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NIBE’s stakeholders
Dialogue with our stakeholders
Through a continuous dialogue with our stakeholders, we ensure that we have identified our most important sustainability areas and that we focus on the right issues for the future as well. The biggest high-influence groups of stakeholders are owners, customers, employees, suppliers, investors and fund management companies, as well as government authorities and the local community.
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Our focus areas
1 Business ethics and anti-corruption 2 Renewable energy and efficiency in operations 1 Sustainability in the business strategy 2 Safe and energy-efficient products 1 Evaluated and approved suppliers 3 Gender equality in the organisation 1 Product development 2 Life-cycle analysis and circular economy 3 Working environment and injuries 4 Open communication 2 Environment and quality assurance 1 Climate
2 Efficient use of water and materials 4 Involvement in community projects 3 Human rights 3 Good working environment 1 Profitability 2 Biodiversity 1 Corporate responsibility 4 Compliance with legislation and obligations 3 Dedicated, skilled workforce
Explanation 1. Business and ethics topics, 2. Environmental topics, 3. & 4. Social topics
Materiality analysis
The materiality analysis that is based on extensive consultation with representatives of the various stakeholder groups in 2016 is continuously being updated by collecting additional information from the various stakeholder groups. There have been no dramatic changes in stakeholder expectations of and views on our business.
We have determined the scope and boundaries in dialogue with management and stakeholders based on trends and GRI topics, along with their impact on our value chain both within and outside the organisation. These aspects have been summarised in the model above and grouped into different material areas, business and ethics topics, environmental topics and social topics.
If we compare NIBE’s current work in the areas identified as
The different areas are described in detail on page 148 and our strategic focus areas are described on pages 153–171.
Strategic focus areas
Fundamental
strategic focus areas, it is well aligned with the choices and priorities made by NIBE to date.
• NIBE’s products support the transition to more sustainable cities and infrastructure. The product range is largely based on energy efficiency enhancement and renewable energy and is, therefore, aligned with climate-adapted products (LCE) as a business strategy.
• NIBE invests in energy conservation and renewables in its own operations and has measurable targets for this.
• The decision to sign and thus commit to compliance with the UN
Global Compact reinforced NIBE’s previously communicated values to respect human rights and take responsibility for the environment, working environment and ethical business practices.
• NIBE has an accident rate target to create a safe working environment.
• NIBE has chosen to have certified management systems within environment and quality.
• NIBE has responded to the need to train its staff.
• Supplier evaluations regarding sustainability have resulted in clearer targets and action plans.
We look to the future by performing climate scenario analyses
We see a greater interest in sustainability from analysts, banks and funds, as well as from research institutes and universities, where climate change is considered to be the most important issue of the future.
In order to better understand and map future opportunities and risks in respect of climate change and to be able to see the impact on our own operations, we have looked at different simulations of future scenarios involving change in greenhouse gas emissions.
RCP 8.5 is a scenario in which the world has not been able to
make the transition and emissions of greenhouse gases continue to rise at the present rate and emissions of greenhouse gases are three times as large as current emissions.
Emissions of greenhouse gases continue to rise at the present rate, resulting in a + 2-4°C national rise in temperature internationally. This will result in rising sea levels, several days of extreme weather events, floods and a growing number of forest fires.
The scenario includes unchanged behaviour and requirements from customers and investors. Continued high energy intensity with large dependence on fossil fuels and failed political climate initiatives and collaboration.
The Earth’s population continues to rise towards 12 billion.
Deterioration in indoor climate impacts people’s health and businesses become more event-driven due to extreme weather.
Climate scenario 2 (RCP 2.6) – We achieve the goals of the Paris Agreement
RCP 2.6 is a scenario in which we achieve the goals of the Paris
Agreement – the world has succeeded in limiting temperature rise and greenhouse gases have stabilised at the current level. We achieve a global temperature increase of +1.5–3°C. New,
renewable energy technology is introduced on a large scale, we have low energy intensity and the world population is stabilised at around 9 billion. Significant changes have been implemented in society, infrastructure and buildings.
For more detailed information, see pages 144-147 and pages 70-72
Facts
TCFD
TCFD stands for Taskforce on climate-related financial disclosure, which is a framework aimed at guiding organisations in the work to identify their climate-related financial risks and opportunities. By applying
TCFD, organisations gain an increased understanding of the financial implications of climate change on the business. At the same time, the framework helps with
the work of building robust strategies for managing these climate-related risks. The framework focuses on
how climate change impacts the business, unlike most other standards linked to the issue of climate change, which instead show the impact of the business on the climate.
Scenarios
In order to map risks and opportunities within the climate scenarios, we have carried out the mapping within TCFD using future scenarios from the UN Intergovernmental Panel on Climate Change. Based on these conditions, in the financial year we carried out mapping of how our own companies are affected by climate
change based on the geographic locations where the Group has operations. We will continuing this work with more in-depth analyses of the risks during transition to a low-carbon economy and will also include our suppliers’ geographic locations.
RCP
RCPs simulate future trends in respect of how greenhouse gases will change in future through activities and their physical impact.
