Eneco wants to be a leader in the energy transition and, as a sustainable energy company, we want to give shape to the purpose: One Planet - living within the limits of the earth, together with our suppliers and customers. The social and societal components of energy transition are part of the pillar 'Society & Communities' within our One Planet plan.
Energy transition is a major social challenge. Renewable energy is often closer to our living environment than the large-scale production of fossil energy. This affects citizens, companies and other stakeholders in how they live, work and recreate because of the changes in their immediate environment. Therefore, we focus on building sustainable relationships where the energy transition takes place. Together, we will realise the energy transition. Governments, citizens and the business community are increasingly willing to do something about the climate problem. But there are also concerns and uncertainties. About the costs of energy transition and how to fit wind and solar projects into scarce space. About the health and environmental effects of sustainable energy sources. The implementation of our strategy is heavily dependent on public support. Eneco will take concerns or resistance of customers and local residents seriously and proactively involve them and let them participate in our sustainable energy projects. Our strategy must be in tune with the wellbeing of society.
Society & communities
One of the pillars of Eneco's One Planet plan is 'Society & communities'. This is the social domain of the plan, which includes the strategic themes that are important to us: community engagement, transparency, integrity and diversity & inclusiveness.
To promote support for our growing range of energy sources, we work with and support local communities and organisations.
Our ambition is to be best-in-class in engaging the local community to gain social acceptance for our growing number of sustainable sources. Best in class means striving for the highest possible level of performance and setting the bar for the industry in this regard.
Community Engagement creates projects, partnerships and new impulses that are judged to be profitable by as many stakeholders as possible. The only way to do this is to know who the stakeholders are and what is important to them. In this way, we discover together what the possibilities and opportunities are. The ultimate goal is to accelerate project acceptance and for stakeholders to tell us at the end of the project that we are welcome for a new project.
- Eneco is seen and recognized as best-in-class (top 3) in community engagement and project communication in every segment of the energy transition.
- Successful local partnerships with consumer collectives or energy cooperatives are normal and accepted with a target of 50% ownership of local production by 2030.
- Eneco employees working on energy projects are sufficiently trained in community engagement and stakeholder management.
We are already doing this. Some examples are:
- Collective heat supply in the Rotterdam district of Bospolder-Tussendijk (read more)
- Eneco WindOpbrengst®, local residents of Wind Farm Nieuwe Waterweg and Wind Farm Hogezandse Polder were given the opportunity to benefit from the profits generated by the wind farm.
- Eneco StukjeZon®, (new) customers were offered two StukjeZon (two pieces of sunlight) at the opening of a solar park, i.e. 500 kWh of electricity per year equivalent to an annual discount of € 30 on the energy bill for a period of 5 years.
Transparency towards our stakeholders has a positive influence on social acceptance and is therefore essential in the implementation of our strategy. Transparency not only plays an important role in community engagement, but also in our annual report in which we provide transparency on the extent and location of taxes paid.
Eneco wants to be a responsible taxpayer. It's not only important that we pay our fair share of tax, but also that we're transparent about it.
- 95% -100% score on 'Tax transparency' in ESG ratings 1
The organisation is undergoing major changes. Eneco is developing into an international organisation. Our cultural and leadership values support the successful implementation of our strategy: 'drive the change', 'deliver the plan' and 'make each other successful'.
The values are part of our Corporate Code of Conduct. The Code of Conduct supports our employees in knowing and applying the rules, the standards of integrity and the values. The Code of Conduct applies in all countries in which Eneco operates.
- 100% score on integrity questions in ESG ratings 1
- Effective Compliance & Integrity (C&I) framework consisting of 7 building blocks: Mission & Vision, Governance, Policy, Awareness programme, Hotline, Reporting, In control risk programme.
Diversity & Inclusiveness
Diversity enables us to connect with our customers, the environment and each other in the broadest possible way. Our focus on diversity is expressed, among other things, in our pursuit of gender diversity. Diversity is inextricably linked to inclusion. Inclusion is the creation of a working environment in which people's individual qualities and differences are allowed to flourish and in which everyone feels welcome, valued and supported.
Eneco aspires to be an organisation in which diversity in background and personality reflect society, and in which we embrace those differences and use them in a positive way.
- E-NPS 2: 45-50
- Gender equality 3: 37%
- Inclusiveness 4: 160%
We aim to achieve these targets by 2023.1 The Dutch Association of Investors for Sustainable Development (VDBO), together with PwC, conducts an annual benchmark on tax transparency. A maximum of 35 points can be achieved on 30 specific items - divided over 6 main categories. This VDBO / PwC checklist will serve as a guide to achieve the maximum score on tax transparency in ESG ratings.
2 The eNPS is the annual average score of the percentage of employees who give Eneco an 8 or higher as an employer minus the percentage of employees who give Eneco a 6 or lower in response to the question 'How likely is it that you would recommend Eneco to someone in your neighbourhood?'. This is measured on a scale of 0 to 10, where 0 means 'very unlikely' and 10 means 'very likely'.
3 Gender diversity targets are measured by the representation of women in the total number of FTEs in management (up to N-4).
4 Inclusiveness is measured through a questionnaire and is the perceived perception of employees about how diverse and inclusive Eneco is, with 2020 as the baseline (= 100%).