|
Strategic goal1 |
KPI |
Target 2023 |
Realisation 2023 |
Target 2024 |
Target 2026 |
|
Always offering everyone access to energy |
Technical realised grid capacity2 |
≥ 2.000 MW |
2.180 MW |
≥ 2.000 MW |
Annually ≥ 1.000 MW |
|
Created grid capacity by Flex3 |
- |
- |
≥ 500 MW |
- |
|
|
Annual outage time |
≤ 17,5 min |
20,0 min |
≤ 17,5 min |
≤ 17,5 min |
|
|
Our customers know what they are getting from us |
% Custom connections desired date4 |
≥ 65% |
67% |
- |
- |
|
% Standard connections desired date5 |
≥ 70% |
70% |
- |
- |
|
|
Date of standard connection in accordance with Code6 |
- |
- |
≥ 65% |
- |
|
|
Quantitative progress year order book7 |
≥ € 1.340 mln |
€ 1.214 mln |
≥ € 1.450 mln |
- |
|
|
Working safely |
Lost Time Injury Frequency Enexis8 |
≤ 1 |
0.6 |
≤ 1 |
≤ 1 |
|
Lost Time Injury Frequency contractors8 |
≤ 2 |
1.7 |
≤ 2 |
≤ 2 |
|
|
Reinforce each other |
Net inflow # FTEs scarce technical personnel9 |
≥ 361 fte |
370 fte |
≥ 200 fte |
- |
|
Employee Net Promoter Score10 |
≥ 35 |
33 |
≥ 30 |
≥ 40 |
|
|
Remaining financially sound |
Controllable costs and revenues11 |
≤ € 591 mln |
€ 585 mln |
≤ € 731 mln |
- |
- 1With regard to the strategic objectives 'We aim for optimal choices for society' and 'Making a sustainable impact', periodic monitoring takes place by means of measuring stakeholders' perception of Enexis's image and by means of measuring CO2 emissions, respectively. These strategic objectives are not included in the table.
- 2The KPI measures the new HV/MV transformers realised by Enexis irrespective whether these have been connected by TenneT. The replacement of old transformers is not deducted from the score of this KPI.
- 3Newly added as of 2024. This KPI relates to a more efficient grid usage due to applying flex solutions. Realisation consists of, amongst others, flex contracts with restrictive conditions. Examples relate to offering fixed windows of time, dynamix control (ZonBalans) and battery proposition.
- 4Measurement consists of the total of realised connections in time in terms of 40 weeks standard or any date later in time as preferred by the customer. As of 2024, this KPI will no longer be on this card, because due to congestion management, less capacity is available for customers. As a result, the timeliness of realised connections becomes less relevant. In addition, we are awaiting the finalisation of the new Code decision by ACM.
- 5Measurement consists of customer satisfaction with respect to date of connection. As of 2024, this KPI will be replaced by the new KPI 'Date of standard connection in accordance with Code'.
- 6Newly added as of 2024. This KPI relates to the total Standard connections within 12, 18 or 52 weeks, as required by ACM.
- 7Based on standard costs.
- 8Indicator for employee safety during the performance of work expressed in the number of accidents resulting in absenteeism per 1 million hours worked.
- 9From 2024 onwards, the definition has been amended. As from 2024, only the net inflow is measured instead of the gross inflow as in 2023. The target of 2024 has been adjusted to this. Target and realisation of 2023 calcukated in accordanc wth the new definition are 152 and 161 FTE respectively.
- 10The 2024 target is below realistion 2023. Considering the major challenge we are facing and the increasing pressure on employees, we consider the target of 30 to be realistic and ambitious. The 2024 target is above the benchmark of the energy sector from Effectory's research report.
- 11From 2024 onwards, the definition has been amended. Amortisation of leases in connection with IFRS 16 will be included in the CCR, which are presented as depreciation in the Consolidated Income Statement. The CCR concerns the sum of the controllable costs and revenues from regulated activities (Enexis Netbeheer, including staff departments). Reference is made to the Glossary. Target and realisation of 2023 calculated in accordance with the new definition are € 628 and € 617 respectively.
We look back at 2023 with satisfaction. We are proud that we again succeeded in carrying out a record work package and expanding the grid capacity by more than 2 gigawatt. Despite the shortage in especially transmission capacity and technical personnel, in 2023, we succeeded in connecting 67% of the custom connections and 70% of the standard connections within the connection period desired by the customer. We are also proud that we reduced the number of accidents resulting in absenteeism in spite of a higher workload. Unfortunately, we did not achieve all our goals. For instance, we were unable to carry out all the infrastructural work that we had planned due to a shortage of capacity among contractors and the annual outage time was higher than foreseen.
We are investing significantly in the expansion of transmission capacity. To this end, we are coordinating the work that we have to carry out with TenneT, so that our stations are ready to be taken into use when TenneT has completed its expansions and we can then connect customers directly. We built 2,180 megawatt grid capacity in 2023. Our customers can continue to count on a reliable energy grid. Nevertheless, a number of incidents with a longer outage time resulted in an average annual outage time of 20.0 minutes, which exceeds our target of 17.5 minutes. However, this is below the national average.
Despite the expansion of the grid capacity and the execution of a record work package, we see that the market demands further scaling up. Unfortunately, our waiting lists are getting longer due to the increasing demand. We want to connect customers within the time frame that they desire. In 2023, we succeeded in doing this for 70% of the customers for standard connections and 67% for custom connections.
The safety of our employees improved during 2023, for instance, by working without voltage and gas and paying extra attention for safety in order to reach step 4 (of the 5) on the Safety Culture Ladder. This step on the ladder indicates the degree of safety awareness of the organisation in attitude, behaviour, and culture. The LTIF (Lost Time Injury Frequency) for Enexis was below the target of 1. The LTIF for contractors was below the target of 2. We welcomed 370 new technical colleagues in 2023 and our Enexis Net Promoter Score (ENPS) improved compared to 2022. Both contribute to limiting the shortage of technical colleagues, now and in the future. The growth of the work package and the corresponding growth of the organisation have resulted in higher costs. In addition, the shortage of materials and services is also pushing up prices. By working efficiently, we can carry out more work for our customers and also contribute to the affordability of the energy supply. In the period 2022 and 2023, we have saved a total of €106 million in expenses, partly through digitalization and more efficient execution of our work package.
When looking ahead towards 2024, it is clear that our targets are ambitious. Our planned work package has grown to nearly € 1.5 billion. We continue to focus on the recruitment of new colleagues and we offer contractors the opportunity to train technical colleagues at our training centres. In this manner, we strengthen the technical capacity in our sector and work together with contractors on working safely throughout the whole production chain. We expect to expand the grid capacity this coming year again by more than 2,000 megawatt. In addition, we are seeking to make better use of the existing electricity grid by applying flex solutions and we expect to be able to derive 500 megawatt extra capacity from the existing grid. When carrying out this work, we do not make any concessions with regard to reliability and safety. We further upped our target for the timely connection of customers for 2024 in accordance with the norm set by the ACM. We inform customers in a transparent manner about the expected connection waiting period and when planning the work we take into account the connection date that they desire.