GRI Index
We have adopted the GRI Standards guidelines in our sustainability reporting.
GRI Std. | GRI Indicators | Reference | Disclosure |
|---|---|---|---|
GENERAL DISCLOSURES | |||
102-1 | Name of the organisation | About us: Stedin Group's activities / Terminology | |
102-2 | Primary brands, products and/or services | About us: Stedin Group's activities | |
102-3 | Location of headquarters | About us: Profile | Blaak 8, 3001 TA Rotterdam |
102-4 | Number of countries where the organisation operates (that are relevant to sustainable development) | About us: Profile | Stedin Group operates and is located in The Netherlands |
102-5 | Nature of ownership and legal form | Governance: Corporate Governance | |
102-6 | Major markets served (geographical distribution, sectors and types of customers) | About us: Stedin Group's activities | |
102-7 | Scale of the reporting organisations | About us: Key figures and key indicators for 2019 | |
102-8 | Information on total number of employees | About us: Key figures and key indicators for 2019 | |
401-1 | Employee turnover | About us: Key figures and key indicators for 2019 | |
405-1 | Diversity of governance bodies and employees | About us: Key figures and key indicators for 2019 | |
102-9 | The organisation's value and supply chain | About us: Profile | |
102-10 | Significant changes during the reporting period | About us: Stedin Group's activities / Non-regulatory activities / Review of the portfolio | |
102-11 | Information on application of the precautionary principle | Governance: Risk management | |
102-12 | Externally developed economic, environmental and social charters or principles to which the organisation subscribes | Results: 3. Sustainable business operations / Safety and security / Charters and principles | OESO guidance, UDHR, ILO |
102-13 | Memberships, alliances and associations | About us: Stedin Group's activities / Alliances and associations | |
102-14 | A statement from the Executive Board about the relevance of sustainability to Stedin and its strategy for addressing sustainability. | Transition together: Foreword | |
102-15 | Key impacts, risks, and opportunities | Strategy: Developments within society and the energy market | |
EU3 | Number of household, industrial en institutional customers | About us: Key figures and key indicators for 2019 / Stedin Group's key indicators | |
EU4 | Length of transmission and distribution networks per regulatory regime | About us: Key figures and key indicators for 2019 / Stedin Group's key indicators | |
Ethics and Integrity | |||
102-16 | The organisation’s values, principles, standards, and norms of behaviour | Goverance: Corporate Governance: Integrity: Code of conduct | |
102-17 | Procedure for advice about unethical or illegal practices | Governance: Corporate Governance / Integrity / Reporting Facility | |
Procedure for raising concerns about (suspected) unethical or illegal practices | whistleblower procedure | Governance: Corporate Governance / Integriteit / External report | House for Whistleblowers | |
Governance | |||
102-18 | Governance structure of those responsible for decision-making on economic, social and ecological (ESG) impact | Governance | |
102-19 | Process for delegating authority for ESG topics | Governance: Corporate Governance: Governance roles | |
102-20 | Responsibility for ESG topics at executive level and/or post holders reporting to highest governance body | Governance: Corporate Governance: Governance roles | |
102-21 | Processes for consultation between stakeholders and the highest governance body on ESG topics | Governance: Corporate Governance: Governance roles | |
102-22 | Composition of the highest governance body | Governance: Corporate Governance: Biographical details of members of the Board of Management of Stedin Group | |
102-23 | Composition of the highest governance body | Governance: Corporate Governance: Biographical details of members of the Board of Management of Stedin Group Governance: Corporate Governance: Biographical details of members of the Supervisory Board | |
102-24 | Chair of the highest governance body | Governance: Corporate Governance / Governance roles | |
102-25 | Process for the highest governance body for employees with integrity issues/ whistleblower procedure | Corporate Governance: Corporate Governance / Integrity | |
102-26 | Role in the development of mission, vision, strategy, policy and goals related to ESG impact | Strategy | |
102-27 | Actions taken to enhance knowledge of ESG topics | Strategy: Developments within society and the energy market | |
102-28 | Evaluating the highest governance body’s ESG performance | Strategy: Developments within society and the energy market | |
102-29 | Role in identifying and managing ESG impacts, risks, and opportunities | Governance: Risk management | |
102-30 | Role in reviewing the effectiveness of risk management processes for ESG topics | Governance: Risk management | |
102-31 | Frequency of review of ESG impacts, risks and opportunities | Governance: Risk management | |
102-32 | The highest body that reviews and approves the sustainability report | Disclosure column | The Audit Committee of the Supervisory Board |
102-33 | Process for communicating critical concerns to the highest governance body | Governance: Corporate Governance / Integrity | |
102-34 | Number of critical concerns communicated and procedure for response of highest governance body | Governance: Corporate Governance / Integrity | |
102-35 | Remuneration policies for the highest governance body | Report of the Supervisory Board: | |
102-36 | Process for determining remuneration | Report of the Supervisory Board: | |
102-37 | Stakeholders’ involvement in remuneration | Report of the Supervisory Board: | |
102-38 | Ratio of top salary - median salary | Report of the Supervisory Board: | |
102-39 | Ratio of the increase in top salary - average increase | Report of the Supervisory Board: | |
205-1 | Operations assessed for risks related to corruption | Goverance: Corporate Governance: Integrity | |
205-2 | Percentage of employees that receive training on anti-corruption policies | Goverance: Corporate Governance: Integrity | |
205-3 | Action in response to incidents of corruption | Goverance: Corporate Governance: Integrity | |
206-1 | Legal actions against unfair competition, cartels and monopolies | Goverance: Corporate Governance: Integrity | |
102-40 | A list of stakeholder groups engaged by the organisation | Strategy: Stakeholders and materiality | |
102-41 | Percentage of employees covered by collective labour agreements | About us: Key figures and key indicators for 2019 | |
102-42 | The basis for identifying and selecting stakeholders | Transition together: Foreword | |
102-43 | Approach to and frequency of stakeholder engagement | Transition together: Foreword | |
102-44 | Results of stakeholder management | Strategy: Stakeholders and materiality | |
102-45 | Operational structure of associates | Financial statements: Notes to the consolidated financial statements | |
102-46 | Process for determining report content and implementation of GRI principles | Strategy: Stakeholders and materiality | |
102-47 | A list of all the material topics identified in the process for defining report content | Strategy: Stakeholders and materiality | |
102-48 | The effect of any restatements of information given in previous reports | Financial statements: Notes to the consolidated financial statements: Accounting and valuation policies: | |
102-49 | Significant changes from previous reporting periods | Financial statements: Notes to the consolidated financial statements: Accounting and valuation policies: | |
102-50 | Reporting period | Attachments: Reporting Policy | |
102-51 | Date of most recent report | Attachments: Reporting Policy | |
102-52 | Reporting cycle | Attachments: Reporting Policy | |
102-53 | Contact point for questions regarding the report or its contents | Colophon | |
102-54 | In accordance option | Attachments: Reporting Policy | |
102-55 | GRI content index | Attachments: GRI Index | |
102-56 | Policy with regard to external assurance | Governance: In control statement | |
SPECIFIC INFORMATION - SPECIFIC DISCLOSURES | |||
Economic, financial performance | |||
103-1 | Why is this topic relevant. Description and definition of material topics; (evaluation) management approach | Strategy: Developments within society and the energy market | |
201-1 | Economic ratios (incl. accruals) 'for the community' in euros | Financial statements 2019 | |
201-2 | Financial implications and other risks and opportunities for Stedin's activities due to climate change | Strategy | |
201-3 | Coverage of the organisation's defined benefit plan obligations | Financial statements 2019 | |
Investments in infrastructure | |||
103-1 | Description and definition of material topics; (evaluation) management approach | Strategy: Stakeholders and materiality | |
Organisation's capacity to change | |||
103-1 | Description and definition of material topics; (evaluation) management approach | Strategy: Stakeholders and materiality | |
Smart grids, data technology and innovation | |||
103-1 | Description and definition of material topics; (evaluation) management approach | Strategy: Stakeholders and materiality | |
Reliability of energy supply, availability of grid | |||
103-1 | Description and definition of material topics; (evaluation) management approach | Strategy: Stakeholders and materiality | |
EU 28 | Interruption frequency electricity | About us: Key figures and key indicators for 2018 / Stedin Group's key indicators | |
EU 29 | Average duration of interruption | About us: Key figures and key indicators for 2018 / Stedin Group's key indicators | |
Heat transition (discontinue use of Groningen natural gas) | |||
103-1 | Description and definition of material topics; (evaluation) management approach | Strategy: Strategic risks and opportunities of the energy transition | |
Security of supply | |||
103-1 | Description and definition of material topics; (evaluation) management approach | Strategy: Stakeholders and materiality | |
EU 28 | Interruption frequency electricity | About us: Key figures and key indicators for 2019 | |
EU 29 | Average duration of interruption | About us: Key figures and key indicators for 2019 | |
Data security, privacy and cybersecurity | |||
103-1 | Description and definition of material topics; (evaluation) management approach | Strategy: Stakeholders and materiality | |
418-1 | Total number of substantiated complaints concerning breaches of customer privacy and losses of customer data | Strategy: Connectivity KPIs en targets | |
Customer satisfaction | |||
103-1 | Description and definition of material topics; (evaluation) management approach | Strategy: Stakeholders and materiality | |
EU3 | Number of household, industrial en institutional customers | About us: Key figures and key indicators for 2019 | |
Stakeholder dialogue and environment | |||
103-1 | Description and definition of material topics; (evaluation) management approach | Strategy: Stakeholders and materiality | |
413-1 | Degree of local community engagement in operations | Strategy: Developments within society and the energy market | |
415-1 | Financial or in-kind contributions to political parties, persons or institutions | Corporate Governance: Corporate Governance / Integrity | |
Reputation Stedin Group | |||
103-1 | Description and definition of material topics; (evaluation) management approach | Strategy: Stakeholders and materiality | |
307-1 | Monetary value of fines or sanctions for non-compliance with environmental laws and regulations | Disclosure column | We expect to be able to present this information for 2020. |
406-1 | Number of incidents of discrimination and corrective actions taken | Governance: Corporate Governance / Integrity / Reporting Facility | |
419-1 | Monetary value of fines or sanctions for non-compliance with laws and/or regulations in the social and economic area | Disclosure column | We expect to be able to present this information for 2020. |
Sufficient and intellectual capital | |||
103-1 | Description and definition of material topics; (evaluation) management approach | Strategy: Stakeholders and materiality | |
Training and development | |||
103-1 | Description and definition of material topics; (evaluation) management approach | Strategy: Stakeholders and materiality | |
404-1 | Investments in training per employee per category | Results: 3. Sustainable business operations: Professionally competent employees now and in the future | |
404-2 | Programmes for skills management and lifelong learning that support the continued employability and facilitate career endings | Results: 3. Sustainable business operations: Professionally competent employees now and in the future | |
404-3 | Percentage of employees receiving regular performance and career development reviews | Results: 3. Sustainable business operations: Professionally competent employees now and in the future | |
Health and safety | |||
103-1 | Description and definition of material topics; (evaluation) management approach | Strategy: Stakeholders and materiality | |
403-1 | Workers' representation with regard to health and safety policies | Results 3. Sustainable business operations: Safety and security | |
403-2 | Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by gender and region | Results 3. Sustainable business operations: Safety and security | |
403-3 | Health and safety topics covered in formal agreements with trade unions | Results 3. Sustainable business operations: Safety and security | |
403-4 | Health and safety topics covered in formal agreements with trade unions | Results 3. Sustainable business operations: Safety and security | |
Contributing to energy transition | |||
103-1 | Description and definition of material topics; (evaluation) management approach | Strategy: Stakeholders and materiality | |
301-1 | Total weight or volume of materials used | Results: 3. Sustainable business operations: One Planet Thinking | |
301-2 | Percentage of input materials consisting of waste sourced externally | Results: 3. Sustainable business operations: One Planet Thinking | |
302-1 | Energy consumption inside the organisation | Results: 3. Sustainable business operations: One Planet Thinking | |
302-2 | Energy consumption outside of the organisation | Results: 3. Sustainable business operations: One Planet Thinking | |
302-4 | Reduction of energy consumption | Results: 3. Sustainable business operations: One Planet Thinking | |
302-5 | Reductions in energy requirements of products and services | Results: 3. Sustainable business operations: One Planet Thinking | |
305-1 | Direct (Scope 1) GHG emissions by weight | Results: 3. Sustainable business operations: One Planet Thinking | |
305-2 | Indirect (Scope 2) GHG emissions by weight | Results: 3. Sustainable business operations: One Planet Thinking | |
305-3 | Other indirect (Scope 3) GHG emissions by weight | Results: 3. Sustainable business operations: One Planet Thinking | |
305-5 | Reduction of GHG emissions | Results: 3. Sustainable business operations: One Planet Thinking | |
305-6 | Emissions of ozone-depleting substances | Disclosure column | Not applicable |
305-7 | NOx, SOx and other significant air emissions | Results: 3. Sustainable business operations: One Planet Thinking | |
306-2 | Total waste by type and disposal method | Results: 3. Sustainable business operations: One Planet Thinking | |
306-4 | Hazardous waste | Results: 3. Sustainable business operations: One Planet Thinking | |
Improving sustainability of purchasing activities | |||
103-1 | Description and definition of material topics; (evaluation) management approach | Strategy: Stakeholders and materiality | |
308-1 | Percentage of new suppliers screened using environmental criteria. | Governance: Corporate Governance / Integrity | |
414-1 | Percentage of new suppliers that were screened using 'labour practices' criteria. | Governance: Corporate Governance / Integrity | |
407-1 | Identified significant risks of non-freedom and actions taken. | Governance: Corporate Governance / Integrity | |
408-1 | Identified significant risks of child labour and actions taken. | Governance: Corporate Governance / Integrity | |
409-1 | Identified significant risks of forced or compulsory labour and actions taken. | Governance: Corporate Governance / Integrity | |
412-1 | Issue and risk management in the supply chain with regard to human rights. | Governance: Corporate Governance / Integrity | |
414-1 | Degree of screening of suppliers on human rights issues. | Governance: Corporate Governance / Integrity | |
414-2 | Negative impacts on human rights resulting from supply chain and actions taken. | Governance: Corporate Governance / Integrity | |
