Financial capital
Human capital
Intellectual capital
Natural capital
Production capital
Social capital
In order to make the best use of the value levers (drivers) set as part of TAURON Group’s Strategy for 2016-2025 (along with the Update of the Strategic Directions of 27 May 2019), key non-financial efficiency ratios (metrics, performance indicators) related to the Group’s operations have been defined.
TAURON Capital Group’s key non-financial efficiency ratios, including their values obtained in 2019 and 2020
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Area of activity defined in TAURON Capital Group’s Sustainable Development Strategy |
Key non-financial efficiency ratio (performance indicator) |
Name of capital/Element related to capital |
Ratio (indicator) nature |
GRI reference |
Value of the ratio (metric, performance indicator) in the year |
|
|---|---|---|---|---|---|---|
2019 |
2020 |
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Reliability and quality of supply of products and services for the customer |
Number of customers of TAURON Capital Group’s Distribution Line of Busines | Financial capital/Distribution Segment’s RAB | Stimulant | EU3 | 221,335 | 216,551 |
| Financial capital/Capital expenditures | ||||||
| Financial capital/Cash flow from operating activities | ||||||
| umber of cases of non-compliance and complaints related to products and services of TAURON Capital Group with respect to providing information | Financial capital/Cash flow from operating activities | Destimulant | 417-2 | 0 | 0 | |
| Financial capital/Net profit | ||||||
| Financial capital / Long term rating | ||||||
| Frequency of planned power outages – numer of outages/consumer/year | Financial capital/Cash flow from operating activities (minutes) | Destimulant | EU 28 | 0.28 | 0.19 | |
| SAIFI | ||||||
Orientation towards the customer and his/her needs |
Number of individual and business customers of TAURON Capital Group’s Supply Line of Business | Financial capital/Sales revenue | Stimulant | 102-6 102-40 |
5,511,946 | 5,590,108 |
| Financial capital/EBITDA | ||||||
| Financial capital/EBITDA margin | ||||||
| Financial capital/EBITDA margin | ||||||
| Financial capital/Net profit | ||||||
| Financial capital/Long term rating | ||||||
| Value of the Customer Satisfaction Index (CSI) for TAURON Capital Group’s customers | Social capital/Implemented and applied TAURON Group’s PROClient Social Policy | Stimulant | 83 | 83 | ||
Environment protection |
Percentage share of TAURON Capital Group’s RES installed capacity in the Group’s total installed capacity | Production capital/Installed capacity in hydro, wind, solar and biomass-fired power plants and combined heat and power plants | Stimulant | 12% | 10.5% | |
| Percentage share of TAURON Capital Group’s electricity production based on RES in the Group’s total electricity production | Production capital/Installed capacity in hydro, wind, solar and biomass-fired power plants and combined heat and power plants | Stimulant | EU2 | 11% | 17% | |
| Production capital/Heat production by biomass-fired combined heat and power plants | 6% | 9% | ||||
| Direct greenhouse gas emissions by TAURON Capital Group – (tCO2e) | Natural capital/Direct greenhouse gas emissions – CO2 (tons) | Destimulant | 305-1 | 12,215,945 | 10,093,648 | |
| Total weight of non-hazardous waste (including UPS and UPW) generated by TAURON Capital Group | Natural capital/Total amount of non-hazardous waste (including UPS and UPW) (tons) | Destimulant | 306-2 | 1,366,974 | 1,729,672 | |
| Number of meetings with trade union organizations at the Group’s subsidiaries | Intellectual capital/ | Stimulant | 329 | 334 | ||
| Social capital/Human capital/Developing relationships based on dialogue/Organizational culture based on PRO values | ||||||
Work safety, ethical culture and employee engagement |
Number of employees at TAURON Capital Group | Human capital/Number of employees | Nominanta | 102-8 | 26,086 | 25,572 |
| Human capital/Number of training courses conducted by Internal Coaches (Trainers) | ||||||
| Intellectual capital/Knowledge and competences of the Group’s employees | ||||||
| Social capital/Personnel education and development | ||||||
| Accident rate at TAURON Capital Group | Social capital/Organizational culture based on Partnership, Development, Boldness values | Destimulant | 403-9 | 7.8 | 8.3 | |
| Share of women among TAURON Capital Group’s workforce | Human capital/Share of women among the workforce | Nominant | 405-1 | 21.4% | 21.5% | |
| Social capital/Diversity Policy and Respect for Human Rights Policy implemented and applied | ||||||
| Number of training session hours at TAURON Capital Group | Human capital/Number of training session hours | Stimulant | 404-1 | 478 tys. | 295 tys. | |
Social and business partnership |
Number of local and social initiatives that TAURON Foundation has joined | Social capital/Support for local initiatives through TAURON Foundation | Stimulant | 158 | 144 | |
| Number of projects with respect to corporate social responsibility implemented by TAURON Capital Group | Social capital/Implemented and applied TAURON Group’s PROClient Social Policy | Stimulant | 11 | 18 | ||
| Social capital/Developing lasting relationships and active dialogue with the stakeholders | ||||||
| Social capital/Support for local initiatives | ||||||
| Number of TAURON Capital Group’s meetings with local communities held in order to provide information on the operations conducted and its impact on the residents | Social capital/Implemented and applied TAURON Group’s PROClient Social Policy | Stimulant | Continuously, in line with the ongoing operations | Continuously, in line with the ongoing operations | ||
| Social capital/Developing lasting relationships and active dialogue with the stakeholders | ||||||
| Social capital/Support for local initiatives through TAURON Foundation | ||||||
| Number of initiatives implemented by for the employees and communities, related to counteracting COVID-19 | Social capital/Developing lasting relationships and active dialogue with the stakeholders | Stimulant | – | 11 | ||
| Social capital/Support for local initiatives | ||||||