theme definition

Technology and organisations are changing continuously and at a rapid pace. Working has turned into lifelong learning. To be able to attract and further develop talent, we offer working conditions that give employees sufficient scope to advance in their career and encourage them to stay fit and healthy.

Stakeholder expectation

Technology and organisations are changing continuously and at a rapid pace. Working has turned into 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 wage bill in employee training. We offer long-term work to people with poor job prospects who meet the criteria of the Labour Participation Act. In addition, we 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.

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. 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 262 new specialist technicians. And ten recruits with asylum status received training to carry out installation and maintenance work on the electricity grid. In 2019, Alliander invested 2.7% of its wage bill in employee training (2018: 3.4%).

Relationship with Alliander impact model: human capital

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

Correlation with strategy

Accessibility, reliability

Risks

Safety, capacity for change

Stakeholder information

Customer satisfaction

Input and correlations relevant to theme

Theme definition

Customers count on excellence in our service, communications, and handling of interruptions and complaints. We respond adequately to customer needs and actively promote customer satisfaction.

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

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 50% (consumer market) and 40% (business market). Result for consumers is 55% and business customers 33%.

Relationship with Alliander impact model: Manufactured capital

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

Correlation with strategy

Reliability

Risks

Completion of work package, privacy of energy data, cybersecurity, capacity for change

Stakeholder information

Responsible investment policy

Input and correlations relevant to theme

Theme definition

As a large company, we can support social developments through investments, for example in a sustainable energy system. In making investments, we take these aspects into account and use criteria that stimulate social development.

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

Our objective is to remain a creditworthy company. Continuously outperform the sector in terms of costs and operational excellence. Solid profits within the boundaries of what is permitted in the regulated domain. This is vital to implement our strategy and play a facilitating role in the energy transition.

Contribution from Alliander

In 2019, we invested a total of €755 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

Financeability, long-term regulatory focus

Stakeholder information

Organisational capacity for change

Input and correlations relevant to theme

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Theme definition

The extent to which Alliander and its employees are able to anticipate and respond to issues and solutions around the energy transition in a timely manner.

Stakeholder expectation

Stakeholders expect to be able to continue to rely on access to energy in the future. Alliander takes care of adjustments and innovations in its system that enable permanent access to energy for its customers. 

Our long-term objective

To be an agile and flexible organisation that meets needs arising from the energy transition and a rapidly changing energy system.

Contribution from Alliander

 All employees are equipped to rise to the challenges that the energy transition brings. We invest in our people and work together on vital professional skills.
We work with focus, set priorities, and adapt our organisation to changing needs and circumstances as and when necessary.

Relationship with Alliander impact model: manufactured capital

By working on being an excellent organisation and coordinating our activities effectively, we boost our execution capability and are able to get more work done and produce more.   

Correlation with strategy

Excellent network management is the basis

Risks

Capacity for change

Stakeholder information

Future-proof network

Input and correlations relevant to theme

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Theme definition

The energy system is changing at a great pace, which comes with different requirements for the energy network. To create a new energy system at low social costs, we must develop new infrastructures and make effective and efficient use of existing ones. It is crucial to ensure that infrastructures, both today and in the future, be 'open', i.e. accessible to everyone on equal terms.

Stakeholder expectation

Stakeholders expect to be able to continue to rely on access to energy in the future. Alliander takes care of adjustments and innovations in its system that enable permanent access to energy for its customers. 

Our long-term objective

To create infrastructure to meet the Dutch Climate Agreement targets in 2030 and 2050.

Contribution from Alliander

Digital technology and technological innovations are paving the way for more efficient network management, reducing the need for upgrades. Digitalisation also produces data that enables customers to make energy choices that are right for them, as well as for the network. On top of that, we invest proactively in building and maintaining infrastructure to keep quality high. Together with our partners across the industry, we intend to compile a master plan that captures what needs to be done, as well as when and where. The Regional Energy Strategies to which we contribute knowledge and skills are crucial in this respect.

Relationship with Alliander impact model: manufactured capital

By investing in technology, new market models and platforms, we are preparing our networks for new requirements and continuing to create value for our customers.

Correlation with strategy

To help customers make energy choices, invest in open networks, digitalisation, and excellent network management.

Risks

Capacity for change

Stakeholder information

Corporate social responsibility in the supply chain

Input and correlations relevant to theme

Theme definition

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. Specifying procurement criteria and vetting suppliers in the product chain is instrumental in taking our corporate social responsibility.

Stakeholder expectation

With an annual procurement volume of about €1 billion, 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 60% of our procurement volume based on circular principles by 2025. 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 30% of our procurement volume based on circular principles in 2019. 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.

Relationship with Alliander impact model

Manufactured capital, natural capital

Correlation with strategy

Reliability, affordability, accessibility

Risks

Capacity for change

Stakeholder information

Corporate Governance and business ethics

Input and correlations relevant to theme

Corporate Governance and business ethics

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. 

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 ‘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 are offered this programme in phases. To keep employees aware of and up-to-date on new cases, they are prompted 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.  

Relationship 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

Workplace well-being

Input and correlations relevant to theme

Theme definition

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

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. We aim to be top-class employer: an innovative and successful company where we develop future-oriented knowledge and competences. And with an absence rate of under 4.3%.

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 2019, our absence rate was 4.2%. 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. 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. Alliander has the ambition to be a top-class employer and will launch a new employee survey in 2020. 

Relationship with Alliander impact model: human capital

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

Correlation with strategy

Accessibility, affordability

Risks

None

Stakeholder information

Data security, privacy, and cybersecurity

Input and correlations relevant to theme

Theme definition

Data exchange has become a permanent social and economic phenomenon. Data exchange and storage, and privacy-sensitive information, require maximum safeguards at all times.

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 Alliander customer data, who is responsible for monitoring GDPR compliance within the organisation. In addition, we set up a data processing register in 2019 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. Customers can go to liander.nl to exercise their associated rights, such as the right of access, right to erasure, and right to restriction of processing.

Relationship 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

Access to affordable energy

Input and correlations relevant to theme

Theme definition

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 to affordable energy on equal terms.

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.    

Relationship with Alliander impact model: Manufactured capital

Gas, heating and electricity transmission make a significant contribution to our social value by enhancing the well-being 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

  • 1Reliability of supply
  • 2Safe working practices and infrastructure
  • 3Promoting renewable energy generation
  • 4Working together on innovative solutions
  • 5Data-driven network management
  • 6Talent acquisition and development
  • 7Customer satisfaction
  • 8Responsible investment policy
  • 9Organisational capacity for change
  • 10Future-proof network
  • 11Corporate social responsibility in the supply chain
  • 12Corporate Governance and business ethics
  • 13Workplace well-being
  • 14Data security, privacy, and cybersecurity
  • 15Access to affordable energy

Integrated report

This annual report presents financial, operational and corporate social responsibility (CSR) information in an integrated manner, based on the following:

  • 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)

The online annual report includes the GRI Content Index, which lists the relevant GRI indicators and allows easy navigation to the relevant pages in the 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 information-gathering process was largely guided by the material issues. 

In accordance with the Disclosure of Non-Financial Information Decree and the Disclosure of Diversity Policy Decree, Alliander provides information about certain non-financial and diversity aspects. For more information on the material aspects of the human rights topic, please refer to the relevant provisions in our Supplier Code of Conduct. Information about ethical business practices is provided in the ‘Integrity’ section of the Corporate governance chapter.

Transparency

Alliander operates in the complex dynamics of a rapidly changing energy sector. Like our shareholders, we place great value on transparency. We comply with the Transparency Guideline, the revised Dutch Corporate Governance Code 2016, and the Decree on Corporate Governance 2009. We also make it clear how we contribute to achieving the United Nation’s Sustainable Development Goals (UN Global Goals). In 2019, Alliander won the FD Henri Sijthoff Award in the non-listed companies category for its 2018 annual report. This award is presented by Dutch national financial newspaper Het Financieele Dagblad to companies that excel in their financial reporting. In addition, with our report for 2018 we came second in the running for the Ministry of Economic Affairs and Climate Policy’s Crystal Award (Kristalprijs) 2019 for the company with the best CSR reporting.

Invitation to stakeholders and readers

To involve our partners in the energy transition agenda at an early stage, we want to discuss with them their primary energy requirements and the best route forward to meeting these. To this end, Alliander is keen to engage with stakeholders about transitioning to the new energy system. We form coalitions to address the society-wide problem of the shortage of technicians in the labour market. We cordially invite readers of our annual report who wish to discuss topics like the energy transition or a natural-gas-free future, or who have any questions, suggestions, or tips for us, to contact us at communicatie@alliander.com.