We regularly use surveys as part of our ongoing stakeholder dialogue. In 2022, we conducted another employee engagement survey, the outcome of which is a key factor in setting the Board of Directors’ variable pay. Every year, the firm we have engaged to conduct our employee engagement surveys, surveys a different section of the organisation, so that the whole organisation is surveyed in three years.
This year, the employees of the Retail business unit and departments that are not part of a specific business unit, i.e. corporate teams and Smart, filled in the survey. As in previous years, the survey showed that Nedap employees are highly committed, immensely proud of Nedap, and feel right at home at the company. Employees did mention, however, that they want to be kept even better informed on the direction the company is taking and the progress that is being made by Nedap as a whole. During the current financial year, stepping up our internal communications will, therefore, be one of the spearheads.
Additionally, Nedap engaged another external firm to conduct a customer satisfaction survey in 2022, which showed that customers of the various business units are highly satisfied with Nedap in general: ‘On average, customers give Nedap’s products and services an 8 out of 10, and only 3% of customers gave a rating of 6 or lower. The high customer satisfaction rating comes mainly on the back of high satisfaction levels for Nedap software (8.1), the online portals (8.1), and technical support. Nedap’s Net Promoter Score of +48 is also very high, proving that the products and services are “on point”’.
OperationsOver the past financial year, various initiatives have contributed to making our operations more sustainable. We have also defined specific objectives that will help achieve net-zero carbon emissions by 2030, including the objective of making our fleet of vehicles sustainable. In 2022, our carbon emissions totalled 1,083 metric tons of CO2 (2021: 1,115), i.e. down 3.0% on 2021. On a per-FTE basis, CO2 in kg dropped from 1,439 to 1,307, which is a decline of 9.2%.
Renewable energySince 2014, we have been procuring only green power. On top of that, we continued to invest in heat pumps, thermal wheels, LED lighting, and EV charging points in 2022.
Sustainable building management
In late 2022, we completed a major renovation of the oldest building of our headquarters in Groenlo. For this renovation, we looked specifically at ecological aspects, such as insulation. Sustainable materials were used, heat pumps were installed for a sustainable energy supply, and sensors were placed to minimise energy consumption. Materials from the old building were also reused as much as possible, including the concrete ceiling slabs. Additionally, the new building layout is all about creating a space where people can meet and work together. The spaces have been designed for multifunctionality. The building makes the most of daylight, and the acoustics and lighting help create a pleasant work environment. The building was reopened in December.
In 2022, we started work on a multi-year plan to also make the other buildings sustainable over the coming years. As part of this plan, we performed a 3D scan last financial year of the insulation ratings and roof loading of the entire headquarters. The results of this scan will be used to plan further sustainability investments.
Sustainable fleet of vehiclesAs at the end of 2022, 37% of our vehicles are either fully electric vehicles or hybrids (2021: 27%). In anticipation of our migration to a fully fossil fuel-free fleet by 2030, we will cease to buy fossil fuel vehicles from 2025 and are now actively pursuing a policy to encourage employees to choose an electric car.
Travel and commuting
On top of all the above initiatives targeting scope 1 and 2 emissions, we are also committed to further reducing carbon emissions from business travel and commuting, i.e. scope 3 emissions.
Over the past two years, travel was restricted greatly by the COVID-19 pandemic, which ultimately led to people now, with all travel restrictions lifted, taking a more critical look at whether travel is actually necessary and, much more so than prior to the pandemic, opting for a virtual appointment. When we do decide to travel, it is our policy to choose the train for business travel whenever possible. When flying is inevitable, we keep the frequency and the number of people travelling to an absolute minimum.
In 2022, we also started to look into how to reduce carbon emissions from our employees’ daily commute as effectively as possible. Based on the resulting insights, we intend to further develop the policy aimed at cutting carbon emissions from commuting. In order to garner maximum support and boost internal motivation for efforts to make employees’ commute more sustainable, we launched an internal Sustainability Challenge in late 2022, which will see a group of around 15 employees work out a number of mobility concepts.
We performed a Product Life Cycle Analysis (LCA) for three of our propositions. The results released in 2022 showed that most gains are to be had by reducing carbon emissions. The analysis looked at, among other things, the effects of natural resource extraction, the use of harmful chemical substances, product manufacturing, transport, and usage, and finally waste processing and reuse opportunities. We thus gained valuable insights into what stage of our products’ life cycle to target for carbon footprint reduction, i.e. the stage where efforts to this effect have the greatest potential impact. The most important outcome is that electricity consumption during the usage phase has by far the greatest carbon impact.
Based on these insights, we have started to map the carbon emissions generated by our entire portfolio, except for Nedap’s software services. The analysis is intended to create insight into how to help reduce carbon emissions from our propositions across the supply chain. Based on this measurement, which we will use as a baseline measurement, we will formulate a carbon reduction target in 2023 for the hardware components in our portfolio. We will also make an action plan on how to reach this target.