BKW Group Sustainability 2013

Transcription

BKW Group
Sustainability 2013
24 000 kg
of vegetables, salad and
fruit has been consumed by
staff at the company canteen at the BKW head office
in Berne. 90 % of this produce is grown organically
in Switzerland, 10 % more
than in 2012. In addition,
the company canteen uses
100 % Swiss meat.
Green power
Fleet vehicles
90%
of newly acquired fleet vehicles are
classified in emissions classes A and B.
Removal of solid
urban waste
(SUW)
+ 44.1% 9.4 t
Our customers share the responsibility:
In 2013 they bought almost twice as much
more green power than in 2012.
of waste was fished out of hydro plants’
rakes by employees in 2013, before being
disposed of in an environmentally friendly
way.
“BKW 2030”
Family-friendly
9.9%
of employees work part time.
Energy usage
2013
+1.4 %
increase in primary and secondary energy
consumption in 2013. BKW has set a target
to reduce this by 5 % by 2016.
BKW on the move
With its “BKW 2030” Group strategy,
BKW is seeking to expand its hydro and
wind power. The increase in renewable
energy plants was 116.6 MW and is
based primarily on hydro power (+ 31.0
MW) and wind power (+ 84.4 MW).
Regular movement has a positive effect on health and keeps
the mind in balance. Since 2010, BKW has supported its workforce
with healthy activities. In 2013, 155 employees kept fit by doing
power yoga, circuits and running, for example. This is 27 more than
in 2012. New people are signing up all the time.
Facts & Figures on Sustainability 2013
BKW Group
Summary of important indicators. A detailed list can be found on pages
29 to 35 of this report and in the separate GRI report.
ECONOMIC AND ENERGY SUPPLY-SPECIFIC INDICATORS
Financial indicators
CHF millions
Total operating revenue
Balance sheet total
Shareholders’ equity
Net profit/loss
Personnel expense
Payments to investors
Taxes, charges and levies to public authorities
2013
2012
restated
2011
2 733.7
7 675.5
2 365.7
–216.7
382.5
97.2
76
2 859.8
7 338.4
2 476.6
130.5
361.1
81.3
119.8
2 632.6
7 082.9
2 654.9
–66.2
349.2
153.6
20.0
2013
2012
2011
4 000.8
642.9
3.2
21.7
678.7
5 833.3
4 029.5
513.8
2.7
20.2
475.8
5 769.4
3 463.5
303.1
2.6
17.8
704.4
5 372.6
11 180.6
10 811.4
9 864.0
2013
2012
2011
Electricity production, including minority shares and subscription rights
GWh
35.79 %
5.75 %
0.03 %
0.19 %
6.07 %
52.18 %
Hydroelectric
Wind
Solar
Biomass
Natural gas
Nuclear energy
Total
ENVIRONMENTAL INDICATORS
Energy consumption (excluding consumption for production) ¹
TJ
16.2 %
8.9 %
25.0 %
36.9 %
Natural gas
Heating oil
Fuels
Electrical energy without
auxiliary power Mühleberg
nuclear power plant (KKM)
13.0 % Heat
33.3
18.3
51.5
30.3
18.8
45.3
36.9
14.9
43.5
75.8
26.7
74.8
24.8
68.1
24.3
Total consumption
205.6
194
187.7
¹Until and including 2011 the assets of Group companies are restricted to Arnold AG and sol-E Suisse AG.
BKW electricity: percentage from renewable energy sources in accordance with energy mix disclosure
%
2013
2012
2011
Electrical energy
37.0
37.0
33.1
Greenhouse gas emissions by scope ¹
t CO2
2013 ²
2012
restated
2011
Scope 1 – Direct emissions
8 113
7 708
n /a
Scope 2 – Indirect emissions
9 045
9 078
n /a
Scope 3 – Emissions along the value chain ³
8 139
3 932
n /a
2013
2012
2011
2 221.2
134.0
2 094.9
61.4
n /a
n /a
2 355.2
2 156.3
n /a
2013
2012
2011
3 016
174
2 938
165
2 936
167
¹excluding minority interests
²The Tamarete combined gas-fired power plant is only taken into account at 60%.
³including KWO business travel
Waste and disposal
t
94.3 % Conventional waste
5.7 % Hazardous waste
Total amount of waste
SOCIAL / WELFARE INDICATORS
Staff development ¹
Number of individuals
Employees (excluding trainees/apprentices)
trainees / apprentices
¹ excluding temporary staff
Employee turnover
Number of individuals
2013
17 % Retirements
58 % Resignations of
employees
23 % Layoffs or dismissals
2 % Deaths (not work-related)
Total turnover (individuals)
77
260
103
8
448
ANNUAL REPORT SUSTAINABILITY 2013
Contents
Sustainability 2013
2
3
Foreword
About this report
4
6
8
10
Sustainability management at BKW Group
Objectives and measures from 2014
Assessment of objectives and measures
Focus topic 2013:
Mühleberg Nuclear Power Plant
14
16
18
20
22
24
Our fields of action
Nature and environmental protection
Dialogue with stakeholders
Society and public participation
Profitability and efficiency
Suppliers and lifecycle
Employees and safety
26
About the BKW Group
29 Sustainability indicators
36 Independent auditor report
38 Endorsement by GRI
40Addresses
To facilitate readability we have exclusively used the masculine form of address in this report. This of course also always
includes the feminine form of address.
Title Image: Gauchert water landscape
The BKW Eco Fund has given a new dynamism to the channelled River Aare in Gauchert (Radelfingen parish) with the
creation of a spacious water landscape. Shallow banks with
calm water and fast-flowing sections along steep banks
create diverse habitats.
1
2
Foreword
To our customers, partners, employees and
members of the public
Electricity generation and sustainability: a contradiction?
The fact is that it is unfortunately impossible to produce and
transmit energy without impacting the environment in
one way or another. Gas and coal-fired power stations emit
CO2. Nuclear power plants generate radioactive waste.
Hydroelectric power plants have an impact on the flora and
fauna in watercourses. Wind turbines and power lines
have a negative effect on the landscape. Photovoltaic panels
require rare metals, the mining of which is damaging to
the environment – not where we can see it, but in China. But
still, we all want a reliable power supply 24/7. BKW cannot
resolve these conflicting objectives. However, we do undertake everything we can to keep the environmental impact
of electricity production and transmission as low as possible.
Sustainability not only has an ecological dimension, but also
an economic and social one. During periods of collapsing
prices in electricity markets, it is more important than ever
that we handle our economic resources efficiently. In 2013
we took some important steps, for example in our supplier
management, the streamlining of our organisation and
in the optimisation of our internal processes. We are also
aware that it is precisely during periods of upheaval that
dialogue with our stakeholders is particularly important. Last
year we therefore started a Citizens’ Dialogue in order
to present and discuss our “BKW 2030” Group strategy. At
the same time we also intensified the dialogue with our
employees, monitoring groups and with representatives of
environmental associations, companies and investors.
BKW is evolving from a pure electricity producer into a comprehensive energy service provider. Sustainability is a
key element of this process. Many of the innovative products
and services that we are developing today and will continue to develop in the future will benefit the environment
directly or indirectly. They will result in efficiency gains
in the production, distribution and consumption of energy.
They also contribute to the intelligent distribution and
storage of the increasing volume of decentrally and irregularly
produced renewable energy within the grid. Sustainability
is also a key success factor for us from an economic perspective. Development of innovative and sustainable
products and services helps us to differentiate ourselves
from our competitors. With our pioneering spirit, we also fulfil
our corporate social responsibility by making an important
contribution to implementing the energy transition in Switzerland. Only when we as a company act as a role model
and deliver proof of our actions, are we a credible player in
the eyes of our stakeholders.
Ernst & Young AG performed a limited review of quantitative
key performance indicators. We are delighted that we have
once again fulfilled the requirements of application level B+.
Suzanne Thoma, CEO
3
About this report
GRI application level
Online supplement to the report
The Global Reporting Initiative (GRI) develops globally applicable quality criteria for sustainability reporting. To
assist with this, it refers to a broad range of stakeholders
from industry, employer and employee organisations,
academia and other fields, including the general public.GRI’s
goal is to make sustainability reporting by companies
transparent and comparable worldwide. This sustainability
report is based on the GRI G3.0 guidelines. GRI has reviewed this report and certifies that it corresponds to application level B+.
See also www.globalreporting.org
We have provided annual reports on our progress with
sustainability issues since 2008. The printed version of this
report is available in German and French. It is available in
English as an online version at www.bkw.ch/nachhaltigkeit.
We publish the full GRI Report via the same link. This
contains tables providing information on indicators of our
performance, with reference to the corresponding pages
in the documents. It also acts as the GRI Content Index,
providing a table of contents that is compliant with the
GRI requirements. This sustainability report and previous
sustainability reports are also published in PDF format.
Complete information for the reporting year is therefore
accessible to interested users via the Internet.
The individual indicators are reported at BKW Group level
inthe Sustainability and GRI Reports, and broken down by
country and Group company. The CO2 balance sheet is
prepared in accordance with the guidelines of the Greenhouse Gas Protocol and in some areas includes emissions
from throughout the value chain (scope 3) in addition to direct
(scope 1) and indirect (scope 2) emissions.
Scope of the report and basis for data
This report covers the entire BKW Group, i.e. BKW Energie
AG and its majority interests (> 50 %). The 50 % interest
in the Oberhasli AG power plants (KWO) is explicitly not
consolidated. We use data from minority interests if we
believe this to be significant from a sustainability perspective or in order to complete the overall picture. One
example is CO2 emissions, where minority interests are
responsible for about 80 % of emissions.
This Sustainability Report covers the 2013 financial year.
4
Sustainability Management
at BKW Group
From a sustainability perspective, 2013 was a year of challenges, but also
of many highlights such as the first Sustainability Dialogue, and adoption
of a Sustainable Procurement Code.
Since 2012, BKW has been engaged in a “Materiality Analysis”. This reveals which sustainability topics are most
relevant to our stakeholders. To further refine our materiality
analysis we launched a Stakeholder Dialogue programme
in 2013, focusing specifically on sustainability topics. We invited one representative each from an environmental/
nature conservation organisation, a business, a sustainability
ratings agency and a trade union, as well as a university
professor of ethics. The Sustainability Dialogue was run by
an external moderator to ensure impartiality. The first
round of talks was understood by all parties as a chance to
put their cards on the table. Despite criticism concerning
certain electricity generation methods and some mixed feelings about BKW, the participants welcomed the opportunity to talk. They felt that our company was taking them
seriously.
The sustainability dialogue is continuing in 2014
It is very important to us to take credible and tangible
action to strengthen the trust shown in us by the participants
in their willingness to discuss these issues. In the next
rounds of talks, which will take place at least once every
year, we will go into greater depth in our discussions of
the topics that the participants chose as relevant, and work
together to develop measures for improvement. In the
future, we will focus even more on specific current issues and
involve our stakeholders more closely. At the request of
the participants in the Sustainability Dialogue, our own technical experts will take part in future talks so that the topics
can be discussed in detail.
External assessment of the
Sustainability Report
The stakeholders who are engaged in the Sustainability
Dialogue and representatives from the University of Applied
Sciences and Arts Northwestern Switzerland have also
issued an assessment of our Sustainability Report 2012. In
particular, the stakeholders were critical of what they felt
was too little information on nuclear power and on BKW’s
standpoint on the Energy Strategy 2050 in the report.
We take this criticism seriously and in this report we have
provided detailed information about our decision to
take the Mühleberg nuclear power plant offline in 2019,
and about our decommissioning plans.
Suppliers’ Code for Sustainable Procurement
With the adoption by the Group Executive of a new Suppliers’ Code, we have met a key request of our stakeholders
– a requirement that has also been high on BKW’s agenda
and has been prioritised accordingly. The Code focuses on
the major issues of sustainability in relation to responsible
procurement, and has been in force since 1 January 2014.
Supplier management will continue to enjoy great importance in 2014. Key topics will include the introduction of selfcertification forms for suppliers and the auditing of highrisk groups of goods and countries.
Marketing of green electricity products and
energy-efficiency services
In 2013, we further strengthened active marketing of
our certified green energy products and energy efficiency
services; this was a further concern of the stakeholders
engaged in the Sustainability Dialogue. Through information
campaigns, we sought to show our customers and the
general public how the funds from the additional cost are
used, and demonstrate how external auditing ensures
that the money is used correctly.
5
ANNUAL REPORT SUSTAINABILITY 2013 I Sustainability management at BKW Group
Materiality analysis
100 %
New energy
services
Stakeholder dialogues
Security of
supply
Apprentice
training
Renewable energies
Biodiversity
Occupational safety
50 %
BKW Relevance
Regional
responsibility
Attractiveness
as an employer
Strategy, mission
statement and
implementation
Mühleberg decommissioning and security until 2019
Control by Group
senior management
Energy prices
Equal opportunity
Job security
Inclusion and
diversity
CO2 problem
Influence
of electricity
production Energy
transition - Strategy
Electricity procurement from outside
Switzerland
Code of
Conduct
Responsible
procurement
Corporate
Governance
Confidence of the
population in BKW
Standardised
external image
Sustainability
management
Green
electricity
products
Employee
participation
Stakeholder Relevance
0 %
50 %
Strategy and Corporate Governance
Corporate social responsibility
Suppliers
100 %
6
Objectives and measures from 2014
Nature and
environmental
protection
Dialogue with
stakeholders
Society
and public
participation
We endeavour to minimise our impact on the natural environment
and always use appropriate technologies and tools to protect it.
Targets
Measures 2014
— ISO 14001 (2011) certification of all of
BKW Energie AG’s Swiss electricity
production sites by 2016 (2011*)
— BKW will now only initiate new power
plant projects based on renewable technologies (2011*)
— Expansion of pollutant monitoring until
2016 (2012*)
— Verification of an umbrella ISO 14001
certification for all of BKW Energie AG’s
business divisions
— Further expansion of hydroelectric power
production in Switzerland and abroad, and
of wind power in neighbouring countries
— Integration of CO2 emissions data into
management reporting
Against a background of conflicting priorities, we consult with
external and internal stakeholders and are committed to open
and honest communication.
Targets
Measures 2014
— Conduct regular stakeholder dialogue
sessions at various levels to promote
exchange and cooperation (2013*)
— Change sustainability reporting from GRI
3.0 to GRI G4 by 2015 (2013*)
— Conduct at least one stakeholder
dialogue session
As a leading Swiss company, we are committed to exercising
our corporate social responsibility.
Targets
Measures 2014
— Integration of sustainability as a topic
in business reporting by 2017 (2013*)
— 2013 Report to be expanded to include
information on sustainability
— Publication of Sustainability Report at
the time of the General Meeting
— Verification of the tool for use in supporting decision-making for customers’
selection of electricity
— Review our production technologies
against economic, environmental and
social criteria by 2014 (2011*)
Profitability and
efficiency
— Verify requirements of GRI G4 and
decide on adoption in 2014 or 2015
As a listed company, our actions are based on profitability and
efficiency. We optimise costs, resources and energy efficiency,
both within our company and for our customers.
Targets
Measures 2014
— Reduce energy requirements in administrative buildings of BKW Energie AG by
5 % by 2016 (2011*)
— Reduce energy consumption by the BKW
vehicle fleet by 10 % by 2016 (2011*)
— Optimise heating system in main building
by using excess heat from the data
centre
— Creation of a more detailed system of
sustainability reporting using the vehicle
and fleet management tool
ANNUAL REPORT SUSTAINABILITY 2013 I Objectives and measures from 2014
Suppliers and
lifecycle
Employees and
safety
7
We assess and select our suppliers and partners according to
sustainability criteria. We know the origin and impact of our
operating materials and resources throughout the entire production process, both within and outside our sphere of influence.
Targets
Measures 2014
— Verify high-risk groups of goods and
countries in cooperation with Procurement management by 2016 (2013*)
— Expand the sustainable and responsible
supplier management process by 2016
(2013*)
— Conduct a Lifecycle Sustainability
Assessment for a pilot product
— More than 50 % of ‘A’ suppliers have
completed and signed a self-declaration.
Our employees are the backbone of our company. Both their health
and their professional and personal development are important to
us. We are committed to high safety standards for our facilities as
well as for the protection of our employees and the environment.
Targets
Measures 2014
— Halve the incidence of work-related accidents at BKW Energie AG by 2020 (2011*)
— Maintain high ratings for job satisfaction
and commitment in employee surveys
until 2015 (2011*)
— Introduce a tool to manage absence from
work for improved analysis of accidents
— Conduct an internal campaign of raising
awareness of sustainability issues, focusing on conservation of resources
* The years in brackets state in what year the objective was defined.
In 2013 we once again assessed our business activities
systematically, comprehensively and critically with the
support of our stakeholders. This was done in terms of the
three dimensions of sustainability: environment, economy
and society. We also verified our defined sustainability targets accordingly. With these short and medium-term
targets for each field of action, we determine how we want
to adapt and improve our business activities. We regard
these objectives as binding; they will be reviewed annually
but may need to be adapted to some extent to changed
conditions. Once again, we have defined measures that
we wish to implement in the coming year. On the following
double page, we illustrate clearly which objectives are
on track, which targets we have not yet met and where
action is required.
8
Assessment of objectives
and measures
Defined target (year in brackets)
Archieved
target
Adjusted target
ISO 14001 (2011*) certification of all of BKW Energie AG’s Swiss
electricity production sites by 2013
Owing to the reorganisation and integration of sol-E Suisse AG, the target year has
been adjusted to 2016.
BKW will now only initiate new power plant projects based on
renewable technologies (2011*)
—
Expansion of pollutant monitoring until 2016 (2012*)
—
Uphold BKW’s reputation in the supply area over the next 5 years
(2011*)
Conduct regular stakeholder dialogue
sessions at various levels to promote
exchange and cooperation (2013*).
Increase the GRI application level for 2012 reporting to B+ (2011*)
Change sustainability reporting from GRI
3.0 to GRI G4 by 2015 (2013*).
Integration of sustainability as a topic in business reporting by
2017 (2013*)
New target
Review our production technologies against economic, environmental and social criteria by 2014 (2011*)
—
Reduce energy requirements in administrative buildings of BKW
Energie AG by 5 per cent by 2016 (2011*)
—
Reduce energy consumption by the BKW vehicle fleet by 10 % by
2016 (2011*)
—
As detailed as possible assessment of the lifecycles of selected
raw materials and operating resources by 2013 (2011*)
Verify high-risk groups of goods and
countries in cooperation with Procurement
management by 2016 (2013*).
Implement Group-wide procurement guidelines by 2014 (2012*)
Expand the sustainable and responsible
supplier management process by 2016
(2013*).
Halve the incidence of work-related accidents at BKW Energie AG
by 2020 (2011*)
—
Maintain high ratings for job satisfaction and commitment in
employee surveys until 2015 (2011*)
—
* The years in brackets state in what year the objective was defined.
ANNUAL REPORT SUSTAINABILITY 2013 I Assessment of objectives and measures
Measures for 2013
Implementation
Comment
Verification of ISO 14001 certification at other
Swiss production sites
Owing to the reorganisation and integration of sol-E Suisse
AG, the target year has been adjusted to 2016.
Further expansion of hydroelectric power production in Switzerland and abroad, and of wind
power in neighbouring countries
The additional facility is based on wind energy (+ 84.4 MW),
hydroelectric energy (+ 31.0 MW) and photovoltaic power (+
1.2 MW).
CO2 balance sheet in accordance with the
Greenhouse Gas Protocol
Detailed collection of data has enabled the major sources
to be located.
Conduct materiality analyses with individual
stakeholders
In addition to the first stakeholder dialogue pilot sessions,
CEO Suzanne Thoma also held a Citizens’ Dialogue.
Conduct external auditing and publication of
the checked 2012 Sustainability and GRI Report
The external audit was carried out successfully and the
application level confirmed in accordance with GRI B+
—
—
9
New target, no measures in 2013
Further develop the comparison tool for production technologies and integrate it into the
decision-making process
The tool has not yet been fully integrated into the decisionmaking process. The option of basing integration on the
standard Lifecycle Sustainability Assessments has been
investigated.
Test LED lighting in offices, and replace conventional lighting with LED technology if test
results are satisfactory
Replacement LED technologies will be installed in new lighting
or when existing lighting fails.
Implement a vehicle and fleet management tool
Due to the implementation in November 2013, it has not yet
been possible to use the tool for sustainability reporting.
Continue analyses and testing of life cycle assessment (LCA) according to ISO 14040/44
The investigations were limited to studies of the supply chain
of coal for the Wilhelmshaven fossil-fuel power plant.
Perform an external audit of the procurement
process from a sustainability perspective, and
consistently enforce procurement guidelines
The external audit was a key input into the implementation of
the Suppliers’ Code, which came into force on 1 January 2014.
Package of measures: Winter-safe driving
campaign, “Hands” campaign, continuation of
“Tripping and slipping” campaign
Conduct an employee survey
No employee survey was held in 2013, but a comprehensive
survey is planned for 2014.
Objective not achieved / Measure not achieved
Objective only partially achieved / Measure partially implemented
Objective achieved / Measure implemented
Objective achievement uncertain
Objective achievement probable
10
A sustainable nuclear power station,
even beyond 2019
Nuclear power and sustainability – two terms which for some people are
not compatible at first sight. Yet the three sustainability dimensions of
ecology, economy and social responsibility are also at the heart of operations at the Mühleberg Nuclear Power Plant (KKM).
The decision taken on 30 October 2013
to decommission the Mühleberg Nuclear Power Plant (KKM) by 2019 signifies
a huge turning point for BKW. From this
point onwards, and for the first time
since 1972, we will not be producing
any more electricity from nuclear energy. Ever since 1965 when the planning
work started, the business operations
of BKW have been strongly identified
with KKM as has its public perception.
Whilst in the 1970s nuclear energy was
considered both in politics and public
opinion to be the solution to future energy supplies given the backdrop of the
first oil crisis, today the potential risks
of this technology characterise the focal
point of discussions on energy policy.
We are aware of these risks and undertake everything possible to minimise
them. Ever since the start of operations
we have continuously retrofitted KKM
and invested more than the actual construction costs of the plant. The supervisory body, the Federal Nuclear Safety Inspectorate (ENSI), has again come to the
conclusion that at KKM statutory safety
regulations are not only complied with
but have an additional safety margin.
Since the late 1990s the dual objectives
of KKM have been to produce electrical energy for our society but also to
do this in a way that is as safe, reliable,
environmentally-friendly and profitable
as possible. These strategic guidelines
have since determined the quality man-
agement at KKM and its operations are
aligned to the relevant quality standards. These will continue to apply after
the decommissioning.
within any deadlines set. We are investing about CHF 200 million in operations
and maintenance and we are implementing a range of measures to safeguard and further increase safety at the
plant. Significant projects are improvements to the supply of cooling water and
cooling of the fuel element pool, as well
as reinforcing the reactor building.
Employees at KKM also make an important contribution to the safe and reliable
operation of the power plant. Therefore
until power generation is discontinued
we will not be announcing any operations-related redundancies. Vocational
training programmes are being offered
to prepare our employees over the next
few years for the post-decommissioning period. Our objective is to offer employees job prospects either in KKM
post-decommissioning, or in BKW.
The spent fuel elements are stored 8 metres
under water.
Safe and reliable operations
Since its commissioning KKM has on
average produced electricity on more
than 336 days per year. This high level
of availability is attributable to the good
operating conditions at KKM. The global average for electricity production at
similar plants is 10 percent lower. We
will continue to operate KKM safely and
reliably in compliance with all statutory
requirements for its remaining six years
and fulfil all requirements of the ENSI
Environmentally-friendly
operations and dismantling
In the ongoing operations of KKM the
main environmental emphasis has been
on keeping below the statutory limit values for radiation doses for people and
for radiological emissions limit values.
We subordinate all other environmental
endeavours to this objective. In terms
of continuous improvement we do however strive, also in the traditional areas of KKM, to keep any environmental impacts as low as possible. Every
year KKM implements a wide range of
measures in this regard.
ANNUAL REPORT SUSTAINABILITY 2013 I Focus topic 2013
11
View of the measuring devices in the chimney at 125 metres.
In the first few years after decommissioning, this work focuses on three
main aspects: removal of the fuel elements, decontamination of systems
and preparation for dismantling. We
decontaminate systems early in order
to keep radiation exposure at low levels for employees and the environment
during dismantling.
The handling of radioactive materials
will also be crucially important during
the dismantling phase. The Swiss Federal Nuclear Energy Act stipulates that
radioactive waste should be minimised
as much as possible. To achieve this
we will reconfigure the current engine
room after 2019 into a materials and
logistics centre, so that we can sort,
decontaminate and release radioactive
In KKM we produce
electrical energy for our
society that is safe, reliable, environmentallyfriendly and profitable.
materials on-site. International collaborations should also ensure the conditioning of radioactive materials outside
Switzerland.
The remaining radioactive waste, in
other words, all materials which cannot be completely decontaminated,
are packed appropriately for deep underground storage and transported to
the intermediate storage site. Once the
dismantling is finished, there will be no
measurable radioactivity on the KKM
site over and above the natural values.
12
About 350 people are employed at KKM.
An environmentally-friendly dismantling also means that state-of-the-art
filter technology is used in order not to
damage the environment unnecessarily with fine dust. Emissions caused by
the disassembly works will not be any
higher than those generated during the
plant operations.
Profitability of KKM until 2019
and thereafter
The decision to decommission KKM in
2019 was a business decision which
took account of all known technical,
economic, regulatory and political aspects. The continuation of operations
until 2019 enables the closure to be
planned in detail. This planning specifically covers dismantling, personnel
and contract award strategies as well
as disposal and legal aspects.
Our objective is not only a safe, reliable,
environmentally-friendly and profitable
operation until 2019 but also an efficient
and cost-optimised post-operation and
dismantling phase. “Best Practices”
and “Lessons Learned” from abroad are
being used as the basis for our planning
work. For example, we are working on a
concept that should enable us to start
the preparatory tasks for dismantling in
good time and in compliance with nuclear safety standards.
current estimates, the costs for decommissioning and disposal will amount to
CHF 2.6 billion and will be covered in
full by this fund.
We estimate that the dismantling of
KKM will take about 15 years to complete. It is the biggest project that we
will be undertaking and implementing
in the next 20 years.
Once the dismantling
is finished, there will be
no measurable radioactivity on the KKM
site over and above the
natural values.
From the start of the dismantling process we will make use of the Federal
Decommissioning and Nuclear Waste
Disposal Fund into which all operators
have been contributing since the start
of production at their plants. Based on
Mühleberg Nuclear Power Plant dismantling
Mühleberg Nuclear
Power Plant will leave
the electricity grid
Preparatory dismantling
measures
Fuel elements
removed
Preparation of dismantling
Dismantling
completed
Nuclear dismantling
Conventional
dismantling
Operation
2014
2019
2024
We estimate that it will take about 15 years until the area around the KKM
site can be used for agricultural or industrial purposes.
13
2033
14
Electricity cannot be produced without leaving any traces on the environment, and this applies to all technologies – even hydro power. It goes without saying that BKW is taking measures to ensure that these traces are
minimised as far as possible. Examples are the comprehensive ecological
enhancement around the new construction at the Hagneck Hydro Power
Plant and the BKW Eco Fund, which has invested over CHF 5.3 million in
the renaturalisation of water bodies in the Bern-Mittelland since 2000.
We use a range of technologies to
generate electricity, each of which has
advantages and disadvantages when
it comes to adverse environmental impacts. In particular, we make a great
effort to minimise the environmental
impact of hydropower as far as possible. For example, we preserve natural
water bodies and reinstate near-natural
streams.
Hagneck Hydro Power Plant:
exemplary renaturalisation
The construction and operation of a hydro power plant also affects the associated watercourses. Therefore, as part
of the new construction at the Hagneck
Hydro Power Plant (a partnership project of BKW and Energie Service Biel),
we have implemented a comprehensive
system of ecological measures at the
mouth of the Aare River in Lake Biel/Bienne. We have renaturalised the downstream channel behind the power plant
itself, created frog ponds and pastures
with copses around the power plant, renaturalised the new embankments and
planted fruit trees, and created a turfon-gravel corridor to link up the pastures on each side and the near-natural
river bank.
The Canton of Berne is particularly
well-endowed with lakes and waterways, and water defines the landscape
and scenery of our supply area. However, its vital function can only be safeguarded with near-natural or natural
water bodies. The current status of biodiversity in Switzerland is unsatisfactory according to the Federal Office for
the Environment. More than one third
of the animal and plant species investigated are under threat, since the area
of appropriate habitats has decreased
sharply in the last century. Fish stocks
have also been disappearing to a worrying extent for many years. In the Aare
Valley, which stretches between Thun
and Berne, the stock of brown trout, a
key species in this region, decreased
by over 80 percent between 1990 and
2006. This development is due to factors such as urban sprawl, the decline
in meadows, pastures and arable land
as well as watercourse corrections and
canalisation in the past.
The Hagneck delta after the renaturalisation in 2020.
ANNUAL REPORT SUSTAINABILITY 2013 I Nature and environmental protection
As a result, an area has been created
around the power plant where nature
can largely develop undisturbed. We
are also building a sophisticated fish
ladder which is used as a bypass watercourse and which also provides an
alternative habitat for fish that need
flowing water. In this way we are giving
nature room to unfold and limiting the
negative impact of the construction site
to a minimum.
We enhance the watercourses in our supply
area to create new
habitats.
Millions for biodiversity and
ecological enhancement
We not only pursue renaturalisation projects around our hydro power plants.
Biodiversity has been a key principle
of the BKW Eco Fund for many years.
We enhance watercourses in our supply
CO2 emissions
750 000
t CO2e
800 000
2013
2012
0
*Estimate of BKW share
2014*
200 000
295000
400 000
190 915
600 000
area to create new habitats. For every
kilowatt hour of eco-electricity from
certified hydro power that we sell, we
give one centime directly back to nature – and since 2000 this amount now
totals more than CHF 5.3 million.
Our hydro power plants are certified
with the naturemade star quality label,
awarded by the Swiss Association for
Environmentally Sound Energy (VUE).
The Aarberg Hydro Power Plant was
awarded the naturemade star quality
seal in summer 2000 and the BKW Eco
Fund was also established at this time.
In the meantime the hydro power plants
at Niederried-Radelfingen, Kallnach,
Bözingen and Brügg have also been
certified.
The steering committee which manages the BKW Eco Fund is made up of
representatives from the environmental associations WWF and Pro Natura,
technical specialists from the Can-
15
ton, the fishing inspectorate and the
Nature Promotion Department along
with experts from BKW. The committee decides independently and unanimously on the ecological enhancement
measures to be financed. Projects are
frequently developed and implemented in partnership with the Canton of
Berne Renaturalisation Fund. Due to
these ecological enhancements, the
self-cleaning capacity of the streams is
increasing along with an improvement
in water quality. Near-natural watercourses and banks provide habitats for
flora and fauna, and endangered species can settle there once again. Last
but not least, living rivers are also valuable areas for local recreation.
You can find more about the BKW Eco
Fund at www.bkw.ch/oekofonds
CO2 emissions from BKW are mainly attributable to our investments
in natural gas power stations in Italy. The increase from 2012 to
2013 is due to the long breakdown of the plant in Livorno-Ferraris in
2012 and also due to economic reasons. It only became fully operational again in 2013. Also in 2013 the plant in Tamarete was completed
and has been in operation since July 2013. In 2014 we are expecting a further increase in CO2 emissions in these investments. The Wilhelmshaven coal-fired power station has been in test operation
phase since January 2014.
16
Energy utility companies have a very prominent public profile due to their
power plant facilities and their electricity grids. For BKW this is both an
incentive and an obligation, as we seek and conduct an ongoing dialogue
with our stakeholders. In 2013 we further expanded this with our new
means of communication, the “BKW Dialogue”.
We have cultivated a systematic dialogue with our stakeholders for many
years and in several ways while implementing our infrastructure projects.
Information events for residents and
landholders, the involvement of advisory groups as well as exchanges with
NGOs, municipal authorities, specialist cantonal units and associations all
form an integral part of the planning and
development of our projects and construction work.
Dialogue with our
stakeholders is a key
aspect in the implementation of our projects.
For example, in 2013 we kept an advisory group made up of community
representatives from the Mühleberg
region regularly informed about our
strategic decisions for the future of the
Mühleberg Nuclear Power Plant (KKM)
and on our regional grid planning. We
informed the population and residents
in bilateral discussions through the use
of flyers and on our website about the
retrofit projects and milestones relating
to the KKM.
We also held a series of information
events in order to address questions
raised by the local population relating
to the planning and implementation of
our hydro power, distributed heating
and wind projects. We took their con-
cerns seriously and incorporated them
into subsequent project planning wherever possible.
Following new paths:
The “BKW Dialogue”
Was the withdrawal from nuclear power
decided hastily or is it proceeding too
slowly? Are combined gas-fired power
plants an acceptable transitional solution until sufficient renewable energy is
available? What will be the benefits to
consumers of opening up the electricity
market? And above all, has BKW set its
future course correctly with its Group
strategy “BKW 2030”? These and many
other questions were at the heart of the
“BKW Dialogue” which we initiated in
2013. Its objective is to discuss the
implementation of our Group strategy
in an open process, to reflect on the
results and to forge links between the
Group Executive and the public.
We have divided the BKW Dialogue into
two specific communication channels.
In a total of ten “focus-group based”
regional conversations, we have been
able to gain a broad and systematic impression of how our Group strategy is
perceived and accepted. On the other
hand, the main aim of the four round-table discussions (moderated by our CEO
Suzanne Thoma) was to convey the
BKW strategy in a targeted way within
the context of a specific yet informal discussion. In both dialogue channels, we
invited equal numbers of men and wom-
en from the general public along with selected opinion leaders to take part.
The “BKW Dialogue”
has enabled us to forge
links between the
Group Executive and
the public.
The regional and round-table discussions showed us that our strategy “BKW
2030” is understood and supported by
most people. Our commitments to expanding hydro power and wind energy,
upgrading and expanding the grids and
promoting efficiency measures were
particularly well supported. The cultivation of our partnerships, in particular
with municipal communities, as well as
our increasing investments in innovative services and products were also
appreciated and recognised. The main
points of criticism were our investments
in fossil fuel power plants outside Switzerland and the lack of photovoltaics in
our production mix.
The “BKW Dialogue” reinforces our
intention to actively contribute to the
energy transition in a profitable, innovative and customer-oriented way whilst
closely integrating our stakeholders
through dialogue as we progress along
this path.
ANNUAL REPORT SUSTAINABILITY 2013 I Dialogue with stakeholders
17
As part of the 2013 “BKW Dialogue” we presented our strategy in round-table and regional conversations and discussed them in an open process.
18
As a pioneer in the energy sector BKW is interested in sustainable product
development based on prior research. We therefore take our responsibility seriously as a Switzerland-wide energy service provider and a significant employer. The Nidau Technology Centre is our connecting link to
research organisations.
We founded this Technology Centre as
a means of collaborating with research
institutions including the Swiss Federal Institute of Technology Zurich [ETH],
universities of applied sciences and private institutions. The task of the Swiss
Competence Centres for Energy Research (SCCER) is to work with industry
to develop specific products from their
research activities that will help to implement the energy strategy. We work
together with six of the seven centres.
The fact that these Competence Centres are required by the Federal Government to carry out research into sustainability is fully aligned with our own aims
and objectives, since sustainability was
one of the factors that led us to participate in the competence centres.
Sustainability was one
of the factors that led
us to participate in the
Competence Centres.
Themes of the SCCER
Competence Centres
We play a role in the Competence Centres either with representatives of our
line organisation, or where this is not
yet possible, with representatives of the
Technology Centre. The main themes
that we are involved with as part of our
SCCER commitment include:
–– Energy storage
–– Energy provision
–– Network grids and their
components
–– Energy systems
–– Economy, environment, law,
conduct
–– Biomass
–– Efficiency
Each Competence Centre has at least
one representative from the ETH, a
university of applied science and an
industrial partner. This ensures an exchange between theory and practice
and between research and the market.
The Swiss Competence Centres for Energy Research are a key component of
the Federal Council’s “Coordinated Energy Research in Switzerland” Action
Plan, which is designed to strengthen
energy research over the coming years.
CHF 72 million have been earmarked
to develop the Competence Centres
from 2013 to 2016. They will continue
to operate in the next Education, Research and Innovation allocation period
(2017 to 2020) to promote education,
research and innovation, provided the
SCCERs meet expectations.
Partnerships with research
institutions
In addition to the work in the Competence Centres of the Federal Government, we have also entered into
partnerships with other research institutions. These include Lucerne University of Applied Sciences and Arts,
Swiss Federal Institute of Technology
Lausanne (EPFL), Bern University of
Applied Sciences, University of Applied Sciences and Arts Northwestern
Switzerland and Zurich University of
Applied Sciences (ZHAW).
Together with the Lucerne University of
Applied Sciences and Arts, we are investigating issues of self-supply, partial
self-sufficiency in microgrids, as well as
decentralised generation of electricity
and its distribution and storage. This
project is intended to run for five to six
years.
The city of Martigny needs forecasting
tools for future urban planning, in order
to assess the impact of new photovoltaic systems as well as town expansion
in general on its district electricity and
heating network. We are working together with the EPFL on this.
One common thread of all these projects
is that only a combination of technologies will produce a successful outcome.
One single technology will not suffice to
handle the complexity of these projects.
Only a combination
of technologies will
produce a successful
outcome.
With our investment in the Competence
Centres and our collaboration with
these various research institutions, we
can exert considerable influence on the
profitability of any products created as
well as their consequences for sustainability.
ANNUAL REPORT SUSTAINABILITY 2013 I Society and public participation
19
BKW has a tradition of research, as shown for example on Mont Soleil. The new BKW Technology Centre is developing new technologies that
will help to implement the energy strategy.
Apprenticeships and further training
180
150
120
90
60
30
0
2010
2011
Further training in hours per employee
Apprentices
2012
2013
We are training over 170 apprentices in seven
apprenticeship fields and therefore we are supporting the dual training system in Switzerland and
Germany and making a significant contribution to
society. On average in 2013 our employees participated in 31.3 training hours. We are hereby safeguarding and expanding the internal know-how
of our employees and also for the changing requirements. This knowledge advantage also benefits
society as new products and services can be developed here on-site.
20
BKW wants to do more than just achieving its profitability and efficiency
objectives. It also helps its customers to operate their businesses sustainably and efficiently.
It is becoming increasingly difficult for
many suppliers of energy and energy
services to maintain a balance between
ecology, economy and society – in other words, sustainable business management. The current situation is characterised by low prices in the energy
markets, Europe-wide over-capacity
and market distortions due to regulatory intervention, such as the promotion
of renewable energy sources, primarily
in Germany.
We are responding to this situation by
strengthening our services and developing new business models. As regards
production we are concentrating in particular on the expansion of renewable
energies. With our decision not to invest
in photovoltaic projects ourselves, but
to make them attractive for investors by
taking over the installation and maintenance business, we have achieved a
sustainable increase in profitability as
no capital needs to be tied up in these
systems. Instead the projects generate
a stable and predictable revenue.
Increasing Group value
sustainably
Internally we are also working hard to
maintain Group value. With the “Evolution” programme the organisation has
already been streamlined and processes have been optimised. The “Fit 2” programme has the objective of achieving
sustainable annual cost reductions of
CHF 80 million by the end of 2015. This
will enable us to maintain and increase
Group value for our shareholders and
investors. In principle we are pursuing
the objective of taking the environment
into account whilst still making a reasonable profit. Through this sustainable
Group management we will retain our
market position and have a good opportunity to become the leading energy
services provider.
With sustainable
Group management we
will develop into the
leading energy services
provider.
This is how we fulfil our ecological and
social responsibility whilst at the same
time – in terms of the long-term balance of the three dimensions of ecology, economy and society – protecting the interests of the shareholders.
Society has a fundamental interest in
sustainable commitments to the environment, but also to the profitability of
companies. This safeguards jobs and
company value and gives organisations
the scope necessary to meet their ecological and social commitments.
How companies can exercise their social responsibility was recently made
clear by Apple CEO Tim Cook at an investors’ meeting, in answer to a shareholder’s question relating to higher
profits. He was quoted in the media as
saying: “When Apple works on making
our devices accessible by the blind, I’m
not interested in profits”.
In this sense we are also investing in
socially relevant projects, whether this
involves renaturalisation projects as
part of a power plant construction, giving areas no longer required due to the
modernisation of a sub-station back to
the community as an “Economy Park”,
or setting up a full-time post to administer projects from the BKW Eco Fund.
Sustainability and efficiency
for our customers
We also help our customers to achieve
sustainability and efficiency objectives
by offering them suitable products.
Apart from our green electricity offering,
we provide energy efficiency services
such as inspection of energy-related
facilities (building cladding, lighting
concepts, etc.). Our specialists consider the customer’s building in its entirety
rather than just highlighting individual
aspects, and based on their report we
develop a sustainable efficiency concept with our customers.
Credibility in the
dialogue with a critical
public.
Customers (municipal authorities and
also private individuals) can achieve a
ANNUAL REPORT SUSTAINABILITY 2013 I Profitability and efficiency
BKW offers sustainable efficiency concepts ranging from LED lighting solutions for municipalities to energy concepts for event organisers.
sustainable efficiency increase through
the use of LED lighting. An impressive
example at community level is the district of Oberfeld in Ostermundigen.
Traffic-activated control of street lighting has reduced electricity costs in the
community by around 80 percent. At
the Swiss ‘Schwing- und Älpler’ festival in 2013 in Burgdorf, the event organisers installed BKW substations for
electricity supply instead of traditional
generators. This was an ecological and
commercial success as the event organisers reduced CO2 emissions and
saved fuel costs.
Last but not least, a sustainable approach promotes our credibility in the
dialogue with an ever more critical public. The argument that reasonable profits are a pre-condition for investment in
ecological and socially relevant projects
is well understood by stakeholders.
21
22
Over the last two years we have restructured procurement management
as part of Group strategy, and we have already seen the first positive
results. In 2013 we completed a further important step with the Group
Executive’s adoption of a Supplier Code.
The Group-wide procurement policy
and the Supplier Code provide the procurement framework for our company.
The Group Executive approved the
Supplier Code at the end of 2013 and it
came into force on 1 January 2014. The
We expect responsible
and transparent procurement from our
suppliers, and our
customers expect the
same from us.
Code is based on internationally recognised standards and includes minimum
expectations of our suppliers as well as
their representatives, their own suppliers and sub-contractors, and their employees. We have presented the Supplier Code to our most important suppliers
(our A-Suppliers) for their signature.
This affects around 20 percent of our
suppliers, who provide around 85% of
our purchases. Responsible and transparent procurement is essential for us.
It is therefore mandatory for us that our
A-Suppliers commit to the Supplier
Code. About 95% of our A-Suppliers
have already done so.
curement, makes his first assessment.
“We were able to present an encouraging result in 2013. On an annual procurement volume of CHF 300 million
we succeeded in saving a total of CHF
13 million.” Further tools will follow to
make life easier for the procurement
team and to make purchasing transparent. The objective for 2014 is to introduce blanket purchase orders, where
the budget and general conditions such
as delivery terms are defined for each
supplier. This means that within the
contract, terms and conditions do not
need to be renegotiated for each individual order.
Progress with disposal
We also made considerable progress
with disposal in 2013. We centralised disposal across the entire grid
business division, except for the Mittelland and Jura regions, and we recorded waste and recyclable materials. With 13 locations and a total of
66 disposal sites, this was a complex
Procurement management
delivers positive results
After his first two years with procurement management at Group level,
Markus Steiner, Head of Network Pro-
Sustainability is also a key element in procurement.
exercise. The Mittelland and Jura regions were included in the scheme on
31 March 2014. According to Markus
Steiner: “The disposal management
programme is now in the black and
we can report material flow transparently for each site. Group-wide implementation is now planned for this
concept, which was initially implemented in the grid business division”.
Sustainable procurement is a
customer requirement
Responsible procurement as we would
like to see it has occasional disadvantages. For example, public procurement tendering procedures often
involve substantial time and administrative effort, which means that there
may be a considerable delay between
publication of the tender and delivery
of the goods. Around 40% of our procurement volume is affected by this.
The procurement management team is
working towards a continuous increase
in the standardisation of procurement.
This will save time and reduce costs,
especially in a procurement tendering
procedure. Our customers also expect
more responsible procurement from us.
We too must be able to confirm that we
take our corporate social responsibility
for our products and services seriously, that we satisfy the stated minimum
expectations and that we ensure transparency. As a result, procurement management also plays its part in customer
retention and acquisition.
ANNUAL REPORT SUSTAINABILITY 2013 I Suppliers and lifecycle
Commitment to the Supplier Code is mandatory for A-Suppliers.
23
24
On 1 July 2013 BKW reoriented its organisational structure. The new
structure now creates the pre-conditions for the successful implementation of the “BKW 2030” strategy. This new structure will enable us to
reinforce and further expand our position as an important Swiss energy
services provider. Our employees are a crucial factor here.
Due to the changed economic and
energy policy conditions, our employees are now facing new challenges.
We therefore launched the “Evolution”
transition programme to accompany the
introduction of the new organisational
structure in February 2013. The aim of
the programme is to adapt the company organisation as closely as possible
to the “BKW 2030” strategy by focussing more on functional criteria than on
primarily geographic factors. The business divisions “Energy Switzerland” and
“International Energy and Trade” have
been dissolved and replaced by the
business divisions “Production”, “Market” and “Renewables and Efficiency”.
This grouping of similar or associated
competencies increases our effective-
ness in market penetration, development of new technologies and the fulfilment of customer needs. We have now
created the pre-conditions for sustainable and successful marketing.
Teamwork in the new
organisation
The teamwork of our employees is
the key to successful implementation
of this strategy. Our employees were
therefore involved in the “Evolution”
programme from the very outset with
topics specific to them. As far as individual roles and positions were concerned, we concentrated on building
on the proven competencies of our
existing management teams and employees. Rationalisation of locations
and jobs has also improved and sim-
plified intra-company collaboration and
communication.
With our new organisational structure we are
preparing ourselves for
the future with competent and well-motivated
employees.
Introduction of a
“Change Barometer”
In October 2013 we carried out a survey on the change process. We used a
‘change barometer’ to survey the effectiveness of the changes and the general
mood of our employees following the
introduction of the new organisational
structure. Assessment of the 200 questionnaires received showed that good
pre-conditions for the new company
orientation have been achieved and
that the new organisational structure
is well understood. On the other hand
it also became clear that collaboration
between divisions is still assessed negatively. The ‘change barometer’ forms
the basis for introducing targeted
measures for further development of
our company culture and for our positioning as a leading energy service
provider in Switzerland.
Going forward together
As part of a reorganisation it is important to us to keep our employees informed.
As part of the event series ‘Going forward together’, business units present-
ANNUAL REPORT SUSTAINABILITY 2013 I Employees and safety
ed their ideas for reciprocal collaboration and outlined their contribution to
the attainment of BKW’s strategic objectives. A total of 250 employees took
part in the five events held in Berne,
Delémont, Nidau and Wimmis. Feedback from the participants was overwhelmingly positive.
Our values
You can rely
on us
Internal communication of
company values
We set high
standards
The result
is what
counts
In early 2013 BKW’s values were communicated across the Group. Management teams discussed these with their
employees and then developed and
implemented the measures outlined in
the workshops.
Enthusiasm
for our
customers
Absenteeism trend due to accidents
and illness
The number of occupational accidents reduced in
comparison to the previous year. However the
corresponding absentee rates increased. There was
also an increase in absenteeism due to non-occupational accidents, upon which BKW only has limited influence. Since 2011 we have also seen a continuous increase in absenteeism due to illnesses. The
causes for this are currently being investigated.
We have set up a Health and Case Management
Team with recognised specialists who are supporting our employees after accidents and illnesses.
% of total workforce at BKW
180
150
120
90
60
30
0
2008
2009
2010
2011
Absence due to illness
Absence due to non-occupational accidents
Absence due to occupational accidents
2012
2013
25
26
About the BKW Group
Group
Management
Finance and
Services
Suzanne Thoma
Beat Grossenbacher Hermann Ineichen
BKW Energy Ltd.
BKW Management Ltd.
BKW Netz Schweiz AG
sol-E Suisse AG
Production
Renewables and
Efficiency
Market
Networks
Renato Sturani
Monica Dell’Anna
Christophe Bossel
cc energie sa
Arnold AG
BKW Deutschland GmbH
BEBAG Bioenergie
Bätterkinden AG
– BKW Energie Dörpen
Beteiligungs-GmbH
– STKW Energie Dörpen
GmbH & Co. KG
Biogasanlage Piano di
Magadino in Bern AG
– STKW Energie
D örpen Ver
waltungs-GmbH
– Curea Elektro AG
Electra Italia S.p.A.
Erdgas Thunersee AG
Elektrizitätswerk
G rindelwald AG
Onyx Energie Dienste AG
– BKW Energie
W ilhelmshaven Beteiligungs-GmbH
Biomassekraftwerk
O telfingen AG
BKW France SAS
BKW Bippen Wind GmbH
– Onyx Energie Netze AG
BKW Borkum West II
Beteiligungs GmbH
Société des forces
électriques de la Goule SA
– BKW Hydro
Allevard SAS
Onyx Energie
Mittelland AG
BKW Italia S.p.A.
– BKW Hydro
Valle d’Aosta S.r.l.
– Bradano Energie S.r.l.
BKW Dubener Platte
Wind GmbH
– CHI.NA.CO S.r.l.
–Idroelettrica
Lombarda S.r.l.
– Luminosa S.r.l.
EWR Energie AG
BKW Eneuerbare
Energien GmbH
– Tamarete Energia S.r.l.
–Termoelettrica
Veneta S.r.l.
BKW Holleben Wind GmbH
BKW Wallis AG
BKW ISP AG
– EES Jäggi-Bigler AG
Elektrizitätswerke
Wynau AG
– Elektro Feuz AG
Energie Utzenstorf AG
BKW Landkern Wind GmbH
Kraftwerk Lauenen AG
BKW Wind Italia S.r.l.
Kraftwerk Utzenstorf AG
–Green
Castellaneta S.p.A.
Kraftwerke Kander Alp AG
BKW Wind Service GmbH
Kraftwerke Milibach AG
Holzwärme
Grindelwald AG
– inelectro sa
Onyx Energie
Produktion AG
Juvent SA
Simmentaler
Kraftwerke AG
Regionaler Wärmeverbund AG Heimberg-Steffisburg (REWAG)
TW Energie AG
Volturino Wind S.r.l.
WEV Spiez AG
Wind Farm Buglia S.r.l.
Wind Farm S.r.l.
Wind International
Italy S.r.l.
ANNUAL REPORT SUSTAINABILITY 2013 I About the BKW Group
The BKW Group is an important energy services company in
Switzerland. It employs more than 3,000 people, with its
partners it supplies around one million people with electricity,
and it covers all stages of energy supply: from production
and transport to trading and sales. In addition to pure energy
supply, BKW develops, implements and operates comprehensive energy solutions for private and commercial customers as well as for energy utility companies and local
authorities. It is also committed to programmes focusing on
the research and development of innovative technologies
to ensure a sustainable, secure energy supply.
Capital structure, ownership structure
and legal form
BKW AG is a joint-stock company. As the majority shareholder, the Canton of Berne holds 52.54 percent of the
shares, the energy supplier E.ON SE holds 6.65 percent and
Groupe E SA holds 10 percent. The share capital of BKW
amounts to CHF 132 million, divided into 52,800,000 fully
paid up registered shares with a par value of CHF 2.50
each. The shares are listed on the SIX Swiss Exchange and
the BX Berne eXchange.
Participation rights of shareholders
and employees
Shareholders’ rights may only be exercised by persons listed
in the share register as a shareholder with voting rights.
There are no limitations on voting rights for BKW shareholders attending the Annual General Meeting. Every shareholder with voting rights can represent his shares himself in
the Annual General Meeting or be represented by another
shareholder or the independent voting proxy. Since the Swiss
ordinance against excessive compensation with respect
to listed stock corporations (VegüV) came into force on
1 January 2014, representation by a corporate body is
no longer possible. Representation by a third party was not
previously permitted in any case. Public corporations,
legal entities and trading companies are represented by their
corporate bodies, partners or legal representatives, or by
representatives with special written power of attorney. Every
share listed in the share register with voting rights is entitled to one vote at the BKW Annual General Meeting.
Employee participation encourages cooperation between
the company and its employees in the mutual interests of
both. Participation of individuals is recognised in their area
of responsibility. In addition, the Personnel Committee
advocates the interests of employees by reviewing their
27
recommendations and wishes and submitting them to
the Group Executive. The Personnel Committee briefs employees regularly on its activities.
More information can be found in the 2013 Annual Report
under “Corporate Governance” and in the 2013 Financial
Report.
Contents
Sustainability indicators 2013
30 Direct energy consumption – EN 3
30 Indirect energy consumption – EN4
30 Greenhouse gas emissions – EN16/17
30 Waste – EN22
31
Number of employees – LA1
31
Employee turnover – LA2
31
Deaths, work-related accidents, non-occupational accidents
and illnesses – LA7
32
Training – LA10
32
Diversity and equal opportunity – LA13
32
Total number of incidents of discrimination – HR4
32Significant fines (monetary value) and number of non-monetary
sanctions for non-compliance with laws and regulations – SO8
33 Installed capacity – EU1
34 Net energy output – EU2
34 Number of residential, industrial, institutional and
commercial clients – EU3
35 Length of transmission and distribution lines – EU4
35Provisions for dismantling of nuclear power plants – EU9
35 Power outage frequency – EU28
35 Average power outage duration – EU29
36 Independent auditor report
38 Endorsement by GRI
29
30
ANNUAL REPORT SUSTAINABILITY 2013 I Sustainability indicators
Direct energy consumption – EN 3 ¹
TJ
Natural gas
Heating oil
Fuels
Total consumption
2013
Group
Minority interests
Group
Group
2012
2011
2010
33.3
30.3
36.9
42.9
4 812
18.3
51.5
4 915.1
3 106
18.8
45.3
3 200.4
4 734
14.9
43.5
4 829.3
2 647
9.7
38.7
2 738.3
2013
2012
2011
2010
131 672.5
21 052.2
7 410.6
139 083.1
133 194.0
20 765.0
6 898.0
140 092.0
n /a
5 426.2
6 745.2
12 171.4
n /a
6 593.7
7 079.2
13 672.9
2013
2012 ²
2011
2010
8 113
7 708
n /a
n /a
270 217
9 045
8 139
295 514
174 417
9 078
3 932
195 135
260 729
n /a
n /a
n /a
151 406
n /a
n /a
n /a
2013
2012
2011
2010
2 221.2
134.0
2 355.2
2 094.9
61.4
2 156.3
n /a
n /a
n /a
n /a
n /a
n /a
Indirect energy consumption – EN4
MWh
Electrical energy
Electrical energy without Mühleberg nuclear power plant (KKM)
Heat
Total consumption
Greenhouse gas emissions – EN16 / 17 ¹
t CO2e
Scope 1
Scope 2
Scope 3 ³
Total Greenhouse gas emissions
Direct emissions
Relevant minority interests
Indirect emissions
Emissions along the value chain
²adjusted values
³ including KWO business travel
Waste – EN22
t
Conventional waste
Hazardous waste
Total waste
¹In 2013 the Wilhelmshaven coal-fired power station tested operations at 50% load for two days.
As these were test operations, these values are not considered in the indicator.
31
Number of employees – LA1
Employees
2013
2012
2011
2010
2 859
3 016
2 541 475
174
161
455
567
2 449
2 790
2 938
2 506
432
168
152
n /a
518
2 420
n /a
2 936
n /a
n /a
165
n /a
n /a
n /a
n /a
n /a
2 914
n /a
n /a
167
n /a
n /a
n /a
n /a
Employees
2013
2012
2011
2010
Turnover (individuals)
Turnover (%)
448
14.9
396
13.5
319
11.5
382
13.9
2013
2012
2011
2010
0
2 129
3 587
18 614
115
287
0
1 943
2 899
14 964
174
383
0
1 853
2 522
13 796
n /a
n /a
0
1 936
3 440
15 286
n /a
n /a
in full-time equivalents (excluding trainees and temps) ¹
Number of people (excluding trainees)
Full-time equivalent
Part-time posts
Trainees
Individuals with temporary contracts
Contractors / subcontractors
Management
Employees
Employee turnover – LA2
Deaths, work-related accidents, non-occupational accidents and illnesses – LA7
Deaths (number)
Work-related accidents (absence in days) ¹
Non-occupational accidents (absence in days) ¹
Illnesses (absence in days) ¹
Work-related accidents (number)
Non-occupational accidents (number)
¹based on permanent positions
32
Training – LA10
Hours / employee
Total hours
Hrs / total
Hrs / employee
Hrs / management
2013
2012*
2011
2010
94 367
31.3
33.6
30.8
60 080
20.5
19.5
24.9
60 496
22.3
n /a
n /a
66 848
24.9
n /a
n /a
2013
2012
2011
2010
2 541
475
559
2 457
18.5
2 506
432
530
2 408
18
n /a
n /a
n /a
n /a
n /a
n /a
n /a
n /a
n /a
n /a
2013
2012
2011
2010
0
0
0
0
2013
2012
2011
2010
0
0
0
0
0
0
0
0
Diversity and equal opportunity – LA13
Distribution of full and part-time positions
Gender distribution
Proportion of women (%)
Full-time
Part-time
Women
Men
Total workforce
Total number of incidents of discrimination – HR4
Number of incidents
Significant fines (monetary value) and number of non-monetary sanctions
for non-compliance with laws and regulations – SO8
Number of cases
Amount of fines in CHF
33
Installed capacity – EU1 ¹
MW
BKW and Group companies
2013
2012
2011
2010
Hydroelectric
Wind
Solar
Biomass
Natural gas
Nuclear energy
281.5
357.0
2.7
3.1
62.3 ³
373.0
1 079.6
271.2 ²
293.0
1.9
3.1
0.5
373.0
942.7
n /a
n /a
n /a
n /a
n /a
n /a
2 794.8
n /a
n /a
n /a
n /a
n /a
n /a
2 532.3
Hydroelectric
Wind
Solar
Biomass
Natural gas
Nuclear energy
1 310.4
35.1
0.7
4.2
200.0
416.0
1 966.4
1 289.7 ²
14.7
0.6
4.5
250.0
416.0
1 975.5
n /a
n /a
n /a
n /a
n /a
n /a
2 794.8
n /a
n /a
n /a
n /a
n /a
n /a
2 532.3
Hydroelectric
Wind
Solar
Biomass
Natural gas
Nuclear energy
1 591.9
392.1
3.4
7.3
262.3
789.0
3 046.0
1 560.9
307.7
2.5
7.6
250.5
789.0
2 918.2
n /a
n /a
n /a
n /a
n /a
n /a
2 794.8
n /a
n /a
n /a
n /a
n /a
n /a
2 532.3
Total
Subscription rights and minority interests
Total
Overall
Total
¹In 2013 the Wilhelmshaven coal-fired power station tested operations at 50 % load for two days.
²Corrected values from 2012
³The Tamarete combined gas-fired power plant is only taken into account at 60 %.
34
Net energy output – EU2¹
MWh
BKW and Group companies
2013
2012
2011
2010
Hydroelectric
Wind
Solar
Biomass
Natural gas
Nuclear energy
1 291.4
614.7
2.5
20.1
43.8 ²
2 938.0
4 910.5
1 256.5
486.5
2.0
11.7
0.8
2 988.2
4 745.7
1 003.9
273.0
1.8
0.4
1.4
2 494.0
3 774.5
n /a
n /a
n /a
n /a
n /a
n /a
10 552.0
Hydroelectric
Wind
Solar
Biomass
Natural gas
Nuclear energy
2 709.4
28.2
0.7
1.6
634.9
2 895.3
6 270.1
2 773.0
27.3
0.7
8.5
475.0
2 781.2
6 065.7
2 459.6
30.1
0.8
17.4
703.0
2 878.6
6 089.5
n /a
n /a
n /a
n /a
n /a
n /a
10 552.0
Hydroelectric
Wind
Solar
Biomass
Natural gas
Nuclear energy
4 000.8
642.9
3.2
21.7
678.7
5 833.3
11 180.6
4 029.5
513.8
2.7
20.2
475.8
5 769.4
10 811.4
3 463.5
303.1
2.6
17.8
704.4
5 372.6
9 864.0
n /a
n /a
n /a
n /a
n /a
n /a
10 552.0
2013
2012
2011
2010
357 118
351 612
324 273
317 961
Total
Subscription rights and minority interests
Total
Overall
Total
¹In 2013 the Wilhelmshaven coal-fired power station tested operations at 50 % load for two days.
²The Tamarete combined gas-fired power plant is only taken into account at 60 %.
Number of residential, industrial, institutional and commercial clients – EU3
Number
Private customers
Business clients
2 558
2 642
23 320
22 067
Distributors
133
128
130
116
Directly supplied municipalities
353
363
360
360
35
Length of transmission and distribution lines – EU4
km
2013
2012
2011
2010
1 124
20 929
1 118
20 625
1 102
20 348
1 187
20 229
2013
2012
2011
2010
Decommissioning of the nuclear power plant:
– Post-operation phase
– Demolition of the power plant
– Restoration of local environment
765.0
688.9
656.1
529.6
Disposal of spent fuel elements and radioactive waste
outside the plant compound
733.8
696.7
675.5
540.5
88.3
82.2
79.1
75.4
Number of outages per end-user per year
2013
2012
2011
2010
SAIFI ¹
0.32
0.44
0.44
0.28
Transregional distribution grid
Regional distribution grid
Provisions for dismantling of nuclear power plants – EU9
Mio. CHF
Plant-specific costs (disposal costs within the power plant)
Power outage frequency – EU28
¹ Retrospective in accordance with the new calculation method of the Association of Swiss Electricity Companies (VSE)
Average power outage duration – EU29
in minutes per end-user per year
SAIDI ¹
2013
2012
2011
2010
26
43
47
31
¹ Retrospective in accordance with the new calculation method of the Association of Swiss Electricity Companies (VSE)
36
Independent auditor report
ANNUAL REPORT SUSTAINABILITY 2013 I Independent auditor report
37
38
Endorsement by GRI
ADDRESSES
Sustainability Office
Investor Relations
Media Communications
BKW AG
Sustainability Office
Viktoriaplatz 2
CH-3000 Berne 25
Telephone +41 58 477 50 70
Fax +41 58 477 56 35
[email protected]
BKW AG
Investor Relations
Viktoriaplatz 2
CH-3000 Berne 25
Telephone +41 58 477 53 56
Fax +41 58 477 58 04
[email protected]
BKW AG
Media Communications
Viktoriaplatz 2
CH-3000 Berne 25
Telephone +41 58 477 51 07
Fax +41 58 477 57 90
[email protected]
IMPRINT
Publisher / Editorial Office
Concept / Design
Corporate Communications
BKW, Bern
hilda design matters,
Zurich
Photography / Illustration
Stephan Bögli, Nods
Rolf Siegenthaler, Berne
Ruben Wyttenbach, Berne
Benjamin Hofer, Zurich
Michael Lio, Winterthur
c2 Beat Cattaruzza GmbH,
Nidau
This sustainability report is published in print form in German and French; an online version is
available on the Internet in German, French and English.
ISSN 2296-5912 KS14EO2006
BKW AG
Viktoriaplatz 2
CH-3000 Berne 25
Telephone +41 58 477 51 11
www.bkw.ch

BKW Group Sustainability 2013

Transcription

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