Further development annual report

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Since 2010, we report on our financial and strategic performance in our annual report. This is a development process. One development is that we have instructed Deloitte to increase the level of assurance from limited to reasonable in accordance with the latest GRI guidelines (4.0). Starting this year, the assurance report is integrated (financial and non-financial) and worded positively.

Topic selection in the annual report

We have decided to adopt the latest GRI guidelines (4.0). An important reason for this decision is that, in these new guidelines, materiality and relevance are positioned more strongly than in the previous guidelines, in which the A-B-C system gave the impression that providing more information is always better. Focus and transparency are essential for the realisation of our strategy. This is in line with the G4 guidelines. An important element of the new G4 guidelines is the emphasis on the materiality and relevance of the selected annual report topics. Both from the point of view of Eneco and the point of view of its stakeholders. In addition to transparency, there is also a greater emphasis on the supply chain. This fits in well with the One Planet Thinking approach that we also present in this report.

As becomes apparent from the chapter “Commitment” in this report, we pay a lot of attention to maintaining a continuous dialogue with our stakeholders. This enables us to stay informed of the views and concerns of our customers and other stakeholders and provides us information that helps us to further improve our range of products and services. This is an essential and continuous process, because our reason for existence is based on meeting the needs of our stakeholders. From this perspective and based on the structure of our strategic framework we select the topics for our annual report. One of the stipulations of the G4 guidelines is that the expectations of stakeholders with respect to annual report topic selection must be assessed. Although we have not carried out a specific analysis among all our stakeholders, we do understand the importance of this information. We have not yet decided on the best way to implement this. In 2013, we have come to the realisation that we do not believe in an annual ‘stakeholders’ day’, seeing that, in our view, every day is stakeholders’ day. Furthermore, we do not believe in the central coordination and follow-up of dialogues with our stakeholders, since we attach great importance to the natural occurrence of this interaction. However, we are well aware that taking steps in 2014 to – in any way – assess the interests and expectations of our stakeholders is both useful and necessary.

Consequently, the materiality analysis that we carried out for this annual report is an internal analysis only. The results of this analysis are summarised in the GRI table (pagina #). The application of the new GRI guidelines resulted in slight changes in the selection of GRI indicators for this year, as there is a larger set of indicators that correspond to our material themes. In addition, we have included those sector indicators that we can report on. In 2014, we will work on the further detailing of the sector supplement.

For further information see Reporting policy

Scope

Eneco's performance forms an integral part of the strategy of the group and is described in this report in general terms. For the scope of the financial performance, we refer to the notes to the consolidated financial statements. With respect to the non-financial performance, Eneco Group reports on the entities over which it has decisive control. Ecofys has an independent position within Eneco and is consequently not included in the scope. However, a page describing Ecofys’s main qualitative results has been included (pagina #).There are differences between the entities of Eneco. As a result, uniform measurement of the performance of these entities is not always possible. This means that some KPIs have a limited scope and have been specially developed for a specific Eneco entity. It has been agreed with WWF that the WWF KPIs all relate to Eneco’s energy company. See the Scope overview for further details (pagina #).

Unless specified otherwise, the definitions and reporting principles are unchanged from last year. Where possible, quantitative information is compared to the corresponding figures in previous years. The reporting principles for the critical key performance indicators (KPIs) are described in the table strategic KPIs.

Internal operations include the assets of business entities of Eneco Group over which we have decisive control. The scope does not include the production units for electricity, heating and cooling. Nor does it include energy supplier Oxxio that was acquired in 2011. The emissions resulting from the internal business operations of Ecofys are not included to emphasize Ecofys’ independent position.

Unless specified otherwise, the definitions and reporting principles are unchanged from last year. Where possible, quantitative information is compared to the corresponding figures in previous years. The reporting principles for the critical key performance indicators (KPIs) are described in the table strategic KPIs.

Internal operations include the assets of business entities of Eneco Group over which we have decisive control. The scope does not include the production units for electricity, heating and cooling. Nor does it include energy supplier Oxxio that was acquired in 2011. The emissions resulting from the internal business operations of Ecofys are not included to emphasize Ecofys’ independent position.

Control and assurance

This year we have chosen to bring the reliability of our strategic KPI's to the same level as our financial figures. This means that we have instructed our accountant to increase the assurance level for the strategic KPIs from ‘limited assurance’ to ‘reasonable assurance’.  This was a logical choice, because the daily monitoring and managing of both financial and non-financial parameters is integrated to an increasingly higher degree. On top of that, we also define our strategic success and our ambitions in that context. Thus, we now also consider a high degree of reliability of non-financial performance to be a precondition. We have not asked Deloitte Accountants B.V. to investigate the KPI ‘Credit Rating’ as the result of this KPI is not determined by Eneco. Neither did we ask Deloitte Accountants B.V. to provide assurance with respect to other information included in the integrated annual report nor about any comparative information relating to earlier years. The full text of the In Control Statement and the Assurance Report can be found in the section Other information.

Feedback welcome

Eneco publishes the annual report online only. The report, or parts thereof, can also be downloaded in the form of a pdf file. The possibility to provide feedback is included on each page of the online report. You can also register if you want to receive news about Eneco or the Prospect newsletter. Stedin and Joulz publish their own annual report (in Dutch) that will be available online on their own websites www.stedin.net and www.joulz.nl.

Board of Management Eneco Holding N.V.

Jeroen de Haas, chairman
Kees-Jan Rameau
Guido Dubbeld
Marc van der Linden

Rotterdam, 28 February 2014