Integrated Annual Report 2016 of EnBW Management report » Business model 13 Fundamentals of the Group Business model Business principles Business model Our driving incentive: “Energiewende. Safe. Hands on.” Our plan: EnBW 2020 strategy – “Customer proximity” and “Engine room of the Energiewende” Our values: We work with The sustainable We help our cus- We are active We offer our cus- strength, competence secur ity of supply tomers to benefit from in supporting our cus- tomers quality and and passion for people is particu- the new opportunities tomers and partners ingenuity from for the success of the larly important to us in offered by the future and invite them to Baden-Württemberg. Energiewende. this context. of energy. become involved. Our activities: Integrated energy group with the segments Sales Grids Renewable Energies Generation and Trading that is active in the following value-added stages: Our Our resources value added › Finances › Finances › Relationships › Relationships Elec- Transmission / Generation Trading / procurement Sales › Employees tricity distribution › Employees › Environment › Environment Import contracts / Trading / portfolio Transport / › Infrastructure Gas Storage Sales › Infrastructure infrastructure management distribution › Expertise › Expertise As an integrated energy company, EnBW operates in Germany strategy guided by the principle “Energiewende. Safe. Hands along the entire energy industry value chain in four segments: on.”, which charts the course for the future development of Sales, Grids, Renewable Energies, and Generation and Trading. our business model and strengthens the future viability of the We draw on a variety of resources – from finances through to company. The two principles of “Customer proximity” and the expertise – for our corporate activities. As a result of the efficient “Engine room of the Energiewende” lie at the heart of the application of these resources, we create value for ourselves and EnBW 2020 strategy. “Customer proximity” places the our stakeholders. EnBW has a diversified business portfolio with customer at the centre of our activities to an even greater a once again – following the realignment as part of the degree, through a focused orientation on the core elements of Energiewende – increasingly advantageous risk-return profile. innovation and cooperative partnership models. In the “Engine room of the Energiewende”, we rely above all on We have closely analysed future revenue sources in the energy operational excellence and strict efficiency and cost industry to further develop our business portfolio. According orientation for the achievement of defined quality levels, to to our estimations, revenue flows in the energy industry will ensure the efficient and safe operation, construction and shift considerably. Renewable energies, grids and the dismantling of energy supply plants ( p. 22 f.). decentralised solution business are growing in importance ( p. 44). On this basis, we have developed the EnBW 2020 14 Management report » Business model Integrated Annual Report 2016 of EnBW With strength, competence and passion, EnBW is committed Value added to the success of the Energiewende and guarantees a sustainable and reliable supply of energy at all times. We invite Value added for EnBW and its stakeholders our customers and partners to join us in shaping the future energy landscape and benefit from new opportunities. We The aim of the corporate activities of EnBW is to add value in the convince our customers through quality and creativity, and short, medium and long term. This reflects corporate success, as are acutely aware of our responsibility towards our employees. well as competitiveness and future viability, and does not only We are active along the entire electricity and gas value chain. depend on the company itself but also on the business Thanks to our comprehensive and profound system com- environment, relationships with stakeholders and the appli- petence, we remain excellently positioned despite the cation of a variety of different resources. As a result of the fundamentally changed framework conditions resulting from efficient use of these resources within the scope of our activities, the Energiewende. Due to the increasing decentralisation of we create value for ourselves and our stakeholders. We associate the energy system, we have firmly anchored customer the concept of sustainable economic development with our orientation and joint business development with partners into aspiration to conduct all of our business activities in a re- our company. Our current activities are governed by the sponsible way. This is closely associated with our reputation, or fostering of dialogue, the principle of partnership and a rather the public opinion our stakeholder groups hold about solution-based approach. EnBW. Further information on the interrelationships between our key performance indicators can be found in the chapter “Interdependencies” ( p. 29 ff.). Value added for EnBW and its stakeholders Significant Value added Resources of EnBW activities in 2016 for EnBW for stakeholders Finances › Issuing of two hybrid bonds in › Securing profitability › Dividends for our share- A constantly solid Europe and Asia for €725 million › High level of financial holders financial structure and US$300 million discipline › Paying interest punctually (equity, borrowed cap- › Extending the term of €1.5 billion › Raising the value of the to our third-party lenders ital, positive cash flow syndicated credit line Group › Wages, salaries and pen- levels) for financing › Repaying a €500 million bond sions for active and former our business activities employees › Paying tax to the state Financial position Targets for the key performance indicators Value added statement › page 54 ff. › page 26 f. › page 16 Relationships › Entering the digital product world › Increasing share of › Increasing customer (customers / society) (sales launch of EnBW solar+) and result from “Customer satisfaction: “Customer Our approx. 5.5 million expansion of e-mobility (cooperation proximity”/ Sales proximity” customers are the with Tank & Rast) › Increasing customer › SAIDI: Maintaining central focus of › Expanding solutions for local satisfaction: “Customer supply reliability our philosophy and authorities proximity” › Engaging in social issues actions. We actively › Withdrawing from the B2B › Improving reputation with activities for our end promote dialogue with commodity business under the › Efficient, sustainable and customers, business part- our stakeholders and EnBW and Watt brands responsible procurement ners and local authority thus build trust and › Responsible procurement target groups social acceptance. › “We're making it happen” image › Numerous awards for our campaign sustainability reporting › “Making it happen” bus with EnBW employees providing support where it is needed › Expansion of the grids: Decision by TransnetBW to construct the trans- former station for the HVDC trans- mission technology for ULTRANET in Philippsburg Overview of the segments Targets for the key performance indicators In dialogue with our stakeholders › page 20 f. › page 26 f. › page 35 ff. Integrated Annual Report 2016 of EnBW Management report » Business model 15 Value added for EnBW and its stakeholders Significant Value added Resources of EnBW activities in 2016 for EnBW for stakeholders Employees › Fourth Group-wide employee survey › Stabilising employee › Measuring employee The expertise, experi- (MAB) commitment (ECI) identification with the com- ence and diversity of › Withdrawing from the B2B commo d- › Improving occupational pany based on the Employee our 20,409 employees ity business under the EnBW and safety (LTIF) Commitment Index contribute to the suc- Watt brands › Always having the right › Joining the “Diversity cess of the company, › Promoting diversity and inclu- employees with the right Charter” supported by an effect- sion through various measures skills in the right place › Engagement in the "Initia- ive and efficient HR and events › Setting targets for propor- tive Chefsache" network policy › Employees at the centre of the tion of women in the first and › Offering trainee and degree “We're making it happen” image second management levels places campaign › Women's network › Integration programme for › Projects and campaigns on occupa- "Frauen@EnBW" refugees tional safety and health protection › One-day event on “Diver- › Various initiatives on the theme of sity & Innovation” leadership development › “berufundfamilie” certificate from the Hertie Foundation Employees goal dimension Targets for the key performance indicators In dialogue with our stakeholders › page 64 ff. › page 26 f. › page 35 ff. Environment › Expanding the onshore portfolio › Expanding Renewable › Expanding and integrating Using the natural › Participating in the Task Force on Energies (RE) RE for our customers and resources wind, water Climate-related Financial Disclosures › Reducing CO2 intensity society and sun to generate › Committing to the full implemen- › Carbon footprint › Reducing CO2 intensity energy tation of the climate agreement in › Safe dismantling of nuclear › Energy-efficient products for Paris at the UN Climate Conference power plants our customers in Marrakesch: EnBW wants to take › Responsible handling of the action as a pioneering company resource water › Amphibian protection programme / constructing fish passes in rivers › Responsible procurement Environment goal dimension Targets for the key performance