Strategies and targets
Strategic ambition – key strategies | Targets | GRI indicators to watch (PPIs) |
|---|---|---|
| Number One for the Customer | ||
Increase customer orientation and market shares while boosting cost effectiveness • Increase customer orientation in all areas of Vattenfall’s operations. • Make sure that Vattenfall has products and services that best meet the needs of the respective customer segments. • Increase awareness about and strengthen the Vattenfall brand. • Continue growing the customer base and market shares. • Ensure reasonable profitability and maintain competitive strength through continuous improvements in cost effectiveness. |
The target for 2011 is a Customer Satisfaction Index score of 69 for retail customers; the long-term target score is 70. |
Customer satisfaction (PR 5) |
| Number One for the Environment | ||
Develop the generation portfolio towards clean energy • Significantly increase investments in low-emitting energy generation (renewables, nuclear power and coal using CCS technology). • Increase the efficiency of existing electricity and heat production as well as of distribution networks. • Accelerate R&D activity, such as in CCS technology. • Actively work for global and market-oriented climate solutions to provide incentives for investment in low-emitting technologies. |
The target is to reduce CO2 emissions by 2% in own operations from 2009 to 2011, corresponding to 2 million tonnes. The long-term target is a 50% reduction of CO2 emissions per unit generated electricity and heat in own operations by 2030 compared to 1990 levels. |
|
| Profitable Growth | ||
Drive growth through organic expansion and business development combined with acquisitions in priority markets • Increase investments in organic expansion. • Continue M&A activities, primarily emphasising entry to new markets. • Pursue business development as a complement. |
The target is an increase in generated electricity and heat corresponding to 17 TWh from 2008 until 2011. The long-term target is a 10% market share in the future integrated European energy market. |
Financial targets (EC1) |
| Benchmark for the Industry | ||
Strive for operational excellence through higher productivity and better utilisation of Group synergies • Continuously execute performance efficiency programmes (benchmarking, benchlearning, improved processes). • Measure, follow up and reward improved performance. |
The target is a productivity improvement of 11% from 2006 until 2010, corresponding to a cost reduction of SEK 5 billion. The long-term target is to belong to the upper quartile of the energy industry. |
Stakeholder engagement/external communication1 (EU18) |
| Employer of Choice | ||
Attract, retain and develop people and competencies for the future • Strengthen talent management. • Attract, retain and develop excellent leaders. • Continue to develop the organisation by fostering greater employee commitment. |
The target is a Commitment score of 76 in 2011. The long-term target is a score of 81. |
|
1) These indicators have been chosen as complements to the business planning targets since they are important measures of Vattenfall’s performance from a CSR perspective.
