Reporting principles

Determination of materiality

In our report, we discuss those topics that we believe are of material importance to the value chain within which we operate and topics which have been indicated as relevant by our stakeholders. At an internal workshop in 2015, we determined the materiality of the topics with which we as a company havean impact. This workshop was attended by representatives of our management, our CSR experts and communication specialists. In 2016, two new members joined the Executive Board. We therefore decided to reassess our internal prioritisation.
The process of determining materiality consisted of the following steps:

Step 1: Updating relevant topics
In 2016, our material topics were updated. The first step was to update the list of topics on the basis of a media analysis and an environs analysis. The results of these analyses revealed that we already cover all topics that are relevant to us. To create more focus in our new report, we combined a number of closely related topics that we also reported on in 2015.

Step 2: Defining reporting priorities
In 2015, the importance of topics for our stakeholders was determined on the basis of a stakeholder survey, in which 23 external stakeholders from various stakeholder groups participated. In 2016, we reassessed the prioritisation of the topics relevant to our company on the basis of a desktop analysis and discussions with the Executive Board. In this analysis, the internal and external scores carried equal weight.

Step 3:  Drawing up the materiality matrix
Based on this reassessment, we adjusted the materiality matrix and included it in the Materiality section. The twelve topics with the highest scores have been included in this annual report. Together, these topics form the basis of this integrated annual report, which for the second time was drawn up in accordance with the GRI G4 guidelines. The new materiality matrix was submitted to and approved by the Executive Board.

Reporting policy

In drawing up this report, we followed the Transparency Benchmark Criteria of the Dutch Ministry of Economic Affairs as much as possible. The report was also drawn up in accordance with the GRI G4 guidelines (Core), of which a materiality analysis forms an integral part. For the reporting year 2016, we aim to take further steps with regard to G4, which includes improving the structure and cohesion of the information provided.  

We also took note of the new EU Directive (2014/95/EU), which was enshrined in Dutch legislation in December 2016 in the form of two separate regulations: disclosure of non-financial information and disclosure of diversity policy. The first disclosure requires public-interest organisations with more than 500 employees to provide insight into how, in their operations and value chain, they address environmental, social and HR matters, respect human rights and fight corruption and bribery. This should include policy, results, main risks and control measures, and non-financial KPIs with regard to these areas. The second disclosure requires an explanation regarding diversity policy for the Executive Board and the Supervisory Board.

The application of the directive will only be required by law as of the reporting year 2017. The disclosure of diversity policy only applies to large, listed companies. However, in this annual report, we have taken the first step towards applying the directive. In our integrated annual report, we already report on the aforementioned topics, because they touch upon our material topics to a greater or lesser degree. Diversity and fighting corruption and bribery are not material topics, but form part of Corporate Governance. In the table below, we provide an overview of where the information we already report on can be found in our report. In the next reporting year, we will be fully compliant with the directive.

Topic Material topic for Gasunie Reference
Environment Energy transition
Footprint reduction
- The policy pursued: Strategy - CSR focus areas and multi-year plan;
- The results of the policy pursued:Results Energy transition, Environment
- The main risks and controlling these risks: Our risk profile; Connectivity matrix
- Essential non-financial performance indicators: Connectivity matrix
Social and HR matters Safety
- The policy pursued: Strategy – CSR focal points and multi-year plan; Employees, - Safety results
- The results of the policy pursued:Employees, Safety results, Annexes
- The main risks and controlling these risks: Our risk profile; connectivity matrix
- Essential non-financial performance indicators: Connectivity matrix
Respecting human rights Socially responsible procurement - The policy pursued: Annex 3 – Product and supplier information
- The results of the policy pursued: Annex 3 – Product and supplier information
- The main risks and controlling these risks: Gasunie currently has no insight into the specific risks relating to human rights.
- Essential non-financial performance indicators: Gasunie currently does not apply any specific KPI in the field of human rights.
Fighting corruption and bribery Employees
Corporate governance
- The policy pursued:Employees: Code of Conduct; Annex 3 Product and supplier information
- The results of the policy pursued: Results: Energy transition; Environment
- The main risks and controlling these risks: Our risk profile
- Essential non-financial performance indicators: Employees: Code of conduct and Reporting Misconduct, KPI: No. of incidents of bribery and corruption, reports of 'suspected misconduct'
Diversity of Executive Board and Supervisory Board Corporate Governance - The policy pursued: Annex 5 - Diversity
- Objectives and results: Annex 5 - Diversity

We report on the most relevant performance indicators (KPIs) that follow from our strategy. All aspects that directly affect the realisation of our strategy have been included in this report. These include indicators in the fields of finance, health, safety and the environment. Wherever possible, the data with regard to safety and the environment have been placed in a multi-year perspective in order to show long-term developments.

The report is intended for all our stakeholders, both internal and external. The report is made available on our website. For environmental reasons, it is in principle only be published digitally. Specific terminology used in this report is explained in the definitions.


We aim to be transparent about our objectives and how we aim to achieve them. In our annual report, we therefore elaborate on our activities and results, explaining not only what went well, but also what did not go so well and what we are doing to improve matters. We measure our transparency on the basis of our score in the Transparency Benchmark. In 2013, we laid down our transparency ambitions as follows:

Ambition Transparency Benchmark Total score Subcategory Energy, Oil & Gas State participations (33)
Reporting year 2015 Top 30 (approx. 185 points) Top 3 Top 10
Reporting year 2016 Top 30 (approx. 185 points) Top 3 Top 8
Reporting year 2017 Top 30 (approx. 185 points) Top 3 Top 8
Reporting year 2018 Top 30 (approx. 185 points) Top 3 Top 8

In 2015, our total score was 192 points, which meant we achieved our target of 185 points. In 2016, we set our goals for the coming years, placing more emphasis on our position with respect to state participations. We aim to achieve approximately 185 points and to finish at least in the Top 30 of all participants.

Reporting process

In collecting the data for this report, both internal and external sources (such as manuals, management information systems and third-party data) were consulted. All departments bearing final responsibility for executing our key policy themes were also involved. For the most part, these departments were Safety, Finance, HR, Communications and Public Affairs, both in the Netherlands and Germany. The data they provided were consolidated by our financial control department as part of their internal control activities.

The report is checked and approved by the Executive Board, the Audit Committee, the Supervisory Board and the shareholder. The report is published within a few days after the approval of the General Meeting of Shareholders. The General Meeting of Shareholders approved the 2016 report on 30 March 2017, and the report was published on 31 March 2017. 
We invite readers of the report to provide us with feedback by email (

Scope and boundaries
For the materiality analysis, we select topics that are relevant to our society, sector, company and stakeholders. The topics are mentioned under ‘Materiality analysis’. The scope of this report is partly determined on the basis of the materiality analysis. We report on our role as a transporter of natural gas, a supplier of related services in the gas value chain, and as owner and operator of the Dutch national gas transport grid. We have also included topics that are relevant in our value chain but which we cannot influence directly, such as earthquakes and the changing composition of gas. In this report, we describe our mission, strategy and the principal outcomes of our operational management, as well as sketching the most significant internal and external developments affecting that management. We indicate how we are responding to these developments. And since we take our responsibilities as part of the supply chain seriously, we also clearly distinguish those activities that we carry out as part of good supply chain management. Safety is a major priority for us, and we encourage safety awareness among our contractors. Given the importance of safety, this report also contains a summary of the safety performance of our contractors. Other performance data, such as those of suppliers, have not been taken into account. Details about acquisitions and divestments are included in conformity with legal obligations in the report covering the year in which they took place.

This report covers Gasunie in the Netherlands, Gasunie in Germany, GTS, GGS and participations such as BBL Company, in which, in terms of capital provision, Gasunie has a majority shareholding of 60%. Figures relating to these parts of our company have been included in the overall figures and results in so far as they are available. With regard to matters relating to safety, health and the environment, the data recorded in the Netherlands and Germany differ somewhat, which is sometimes due to differences in legislation. Whenever possible, data from the Netherlands and Germany have been combined. Where this was not possible, the data are presented separately. Participations in which we have a minority shareholding in terms of capital provision have not been included in the report. Our subsidiaries GTS and GGS issue their own annual reports, in which their specific results are reported in more detail.

This report is an annual publication. It gives an account of our efforts in the reporting year 2016, which runs from 1 January 2016 up to and including 31 December 2016. The report also includes an account of relevant developments that take place in 2017 before the publication of the 2016 report.


As required by law, our financial statements were audited by an external auditor (PwC). PwC not only audited our financial information, but also verified our non-financial data in the field of Corporate Social Responsibility. The auditor’s letter and the assurance report have therefore been combined in this annual report. We also have our social data audited, because we believe it is important to be able to demonstrate that our reporting processes are in good order. This includes an assessment of whether the report complies with the GRI guidelines, version GRI G4 Core.

Measuring and registration systems

The environmental data of Gasunie in the Netherlands are generally measured and recorded as follows:

  • The amount of waste removed is measured by waste collectors and processors. They register this on weighing slips, bills of lading, invoices, quarterly reports and annual overviews, all of which are passed on to us. The processing methodology they use is described in those documents. These annual overviews form the basis of the data reported by Gasunie.
  • Possible soil pollution is recorded in soil inspection reports. The progress of investigations and any clean-up operations are registered centrally in a database, from which we extract data for this report.
  • Data relating to the use of energy and water are derived from the overviews provided by the suppliers of energy and water at our principal locations. The data relating to the other locations are estimated, based on normal usage and/or third-party invoices.
  • Air emissions are mainly registered by the Olympus computer system, developed for registering compressor data. Emissions of CO2, CH4 and NOx are calculated on the basis of the fuel consumption of the machines, which is measured continuously. Each machine has its own emission characteristics, which have been registered in Olympus. The registration is corrected manually before and after operation of the compressors.
  • Data on fugitive emissions are obtained from recent measurements, in accordance with the EPA21 method, and from historical research into the emissions at specific types of locations.
  • HFC emissions are calculated on the basis of amounts (in kg) recorded in the logbooks at the various locations.
  • All deviations from environmental standards are registered according to their cause in an internal database, from which the reported data are derived.
  • Specifications of raw materials are based on purchasing data, with the exception of the usage of odorant, which is calculated.
  • Specifications of nitrogen are based on purchasing data and on the data recorded at the Ommen and Kootstertille locations.

Environmental data relating to Gasunie in Germany are collected in various ways. These include direct measurement (electricity, water consumption and emissions), indirect measurement (e.g., calculations of CO2 and NOx and emissions of fuel gas), and registration (waste collection reported by external suppliers). All data are entered into our environment database. This database is the source of all forms of environmental reporting. This includes our emissions trading, which is audited and certified each year by an independent third party (the auditing and certification only applies to the emissions trading part). Although we treat our measuring and registration systems with care, we acknowledge that the information provided is, in part, subject to a degree of uncertainty, which is inherent to limitations at the measuring location and with regard to calculation periods.

Changes in definitions and measuring methods
In the past reporting year, no changes took place in the definitions we use. With respect to emissions measurements of fugitive leaks, we are working on making these measurements more accurate. To this end, we compare the emissions measured in accordance with the current (legally prescribed) method (EPA21) with more accurate measuring methods. By doing this, we may be able to make certain proposals in the future for adjusting the legal requirements in order to obtain a more accurate result.

Management systems

We comply with all national and international legislation in so far as it applies to our company. In addition, we have set our own stringent requirements: we believe it is important that our performance is based on clear standards and values. Our technical standards are specified in the Gasunie Technical Standards, and our safety, health and environment standards are specified in our Commitment to Safety, Health and Environment Policy. In our Code of Conduct, we explain how we expect our employees to behave with respect to integrity, safety and accountability. We have a whistle-blower policy (for reporting suspicions of improper conduct) and a counsellor has been appointed to deal with any reports. We have also set up a Complaints Committee to which employees can turn with any complaints. In addition, counsellors are available for various areas, including with regard to undesirable behaviour. Finally, we always make sure we handle with care any complaints that arise from the local communities in which we work.
Our policy with regard to the environment is ISO 14001-certified. We promote standards within our chain by participating in national and international workgroups, such as in the fields of green grids and methane emissions. In these groups, we carry out research and exchange knowledge, with the aim of learning from each other. Since 2016, we have been chairing a Marcogaz workgroup that studies methane emissions within the gas transport chain.

Embedding CSR policy and accountability

Our CSR policy and activities are aligned with our strategic objectives. CSR forms an integral part of our business activities. The head of the Organisation & Strategy department is responsible for the CSR policy. The CSR Task Force identifies opportunities and developments in the field of CSR. Employees involved in the CSR Task Force are employees from those parts of our organisation that could make a significant contribution to CSR, such as Procurement, Safety, Health & Environment, Organisation & Strategy, and Operations & Projects.

Business units and departments within our company are themselves responsible for providing input with regard to CSR policy in their own area of expertise, as well as for executing and adapting the policy. In 2016, two special workgroups were set up in the fields of sustainable mobility and sustainable procurement. Regular CSR activities, such as safety, are financed out of department budgets. For the new workgroups, eight employees were partially freed up and financial means were made available. In 2016, it was decided to appoint a CSR coordinator to further develop CSR awareness within our company. The CSR coordinator starts in 2017 and will coordinate CSR initiatives on a daily basis.

The Executive Board is responsible for formulating our CSR policy and objectives, and for CSR policy and performance in practice. The policy is aligned with the Supervisory Board. The Executive Board monitors and evaluates progress and results by means of reports and targets and makes adjustments with regard to material social aspects where necessary. The Supervisory Board supervises all of this, and also monitors the external reporting.

Up to and including 2016, CSR formed a fixed part of the collective targets for employees and management. As of 2017, the collective targets have been abolished (see the Employees section under Results). For 2017, a corporate CSR target with regard to CO2 reduction applies. In addition, where relevant, CSR targets will be included in the individual work agreements/targets at all levels of the organisation.

In determining objectives with regard to CSR, the relevant departments are also consulted on whether the necessary preconditions are present and sufficiently embedded within our organisation.

The results are determined by the Supervisory Board and audited by an external auditor.

Product and supplier information

Markets and customers

Our most important markets are the Netherlands and Germany. In addition, we transport gas to and from other countries. Our customers consist mainly of shippers, traders and directly connected parties (industries, regional network operators, private network operators, foreign network operators, gas producers, operators of gas storages and operators of LNG plants).

Production factors

The most important products and services that enable us to deliver our services are the following:

  • Building, managing and maintaining the pipeline network and installations
  • The supply of materials for the purposes of building, managing and maintaining the pipeline network and installations
  • Fuel gas, electricity and nitrogen
  • An IT network for efficiently planning and executing the transport of gas
  • Facility services and temporary staff.

Origins of raw materials, materials, products and services

Most of what we buy comes from the European Union. Broken down into countries, 85% of our supplies come from the Netherlands, 11% from Germany, 1% from Belgium, 1% from the UK and 2% from other countries.

Selecting suppliers

Before entering into a contract with a major new supplier, we investigate its integrity, its solvency and the composition of its customer portfolio (to ensure that it is not unduly dependent on only one or just a few customers).

In making our selection, we apply the legally obligatory Self-Assessment Form to check whether any circumstances exclude a supplier from accepting tenders (e.g., membership of a criminal organisation, corruption, fraud, terrorist crimes, money laundering, child labour and other forms of human trafficking).

We have a Code of Conduct for Suppliers. Among other things, the Code covers safety, health and environmental matters. It also forbids dealing in or buying products made using child labour. The Code of Conduct is in line with the Code of Conduct that applies to our own employees, and compliance with it forms part of the selection procedure for new suppliers. We regularly check suppliers on their safety and quality performance. In the event of persistent underperformance, we cease working with the supplier in question.

Supplier categories

We divide our product and service groups into the following categories:

  • Strategic:
    Suppliers of strategic products and/or services are subject to stringent requirements. This is because any interruption of supply entails a high risk for us, and the cost of finding a new supplier is high.
  • Critical:
    Suppliers of critical products and/or services are subject to relatively light requirements. This is because finding a new supplier incurs costs. Interruption of the order-related supply does not entail a high risk.
  • Non-strategic/Non-critical:
    All other products and services are classified as non-strategic and non-critical.

The distribution of orders issued in 2016 was as follows:

Building, management and maintenance of the pipeline network 22%
Building, management and maintenance of the installations 8%
Materials 11%
Fuel gas, electricity and nitrogen 32%
IT 10%
Facility services and temporary staff 17%

The contractors we engage mainly come from the Netherlands and Germany. We have no information about indirect suppliers, subcontractors or the provenance of raw materials.

Other data regarding safety, supply chain responsibility and the environment


Keep promoting safety awareness
Our aim is to prevent any safety incident from occurring during our activities. We therefore apply strict rules on working safely and responsibly. We pay great attention to safety awareness to ensure that our employees apply these rules correctly. We have drawn up a Top 10 of the most common risks involved in our activities and have indicated for each of these risks how they can best be avoided. These are our Golden Rules of Safety. These rules are available in Dutch, German and English. The rules contribute to raising risk and safety awareness in order to prevent unsafe situations. They make it very clear that there are certain lines that may never be crossed.

Safety in the workplace: prevention is better than cure
We take a proactive approach to preventing accidents at work, with regard to both our own employees and employees of third parties. Everyone who works for us is obliged to comply with the applicable working conditions legislation and our own additional requirements. Moreover, when accidents, incidents and dangerous situations are reported, we determine what measures need to be taken to prevent such incidents from happening in the future.
We devote considerable attention to creating a healthy and safe working environment, both in our offices and in the field. Our manuals therefore include rules and procedures for this purpose, from rules relating to ergonomic work stations for office staff to procedures to be followed by employees working in the field.
Since we want our employees to be safe not only when they are on our premises but also when they are on the move, we have included a blanket ban on making phone calls (even ‘hands-free’) while driving. This rule may only be overridden in dire emergencies. Our employees also follow various courses on safety matters.

Injuries in 2016
In 2016, the number of reportable injuries decreased to 19 (2015: 22). More information on this is given in the Results section on Safety. The Safety indicators table below shows the total number of incidents that occurred involving Gasunie employees, including incidents involving contractors’ employees while carrying out work for Gasunie.
Remarkably, while the number of reportable injuries per million hours worked in 2016 went down (from 3.7 to 3.5), the number of incidents resulting in absence per million hours worked went up (from 1.3 to 1.8).

Exposure to hazardous substances
Hazardous substances are used in the transportation of gas, and we treat them with great care. Some of these substances are naturally present in the gas transport system, while others are used during maintenance activities, or in operating facility equipment at our offices, for instance. Our own employees and employees of our contractors may be exposed to these. The Working Conditions Directive stipulates that companies must have a good overview of these hazardous substances. If properly registered, the nature, extent and duration of the exposure of their employees to hazardous substances can be determined, as well as the possible risk. If the risk is found to be too high, companies must take appropriate measures to bring it to an acceptable level.
The hazardous substances we use are registered in a central database (Toxic). In 2016, on the basis of this database, we made an overview of those CMR substances (Carcinogenic, Mutagenic, Reprotoxic) that could be replaced by CMR-free substances. This project will be completed by mid-2017.

European benchmark for pipeline incidents (EGIG)
European gas transport companies register their pipeline incidents in the same way, allowing their performance to be mutually comparable. Registration takes place within the European Gas Pipeline Incident Data Group (EGIG), which registers both pipeline lengths and pipeline incidents with gas leaks. These data are used to determine the ‘failure frequency’. This is the frequency (per 1,000km per year) of pipeline incidents with gas leaks due to, for instance, excavation activities, corrosion, construction defects and material defects. With regard to pipeline incidents with gas leaks, we score slightly better than the European average. In the past few years, the sector’s performance has steadily improved. In 2016, the average score for Gasunie was approximately 0.10 incidents per 1,000km per year.

Chart: 5-year moving average failure frequency Chart: 5-year moving average failure frequency

* The EGIG average for 2016 was not yet known at the time of publication

Safety indicators 2012-2016


Gas and electricity consumption
Our gas consumption over the past 5 years was as follows:

Gas consumption (million m3) 2012 2013 2014 2015 2016
Consumption GUN 89.4 111.9 67.1 51.3 50.4
Consumption GUD 64.7 64.3 27.8 31.2 23.5
Total consumption 154.1 176.2 94.9 82.5 73.9

Compared to the previous year, gas consumption decreased in 2016, because less gas was used for the compression of gas-fired combustion plants (gas turbines, gas engines). A perceptible shift is taking place from compression using gas to electrically driven compressors.

Our electricity consumption over the past 5 years was as follows:

Electricity consumption (million kWh) 2012 2013 2014 2015 2016
Consumption GUN 382.5 441.2 431.3 548.9 685.9
Consumption GUD 7.3 7.4 5.8 6.9 7.3
Total consumption 389.8 448.6 437.1 555.8 693.2

In 2016, our electricity consumption increased, mainly due to an increase in electricity consumption for the production of nitrogen for the quality conversion of H-gas to G-gas.

Significant fines for non-compliance with environmental laws and regulations
In the Netherlands, fines for not properly complying with environmental permits and similar licences are dealt with locally by the operator of an installation or via a project (e.g., a new-build project). We currently have no details as to how many fines we received, because they are not registered centrally. In 2017, we aim to improve this by centralising registration.

Value chain responsibility

Social aspects and risks in the gas value chain
We try to keep the effect of our operations on people and the environment to a minimum. But activities within the gas value chain inevitably have an impact on people, the environment and society.

Collaboration within the value chain
We participate in various ‘vertical’ and ‘horizontal’ collaborations to work on,  among other things, the transition to a sustainable energy supply, the establishment of international safety and environmental standards, and the exchange of knowledge. Examples of such collaborations are the following:

  • Gas Infrastructure Europe (GIE)
    GIE is an organisation of some 70 European gas infrastructure companies. Its aim is to find market-based solutions to gas infrastructure problems, whereby the interests of the network users are paramount. For instance, GIE lobbies for a good regulatory climate within Europe, as a precondition for long-term security of supply.
    We participate in ENTSOG, the European Network for Transmission System Operators Gas. We are,  among other things, a member of the Board. All TSOs in the European Union are obliged to join this organisation, some of whose tasks are established in law. These include drawing up European network codes and a ten-year network development plan at European level. These contribute to the stable development of the European gas market.
  • Groen Gas Nederland (GGNL)
    We also take part in Groen Gas Nederland, set up in 2011. GGNL is a foundation whose aim is to speed up the production and sale of green gas in the Netherlands by bringing together knowledge in the field of production, upgrading and feed-in. Our participation in GGNL is in line with our sustainability strategy. In 2015, Groen Gas Nederland merged with Groen Gas Mobiel.
  • Other organisations
    We are members of various other European organisations, such as Eurogas, Marcogaz, Gas Transport Europe (GTE) and the International Gas Union (IGU), which represents the interests of the gas industry worldwide. The active exchange of knowledge is high on the agenda of all these organisations, with the aim of advancing safety, health, the environment and sustainability. We are active in various workgroups.

To meet our value chain responsibility in a wider sense, too, we participate in various horizontal collaborations, including:

  • Energy Delta Institute (EDI)
    The Energy Delta Institute is one of the organisations with whom we work on spreading knowledge of energy matters. Our partners in EDI are Gazprom, the University of Groningen, GasTerra and Shell. EDIʼs main goal is to contribute to the professional development of both the current managers in the energy sector and the managers of the future. EDI coordinates research projects and training programmes in the field of energy.
  • Energy Valley
    The Energy Valley foundation was set up by government bodies, companies and knowledge institutes. Its aim is to expand the energy economy and associated employment opportunities in the northern provinces of the Netherlands. It focuses on developing sustainable innovation projects. The foundation supports initiators in a variety of ways, by helping them draw up project proposals, for instance, or find appropriate partners to work with.
  • Energy Valley Top Club
    Gasunie is also a member of the Energy Valley Top Club. Among other things, this group seeks to promote green energy among the public at large and to enthuse young people about sustainability and technology. Moreover, the Club aims to provide a meeting centre for the energy sector. The Energy Valley Top Club has set up an alliance under the name of ‘Samen duurzaam aan de top!’, to combine the various strengths of knowledge institutes, professional sports organisations in Groningen, businesses and social organisations. In this way, in the coming years, members can work together on various projects to make the energy supply ever more sustainable.

Knowledge development: Energy Academy Europe
We participate in Energy Academy Europe (EAE), an institute that brings together education, research and innovation in the field of energy. EAE’s main energy themes are gas (including biogas and green gas), energy of the future (e.g., solar and wind energy), smart grids, energy efficiency and CO2 reduction. EAE provides a multi-utility test environment (EnTranCe = Energy Transition Center) for developing, testing and demonstrating innovations, while at the same time facilitating start-ups in order to stimulate economic activity.

Pilot platform for research into energy transition: EnTranCe
Gasunie is one of the initiators of the Energy Transition Center (EnTranCe), a project we launched together with BAM, Gasterra, Hanzehogeschool Groningen and Imtech. At the Zernike Campus in Groningen, a practice-oriented ‘living laboratory’ (EnTranCe) was set up, a facility where various functions of smart energy networks are being developed, tested and demonstrated in a real-life environment. Research is being carried out into the integration of wind and solar power into the current energy system, new decentralised energy systems, and smart energy management systems.

Together with other parties, we aim to expand EnTranCe by adding other projects related to the energy transition. In this way, we contribute to the integration of innovative gas applications into the energy system of the future. 

To disseminate knowledge through research and development and to develop innovations, in 2016, we invested € 500,000 in EAE and EnTranCe. We also became an associate partner of ESTRAC, an open innovation centre in which energy-related organisations and knowledge institutes work together to solve major energy issues (3 years, € 200,000 per year). In cooperation with the Social Economic Council (SER), Tennet, EnTranCe and other organisations, we developed an app showing in near-real time the production of sustainable energy in the Netherlands (; an initial investment of € 150,000).

In addition, we invested € 1.2 million in innovation programmes aimed at optimising our existing assets (pipeline management, asset management and analytics).

Collaboration in management standards
In collaboration with partners within and outside the chain, we share knowledge, carry out projects and take part in a number of national and European working parties aimed at establishing standards and norms (CEN, ISO) for gas transport management systems. A good example of collaboration in the field of standardisation of management systems is the Pipeline Integrity Management System (PIMS), which we developed in-house. This is a tool for determining and managing pipeline integrity. We have signed cooperation agreements with many other gas transport companies, which has resulted in several of these parties also implementing PIMS.

Other data – employees

We may have high-tech installations and smart computers, but it is our employees who make our company what it is. They make a difference and are the key to success. We elaborate on our social policy below.

Profile of our employees

Compared to 2015, the number of employees rose from 1,800 to 1,821 in 2016. Of these, 253 worked at GTS, 236 at GUD and 1,332 at other parts of the company. The rise in the number of employees in 2016 is the result of an increase in the number of employees on a permanent contract and a decrease in the number of flex workers.

The male/female ratio is as follows:

Age structure at Gasunie in the Netherlands (GUN) and Gasunie Deutschland (GUD)

Age structure at Gasunie in the Netherlands (GUN) and Gasunie Deutschland (GUD)
Age category Number of EMP* GUN % EMP Number of EMP GUD % EMP
15-25 4 0% 0 0%
25-35 171 11% 40 17%
35-45 408 26% 56 24%
45-55 584 37% 75 32%
55-65 413 26% 65 27%
65-99 5 0% 0 0%

* EMP = employees

Highest level of education at GUN % EMP
Lower secondary vocational education 10%
Upper secondary vocational education  39%
Higher secondary vocational education  33%
Graduate/university education  18%

Recruitment and selection

In the year under review, Gasunie Nederland took on 74 new employees, a decrease compared to 91 last year. We aim for an even spread across the age groups in our workforce. Since we have a relatively large number of older employees, our current preference is to fill external vacancies with younger employees. We offer potential employees an opportunity to get to know our company during traineeships. In 2016, we had 73 internship posts. In 2016, we took on six trainees for our special trainee programme, which runs until 2018. We provide these trainees with a personal coach for two years to develop their knowledge and skills at an accelerated pace.

Performance and career development

We have an annual performance cycle during which we monitor and assess the performance and development of our employees. The cycle starts by drawing up performance targets. Halfway through the cycle, a performance review takes place at which employee and manager evaluate the extent to which the targets have been achieved and to identify specific points of attention. During this performance review meeting, the aspirations and required development of the employee will also be discussed. In the annual personnel review, these are then considered in relation to the growth opportunities that the manager sees for the employee. The annual appraisal – when the employee’s performance is assessed with regard to focus on results, knowledge and skills – forms the end of the cycle.

Terms of employment

The Netherlands

As of 2016, 100% of employees are covered by a collective labour agreement. This stipulates an annual individual pay rise between 0 and 5%, up to the maximum pay level. In addition, a collective pay rise may be agreed, based on a collective bargaining agreement with the trade unions. As of 1 January 2016, we granted a structural collective pay rise of 2%. This was agreed on in March 2016 in a collective labour agreement that terminated on 1 January 2017.

Gasunie Deutschland applies the collective labour agreement agreed on by the German WEG (Association of German Oil & Gas Producers) and the IGBCE (trade union), based on specific salary agreements for the gas transport sector. This agreement covers 159 employees, while 69 employees in higher positions are covered by an agreement between Gasunie Deutschland and the Works Council.

Opting out of  the collective labour agreement
In 2016, we offered those employees who were not covered by the collective labour agreement to opt in to this agreement. As a result of the choices they made, 100% of our employees are now covered by the collective labour agreement.

Equal pay for men and women
Men and women doing the same job receive the same pay. The average gross annual salary of women in our company is 5.7% lower than the average gross annual salary of men: on average, women working full-time earn € 57,552 (men: € 61,035). This difference is due to the fact that relatively more men have reached the top of their salary scale, because they have been employed for longer.


Many studies have shown that working in teams of diverse composition leads to better results. We therefore want to further encourage diversity. For several years now, we have been working with inflow target figures in order to appoint more women. It is our aim that the inflow of new staff will reflect the outflow of educational programmes in various fields that are relevant to our business. This is periodically established and tested. In 2016, 20% of new employees were female, while of those leaving, 21% were female.

As of 2016, in compliance with legislation, we aim to have 30% women in our management. For this purpose, in the past two years, we have participated in the Professional Boards Forum, an initiative that helps companies to actually achieve their legal target of 30%.

At the end of 2016, 17% of our senior managers were female. In this context, at the end of 2016, we organised a leadership workshop for women. Attention was paid to the differences between men and women in terms of perspective, the reasons behind these differences, and how this affects the way in which people cooperate.

At the end of 2016, 25% and 17% of our Executive Board and Supervisory Board respectively were female, compared to 0% in 2009.

Employee Survey

In March 2016, we conducted our biannual Employee Survey, in which our employees rate important topics within Gasunie such as satisfaction, leadership, commitment and cooperation.
The Executive Board has discussed the outcomes of the survey at an organisational level, and the outcomes have also been discussed by each department. We are proud of the results. When asked the general question of ‘How satisfied are you to be working at Gasunie?’, our employees give us a score of 8, which is even higher than two years ago, when this question was awarded with a nice 7.8.

We also use the survey to monitor how, according to our employees, we score on Operational Excellence. To this end, we consider the scores on Customer Centricity, Efficiency, Engagement and Collaboration between departments. The Executive Board aims to improve the scores on these themes, so that by 2018 we will be able compete with the Top 3 of companies we are benchmarked against. In addition, the Executive Board has indicated that ‘Clarity on roles within  Gasunie’ could be improved.

Both within and across departments, we have identified several projects, processes and procedures that we would like to improve. These improvements should lead to higher scores in the next survey in 2018 with regard to the above-mentioned themes, as well as contribute to achieving our strategic objectives.

Report of the Works Council

As of April 2016, the composition of the Works Council has changed. The new team is a good mixture of experience and fresh blood, and got off to a good start with some substantial files. We notice that participation is increasingly becoming part of the Gasunie way of working, in which employees can actually give shape to their input. The dynamo teams are a good example of this. While this is clearly a positive development, we are aware that such a culture change requires a continuous effort.

As in 2015, the file that was the most visible for everyone was the sustainable HR and employment conditions policy. At the end of 2016, this resulted in a package of facilities for sustainable employability. The cooperation within the core team and the creativity of the dynamo teams played an important role in this process. The extent to which these facilities actually improve the agility and resilience of employees will have to become clear in the future.
The now adopted Vision 2023 provides clarity on Gasunie’s position and ambition. For some employees, the decline in activities due to decreasing gas transport, efficiency measures and large-scale outsourcing is cause for concern. In 2016, the Works Council regularly called for transparency with regard to developments in volume and nature of the work expected, so that our colleagues would know what to expect. As job opportunities outside Gasunie decrease with age, the Works Council asked for extra efforts with regard to internal mobility.

In 2016, the Works Council again discussed the Business Plan and the future of Gasunie with the Executive Board. Themes that were dealt with included the role Gasunie aims to play in the energy transition, the strategic personnel plan (including the shrinking and growing areas with respect to work and skills), and more concrete plans with regard to digitalisation and robotisation. Gasunie’s role in collecting and publishing data about supply and demand of energy (as suggested by the Executive Board last year) will be worked out further in 2017 in the form of data services (still to be developed).

In September 2016, the Works Council met with the Supervisory Board, which was attended by four of the six Supervisory Board members as well as our CEO and CFO. In smaller groups, we spoke with the members of the Supervisory Board about the development of Gasunie’s activities, how to deal with the changing reputation of natural gas, corporate social responsibility and HR-related challenges. These were pleasant and useful conversations, and we will organise similar meetings in 2017.

A major organisational change was the establishment of the Corporate Business Development department. This department is responsible for taking the new strategy forward. The Works Council made a few critical comments concerning employee participation and the substantiation of proposals. A number of discussions with the management led to adjustments to the process and the content of the proposals, after which the establishment of the new department was approved by the Board.

The Works Council is looking forward to 2017, when the new sustainable HR and employment conditions policy will be implemented. The coming years will also see major changes in the way Gasunie manages its network. The challenges resulting from the efficiency measures will be very demanding for the organisation and its employees. The Works Council will make a committed effort to make sure this happens in a responsible manner, and with due attention to the wellbeing of our colleagues.


We value the feedback of our stakeholders. It helps us to better align our services with their needs. We collect feedback during all contact opportunities. In addition, GTS organises an annual customer satisfaction survey. More details on the survey are provided in the section Customer Satisfaction. Below, we give a brief overview of our stakeholders, their interests and the way we take these into account in the implementation of our strategy, our policy and our activities:

Stakeholder Interests/expectations of stakeholders Manner and frequency of involvement Discussion points and outcomes 2016
Employees Good employment practices Intranet (daily) New HR and employment conditions package, for which employees have proactively provided input
  Safe and healthy working environment Employee survey (once every two years) Fine-tuned Gasunie strategy that takes into account the interests of society, which benefits from a reliable, safe and affordable gas transport
  Development opportunities Via Works Council (monthly) Safe and healthy working environment
    ‘Rondje Land’ (Executive Board) (quarterly) Good development and career opportunities
    Gasunie Groot (twice a year)  
    New Year’s reception (annually)  
Works Council Clarity regarding proposed plans and activities Consultations with the Board (once every two months) Sustainable HR and employment conditions policy, incorporating input provided by the Works Council
  Good representation of employees’ interests Committees (monthly) New business plan and strategic direction for Gasunie
    Workgroups relating to ‘Requests for advice’ (periodically)  
    Unit meetings (quarterly)  
Local residents Safe environment Open Days (varying) Timely information about activities that affect immediate surroundings
  Information about activities Newsletters and letters (periodically) Strict safety measures
  Minimum inconvenience Information evenings (varying) If necessary, customised solutions to deal with temporary inconvenience
    Educational packages for schools  
    Websites and social media (daily)  
Shareholder Solid returns Regular consultations and reporting Solid results
(the Dutch state) Safe, reliable and sustainable energy supply Annual General Meeting of Shareholders Remuneration policy
      Activities that contribute to a safe, reliable and sustainable energy supply
      Efficiency measures
Customers and affiliates Products and services that meet market demand and/or comply with European laws and regulations Personal contacts (daily) High security of supply
  Security of supply Customer desk (daily) Products and services based on (among other things) market demand and laws and regulations
    Shipper meetings (twice a year)  
    Website (daily)  
    Stakeholder event (annually)  
Suppliers Long-term relationship Personal contacts (daily) Long-term contracts
  Good price Audits (varying; on average ten times per year) Competitive tenders
    Website (daily) Independent audits
      Improvement plans for suppliers, based on the outcomes of audits
Ministry of Economic Affairs and House of Representatives Safe, reliable, affordable and sustainable energy supply Working visits (incidentally) Information provision (particularly the Groningen dossier)
  Well-functioning energy market Regular consultation (four times a year) Progress of the Energy Transition bill
    Lobbying (structurally) Energy Dialogue and Energy Agenda
    Stakeholder event (annually) Strategy and activities that contribute to a safe, reliable, affordable and sustainable energy supply
    Participation in policy consultations (periodically)  
    Input via position papers (periodically)  
Social organisations Safe, reliable and sustainable energy supply Stakeholder events Sustainable initiatives (e.g., in the field of green gas)
  Minimum environmental impact Participation in social platforms (e.g., Springtij) Environmental care in accordance with ISO 14001
    Attending sustainability platform SummerLabb (annually) Cooperation agreement with Stichting Natuur & Milieu to support the energy transition
    Working visits and consultation (periodically)  
    Coalition formation (e.g., the Dutch Renewable Energy Federation (NVDE))  
Regulatory authorities Well-functioning gas market Consultation (periodically) New method decision of ACM
  Competitive rates Focus groups (periodically) BnetZA decision on cost allocation
      Implementing tariff regulation
      Efficiency measures

GRI Index

In the GRI Index table below, for the GRI G4 core indicators and the GRI G4 specific indicators material to Gasunie, we refer to the pages in the Annual Report that disclose the relevant information. For the sake of completeness and transparency, for some of the indicators and for the Disclosures on Management Approach (DMAs), the information is given in the table itself.

GRI Code Indicator Reference
Strategy and analysis    
G4-1 Statement from the most senior decision-maker of the organisation Statement of the Executive Board
Organisational profile    
G4-3 Name of the organisation NV Nederlandse Gasunie
G4-4 Primary brands, products, and services Profile
G4-5 Location of the organisation’s headquarters Groningen, the Netherlands
G4-6 Number of countries where the organisation operates The Netherlands, Germany
G4-7 Nature of ownership and legal form Corporate governance
G4-8 Markets served Profile
G4-9 Scale of the organisation Employees and our results
G4-10 Composition of the workforce Annexes: Employees
G4-11 Employees covered by a collective bargaining agreement Annexes: Employees
G4-12 Description of the organisation’s supply chain The gas chain
Annexes: Other data regarding safety, supply chain responsibility and the environment
G4-13 Significant changes during the reporting period No significant changes took place during the reporting period
G4-14 Explanation of whether and how the precautionary approach or principle is addressed by the organisation Risk management
G4-15 Externally developed economic, environmental and social charters, principles, or other initiatives to which the organisation subscribes Environmental: ISO 14001, Social Charter: Code of Conduct for Suppliers, application of Uniform European Tender Document model
G4-16 Memberships of associations (such as industry associations) and national or international advocacy organisations Stakeholders
Annex 4 Other data regarding safety, supply chain responsibility and the environment
Material aspects and boundaries    
G4-17 Overview of all entities included in the organisation’s consolidated financial statements that are not covered by the report Financial statements
G4-18 Process for defining the report content and the aspect boundaries, and the reporting principles used Materiality analysis
Annex: Reporting principles
G4-19 The material aspects identified in the process for defining report content Materiality
Annex: Reporting principles
G4-20 The aspect boundary for each material aspect within the organisation Materiality analysis
G4-21 The aspect boundary for each material aspect outside the organisation Strategy, Annex: Reporting principles
G4-22 The effect of any restatements of information provided in previous reports, and the reasons for such restatements. Annex: Reporting principles
G4-23 Significant changes from previous reporting periods in the scope and aspect boundaries Materiality
Annex: Reporting principles
Stakeholder engagement     
G4-24 List of stakeholder groups engaged by the organisation Stakeholders, Annex: Stakeholder table
G4-25 The basis for identification and selection of stakeholders Stakeholders
G4-26 The organisation’s approach to stakeholder engagement Stakeholders, Annex: Stakeholder table
G4-27 Key topics and concerns that have been raised through stakeholder engagement Stakeholders, Annex: Stakeholder table, Employees (terms of employment)
Report profile     
G4-28 Reporting period for information provided Auditor’s report
G4-29 Date of most recent previous report  5‑Apr‑16
G4-30 Reporting cycle Annually
G4-31 Contact point for questions regarding the report or its contents For general questions, suggestions or comments, you can contact us via
G4-32 GRI application level and GRI content index Core
G4-33 Policy with regard to assurance Limited
Governance structure    
G4-34 The organisation’s governance structure Corporate governance
Ethics and integrity    
G4-56 Description of the organisation’s values, principles and norms, such as a code of conduct Corporate governance
Material indicators reported by Gasunie in accordance with GRI    
Economic performance (G4 aspects: Economic performance)    
DMA a. Report why the aspect is material and the impacts that make this aspect material
b. Report how the organisation manages the material aspect or its impacts
c. Report the evaluation of the management approach
Gasunie’s mission is to create long-term economic value for shareholders, society, employees and other stakeholders of Gasunie. An important precondition for this is our economic performance. The Executive Board is responsible for the organisation’s economic performance; the Supervisory Board tests this policy. Part of the individual remuneration of Executive Board members depends on the company’s economic performance
G4-EC1 Direct economic value generated and distributed Financial statements
Financial results
Emissions (G4 aspect: Emissions)     
DMA a. Report why the aspect is material and the impacts that make this aspect material
b. Report how the organisation manages the material aspect or its impacts
c. Report the evaluation of the management approach
Our operations impact the environment; for example, think of the laying of pipelines, the construction of gas installations, pressurising, transporting and blending natural gas, metering and regulating gas flows, reducing gas pressure, and maintaining our installations. The energy we use to carry out these activities cause emissions. In order to ensure that we take proper account of the environment in relevant business processes, we have set up our environmental care system in accordance with the ISO 14001 standard. The management bears final responsibility for our performance in the field of emission reduction. We measure our performance in the fields of emissions and green electricity. The performance in the field of emissions is part of a collective target remuneration and of the individual remuneration of the Management Board.
EN15 Direct greenhouse gas emissions (Scope 1) The environment, Annex: Other data regarding the environment
EN16 Indirect greenhouse gas emissions (Scope2) The environment, Annex: Other data regarding the environment
EN17 Indirect greenhouse gas emissions (Scope 3) The environment, Annex: Other data regarding the environment
Health and safety of employees (G4 aspect: Health and safety)    
DMA a. Report why the aspect is material and the impacts that make this aspect material
b. Report how the organisation manages the material aspect or its impacts
c. Report the evaluation of the management approach
The safety of our employees and our environment is an important precondition for us during our operations. Ensuring a healthy and safe working environment and minimising the risks for the local community (with regard to the environment or otherwise) therefore has priority. Since safety is an important indicator of the quality of our work, we want to be one of the best-performing international gas infrastructure companies in this field. In 2015, we started the multi-year programme Safe@Gasunie to further improve safety awareness among employees and contract staff. We register incidents if and when they occur. We assess the results on a monthly or quarterly basis and report them in management reports. The percentages for absence due to sickness are registered and, if necessary, actions will be taken. The number of reportables is part of the collective target remuneration for the entire workforce. The management bears final responsibility for the performance in this field (i.e., the Safety and HR departments).
G4-LA6 Rates of incidents, absenteeism and work-related fatalities No fatalities.
    Other data: Results: Safety, Our employees, Annex: Other data regarding safety, supply chain responsibility and the environment
Sustainable employability (G4 aspect: Training & Development)    
DMA a. Report why the aspect is material and the impacts that make this aspect material
b. Report how the organisation manages the material aspect or its impacts
c. Report the evaluation of the management approach
We aim to be a flexible organisation that responds appropriately to the rapidly changing environment. This means our employees need to be engaged and productive, today and in the future, continuously adding value, either to our company or somewhere else, as ‘sustainably employable’ individuals. Our sustainable employability programme focuses on four themes: vitality, work situation, career and flexibility. We offer concrete training opportunities, such as coaching, retraining and career development consultations. The programme was co-developed with employees and is financed partly by the employees themselves and partly by the company. The content of the programme is periodically reviewed and updated where necessary.
G4-LA10 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings. Employees – Sustainable employability, Training and development
Community engagement (G4 aspect: Local communities )     
DMA a. Report why the aspect is material and the impacts that make this aspect material
b. Report how the organisation manages the material aspect or its impacts
c. Report the evaluation of the management approach
Our activities impact the environment. We aim to minimise the negative consequences and, wherever possible, enter into a dialogue with the local communities on the best way to achieve this. We apply Strategic Environs Management to gain the best possible insight into the interests of our stakeholders. We train our employees in this respect. We also believe good neighbourly relations are important. We have included this in our sponsorship and donation policy, through which we try to give something back to our local communities. This policy is optimally aligned with our core activities, which means we particularly sponsor activities related to the energy transition. We periodically evaluate our policy to ensure it still matches our strategy. The proper implementation of the Participation Act is another way we take care of our local communities. For this purpose, we apply target figures/KPIs, which we monitor annually.
G4-SO1 Percentage of operations with implemented local community engagement, impact assessments and development programmes Results: Environment – Community engagement
External safety and process safety (G4 aspect: Local communities)     
DMA a. Report why the aspect is material and the impacts that make this aspect material
b. Report how the organisation manages the material aspect or its impacts
c. Report the evaluation of the management approach
The safety of our employees and our environment is an important precondition for us during our operations. We therefore give priority to ensuring a healthy and safe working environment and minimising the risks for the local community (including environmental risks). Since safety is an important indicator of the quality of our work, we want to be one of the best-performing international gas infrastructure companies in this field. In 2015, we started the multi-year programme Safe@Gasunie to further improve safety awareness among employees and contract staff. In order to ensure safe and reliable gas transport, we continually monitor the technical safety of our infrastructure. The European Gas Pipeline Incident Data Group (EGIG) registers this performance. The management is responsible for our performance in this field. In order to make everyone aware of the importance of safety, it is part of our collective targets.
G4-SO2 Percentage of operations with significant actual and potential negative impacts on local communities Safety results, Annex: Other data regarding safety
G4-OG13 Number of process safety events, by business activity Safety results
Compliance (G4 aspect: Compliance and public policy)     
DMA a. Report why the aspect is material and the impacts that make this aspect material
b. Report how the organisation manages the material aspect or its impacts
c. Report the evaluation of the management approach
Our activities are subject to laws and regulations (e.g., the Gas Act). Many of our activities in the Netherlands and Germany are regulated. The tariffs that GTS and Gasunie Deutschland charge their customers are regulated. They are determined once a year by the regulatory authority, which reviews the method of regulation every 3 to 5 years. The regulatory authority in the Netherlands is the Netherlands Authority for Consumers and Markets (ACM) and in Germany the Bundesnetzagentur (BNetzA).
G4-SO6 Political financial contributions by country and recipient Gasunie makes no financial contributions to politically oriented organisations
G4-SO8 Monetary and non-monetary sanctions for non-compliance with laws and regulations Annex: Fines
Customer satisfaction (G4 aspect: Product and service labelling)     
DMA a. Report why the aspect is material and the impacts that make this aspect material
b. Report how the organisation manages the material aspect or its impacts
c. Report the evaluation of the management approach
Because we highly value the opinion of our customers, we measure customer satisfaction every year. On the basis of the survey results, improvement actions are initiated.
G4-PR5 Surveys measuring customer satisfaction Customer satisfaction survey
Other material indicators that Gasunie reports on, but which are not included in the GRI    
Security of supply    
DMA a. Report why the aspect is material and the impacts that make this aspect material
b. Report how the organisation manages the material aspect or its impacts
c. Report the evaluation of the management approach
One of our main result areas is an uninterrupted energy supply. Our network is an important part of the European gas infrastructure. The gas flows going through our network are destined not only for the domestic markets in the Netherlands and Germany, but also for the countries surrounding us, such as Denmark, Belgium, France and the United Kingdom. Ensuring security of supply is a joint task of various units, including GTS, Safety and Operations. Our results in this field are part of the collective targets and are closely monitored and assessed.
- Own indicator: Transport security – number of transport interruptions Results: Network operations in the Netherlands and Germany
DMA a. Report why the aspect is material and the impacts that make this aspect material
b. Report how the organisation manages the material aspect or its impacts
c. Report the evaluation of the management approach
As a public-interest organisation, we aim for the highest possible transparency in all our operations. Transparency with regard to our performance is imperative to us. We therefore aim to be as transparent as possible in our annual report. The Transparency Benchmark of the Dutch Ministry of Foreign Affairs offers good insights in this respect. For the coming years, we have therefore again included ambitious objectives with regard to this reporting benchmark. We aim to achieve approximately 185 points and to finish at least in the Top 30 of all participants. Although the Transparency Benchmark does not cover all aspects of reporting, transparency is also the basis of our reporting in the wider sense of the word.
-  Own indicator: TB score Indicator: TB score (in 2016: 192 points)
Energy transition    
DMA a. Report why the aspect is material and the impacts that make this aspect material
b. Report how the organisation manages the material aspect or its impacts
c. Report the evaluation of the management approach
Developments in the field of energy transition are increasingly taking shape and the European energy market is becoming more integrated. This obviously has an impact on our activities. The needs of and possibilities for energy consumers are changing, and we are changing accordingly. Various departments are working on projects in the field of sustainable energy, which we prefer to do in cooperation with other parties within and outside the energy chain. In these projects, Gasunie acts as a co-investor. In this way, Gasunie, together with partners, enables the transition towards a sustainable energy supply with solutions that will continue to include the use of our network.
-   Given that, relatively speaking, the energy transition is a macro-level theme that is difficult to quantify at company level, we do not yet have a quantitative indicator for this theme. Gasunie is investigating whether a meaningful indicator can be formulated in 2017. Although we lack a specific indicator, we try to involve our employees in the energy transition and raise awareness with regard to energy consumption. We aim to organise at least one concrete campaign per year for our employees. In 2016, we set up two campaigns (‘Check je warmtelek’ and ‘Zoek de energieslurper’), which focused on measuring and reducing the energy consumption of electrical devices at home and detecting potential heat leaks. For 2017, we have scheduled a new campaign: ‘Is je cv OK?’.
International collaboration and market integration    
DMA a. Report why the aspect is material and the impacts that make this aspect material
b. Report how the organisation manages the material aspect or its impacts
c. Report the evaluation of the management approach
A shift is taking place from national to international markets. This is because the internal European energy market is working better, the interconnection capacity has been expanded, services and products are now better aligned, and there is a higher international supply of gas via pipelines and LNG. Decision-making increasingly takes place at a European level. These developments require us to have a European focus, in which cooperation with European partners is becoming increasingly important. We participate in several European organisations and forums to encourage collaboration and integration. Various departments are involved in this, from monitoring developments to taking measures to promote integration (e.g., participation in safety platform PRISMA). We take part in at least 15 international partnerships.
    With regard to this theme, we aim to contribute to objectives that go beyond our company (i.e., international collaboration and market integration). We take part in several partnerships, but have not yet defined a meaningful indicator for establishing the qualitative value of these initiative. We will continue our efforts to formulate one.
Risk and crisis management    
DMA a. Report why the aspect is material and the impacts that make this aspect material
b. Report how the organisation manages the material aspect or its impacts
c. Report the evaluation of the management approach
We consider risk management to be a fundamental part of our business, and we use it to identify and manage our main risks. It is of crucial importance for us to have as complete a picture as possible of the risks we run, and to take measures to control these risks. In the decision-making within Gasunie, risk management plays an important part at every level.
    We currently have no quantitative KPI for the material theme of risk and crisis management as a whole. The focus is entirely on integrally managing and controlling significant risks in all departments and units. We do have KPIs for the significant risks in the business, including those with regard to security of supply and IT security. In addition, we report annually to the Audit Committee. The sections ‘Our risk profile’ and ‘Risk management’ give readers a good overview of how we address risks and our results in this regard. In the longer term, we will consider formulating a meaningful quantitative indicator for this material topic.