Connectivity matrix

Connectivity matrix

In the table below, we show the connection between the value we aim to create and our strategic pillars and risks as they relate to our objectives and KPIs.


Safe and reliable energy supply   Financial value
Strategic pillar(s)   Strategic pillar(s)
- Optimal infrastructure
- Connecting Europe
  - Optimal infrastructure
- Connecting Europe
Strategic risk   Strategic risk
- I:C Geopolitical risks and dependency on dominant players
- I:D A faster than expected decline in the production of the Groningen field
- O:B Security risks
- O:C Risk of calamities with catastrophic impact
  - I:A Developments in the financial regulation in the Netherlands and Germany with potentially negative financial consequences
- I:B Changing market conditions may lead to 'stranded assets' and (as a result of revenue regulation) non-competitive tariffs for customers
Result areas 2016   Result areas 2016
- Security of supply
- Volume of gas transported
- Quality conversion
- Gate terminal
- EnergyStock
- Peakshaver
- Adjustments to infrastructure
- New operating system for GTS network
- Split of GTS
- GTS Network Development Plan
- Regulatory developments
- TTF and GASPOOL
- Safety performance
- Customer satisfaction
  Financial results, including:
- Expenses
- Revenue
- Dividend
- Tax payments
- Finance costs
KPI   KPI
- Transport disruptions   - NOC
- ROIC
Collective target 2016   Collective target 2016
0   €338
5,94%
Achieved 2016   Achieved 2016
2   €327
5,9%

Safe and reliable energy supply   Financial value
Strategic pillar(s)   Strategic pillar(s)
- Optimal infrastructure
- Connecting Europe
  - Optimal infrastructure
- Connecting Europe
Strategic risk   Strategic risk
- I:C Geopolitical risks and dependency on dominant players
- I:D A faster than expected decline in the production of the Groningen field
- O:B Security risks
- O:C Risk of calamities with catastrophic impact
  - I:A Developments in the financial regulation in the Netherlands and Germany with potentially negative financial consequences
- I:B Changing market conditions may lead to 'stranded assets' and (as a result of revenue regulation) non-competitive tariffs for customers
Result areas 2016   Result areas 2016
- Security of supply
- Volume of gas transported
- Quality conversion
- Gate terminal
- EnergyStock
- Peakshaver
- Adjustments to infrastructure
- New operating system for GTS network
- Split of GTS
- GTS Network Development Plan
- Regulatory developments
- TTF and GASPOOL
- Safety performance
- Customer satisfaction
  Financial results, including:
- Expenses
- Revenue
- Dividend
- Tax payments
- Finance costs
KPI   KPI
- Transport disruptions   - NOC
- ROIC
Collective target 2016   Collective target 2016
0   €338
5,94%
Achieved 2016   Achieved 2016
2   €327
5,9%

Attractive and reliable employer   Collaboration and knowledge exchange
Strategic pillar(s)   Strategic pillar(s)
- Optimal infrastructure
- Connecting Europe
- Energy in transition
  - Connecting Europe
- Energy in transition
Strategic risk   Strategic risk
- O:A Insufficient knowledge and experience to carry out our strategy in new markets   - II:B Market conditions may obstruct Gsaunie's European expansion
Result areas 2016   Result areas 2016
- Occupational safety
- Process safety
- Sustainable employability
- Training and development
- Sustainable HR and employment conditions policy
- Performance-related remuneration
- Health and wellbeing
- ParticipationAct
  - Auction platform PRISMA
- Green Gas Initiative
- Torrgas
- Developments in heat market
KPI    
- TRFI    
Collective target 2016    
<=3.7    
Achieved 2016    
3.5    

Our strategy, the developments and risks affecting us, and the associated objectives and KPIs are translated annually into concrete short- and long-term actions. These actions are stated in the management agenda in the next section. A more detailed explanation of our risk management measures can be found in the section ‘Our risk profile’.