DOCSLIB.ORG

Rwe.Com Our Energy for a Sustainable Life

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Rwe.Com Our Energy for a Sustainable Life Our Responsibility 2019 rwe.com Our energy for a sustainable life €5 billion net investment for approx. 4 GW wind and solar power by 2022 Carbon neutral by 2040 Wind Sun Water Biomass International presence in 36 countries Environment RWE has established one of the most ambitious programmes in the industry for reducing 10.7% 23% 3,000 100% CO2 emissions. share of renewable share of coal in species of animal and coverage through energy in electricity external sales 1,500 environmental generation species of plant in management system recultivation areas Employees Committed and motivated employees are a key factor for the corporate success 19,792 15.8% 93.2% 1,070 of RWE. employees, share of women health quota patents and patent of which are in management applications 568 new colleagues positions Society Corporate Responsibility is part of RWE’s Around contribution to sustainable development 15 600 and responsible business. years of social and community We support the Paris Climate Agreement, Code of Conduct projects the UNGC and the SDGs C Our Responsibility 2019 Non-financial Report CR Report Content About the report GRI Index General disclosures Material topics Appendix Inhalt Non-financial Report CR Report 01 About the Report 03 Foreword 04 Overview of the current ranking results 05 GRI Content Index 10 General disclosures 20 GRI 102-22 Composition of the highest governance body and its committees 11 Organisational Profile 20 GRI 102-23 Chair of the highest governance body 11 GRI 102-1 Name of the organisation 20 GRI 102-24 Nominating and selecting the highest 11 GRI 102-2 Activities, brands, products and services governance body 11 GRI 102-3 Location of headquarters 21 GRI 102-25 Conflicts of interest 11 GRI 102-4 Location of operations 21 GRI 102-26 Role of highest governance body in 11 GRI 102-5 Ownership and legal form setting purpose, values, and strategy 12 GRI 102-6 Markets served 21 GRI 102-29 Identifying and managing economic, 13 GRI 102-7 Scale of the organisation environmental, and social impacts 14 GRI 102-8 Information on employees and other 21 GRI 102-30 Effectiveness of risk management workers processes 14 GRI 102-9 Supply chain 22 GRI 102-31 Review of economic, environmental, 15 GRI 102-10 Significant changes to the organisation and social topics and its supply chain 22 GRI 102-32 Highest governance body’s role in 15 GRI 102-11 Precautionary Principle or approach sustainability reporting 15 GRI 102-12 External initiatives 22 GRI 102-35 Remuneration policies 16 GRI 102-13 Membership of associations 23 Stakeholder Engagement 17 Strategy 23 GRI 102-40 List of stakeholder groups 17 GRI 102-14 Statement from senior decision-maker 23 GRI 102-41 Collective bargaining agreements 17 GRI 102-15 Key impacts, risks, and opportunities 23 GRI 102-42 Identifying and selecting stakeholders 23 GRI 102-43 Approach to stakeholder engagement 18 Ethics and Integrity 23 GRI 102-44 Key topics and concerns raised 18 GRI 102-16 Values, principles, standards, and norms of behaviour 26 Reporting Practice 18 GRI 102-17 Mechanisms for advice and concerns 26 GRI 102-45 Entities included in the consolidated about ethics financial statements 26 GRI 102-46 Defining report content and topic 19 Governance boundaries 19 GRI 102-18 Governance structure 26 GRI 102-47 List of material topics 19 GRI 102-19 Delegating authority 29 GRI 102-48 Restatements of information 19 GRI 102-20 Executive level responsibility for 29 GRI 102-49 Changes in reporting economic, environmental, and social topics 29 GRI 102-50 Reporting period 20 GRI 102-21 Consulting stakeholders on economic, 29 GRI 102-51 Date of most recent report environmental, and social topics 29 GRI 102-52 Reporting cycle D Our Responsibility 2019 Non-financial Report CR Report Content About the report GRI Index General disclosures Material topics Appendix 29 GRI 102-53 Contact point for questions regarding 53 GRI 304-2 Significant impacts of activities, products, the report and services on biodiversity 29 GRI 102-54 Claims of reporting in accordance with 54 GRI 305 Emissions GRI Standards 56 GRI 305-1 Direct (Scope 1) GHG emissions 30 GRI 102-55 GRI Content index 56 GRI 305-2 Energy indirect (Scope 2) GHG emissions 30 GRI 102-56 External assurance 56 GRI 305-3 Other indirect (Scope 3) GHG emissions 56 GRI 305-4 GHG emissions intensity 31 Material topics 56 GRI 305-5 Reduction of GHG emissions 56 GRI 305-6 Emissions of ozone-depleting substances 32 Economic (ODS) 32 GRI 201 Economic Performance 57 GRI 305-7 Nitrogen oxides (NOX), sulphur oxides (SOX) 33 GRI 201-1 Direct economic value generated and and other significant air emissions distributed 58 GRI 306 Effluents and waste 33 GRI 201-2 Financial implications and other risks and 59 GRI 306-2 Waste by type and disposal method opportunities due to climate change 59 GRI 306-3 Significant spills 34 GRI 201-4 Financial assistance received from 60 GRI 307 Environmental Compliance government 60 GRI 307-1 Non-compliance with environmental laws 35 GRI 203 Indirect Economic Impacts and regulations 36 GRI 203-2 Significant indirect economic impacts 60 GRI 308 Supplier environmental assessment 37 GRI 204 Procurement Practices 60 GRI 308-1 New suppliers that were screened using 38 GRI 204-1 Proportion of spending on local suppliers environmental criteria 38 GRI 205 Anti-Corruption 60 GRI 308-2 Negative environmental impacts in the 38 GRI 205-1 Operations assessed for risks related to supply chain and actions taken corruption 61 Social 38 GRI 205-2 Communication and training about anti- 61 GRI 401 Employment corruption policies and procedures 62 GRI 401-1 New employee hires and employee 39 Availability and reliability turnover 41 Energy-efficient products and services 62 GRI 401-2 Benefits provided to full-time employees 42 Research and development that are not provided to temporary or part-time 44 Shutdown and decommissioning of power plants and employees reinstatment of opencast mines 62 GRI 402 Labour/management relations 47 Environmental 62 GRI 402-1 Minimum notice periods regarding 47 GRI 302 Energy operational changes 48 GRI 302-1 Energy consumption within the 63 GRI 403 Occupational health and safety organisation 64 GRI 403-2 Types of injury and rates of injury, 49 GRI 303 Water occupational diseases, lost days, and absenteeism, 50 GRI 303-1 Water withdrawal by source and number of work-related fatalities 51 GRI 304 Biodiversity 64 GRI 403-3 Workers with high incidence or high risk of 52 GRI 304-1 Operational sites owned, leased, managed diseases related to their occupation in, or adjacent to, protected areas and areas of 64 GRI 404 Training and education high biodiversity value outside protected areas E Our Responsibility 2019 Non-financial Report CR Report Content About the report GRI Index General disclosures Material topics Appendix 65 GRI 404-2 Programmes for upgrading employee 76 Appendix skills and transition assistance programmes 65 GRI 405 Diversity and equal opportunity 77 Key sustainability indicators 67 GRI 405-1 Diversity of governance bodies and 77 Economic performance indicators employees 78 Environmental performance indicators 67 GRI 405-2 Ratio of basic salary and remuneration of 79 Social performance indicators women to men 80 Independent Practitioner’s Report on a Limited 68 GRI 413 Local communities Assurance Engagement on Sustainability Information 68 GRI 413-1 Operations with local community engagement, impact assessments, and development 82 Progress Report on the Global Compact 2019 programmes 85 Contact and imprint 69 GRI 413-2 Operations with significant actual and potential negative impacts on local communities 70 Catastrophe/emergency planning and response 71 GRI 414 Supplier social assessment 71 GRI 414-1 New suppliers that were screened using social criteria 71 GRI 414-2 Negative social impacts in the supply chain and actions taken 72 GRI 415 Public policy 73 GRI 415-1 Political contributions 74 GRI 417 Marketing and labelling 74 GRI 417-1 Requirements for product and service information and labelling 74 GRI 419 Socioeconomic compliance 75 GRI 419-1 Non-compliance with laws and regulations in the social and economic area Our Responsibility 2019 Non-financial Report rwe.com I Our Responsibility 2019 Non-financial Report CR Report Non-financial Report The CSR Directive Implementation Act (CSR-RUG) obliges transferred to RWE in 2020, the activities of renewable elec- large capital-market oriented companies to draw up and tricity generation have not been reflected in the perfor- publish a Non-financial Declaration (NfD) in the Management mance-related compensation of the Executive Board. Report or a separate Non-financial Group Report (NfR). The aim is to provide information that is necessary to understand The Non-financial Report was audited and approved by the the business performance, business results, position and also Supervisory Board of RWE AG. The audit was carried out by impacts of the activity of the company on the environment professional services firm PwC, see Assurance Report on and society. RWE has decided to publish a separate Non- page XVII. financial Group Report as a section in the Corporate Respon- sibility Report (CR Report). Business model In the Non-financial Report, we have used the GRI Standards We report on our business model and our markets in the 2016 (Global Reporting Initiative) as a framework for the review of operations in the RWE Annual Report 2019 in description of the concepts. section 1.1 Strategy . Up until September 2019, innogy SE and its subsidiary com- Over recent years, RWE has reinvented itself from the ground panies (innogy or the innogy Group) were part of the RWE up.
Load more

Recommended publications
  • RWE Supervisory Board Decides on Successions for the Executive Board of RWE AG
    Press release RWE Supervisory Board decides on successions for the Executive Board of RWE AG • Dr. Markus Krebber to become Chief Executive Officer (CEO) of RWE AG as of 1 July 2021 • Dr. Michael Müller to take over as new Chief Financial Officer (CFO) of the company at the same point in time • Zvezdana Seeger appointed Chief Human Resources Officer (CHR) and Labour Director of RWE AG effective 1 November 2020 Essen, 18 September 2020 Dr. Werner Brandt, Chairman of the Supervisory Board of RWE AG: “Today, the Supervisory Board decided on the succession of positions within the Executive Board of RWE AG. This will ensure that RWE's strategic orientation, which Rolf Martin Schmitz and Markus Krebber have advanced consistently since 2016, will continue to be pursued with the utmost resolve: to position RWE as a global leader in renewable energy with the declared goal of being carbon neutral by 2040.” At the end of July this year, the Supervisory Board of RWE AG had already appointed Dr. Markus Krebber (47) CEO of RWE AG effective 1 July 2021 for a term of five years. He succeeds Dr. Rolf Martin Schmitz, whose contract expires on this date, as scheduled. At its meeting today, the Supervisory Board took further important personnel decisions in order to ensure a seamless transition of responsibilities. With Krebber taking up the CEO position, Dr. Michael Müller (49) will succeed as the Group's Chief Financial Officer (CFO) as of 1 July next year. The Supervisory Board appointed Müller to the Executive Board of RWE AG effective already 1 November 2020.
    [Show full text]
  • Allianz: Frontrunner on Climate Change in Danger of Losing Ground
    Allianz: Frontrunner on Climate Change in Danger of Losing Ground Briefing Paper by Urgewald and the Unfriend Coal Coalition August 2, 2017 Introduction Since 2015, Allianz has been rightfully praised for its divestment from coal. The company must now also take the next logical steps: 1. The company must cease to offer insurance services to coal companies from which it has divested share and bond holdings. 2. Recent research on financial investments shows that the Allianz investment portfolio still contains vast amounts of shares and bonds from major coal companies such as India’s NTPC or the Polish energy utilities PGE, Energa and Enea. This is in line with the Allianz divestment decision because the decision only pertains to investments the company makes on its own account. To fully exclude coal investments from its portfolio, Allianz must extend its divestment decision to funds it manages on behalf of third parties. French insurance company AXA committed to doing just that at its 2017 Annual General shareholder meeting (AGM): Exclude insurance of coal companies covered by its divestment decision and extend the divestment to funds the company manages on behalf of third parties. 3. Alliance must also cut ties with companies that do not fall under the threshold of at least 30 percent share of coal but that have massive expansion plans for coal extraction or consumption. In 2015, Allianz made history with its announcement to exclude coal companies from its portfolio. The divestment decision applies to companies that generate a minimum of 30 percent of their revenue from the sale of coal and those that use coal for at least 30 percent of their electricity generation.
    [Show full text]
  • CIAB Market & Policy Developments 2005/06
    COAL INDUSTRY ADVISORY BOARD International Coal Policy Developments in 2012 OCTOBER 2012 Contents FOREWORD FROM THE CIAB CHAIRMAN 0 1 CIAB POLICY ADVICE 1 2 CIAB ACTIVITIES IN 2012 3 3 COAL IN WORLD ENERGY MARKETS 6 3.1 Overview 6 3.2 International Coal Trade 7 3.3 Regional Developments 9 4 POLICY DEVELOPMENTS 20 4.1 Overview 20 4.2 The Role of Coal 20 4.3 Climate Policy 23 4.4 Clean Coal Technologies 26 4.5 Coal Production 31 4.6 Coal Utilisation 38 5 CONCLUDING REMARKS 41 Author’s Notes: The report has been compiled on behalf of the CIAB by Brian Heath, CIAB Executive Co- ordinator, and thanks are due to the following CIAB Associates, on whose contributions it is substantially based: Peter Morris* Australian Coal Association Australia Maggi Rademacher* E.ON Kraftwerke Germany Supriatna Suhala Indonesian Coal Mining Assn. Indonesia Takenori Iwasaki J-Power Japan Jan-Kees Hordijk RWE Essent The Netherlands Ireneusz Pyka Central Mining Institute (GIG) Poland Sergey Tverdokhleb SUEK Russia Nikki Fisher* Anglo Operations South Africa Gina Downes ESKOM South Africa Mücella Ersoy TKI Turkey Ron Engleman Jr. Leonardo Technologies USA Veronika Kohler National Mining Association USA Skip Stephens Joy Mining USA Steve Winberg CONSOL Energy USA * These contributions are consolidated contributions from CIAB Associates in that country. The use of website links included in this report is subject to the Terms and Conditions set out in those websites. This report represents the personal views of the individual contributors and does not necessarily represent the views of their companies, organisations or of the IEA.
    [Show full text]
  • Annals of UPET
    ISSN 1454-9174 ANNALS OF THE UNIVERSITY OF PETROSANI MINING ENGINEERING VOL. 9 (XXXVI) UNIVERSITAS PUBLISHING HOUSE PETROŞANI, 2008 ISSN 1454-9174 EDITOR OF PUBLICATION Prof.dr.eng. Ioan-Lucian BOLUNDUŢ ADVISORY AND EDITORIAL BOARD OF MINING ENGINEERING ISSUES ADVISORY BOARD Prof.dr.eng. Nicolae DIMA - University of Petroşani Prof.dr.hab.eng. Dr.h.c. Lev Alexandrovici PUCIKOV - Moscow State Mining University Russia Prof.dr.hab.eng. Suvalov Iuri VASILIEVICI - State Mining Institute – Sankt Petersburg - Russia Prof.dr.hab.eng. Monika HARDYGORA - Politechnika Wroclaw - Poland Prof.dr.hab.eng. Dr.h.c. Carsten DREBENSTEDT - Technische Universität Bergakademie Freiberg - Germania Assoc.Prof.dr.eng. Ventzislav IVANOV - University of Mining and Geology- Sofia - Bulgaria Prof.dr.eng. Jöszef BÖHM - University of Miskolc – Hungary Prof.dr.eng. Pavol RYBAR - Technical University-Kosice- Slovacia Prof.dr.eng. Dumitru FODOR - University of Petroşani Prof.dr.eng. Mircea GEORGESCU - University of Petroşani Prof.dr.eng. Vlad CODREA - University Babeş-Bolyai of Cluj Napoca Prof.dr.eng. Sanda KRAUSZ - University of Petroşani Assoc.prof.dr.eng. C-tin LUPU - INSEMEX of Petroşani EDITORIAL BOARD Editor-in-chief: Prof.dr.eng. Ilie ROTUNJANU - University of Petroşani Associate editors: Prof.dr.eng. Ioan DUMITRESCU - University of Petroşani Prof.dr.eng. Petru HODOR … - University of Petroşani Prof.dr.eng. C-tin SEMEN - University of Petroşani Prof.dr.eng. Romulus SÂRBU - University of Petroşani Prof.dr.eng. Eugen COZMA - University of Petroşani Editor Secretary: Lecturer dr. eng. Emilia DUNCA - University of Petroşani Editorial office address: University of Petroşani, 20 University Street, 332006, Petroşani, Roumania, Phone: (40)54/54.29.94, 54.25.80, 54.25.81, 54.25.82, 54.97.49, Fax: (40) 54/54.34.91, 54.62.38; www.upet.ro, Email: [email protected] Annals of the University of Petroşani, Mining Engineering, 9 (2008) 3 CONTENTS Page BARON M.
    [Show full text]
  • Virtual Power Plants in Competitive Wholesale Electricity Markets
    Virtual Power Plants in Competitive Wholesale Electricity Markets Experience with RWE Virtual Power Plant in Germany How new business models can enable Virtual Power Plants through new energy market opportunities in US Prashanth Duvoor Siemens Smart Grid Division © Siemens AG 2012. All rights reserved. Page 1 April 18, 2013 Infrastructure & Cities Sector – Smart Grid Division Key Challenges Drive Implementation of Demand Response Programs & Virtual Power Plants Challenges Generation & network bottlenecks New market opportunities for Increasing peak load Trends distributed energy resources prices and demand response Increasing distributed & renewable generation Rising consumption © Siemens AG 2012. All rights reserved. Page 2 April 18, 2013 Infrastructure & Cities Sector – Smart Grid Division Short Overview of German Electricity Markets – before we look at the RWE VPP Example European § Standard products traded at the EEX are hourly day-ahead Energy contracts as well as bundled base and peak contracts. Exchange § Operates an intra-day market based on the same hourly EEX contracts traded in the day-ahead market. § TSOs is responsible to maintain the transmission system stability and reliability in supply (Primary, Secondary and tertiary reserve) § Primary reserve satisfy a TSOs’ demand for up/down Transmission System regulation Activation time: 30 sec, and Availability time: up Operator to 15 mins (TSO) § Secondary reserve - satisfy a TSOs’ demand for up/down regulation Activation time: 5 mins, and Availability time: 15 mins to 1 hr § Tertiary
    [Show full text]
  • Volkswagen AG Annual Report 2009
    Driving ideas. !..5!,2%0/24 Key Figures MFCBJN8><E>IFLG )''0 )''/ Mfcld\;XkX( M\_`Zc\jXc\jle`kj -#*'0#.+* -#).(#.)+ "'%- Gif[lZk`fele`kj -#',+#/)0 -#*+-#,(, Æ+%- <dgcfp\\jXk;\Z%*( *-/#,'' *-0#0)/ Æ'%+ )''0 )''/ =`eXeZ`Xc;XkX@=IJj #d`cc`fe JXc\ji\m\el\ (',#(/. ((*#/'/ Æ.%- Fg\iXk`e^gif]`k (#/,, -#*** Æ.'%. Gif]`kY\]fi\kXo (#)-( -#-'/ Æ/'%0 Gif]`kX]k\ikXo 0(( +#-// Æ/'%- Gif]`kXkki`YlkXYc\kfj_Xi\_fc[\ijf]MfcbjnX^\e8> 0-' +#.,* Æ.0%/ :Xj_]cfnj]ifdfg\iXk`e^XZk`m`k`\j)()#.+( )#.') o :Xj_]cfnj]ifd`em\jk`e^XZk`m`k`\j)('#+)/ ((#-(* Æ('%) 8lkfdfk`m\;`m`j`fe* <9@K;8+ /#'', ()#('/ Æ**%0 :Xj_]cfnj]ifdfg\iXk`e^XZk`m`k`\j) ()#/(, /#/'' "+,%- :Xj_]cfnj]ifd`em\jk`e^XZk`m`k`\j)#,('#),) ((#+.0 Æ('%. f]n_`Z_1`em\jkd\ekj`egifg\ikp#gcXekXe[\hl`gd\ek),#./* -#..* Æ(+%- XjXg\iZ\ekX^\f]jXc\ji\m\el\ -%) -%- ZXg`kXc`q\[[\m\cfgd\ekZfjkj (#0+/ )#)(- Æ()%( XjXg\iZ\ekX^\f]jXc\ji\m\el\ )%( )%) E\kZXj_]cfn )#,-* Æ)#-.0 o E\kc`hl`[`kpXk;\Z%*( ('#-*- /#'*0 "*)%* )''0 )''/ I\klieiXk`fj`e I\kliefejXc\jY\]fi\kXo (%) ,%/ I\kliefe`em\jkd\ekX]k\ikXo8lkfdfk`m\;`m`j`fe *%/ ('%0 I\kliefe\hl`kpY\]fi\kXo=`eXeZ`XcJ\im`Z\j;`m`j`fe -.%0 ()%( ( @eZcl[`e^mfcld\[XkX]fik_\m\_`Zc\$gif[lZk`fe`em\jkd\ekjJ_Xe^_X`$MfcbjnX^\e8lkfdfk`m\:fdgXepCk[% Xe[=8N$MfcbjnX^\e8lkfdfk`m\:fdgXepCk[%#n_`Z_Xi\XZZflek\[]filj`e^k_\\hl`kpd\k_f[% ) )''/X[aljk\[% * @eZcl[`e^XccfZXk`fef]Zfejfc`[Xk`feX[aljkd\ekjY\kn\\ek_\8lkfdfk`m\Xe[=`eXeZ`XcJ\im`Z\j[`m`j`fej% + Fg\iXk`e^gif]`kgclje\k[\gi\Z`Xk`fe&Xdfik`qXk`feXe[`dgX`id\ekcfjj\j&i\m\ijXcjf]`dgX`id\ekcfjj\jfegifg\ikp#gcXekXe[\hl`gd\ek# ZXg`kXc`q\[[\m\cfgd\ekZfjkj#c\Xj`e^Xe[i\ekXcXjj\kj#^ff[n`ccXe[]`eXeZ`XcXjj\kjXji\gfik\[`ek_\ZXj_]cfnjkXk\d\ek% , <oZcl[`e^XZhl`j`k`feXe[[`jgfjXcf]\hl`kp`em\jkd\ekj1Ñ.#,/,d`cc`feÑ/#/.0d`cc`fe % - Gif]`kY\]fi\kXoXjXg\iZ\ekX^\f]Xm\iX^\\hl`kp% .
    [Show full text]
  • The Socio-Economic Impacts of Advanced Technology Coal-Fuelled Power Stations
    The Socio-economic Impacts of Advanced Technology Coal-Fuelled Power Stations Report by the Coal Industry Advisory Board The views expressed in this paper do not necessarily reflect the views or policy of the International Energy Agency (IEA) Secretariat or of its individual member countries. The paper does not constitute advice on any specific issue or situation. The IEA makes no representation or warranty, express or implied, in respect of the paper’s content (including its completeness or accuracy) and shall not be responsible for any use of, or reliance on, the paper. Comments are welcome, directed to [email protected]. The Socio-economic Impacts of Advanced Technology Coal-Fuelled Power Stations Page | 1 Coal Industry Advisory Board The Coal Industry Advisory Board (CIAB) is a group of high-level executives from coal-related industrial enterprises, established by the IEA in 1979 to provide advice to the Secretariat on a wide range of issues relating to coal. The CIAB currently has around 35 members from 16 countries, contributing valuable experience in the fields of coal production, trading and transportation, electricity generation and other aspects of coal use. For more information about the Coal Industry Advisory Board, please contact Maggi Rademacher, CIAB Executive Co-ordinator ([email protected]). The Socio-economic Impacts of Advanced Technology Coal-Fuelled Power Stations Acknowledgements This report represents the 2014 Work Programme of the Coal Industry Advisory Board (CIAB) and was prepared for the CIAB by Charles River Associates (CRA), The Lantau Group (TLG) and KPMG with direct support from Peabody Energy, RWE and Shenhua. Page | 2 Christopher Russo of CRA was the project leader and instrumental in the development of the report.
    [Show full text]
  • The Coal Break-Up
    1 The coal break-up How financial institutions are phasing-out support to European coal utilities The coal break-up: how financial institutions are phasing-out support to European coal utilities 1 2 Table of Contents How financial institutions are phasing-out support to European coal utilities .......... 1 Executive summary ............................................................................................................................ 3 1. Introduction ................................................................................................................................. 5 2. Background on investors, insurers and banks ............................................................... 6 Project finance ............................................................................................................................ 6 Insurance ....................................................................................................................................... 6 Corporate finance ...................................................................................................................... 7 3. The coal policies of financial institutions: ........................................................................ 8 Investors ........................................................................................................................................ 8 Insurers and re-insurers ....................................................................................................... 12 Banks ...........................................................................................................................................
    [Show full text]
  • Explaining Incumbent Internationalization of the Public Utilities: Cases from Telecommunications and Electricity
    Explaining incumbent internationalization of the public utilities: Cases from telecommunications and electricity Judith Clifton, Daniel Díaz-Fuentes, Marcos Gutiérrez and Julio Revuelta ∗ One major consequence of the reform of public service utilities in the European Union since the 1980s - particularly privatization, liberalization, deregulation and unbundling - was that a number of formerly inward-looking incumbents in telecommunications and electricity transformed themselves into some of the world’s leading multinationals. Now, reform was a prerequisite for their internationalization, substantially changing the business options available to incumbents. However, the precise relationship between reform and incumbent internationalization is contested. In this paper, three dominant political economy arguments on this relationship are tested. The first claims that incumbents most exposed to domestic reform (liberalization and privatization) would internationalize most. The second asserts that incumbents operating where reform was limited or slower-than-average would exploit monopolistic rents to finance aggressive internationalization. The third argument claims that a diversity of paths would be adopted by countries and incumbents vis-à-vis reform and internationalization, differences being explained by institutional features. After compiling an original database on extent of incumbent internationalization, alongside OECD data on ownership and liberalization, we deploy correlation and cluster analysis to seek explanations for internationalization. Evidence is found in favor of the third hypothesis. Internationalization as a response to reform took diverse forms in terms of timing and extent. This can therefore be best explained using a country, sector and firm logic. Key words: Utilities, European Union, internationalization, liberalization, privatization. ∗ Department of Economics, Universidad de Cantabria, Av de los Castros s.n., Cantabria D39005, Spain.
    [Show full text]
  • RWE, BASF and Linde
    News release Herrn Peter Karl Wettstein BASF SE WLL/SD D 211 - Raum 205 RWE, BASF and Linde: Breakthrough in capturing carbon from flue gas of coal-fired power plants New technology saves 20 percent on energy input and clearly reduces solvent consumption Key to climate-compatible coal-based power generation Essen/Cologne/Ludwigshafen, 03. September 2010 Since 2009 RWE, Linde and BASF have been testing a new technology for separating carbon dioxide (CO2) from flue gas in a pilot plant at RWE’s Niederaussem power station near Cologne. The results of the practical test are now available: Compared to processes commonly run today, the innovative technology that captures CO2 by means of new chemical solvents can reduce energy input by about 20 percent. The new solvents also feature clearly superior oxygen stability, which reduces solvent consumption significantly. “We are pleased with this breakthrough, which we have achieved by cooperating closely with BASF and Linde. By enhancing efficiency and accordingly reducing costs, we have created a critical success factor for carbon capture technology, which in our view is key to climate- compatible power generation from coal,” underlines Dr. Johannes Heithoff, Vice President, Research and Development, RWE Power. “The practical tests met all of the expectations we had after lab-testing the new solvent. This paves the way for scaling up the process to large power plants,” says Dr. Andreas Northemann, Business Manager, Global Gas Treatment, BASF Intermediates division. “We are very satisfied with the results of the practical tests, too,” says Dr. Aldo Belloni, Member of the Executive Board of Linde AG.
    [Show full text]
  • RWE to Strengthen Its European Renewables Business with Acquisition of 2.7 GW Project Pipeline
    Press release RWE to strengthen its European renewables business with acquisition of 2.7 GW project pipeline Nordex has selected RWE as exclusive bidder for the acquisition of its European onshore wind and solar development business / Purchase price of about €400 million Strategic enhancement adds to RWE’s existing 22 GW development pipeline Expansion of position in attractive French onshore wind market Essen, 31 July 2020 Markus Krebber, CFO of RWE AG: ”The planned acquisition of this leading European renewables developer will strengthen our position in France, one of our target markets. It represents a unique growth opportunity for RWE due to its large and attractive existing project pipeline and strong development platform. Thus, we underline our ambition to grow in our role as one of the globally leading companies in the renewables sector.” RWE wants to acquire the European onshore wind and solar development platform from Nordex SE with a total pipeline of 2.7 Gigawatt (GW) in France, Spain, Sweden and Poland. The developer has a strong focus in France, with an overall pipeline of 1.9 GW in various project phases. 15% of the whole pipeline is close to final investment decisions (FID) or in advanced development stages; 230 megawatt have secured Contracts for Difference (CfDs) or similar feed-in tariffs. The purchase price will be around €400 million. The development platform comes with a team of more than 70 employees with vast experience in the sector. Upon completion of the transaction, the employees will join RWE Renewables, where the mostly France based team will develop further projects.
    [Show full text]
  • News Release May 21, 2021
    Joint News Release May 21, 2021 BASF and RWE plan to cooperate on new technologies for climate protection ◼ Green electricity and innovative production technologies could make the Ludwigshafen chemical site a lighthouse for climate protection in the chemical industry ◼ Additional offshore wind farm with a capacity of 2 GW would provide BASF with green electricity for CO2-free production processes from 2030 ◼ Letter of intent focuses on climate-neutral chemical industry and CO2-free hydrogen Today in Ludwigshafen, Germany, Dr. Martin Brudermüller (BASF) and Dr. Markus Krebber (RWE), accompanied by Chairman of the Mining, Chemical and Energy Industries Union (IG BCE) Michael Vassiliadis, presented a project idea that shows how industrial production can become sustainable and future-proof. The project envisions an additional offshore wind farm with a capacity of 2 gigawatts (GW) to provide the Ludwigshafen chemical site with green electricity and enable CO2-free production of hydrogen. The aim is to electrify the production processes for basic chemicals, which are currently based on fossil fuels. This will involve utilizing CO2-free technologies such as electrically heated steam cracker furnaces to produce petrochemicals. BASF is already working with partners on developing these technologies. To advance the joint project, the CEOs of BASF and RWE have signed a letter of intent covering a wide-ranging cooperation for the creation of additional capacities for renewable electricity and the use of innovative technologies for climate protection. “Together we want to accelerate the transition to a CO2-neutral chemical industry through electrification and through the use of CO2-free hydrogen,” said Brudermüller and Krebber.
    [Show full text]