gasnet.cz

gasnet.cz
Sustainability
Report
'20

Sustainability 
Report 
Contents
#01
#02
#03
Introduction
1.1 Foreword
1.2 Sustainability at a glance
1.3 Company overview
1.4 Our long-term ESG commitment
We care about a sustainable future 
1.5 GasNet’s ESG strategy
Overview of ESG strategy | United Nations 
Sustainable Development Goals | 
Organisational structure | ESG management 
processes and policies in place | Key 
stakeholders | Memberships in organisations
4
6
10
14
17
Main Report
2.1 We embody safety standards 
and health protection
Employee Safety | Safety and management 
of business partners | Process safety | Public 
safety and network security | Employee health 
| Safety culture in the workplace | Looking 
beyond 2020
2.2 We believe in sustainability 
and the future of gas
Greenhouse Gas Emissions | Air pollution 
| Waste management | Community and 
biodiversity support | Future of Gas | Looking 
beyond 2020
2.3 We care about our people 
and the communities around us
COVID-19 Impact and GasNet’s response | Our 
employees | Communities | Looking beyond 
2020
2.4 We conduct business in a responsible 
and considerate way
Governance management | Risk management 
| Security | Business Model Resilience | Supply 
chain | Looking beyond 2020
GRI content index
List of abbreviations
23 
41 
60 
81 
93
94

4
Chapter #1.1
Introduction
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Martin Gebauer
“WE CARE ABOUT HOW WE 
TREAT EACH OTHER, OUR 
COMMUNITIES AND THE 
ENVIRONMENT. WE CARE 
ABOUT OUR HEALTH AND 
THE HEALTH OF OUR SOCIETY. 
AND THAT’S WHY THE ONLY 
THING THAT GIVES US PURPOSE 
IS TO DO BUSINESS IN 
A SUSTAINABLE, RESPONSIBLE 
AND CONSIDERATE WAY.”

5
Chapter #1.1
GasNet has made a big step 
forward. This is our first 
Sustainability Report
It is with great pleasure that I present to you our first 
Sustainability Report. I see its publication as another 
key milestone on our new path to sustainability. 
Together with the new owners and our employees, 
we have laid a solid foundation for a completely new 
direction for the GasNet Group.
Because a shared future is what matters to us, ESG 
(Environmental, Social, Governance) forms the very 
basis of our new strategy. We care about how we treat 
each other, our communities and the environment. We 
care about our health and the health of our society. 
And that’s why the only thing that gives us purpose 
is to do business in a sustainable, responsible and 
considerate way. Let me tell you the story of our 
Sustainability Report.
It is divided into four main chapters representing 
the four pillars of our ESG approach which clearly 
capture our policies, commitments, activities, projects 
and achievements in each area. We want to be as 
transparent as possible; we want to be open, and 
we comply with international standards. We are 
committed to the UN Sustainable Development Goals 
– so at the end of each chapter you will find a brief 
overview of everything we have done to meet these 
goals in 2020. 
We take ESG seriously. And we do it well. This has also 
been confirmed by the independent rating agency 
Sustainalytics, a global leader in ESG company ratings. 
An in-depth audit and a peer benchmark with other 
companies in the gas industry has given a clear result: 
the GasNet score of 19.4 (Low Risk) places it among 
the industry leaders (strong ESG management). 
Yet we are still at the beginning and there are still 
many challenges on the horizon. The European 
energy sector is undergoing a fundamental change. 
The Paris Agreement and the Green Deal for Europe 
set ambitious targets. Europe wants to reduce net 
carbon dioxide emissions to zero and be climate 
neutral by 2050. As the domestic leader in natural gas 
distribution, we are aware of our responsibility and are 
committed to playing a key role in the transformation 
of the Czech energy sector. We are convinced that, 
especially in the context of the Czech Republic, 
decarbonisation is not possible without natural gas 
– especially in road transport and in the heating 
sector, where it will be the only real and affordable 
replacement for coal which is on its way out. New and 
renewable gases such as biomethane or hydrogen will 
become increasingly important in the years to come. 
We are already actively preparing for this today. We 
welcome green energy and want to be a strong part of it.
We, however, see our contribution to a shared future in 
a broader context: supporting communities, diversity, 
children and their potential, working with schools, 
developing the skills of our employees, looking after 
their health and much more. 
The year 2020 brought many great successes as well 
as challenges. Following the spin-off from the innogy 
Group, we have succeeded in laying a solid foundation 
for the already independent GasNet Group. Together, 
we embarked on a new journey – with a new brand, 
a new corporate culture and a sustainable approach to 
our business. In doing so, millions of households and 
businesses have been able to continue to rely on us in 
these difficult pandemic times. Every day – safe and 
reliable delivery remained our priority. We helped our 
communities and each other.
You will find all this and more in our Sustainability 
Report. We have a lot to build on. You can see for 
yourself. 
Martin Gebauer
Chairman of the Board of Directors 
of the parent company Czech Grid 
Holding and at the same time Executive 
Chairman of the GasNet Group
Introduction
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0

Chapter #1.2
Sustainability 
at a glance
6
Sustainability topics have been a part of our 
daily business for many years. However, after the 
separation from innogy Czech Republic, we have 
increased our focus on sustainability by setting 
a goal to implement an ESG framework into the core 
of GasNet’s business strategy. We have worked 
tirelessly to achieve this ambition since the beginning 
of 2020. Due to ongoing organisational changes, the 
first steps included revisions of internal processes 
and management systems, as well as setting up 
governance of ESG topics, which resulted in the 
establishment of our ESG & Security Department. 
Another key milestone on our sustainability path in 
2020 was to introduce ESG topics to our employees 
and management to ensure our company culture 
aligns with our long-term commitment to sustainability. 
We understand that cultural changes require time. 
Therefore, throughout the last year, we organised 
multiple workshops for employees, and we initiated 
regular communication on environmental and safety 
topics to increase overall sustainability awareness.
We have done many things in 2020 and 
we strive to continue this trend this year 
and for years to come, until we ensure 
that sustainability is a key principle for all 
employees at GasNet.
Introduction
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0

Introduction
Chapter #1.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
7
Our 2020 
ESG milestones
MARCH
ESG governance 
& oversight
As a crucial step on our 
sustainability journey, we 
established a Work Health, 
Safety & Environmental 
Protection Committee to 
regularly discuss and align 
our ESG activities with 
company shareholders.
AUGUST
GRESB assessment
For the first time, we 
participated in the GRESB 
Infrastructure Asset 
assessment process 
to evaluate our ESG 
performance across 
multiple areas and 
benchmark us against 
our peers.
AUGUST
ESG Board Workshop
We organised an 
ESG workshop with 
Management Board 
members and shareholder 
representatives to solidify 
ESG as a bedrock for 
GasNet’s corporate 
strategy and unify our 
sustainability vision.
SEPTEMBER
Safety Assurance 
Programme
We launched a company-
wide programme to 
improve our safety 
processes in operations 
and support safety as 
a core value within our 
company culture.
NOVEMBER
ESG strategic 
imperatives
The Management Board 
approved a first version 
of the overarching ESG 
strategic imperatives 
document, which identifies 
key focus areas on our 
sustainability path and 
will be further developed 
during 2021.
OCTOBER
Rebranding
GasNet rebranded with 
the sustainability theme 
as a key part of our new 
green identity.

Introduction
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Our 2021 
ESG milestones
MARCH 2021
Green GasNet 
programme
We launched an 
overarching programme to 
manage our environmental 
activities across 
GasNet with the aim to 
continuously reduce our 
carbon footprint and 
positively contribute to the 
protection of our planet.
Chapter #1.2
8
MAY 2021
Our first ESG rating 
received
We received our first ESG 
Risk Rating from the
global rating agency 
Sustainalytics, which 
positioned GasNet among 
leading companies with 
low risk and strong 
management of ESG 
issues.
MAY 2021
Signing the EU Diversity 
Charter
We became a signatory to 
the EU Diversity Charter 
and initiated further 
activities to support 
diversity and inclusion 
at GasNet through our 
partnership with Business 
for society as local D&I 
ambassador.
SEPTEMBER 2021
Safety Management 
System implementation
We initiated the 
implementation of a robust 
Safety Management 
System based on ISO 
45001 standard, which will 
improve safety processes 
for our employees as well 
as contractors.

Introduction
Chapter #1.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
9
ESG rating 
Low Risk
Global Universe
2,634th out of 13,732
20th percentile
Utilities
34th out of 606
6th percentile
Gas Utilities
3rd out of 83
3rd percentile
Our efforts to improve the management of ESG areas 
during the past year have been extensive. Therefore, 
to better assess our progress and identify gaps for 
further improvement, we initiated discussions with 
ESG rating agencies to find out where GasNet stands 
among other companies and peers. 
In 2021, we received our first ESG Risk Rating from the 
global rating agency Sustainalytics, which positioned 
GasNet among leading companies with low risk and 
strong management of ESG issues. Compared to our 
peers in the gas utility sector, GasNet was rated as 
the 3rd best performing company. The final rating 
surpassed all expectations and showed that the work 
in the past year has pushed us significantly towards 
our goal of becoming a responsible and sustainable 
company.
Despite this great result, we are still committed to 
improving our processes even further as we aim 
to become an ESG leader among gas distribution 
companies. We consider the past year a great learning 
experience, which we can leverage in our ongoing 
work and reflect additional improvements in the future 
ESG ratings.

Introduction
Chapter #1.3
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Company 
overview 
We operate the largest gas distribution network in the 
Czech Republic by both grid length and number of 
connections. GasNet covers 80% of the country’s gas 
distribution and manages pipelines in all regions of 
the Czech Republic outside of Prague and the South 
Bohemian Region.
We are the first fully unbundled utility in the Czech 
Republic after our successful separation from innogy 
in 2020. As such, we are strategically positioned to 
support green transition of the entire Czech economy.
10
“Our pipelines carry vital energy to 
millions of people. They rely on us. We 
supply gas to 80% of the country. We 
are a proud part of the critical national 
infrastructure.” 
Pavel Káčer, 
Operations Director of the GasNet Group
Czech Gas Distribution Regions 
by Company / Operator
GasNet            
EG.D           
PPD (Pražská plynárenská Distribuce)
Berlin
Vienna
Wrocław

Introduction
Chapter #1.3
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
65,000 km
of gas pipelines
c.2.3 m
connections
c.70TWh / year
distributed gas
552 EURm
revenue in 2020
of Czech gas 
distribution 
is covered by 
GasNet
11
Key facts 
and figures:

Introduction
Chapter #1.3
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
12
GasNet Group: background 
While GasNet owns and operates the distribution 
network, GasNet Služby functions as our service 
company. It provides efficient operations support 
for our network, enabling a reliable supply of natural 
gas to customers, high operational safety of our gas 
facilities, health, and people’s property, as well as 
a focus on environmental protection.
GasNet and GasNet Služby are wholly owned 
by a consortium of investors led by Macquarie 
Infrastructure and Real Assets (MIRA), which 
includes the British Columbia Investment 
Management Corporation (BCI) and Allianz Capital 
Partners, representing the Allianz Group’s insurance 
company.
In 2019, the European Commission approved E.ON’s 
acquisition of innogy’s distribution and consumer 
solutions businesses, as well as certain generation 
assets, during a complex asset swap with RWE 
AG. Due to competition concerns, innogy Czech 
Republic was not permitted to be part of this deal. As 
a result, innogy SE and RWE AG companies signed 
an agreement under which they sold their stake in 
innogy Grid Holding, a.s., and thus their Czech gas 
distribution companies. The shares in innogy Grid 
Holding were offered to a consortium of investors led 
by MIRA, which decided to exercise its pre-emptive 
right and increase its stake in the company from 49.96 
to 100 percent.
Since October 2019, GasNet has become independent 
of the innogy Group, and the MIRA-led consortium has 
thus become the sole owner of Czech Grid Holding, 
parent company of GasNet and GasNet Služby.
Shareholders 
Overview
MACQUARIE
GASNET
CZECH GAS NETWORKS, s.à r.l
CZECH GAS NETWORKS INVESTMENTS, s.à r.l
CZECH Grid holding, a.s.
SUN SUPER
GASNET SLUŽBY
CGN HOLDINGS
BCI
ALLIANZ

Introduction
Chapter #1.3
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
13
Planning and separation activities
Detailed preparation activities were underway prior to the 
transaction day and subsequent carve out of the business 
to be a standalone entity.
Writing and agreeing the Transition Service Agreement with 
innogy CZ was an important component to secure their 
reciprocal commitment to separation by the end of 2021.
The separation process was completed on time and on 
budget with:
297 employees transferred
>500 contracts split or renegotiated
80 IT applications split or transferred
26,000 asset items transferred
Following separation, the Board focused on the new 
operating models for all areas as they became standalone, 
with an ambition to build internal optimisation across 
systems and processes as an independent Gas DSO.
Recent progress
Concluding the separation from innogy was the main focus 
for the last year.
Significant pressure was put on the business to achieve 
tight timescales and achieve changes to the operating 
model, systems and processes.
COVID-19 became an adverse circumstance posing a major 
challenge to delivery, requiring major mitigating measures.
Future work
Significant plans have been drawn up across the 
management team beginning to focus on future set up of 
a new optimisation of the standalone company including 
changes to operating models and IT changes.
Ongoing impact from COVID-19 exacerbates continued 
pressure to deliver across the teams while maintaining 
business as usual.
GasNet plans in advance for its key role in the energy 
transition with initiatives covering distribution of green gases 
(biomethane, hydrogen, LNG).
Key positions continue to be reinforced with experienced 
hires to bring additional expertise and perspectives into the 
management team.
Planning
Separation
Building a New GasNet
30th September 2019 
Czech Grid Holding 
becomes 100% owned 
by MIRA consortium
1st January 2020 
Major separation 
activities concluded
2019
2020
2021+

Introduction
Chapter #1.4
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
14
OUR 
LONG-TERM ESG 
COMMITMENT
We are a socially responsible 
company with a strong focus 
on sustainability, environment, 
and ethical governance. 
We strive to digitalise and 
leverage modern technologies 
as we believe they enable 
sustainable business 
development. 
We care deeply about the future 
that we shape together with our 
employees and stakeholders.
Our commitment is to help 
communities and support 
diversity.

Introduction
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
We care about 
a sustainable future 
With our long-term ESG commitment in mind, we have 
established four principles at the heart of GasNet. These four 
principles constitute the Sustainability Report as well:
15
Chapter #1.4
We embody safety 
standards and 
health protection
We believe in 
sustainability and 
the future of gas
We care about our 
people and the 
communities around us
We conduct business 
in a responsible and 
considerate way

Introduction
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
16
Chapter #1.4
#01 
We embody safety 
standards and health 
protection
#02 
We believe in 
sustainability and the 
future of gas
Maintaining the integrity of our gas networks without endangering 
the safety of the general public, our employees, and contractors, 
is always our foremost priority. Our Workplace Health and Safety 
policy outlines our commitment to safety and how it is integrated 
into our operations. Where we deem necessary to minimise risk for 
our people, we go beyond our legal requirements and lead as an 
industry role model. We will never compromise on safety.
We are trusted to provide customers with a safe and reliable 
supply every day of the year. 
We recognise that this trust is dependent on our continued efforts 
to be transparent about our performance and operations, monitoring 
indicators and setting ambitious targets. We strive to minimise 
injuries and be proactive about reporting to ensure continuous 
review and improvement. We anticipate emergency scenarios and 
we are prepared to act immediately to resolve them.
Our commitment to sustainability is built upon our shared 
responsibility for the environment and our dedication to digitalise 
and leverage modern technologies. We believe it is vital to respond 
to a changing world and be a part of a low carbon, sustainable 
future. We strive to better understand both the direct and indirect 
consequences of our activities and to minimise the adverse 
environmental impact where possible. 
At GasNet, we understand the importance of reducing Greenhouse 
Gas (GHG) emissions, whilst seeking every opportunity to innovate, 
improve and respond effectively to a changing world. Over the last 
decade our GHG emissions have been decreasing, but we hope to 
accelerate this trend by further reducing our key emissions sources 
in operations. 
Our commitment to sustainability and the environment has 
been instrumental in the development of GasNet’s Future of Gas 
vision, enabling GasNet to become a green gas distirbutor by 
modernising and retrofitting our vast network. 
The vision sets out a path for GasNet to optimise its operations and 
infrastructure, ensuring resilience, flexibility and preparedness for 
the green energy transformation.
TO THE 2ND CHAPTER
→
#03
We care about our people 
and the communities 
around us
#04
We conduct business 
in a responsible and 
considerate way
We care deeply about the wellbeing of our people and the 
communities around us. 
The success of our business depends on the success and 
development of each and every one of our employees. Workforce 
development is at the heart of our business and we believe it is vital 
to build our business around a fair and inclusive work environment. 
Our employee brand is built on a foundation of honest and regular 
communication with our employees.
We continue to promote the reduction of inequality and the 
advancement of diversity through supporting Czechitas, the 
Pride Business Forum Memorandum, and we have become 
signatories of EU Diversity Charter in May 2021 alongside other 
diversity leaders in the Czech labour market.
We have built relationships with several schools, where we have 
collaborated on projects and competitions for students including the 
Energetic Olympics and the Duke of Edinburgh award. We seek to 
actively engage with schools to raise environmental awareness and 
provide support with environmental education. 
For ten years, GasNet has been the general partner of the 
Volunteer Firefighter of the Year Award, which celebrates the 
360,000 volunteer firefighters from all over the Czech Republic by 
highlighting their crucial contribution to public safety.
Our leadership are committed to ensuring we are a responsible 
and resilient business. This is demonstrated through our regulatory 
compliance and extensive risk management. Alongside ensuring the 
resilience of our grid network business, we focus on physical and 
cyber security, supply chain management, risk management, and 
financial sustainability. 
We are trusted by our stakeholders and shareholders to be 
transparent about GasNet’s operations and outcomes through our 
reporting. We hope to enhance our transparency through this report 
and strive to align all of our reporting over time with internationally 
accepted GRI standards. 
TO THE 3RD CHAPTER
→
TO THE 4TH CHAPTER
→
TO THE 1ST CHAPTER
→

Introduction
Chapter #1.5
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
GasNet's ESG strategy
Our ESG strategy acts as an internal tool to drive 
our sustainable development and progress along 
the “ESG maturity journey”. We are trusted by our 
stakeholders to be transparent about our operations. 
Measurable KPIs provide us with the visibility needed 
to make informed decisions. We employ standardised 
ESG frameworks to achieve such transparency and 
effectively prioritise material ESG themes. We also 
align our four key principles to the UN Sustainable 
Development Goals (SDGs).
We propose to tie our ESG journey to the UN SDGs 
which provide a framework for businesses to work 
together with government and other partners 
to ensure a more sustainable future for all. We 
have committed ourselves to making a significant 
contribution to achieving several of the sustainability 
goals that are in line with our principles. 
GasNet’s ESG strategy is underpinned 
by four sustainability principles 
representing our areas of focus, 
which are aligned to UN SDGs
17
GasNet embodies safety 
standards and health protection
GasNet believes in sustainability 
and the future of gas
GasNet cares about our people 
and the communities around us
GasNet conducts business in 
a responsible and considerate way
#1
#2
#3
#4

Introduction
Chapter #1.5
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
18
Our ESG organisational 
structure
Chief Services Officer
ESG Manager
ESG & Security Director
Environmental 
Protection
Security & Data 
Protection
Cyber Security 
& Information 
Security
Human Resources
Crisis 
Management
Communications
Work Health 
& Safety
Regulatory, Legal & Internal Audit
ESG ENGINE
Business 
Unit
Business 
Unit
Business 
Unit
Overarching 
Management
Overarching 
Management
Overarching 
Management
Business 
Unit
Business 
Unit
Business 
Unit
Business 
Unit
Business 
Unit
We recognise the importance of integrating ESG into 
every aspect of our business. That is why we have 
established our ESG engine which is responsible for 
the development of our ESG strategy and ensuring we 
operationalise ESG throughout our operations. 
The ESG engine includes employees from 
a variety of business units and there are 
representatives from each of our 4 ESG pillars.
The ESG engine is overseen by overarching 
management which includes the Chief Services 
Officer (CSO), ESG & Security Director, the ESG 
Manager and our Communications team. They are 
responsible for establishing a strategic framework 
and ensuring stakeholder and business engagement. 
Furthermore, they evaluate and discuss ESG 
performance on a quarterly basis with both GasNet’s 
Management Board and shareholders.   
The ESG Manager coordinates key ESG initiatives 
and leads reporting efforts including the 2020 
Sustainability Report. Our communications team 
coordinate and execute both internal and external 
communication, ensuring we provide transparency to 
our stakeholders. 
Our commitment to safety is vital to our business 
and our Work Health & Safety team drives GasNet to 
identify risks and seek opportunities to improve safety.  
The Environmental Protection team covers 
environmental sustainability and the future of the 
gas agenda. They are responsible for specialist 
environmental initiatives and data collection including 
our energy management system, waste management 
and air pollution.  
Our Human Resources team coordinate social 
initiatives with emphasis on development of our 
employees and company culture. They also support 
our people as well as local communities through 
several initiatives. 
We take responsible business very seriously and we 
have representatives from Security & Data Protection, 
Cyber & Information Security, Crisis Management and 
Regulatory, Legal & Internal Audit.

Introduction
Chapter #1.5
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
19
ESG management 
processes and 
policies in place
During the last few years ESG has been rolled out 
widely throughout GasNet with business departments 
owning individual areas to guarantee delivery. 
The ESG engine provides a strategic framework, 
coordinates initiatives and monitors progress. 
Approve ESG strategic 
direction and ensure 
sustainable performance 
meets defined targets
Communication forums: 
Committee meetings, CGH 
Board meetings
Ensures that ESG is 
embedded in business 
strategy and provide 
resources to support 
sustainable initiatives
Communication forums: 
Management Board meetings, 
ESG programmes coordination 
meetings
Coordinate work on 
sustainable activities within 
company-wide programmes 
and ensure alignment with 
long-term ESG strategy
Communication forums: 
Individual ESG & Security 
department meetings, ESG 
engine meetings 
Develop concrete outputs 
within our sustainability 
programmes and ensure 
implementation in day-to-
day business
Communication forums: 
Working group meetings
ESG management processes 
and policies in place
Shareholders 
and Committees
ESG & Security 
department and 
supporting teams
Management 
Board
Employees | Partners | Communities | Public 
Business units 
and operations

Introduction
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
20
Chapter #1.5
Policies
Affirmation of company values 
towards specific ESG area by 
Management Board.
Procedures
Describe rules and activities 
within each concrete process/
area. Contains responsibilities and 
authorities.
Methodical 
Instructions
Describe methods in which 
activities are performed. Describe 
responsibilities and remits.
Instructions
Function as detailed manuals with 
standard operating procedures 
for various business areas. These 
are locally managed documents 
referenced in procedures and 
methodical instructions.
Level 
of detail
Documentation 
hierarchy
Relevant procedures 
and methodical instructions:
Environmental protection in the company
Environmental emergency preparedness
Environmental Management System (EMS) manual
Air protection
Chemical substances and mixtures
Waste management
Water protection
Nature and landscape protection
ADR (transport of dangerous goods by road)
Remediation of old ecological burdens
Collective agreement
Remuneration and benefits
Working conditions
Cybersecurity
Powers of attorney
Insider trading
Money laundering
Personal data protection
Audit & Risk Committee Terms of Reference
WHS & EP Committee Terms of Reference
Certifications:
Aligned Management Systems 
(not fully certified)
ISO 14001 Environmental Management System
OHSAS 18001 Safety Management System
National Gas Standards 
Technical Regulation for Gas (TPG)
Relevant policies:
Code of Conduct
Workplace Health and Safety Policy
Environmental Protection Policy
Energy Policy
Information Security Policy
Whistleblower Policy

Introduction
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
21
Chapter #1.5
Key 
stakeholders 
Stakeholder engagement is a key element in driving 
forward our sustainability performance. Each stakeholder 
group is interested in certain ESG issues and it is vital 
that we maintain open and transparent dialogue with our 
stakeholders. The following table looks at our primary 
stakeholder groups with respect to our priority areas. This 
analysis has defined which aspects are material for each 
stakeholder group. 
Our customers include retail companies, end-users, 
businesses, district heating as well as customers of our 
LNG stations.
Our employees are at the heart of our business and act 
as the main internal stakeholders, engaged in day-to-day 
business activities. Safety & health protection are a key 
priority for our employees and therefore key priorities for 
GasNet. 
Investors & lenders are mainly represented by the MIRA 
consortium, BCI, ACP and bond holders, whose capital is 
crucial for GasNet’s successful development. Sustainability 
and the future of gas is a high priority for this group of 
stakeholders as well as responsible governance.
The Government and regulator stakeholder group 
includes ERO, the Ministry of Industry and Trade, Ministry 
of Environment, Ministry of Finance, Ministry of Transport, 
and various EU institutions. In addition to these key groups, 
we have identified additional stakeholders and analysed the 
degree of materiality for each of the 4 ESG principles. 
_
Transfer station Velké Němčice (Moravia)

Introduction
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
22
Chapter #1.5
Memberships in 
organisations
GasNet’s commitment to it’s four principles is 
demonstrated through memberships in several 
industry bodies and sustainability-focused global 
organisations. As a key player in the Czech energy 
sector, GasNet actively contributes and drives 
sustainability-related agendas especially at the 
local level. Through our membership in the Czech 
Gas Association, we also engage with other 
international stakeholders and organisations to 
ensure our involvement in key discussions that 
shape our future.
Czech Gas Association 
(CGA)
The CGA is an independent 
association of organizations and 
experts operating in the gas and 
related industries.
Hospodářská komora 
(Czech Chamber of 
Commerce)*
The Czech Chamber of 
Commerce aims to encourage 
business development in the 
Czech Republic.
Svaz průmyslu a dopravy 
(Confederation of Industry 
of the Czech Republic)*
The Confederation of Industry 
is the leading business lobbying 
organisation in the Czech 
Republic providing a voice for 
employers at the national and 
international level.
Business for Society 
Largest plaform for ESG advocacy 
in the Czech Republic.
* via Czech Gas Association
Eurogas*
Eurogas is an association 
representing the European gas 
wholesale, retail and distribution 
sectors towards the EU 
institutions.
MARCOGAZ*
MARCOGAZ is a non-profit 
international association that 
represents the European gas 
industry on all technical aspects 
of the gas system’s full value 
chain.
International Gas 
Union (IGU)*
The IGU is a worldwide non-
profit organisation that advocates 
gas as an integral part of 
a sustainable global energy 
system, and promotes the 
political, technical and economic 
progress of the gas industry
Global Real Estate 
Sustainability Benchmark 
(GRESB)
GRESB assess and benchmarks 
the ESG and other related 
performance of real assets, 
providing standardised and 
validated data to the capital 
markets

Part 
#2.1
We embody safety 
standards and health 
protection

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
24
Health and safety
Chapter #2.1
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
1.5
Combined LTIF 
(employees and 
contractors)
Incidents 
involving 
members of 
the public 
Safety 
observations 
reported 
Legislative 
non-compliances 
Construction 
and process safety 
inspections 
Training 
qualifications
Defensive 
driver trainings
(employees trained) 
246
10,000 +
0
185
0
47,209
2020 
in numbers

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
25
Health and safety
Chapter #2.1
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
We embody safety 
standards and health 
protection
At GasNet, we strive to provide a safe working 
environment for everyone – be it our own employees, 
partners, contractors, communities or the public. 
Through our continuous efforts, we ensure safe 
operation of GasNet’s distribution network without 
major disruptions and incidents and we aim to 
become a leader in safety standards among our peers. 
Our commitment to safety is also integrated in the 
overarching business strategy as GasNet’s core value.
Historically, we managed safety processes through 
scattered functions in individual business regions and 
our central Work Health & Safety department in line 
with safety standards described by OHSAS 18001. 
Since the separation of GasNet from the innogy 
Group, we are closing the first phase of our safety 
management and moving forward to gather all the 
processes under one robust safety management 
system framework in compliance with ISO 45001 
and continue to improve and sustain the system in the 
future. 
A large part of our safety procedures are driven by 
legislative requirements set by national authorities 
and Czech Gas Association. To ensure compliance 
with all directives and laws, we employ an extensive 
risk management process and have developed new 
measures, which react to any legislative changes. 
In the past years, our focus has been on improving 
technical aspects included in the Process Safety 
area, which are directed mostly towards our 
operational processes. However, in 2020, cultural and 
psychological aspects, as key aspects of safety, were 
prioritised to steadily improve safety culture in the 
company and develop into the leading company we 
strive to become. 
RELATED SDG TARGETS 
→
“We never compromise on 
safety.” 
Pavel Káčer, 
Chief Operation Officer

Employee 
Safety
26
Occupational safety is our top priority at GasNet. We 
are committed to ensure that our people can go about 
their day-to-day activities in the safest possible way 
without causing injury to themselves or others that 
result from the work activities they carry out. 
2020 was a turbulent year and despite all 
transformational activities, we remained committed 
to provide a safe working environment for our 
employees. As a result of our increased focus on 
safety procedures and regular communication on 
safety topics, the number of accidents with injuries 
to our employees decreased compared to 2019. This 
positive development can be seen in both the number 
of Lost Time Injuries (LTI) and subsequently the Lost 
Time Injury Frequency (LTIF) decreasing to the lowest 
level in the past four years. At GasNet, we aim to 
maintain this positive trend in the future as we set 
our goal for LTIF to 1.8 for 2021 and our ambition is 
to continuously reduce this target in subsequent 
years.  Additionally, no fatalities to our employees 
occurred during the year and we also strive to keep 
this result in the future as a company-wide target.
We work closely with our employees to learn and 
understand the safety risks associated with their jobs, 
alongside monitoring safety performance metrics 
to learn from incidents. Targeted trainings are then 
delivered to best mitigate the possibility of future 
incidents and to further reiterate the importance 
of safety throughout our company. Structured best 
practice trainings are a key component of inductions 
for new staff but are also delivered yearly to existing 
employees. 
Last year, 47,209 mandatory training qualifications, 
including WHS, fire protection and driver safety, were 
successfully obtained by our employees. Within our 
team, 100% of our managers and WHS employees 
are trained in safety leadership and 100% of quality 
inspectors are trained in the root cause analysis 
methodology.
Chapter #2.1
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Health and safety
0
2013
2014
2015
2016
2017
2018
2019
2020
0.5
1
1.5
2
2.5
3
3.5
2013
0
0
0
0
1
0
0
0
Fatal injuries
Employees
2014
2015
2016
2017
2018
2019
2020
Lost Time Injury Frequency (LTIF)
- Employees
Internal target for 2021: 1.8
Internal target for 2021: 0
0
2013
2014
2015
2016
2017
2018
2019
2020
5
10
15
20
Lost Time Injuries (LTI) 
- Employees

27
Chapter #2.1
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Health and safety
Car accidents 
per 100.000 km
2017
2018
2019
2020
0.5
0.6
0.7
0.8
0,7 CAR 
ACCIDENTS 
PER
100,000 KM
Road safety is a key pillar of the GasNet safety 
approach, given the size of the network. 
We have 1,511 road vehicles in operation with over 
20 million kilometres covered each year. 
All drivers are instructed to attend a defensive driver 
training course with 185 having completed it in 
2020 despite COVID-19 restrictions. Based on these 
trainings and a regular driver evaluation, ‘High risk 
drivers’ are identified. Our target is to then decrease 
this trend through additional coaching and a monthly 
reporting system that monitors speeding on highways 
to help highlight any areas of concern areas and 
educate our employees on driving best practices.
Our aim is to continuously reduce the number 
of car/traffic accidents per 100,000 km, which 
in the past years has been relatively constant 
at around 0.7.
High quality personal protective equipment (PPE) is 
of utmost importance to GasNet, we ensure that our 
employees and partners feel safe and protected in 
the work they carry out. All PPE is regularly inspected 
by managers and employees are not allowed to work 
unless they have the correct safety tools for their 
work. More notably however, we continually check 
for innovation in PPE to ensure the latest technology 
and materials can be rolled out to our employees and 
partners.

28
Chapter #2.1
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Health and safety
With over 65,000 km of gas pipelines, GasNet’s operations extend to most 
parts of the Czech Republic. Therefore, to optimise our capacities and 
maximise efficiency, we outsource most operational activities, such as 
constructions and repairs, to our contracted partners in individual regions. 
Safety and management 
of business partners
As our business depends heavily on these activities, 
we need to ensure safety processes are respected 
by our contractors as well. GasNet’s approach to 
the safety management of partners is to duplicate 
all internal safety procedures and guidelines and 
require compliance in the same way as from our own 
employees. This way, we aim to minimise uncertainties 
and increase uniformity in our safety management 
processes, which, together with clear communication, 
will help us on our path to zero incidents.
In 2020, our contractors reported only one Lost 
Time Injury, which is the lowest number in the past 
eight years, and that is also reflected in extremely 
low LTIF. However, this positive trend was heavily 
overshadowed by a severe incident on one of our 
sites that resulted in the fatal injury of a construction 
worker. This tragic event has reoriented our focus to 
ensure we instil the same level of safety rigour for our 
partners as we do for our own employees. We have 
since moved away from the mindset that our partners 
will undertake the neccesary safety precautions, 
and instead make it our responsibility to work with 
our partners to educate and train them on safety at 
GasNet. 
Following the incident, extensive root cause analysis 
was triggered and identified that there had been 
insufficient risk evaluation and non-compliance with 
safety procedures, despite multiple inspections 
conducted on site.
0
2013
2014
2015
2016
2017
2018
2019
2020
0.5
1
1.5
2
2.5
3
3.5
Lost Time Injury Frequency (LTIF)
- Contractors
0
2013
2014
2015
2016
2017
2018
2019
2020
2
4
6
8
Lost Time Injuries (LTI) 
- Contractors
2013
0
1
0
0
0
0
0
1
Fatal injuries
Employees
2014
2015
2016
2017
2018
2019
2020
Internal target for 2021: 0

29
Chapter #2.1
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Health and safety
As an immediate step, we identified and 
implemented multiple corrective measures to 
prevent similar incidents in the future. This 
included revisions to specific WHS procedures, 
amendments to the risk management processes 
and enhanced training of contractors. Additionally, 
this incident triggered an internal analysis of our 
safety management system and revealed structural 
gaps which required systemic improvements. 
To address these issues, we initiated significant 
organisational change in the form of new hires in both 
occupational safety and process safety. This then led 
to developing a world-leading company-wide Safety 
Assurance Programme, which aims to improve safety 
management through various short- and long-term 
activities with increased focus on contractor safety 
(detailed description of the Programme in the Process 
Safety section).
We want to ensure that our partners have the 
necessary qualities and knowledge to safely 
carry out the work on our network. Although our 
legal obligation is to only provide safety trainings for 
our own employees, we go beyond and invite our 
contractors to participate, share their experiences and 
exchange information on best practices. Specifically 
in 2020, we organised 14 training sessions to share 
the latest information on incidents, findings from past 
inspections and new safety procedures for 306 of our 
partner’s construction leaders, sessions that were 
also joined by our internal technicians.
Furthermore, we conducted 7 standalone 
training sessions focusing on construction site 
safety for our partners last year, these were 
attended by 54 different companies with 482 
attendees in total. 
Lastly, we also regularly organise special trainings 
for both internal and external task leaders, where we 
describe detailed safety procedures and specific work 
requirements. In 2020, over 150 external task leaders 
participated.
Throughout 2020, we have initiated and completed 
multiple activities with direct influence on the safety 
of our contractors. Firstly, we focused on improving 
the risk management processes and educating 
contractors on evaluating potential risks during 
their tasks. In turn our team have developed a new 
document called Risk Pack to monitor risks starting 
from the planning phase then throughout the lifecycle 
of a construction. 
Additionally, for identified constructions with high 
risk, we implemented special Risk Cards that highlight 
key hazards that must be considered. Secondly, we 
aimed to improve our prequalification and tender 
processes by including health and safety criteria, and 
we plan to verify all contractors’ responses through 
our internal audits during 2021. Lastly, we revised 
our communication system with external partners to 
improve clarity and identified specific contact people 
to ensure important safety requirements reach all 
external partners and their employees. 
At GasNet, we take every safety incident very 
seriously, in line with our commitment to provide 
a safe environment for all internal and external 
employees, our safety performance last year was 
below our standards. However, these issues did 
not change our ambitions, and as we continuously 
improve our safety processes, the lessons learnt from 
last year will be used to educate and change GasNet 
positively in the future.

30
Chapter #2.1
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Health and safety
Safety Assurance
Programme
Objectives
Embed changes in both the GasNet and Contractor 
workforces, promote continual safety improvement 
and eliminate risks at all stages of work
Develop actions to gradually change employees‘ 
behaviour and positively reinforce the expected 
safety culture 
Drive improvements through leading and lagging 
key performance indicators
Process 
safety
Ensuring safety during our day-to-day processes 
at GasNet is crucial as most activities revolve 
around the operation and maintenance of our gas 
distribution network. At GasNet, the operational 
and safety processes are set and certified 
according to the Technical Regulation for Gas 
(TPG) documentation, which describes all legal 
requirements for companies working with gas and is 
under management of the Czech Gas Association. 
Mandatory TPG trainings are also provided on 
an annual basis to all employees in operations 
to re-familiarise themselves with process safety 
requirements. 
In line with our ambition to become a leader in safety 
standards, we go beyond legislative requirements 
and constantly improve and develop our procedures 
in close cooperation with our partners. In 2020, as 
a reaction to safety incidents and identified systemic 
gaps, we have initiated a company-wide Safety 
Assurance Programme that describes our efforts to 
create a safe working environment. We have ambitious 
health and safety targets and proactively monitor key 
indicators to assess the efficiency of our approach. 
Amongst others, we aim to minimise the number and 
severity of injuries to everyone we employ, contract, 
and serve. The programme has three clear objectives 
and six core workstreams.

31
Chapter #2.1
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Health and safety
Database of hazards 
Our database of hazards initiative is in place to 
create a source database of hazards with common 
terminology and links to specific tasks in our 
processes. The ambition is to ensure this catalogue 
is used for various work planning activities and it 
guides risk assessors effectively throughout the 
whole activity lifecycle. In 2020, we initiated the 
development of the first version of the database 
with the aim to implement the improved version into 
processes throughout 2021.
Policies, Procedures, Technical 
& Process Standards 
The policies, procedures, technical and process 
standards workstream ensures that all standards 
are based on risk assessments and best practice 
operating methods following the ERICPD  hierarchy 
of control. We also ensure that the detail of all 
processes are readily available to all employees and 
partners when conducting a workplace activity. Our 
key initiatives in 2020 focused mostly on improving 
clarity and uniformity of work procedures and 
WHS standards, defining responsibilities in change 
management processes and setting process steps for 
inspections and approvals before the initiation of work.
Project Planning, Design 
& Construction 
The project planning, design and construction 
workstream are focused on the identification and 
management of risks at the early stages of the project 
and to ensure they are also managed proactively 
throughout the whole project lifecycle. Before the 
start of the new construction season in 2021, we 
implemented two key risk management tools that 
ensure all potential risks are defined and properly 
managed by all involved parties. Risk Cards were 
included in project documentation for selected 
constructions with the highest identified risks and 
highlight the need for proper evaluation. On the other 
hand, Risk Pack was implemented to manage hazards 
for all planned technological activities starting with 
the planning phase and ending with construction 
completion.
Management of Contractors
Management of contractors is a focus of ours with 
many activities sub-contracted to partners, we 
ensure that all partners are systematically selected, 
audited and are WHS pre-qualified. They must have 
a clear understanding of the risks associated with the 
work they are carrying out and be aware of the best 
operational practices to minimise the chances of any 
incidents occurring. In 2020, we initiated activities to 
revise our prequalification criteria, improve our tender 
process and provide clarity into communication with 
our partners.
Safety Assurance Programme
Workstreams

32
Chapter #2.1
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Health and safety
authorisations. All findings are analysed and corrective 
measures are implemented individually or as a part of 
the Safety Assurance Programme. 
Beyond the targeted inspection checks, we 
complete regular Gemba walks and site visits to 
have discussions with our employees to better 
understand the nature of their work to then identify 
ways of reducing incidents. Each year, all GasNet 
board members are committed to conducting four 
site visits. In May 2020, we re-defined our site visits 
methodology by laying out a framework to make 
visits more objective and ensure they take place with 
a regular cadence. We identified priority visit areas 
driven by the incident KPIs and started to prepare 
training materials for the managers conducting 
the visits. Throughout 2020, top management 
went through site visit training which focused on 
promoting safety culture in GasNet through following 
workplace instructions and using a new safety app. 
The COVID-19 pandemic limited the number of visits 
we could conduct last year, therefore we piloted an 
innovative virtual site visits initiative with a focus on 
construction works. These virtual visits emphasised 
the importance of regular risk assessment and gave 
colleagues the opportunity to ask questions and 
share workplace safety learnings. In 2020, driven by 
social distancing rules, we were able to complete 
only 6 visits (3 in person from board members, and 3 
virtual from investors (including MIRA, BCI and ACP). 
However, our plan for 2021 is to further develop both 
site visit concepts and fulfil the agreed visit cadence.
Auditing,Inspections & Reporting
Our auditing, inspections and reporting workstream 
are focused on ensuring there is the right level of 
emphasis on safety measures that make a difference 
as well as performing root cause analysis assessments 
that then drive lessons learnt trainings and events. Key 
to this workstream are detailed inspection checks and 
more general site visits.
Inspection checks have been crucial in our recent 
safety improvement efforts, we continually 
perform process inspections on two main levels. 
On the primary level, we conducted over 10,000 
inspections of construction processes on 847 
different construction sites in 2020, which 
significantly increased from the previous year. 
On the secondary level, more than 200 process safety 
compliance inspections were completed 
with a reducing trend of non-compliance findings, 
driven by the increasing efficiency of the primary level 
checks. Together, both types of inpspections focus 
on ensuring compliance with work procedures and 
that appropriate risk evaluation and documentation 
were performed to ensure work is being carried out 
correctly and safely. At the beginning of last year, we 
initiated special inspection checks on both employees 
and contractors for work with increased risk with an 
annual target of 500 combined inspections conducted. 
In 2020, we exceeded the target and completed 
622 inspections in total, three times more than we 
completed in 2019. When considering the overall 
number of checks, only a few inspections identified 
non-compliance or other issues, these were mostly 
related to incorrectly secured sites or excavations, 
loading of excavation edges, improper PPE or missing 
Safety Assurance Programme
Workstreams

33
Chapter #2.1
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Health and safety
Safety Culture, Communication 
& Responsibilities
Safety culture, communication and responsibilities 
is the final workstream within our safety assurance 
programme, they are tasked with setting up key health 
and safety activities that will shift our culture to one 
where safety is at the front of all employees' and 
partners' minds. Last year, we initiated regular safety 
culture surveys, developed an action plan to improve 
the safety perception of our employees, improved 
our reporting system that monitors drivers’ safety 
and revised our WHS KPIs and targets (further detail 
described in the Safety Culture section).
Beyond the core workstreams, at GasNet we are also 
continually striving to find new solutions to improve 
safety using technology, towards the end of 2020 we 
started the planning for workplace simulation training 
to be rolled out at the beginning of 2022. Using virtual 
reality, we can create trainings to simulate emergency 
situations such as fires, explosions or landslides 
with additional external influences from weather and 
traffic. Furthermore, we plan to create a new physical 
training center in one of our regions with polygon for 
employees experience practically various situations 
on site. This way, we can further improve our trainings 
and make sure our employees are better prepared for 
any potential danger during their day-to-day work.
OVER 10,000 
INSPECTIONS 
ON 847 SITES 
IN 2020
0
2019
2020
2,000
4,000
6,000
8,000
10,000
12,000
0
2019
2020
100
200
300
400
500
600
Inspections of 
construction processes
Inspections of works 
with increased risks
Safety Assurance Programme
Workstreams

34
Chapter #2.1
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Health and safety
Public safety 
and network security
At GasNet we are responsible for keeping the public 
safe from injury whilst we work on our gas network, 
including the ensurance to our customers that we will 
keep them safe by using state of the art gas detection 
and inspection techniques to ensure we provide 
a reliable gas service around the clock. In 2020 we 
had over 33,000 calls by external parties reporting 
incidents and 0 injuries to members of the public, 
further evidenced by a history of no legal violations 
and no monetary fines.
We operate a 24-hour emergency public hotline 
(1239) for any gas incidents, irrespective of GasNet 
liability. In case of an incident on our network, our 
emergency team are ready to respond immediately  
and resolve any issues in close cooperation with 
the fire brigade if required. The team responds to 
emergency calls with extremely short planning and 
execution cycles, they utilise the Plan, Do, Check, 
Act (PDCA) framework and follow strict safety rules 
applicable to the concrete situation. 
Linked to our safety assurance programme, we 
have a deep focus on ensuring that we conduct any 
maintenance or construction to our gas network in 
the safest possible way. A thorough risk assessment 
is carried out ahead of any works and the necessary 
mitigation measures are put in place to prevent 
incidents to the public, these measures include 
signage, lighting, barriers and around the clock 
surveillance of open sites.
Number of calls 
by external 
parties reporting 
incidents that 
we successfully 
solved
2016
2017
2018
2019
2020
28,000
29,000
32,000
30,000
33,000
35,000
31,000
34,000
36,000

35
Chapter #2.1
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Health and safety
Linked closely to public safety is ensuring our gas 
network is resilient and reliable, in turn providing 
a convenient service, but also safeguarding our 
vulnerable customers that rely on gas. In 2020 we 
successfully managed the COVID-19 situation with 
zero major disruptions, across the board there were 
11 outages caused by internal operational activities 
and 537 outages caused by 3rd party incidents, 
all of which were responded to and resolved in 
a timely manner. Controlling and mitigating outages is 
managed through the measures we take to enhance 
the network security. Namely, regular inspection and 
maintenance is carried out, good progress is being 
made in replacing our steel pipelines for more resilient 
polyethylen lines, and also we ensure that any new 
greenery planted in the Czech Republic is not within 
the GasNet protected zones where we need 24-
hour access to our network in case of an emergency. 
Regarding new initiatives, at the end of 2020, 
we upgraded our gas leak inspection vehicles to 
increase the speed of network inspection to identify 
issues earlier that could impact the security of our 
network and safety of the public.
0
2016
2017
2018
2019
2020
100
200
300
400
500
600
700
Number of outages caused 
by 3rd party incidents
_
GasNet provides locating and marking 
of buried pipelines for free

36
Chapter #2.1
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Employee 
health
At GasNet we care deeply about the health of our 
employees and look to support them in order to 
promote health and wellbeing in the workplace. 
Regular medical check-ups are offered to all 
employees, and in some cases, check-ups are 
required to conduct certain activities such as driving 
or operation and maintenance of electrical and gas 
equipment. Last year, our employees successfully 
completed 20,054 mandatory medical qualifications 
to verify their health fitness.
In 2020, we ran a number of initiatives to promote 
health through events such as first aid trainings or 
cancer prevention information sessions. For 2021, 
we plan to organise all initiatives under an Employee 
Health Event, whereby we will continually distribute 
videos and leaflets on healthy behaviour. We will 
also offer health consultations and share various 
training materials. Some of the key topics within 
these initiatives include stress resilience, ergonomics, 
nutrition and muscle strains.
We are continually monitoring sickness metrics to 
proactively reduce companywide sick leave. During 
2020, 2.5% of the total available working hours were 
lost due to sickness. In order to reduce the frequency 
of sick leave, we monitor the root causes that could 
trigger sickness. Mental health and psychological 
welfare are of utmost importance to us, and we want 
to ensure our employees are confident to ask for 
help in times of need, especially during the reduced 
social contact and extended remote working periods 
throughout 2020. To help combat this, all of our 
colleagues have access to welfare consultants to 
provide impartial advice. Other measures include 
regular manager check-ins with their teams as 
well as monitoring their utilisation to ensure that 
no one is being over worked, we also consider 
workplace ergonomics in both the offices and the 
field to mitigate repetitive strain injuries. Lastly, we 
actively encourage a non-smoking, non-substance 
consumption workplace, and offer our employees 
support to overcome these habits.
In addition to actively supporting and 
addressing the more typical sickness incidents, 
during the challenging circumstances of the 
COVID-19 pandemic, we have been committed 
to ensuring our employees are fully supported. 
Several steps have been taken including 
compassionate terms on COVID-19 related sickness, 
offering significant support for vaccinations, and 
providing all employees and partners with high quality 
personal protection equipment to ensure GasNet are 
responsible and contribute to overcoming this global 
pandemic.
Health and safety

37
Chapter #2.1
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Health and safety
Safety culture 
in the workplace
At GasNet we believe that safety culture is core to 
the long-term improvement of safety performance 
indicators, having our colleagues approach tasks 
with a safety-centric mindset is key to reducing the 
overall incidents observed. Regular companywide 
and manager-led communications are circulated to 
all employees, these are distributed regularly and 
designed to highlight safe working practices. The 
communications include regular (twice monthly) 
Arnold surveys that encourage feedback, this helps 
to make the safety conversation two-way to avoid the 
feeling of safety culture being imposed. In 2020, we 
received a very high response rate of 83% to these 
surveys. 
At the end of 2020, we conducted a company-wide 
Safety culture survey to assess the overall safety 
perception of our employees and identify areas 
for improvement. The survey uses NOSACQ 50 
methodology, which covers questions across 7 safety 
dimensions and provides peer benchmarking. With 
2113 employees participating, which corresponds to a 
90% response rate, the results showed above average 
levels of safety culture compared to GasNet’s peers. 
However, we still have a long journey ahead of us, 
as many safety aspects were not viewed positively. 
To further improve our safety culture, we developed 
a long-term action plan focusing on creating collective 
responsibility and increasing employee engagement 
with the intention to verify our progress by conducting 
this survey regularly every two years. 
WHS surveys 
2020
4/9
conclusion
New WHS 
Strategy
Survey on acquaintance of 
and comprehensibility of the 
new WHS strategy.
The documents have to be 
understandable to everyone.
Appeal to departments with 
a low response return.
18/9
conclusion
Accidents / 
serious events
Verification that information on 
accidents and corrective actions 
is provided to all employees.
We should continue to use surveys to 
verify the dissemination of information 
on events and measures.
30/10
conclusion
Near-
misses
Feedback on the near-
misses reporting system.
The need to revise the 
reporting system.
13/11
conclusion
Accident 
reporting
Verification that information 
on corrective actions has 
reached all employees. 
Education about the correct 
accident reporting process.
The necessity to strengthen 
communication and 
information sharing.

38
Chapter #2.1
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Health and safety
Another way, which we use to monitor the safety 
culture at GasNet, is the number of reported safety 
observations of our employees. Last year, we 
received in total 246 reports and 90% of them were 
immediately resolved through implemented corrective 
measures or communication to our employees. 
However, we aim to further increase the number of 
observations as it reflects the overall safety perception 
and helps us resolve issues before they escalate 
into incidents and injuries. To support these efforts, 
we launched our redesigned mobile application that 
provides an easy platform for employees to report 
incidents. The application also provides safety advice 
and manuals to give employees quick access guides 
giving them the confidence when carrying out a task.
Our employees are also encouraged to look out for 
their colleagues, in an initiative we call Peer-to-Peer 
Care which is designed to ensure that all GasNet 
employees look out for each other. Additionally, to give 
many employees the knowledge to consider safety, 
all managers will participate in Healthy Leadership 
training, which is then cascaded throughout the teams 
and improves the overall culture of safety. In 2020, 90 
out of 270 managers participated with the rest being 
trained during the first quarter of 2021.
ARNOLD surveys
Arnold is our conversational robot (chatbot) 
specialised in online employee surveys and since 
September 2020, we have conducted surveys twice 
a month to gather feedback regarding health and 
safety. Each employee can decide whether to 
respond by name or anonymously, with the chat 
bot algorithm ensuring that the respondent cannot 
be identified by the team leader, even within small 
teams.
The first survey in 2020 focused on the introduction of 
Arnold and contained mainly general questions about 
the possibilities of surveys. The response rate of 
the surveys was 83%, and 53% of respondents also 
expressed an interest in addressing issues of overall 
satisfaction and motivation. These are important 
stimuli which we decided to address at the beginning 
of 2021.
Training materials were created based on the 
survey results and managers at all levels have since 
completed the respective trainings.
28
Ongoing
218
Resolved
246 safety 
observations 
reported
_
Chatbot Arnold is a tool for surveys among employees. It is available 
also on mobile devices. Response rate of Arnold surveys is 83 %.

39
Chapter #2.1
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Health and safety
Looking 
beyond 2020
In 2020, we overhauled our safety efforts at GasNet 
and introduced new initatives across the board 
which will continue to be developed in 2021. The 
newly conceived Safety Assurance Programme is 
set to deliver a new safety focus at GasNet with six 
workstreams ready and organised to embed safety 
principles within all of the work we do and continue 
the positive trend on key performance indicators. 
In 2021, the new Safety Assurance Programme will 
provide a foundation for all safety efforts, bolstered 
by additional activities including the revised site visits 
initiative with the objective of carrying out regular 
in-person and virtual visits that have already proved 
immensely useful to capture what our people learned. 
Additionally, building on the company wide safety 
specific trainings delivered in 2020, we will continue 
to develop new simulation trainings to give our 
employees and partners the most realistic exposure to 
possible incidents.
2021 will see the roll out of an uprated fleet of 
gas leak inspection vehicles and paired with the 
continual improvements to our pipelines through the 
replacement of steel pipes with PE ones, we will be 
able to deliver a more secure network with fewer 
outages. 
We are also immensely excited to see the increasing 
uptake of our new mobile application which is 
designed to provide our employees with greater 
access to safety instructions, as well as streamlining 
the task of reporting safety observations. Lastly, the 
now organised effort to promote a healthy culture at 
GasNet is in full swing with regular communications 
being sent out to continually touch base with our 
employees on safety topics and promote a mindset 
with safety as a first thought. 
2.1
⟶  SAFETY ASSURANCE PROGRAMME 
⟶  NEW FLEET OF GAS LEAK INSPECTION VEHICLES 
⟶  REPLACEMENT OF STEEL PIPES WITH PE ONES 
⟶  NEW MOBILE SAFETY APP
Looking beyond 2020
highlights

40
Chapter #2.1
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Health and safety
#2.1 SDG targets summary
Ensure healthy lives and 
promote well-being for all 
at all ages
Promote sustained, 
inclusive and sustainable 
economic growth,full and 
productive employment 
and decent work for all
Our contribution 
to selected SDGs
Target 3.6.
Defensive driver training courses offered 
to all of our employees. 
Monitoring of company fleet data 
to identify drivers who partake in 
dangerous practices (e.g. speeding) and 
put mitigating measures in place (e.g. 
additional safe driving courses).
Regular inspections of vehicles and 
requiring medical qualifications from all 
drivers.
Target 8.8.
Policies and internal guidelines updated 
in health and safety areas with most up-
to-date practices. Operationalisation of 
improved practices through manuals, 
broad training portfolio, and safety culture 
surveys.
Management of  safety processes through 
our Work Health & Safety department, 
historically aligned with safety standards 
described by TPG and OHSAS 18001. 
Ambition to be broadly aligned with ISO 
45001 requirements.
Emphasis of Safety Assurance Programme 
to continuously improve our safety 
management system.
Safety performance monitoring and 
compliance with our health and safety 
processes with regular reporting to WHS 
& EP Committee.
Assurance of consistent safety practices 
by contractors. Duplication of internal 
safety procedures and guidelines and 
requiring compliance, while also sharing 
best practices.

Part 
#2.2
We believe in 
sustainability and 
the future of gas

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
42
Sustainability and future of gas
Chapter #2.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Environmental sustainability is at the heart of our business and our commitment 
is built upon our shared responsibility for the environment and our dedication to 
a low carbon future. In line with the basis of our corporate strategy, we strive to 
minimize the negative impacts of our activities on the environment and support 
the decarbonisation of the Czech energy and industrial sectors.
We believe in sustainability 
and the future of gas
Due to geographical constraints and the limited 
availability of renewable and hydrogen solutions so 
far, natural gas will play an essential role in the Czech 
energy transition in the next decades. The share of 
gas is expected to increase due to the coal phase-out 
in power generation and other key industry sectors. 
In 2020, coal and oil accounted for 54% of primary 
energy consumption in the Czech Republic, mainly in 
the heating, industrial and transport sectors. The Czech 
government initiated activities to support the transition 
and we can already see the increased interest in 
natural gas as 45% of new registrations with the State 
Environmental Fund of the Czech Republic (SFŽP) and 
the Ministry of Industry and Trade (MPO) are attributed 
to gas projects.
The transition from coal to alternative fuels enables 
GasNet to promote natural gas as a mean to 
facilitate the energy transformation of key energy 
and industrial sectors and support the government 
in the delivery of Net Zero targets by 2050. Our 
ambition is to support the decarbonisation process by 
connecting heating customers to replace their coal-
based technologies and offering low-carbon substitute 
(LNG) in the transport sector. Furthermore, we aim to 
continuously connect new biomethane plants to our 
network to enable distribution of low carbon gases 
in the near future, while adjusting our assessment 
strategy to be hydrogen ready by gradually retrofitting 
our current network. Lastly, we focus on the creation of 
a convenient ecosystem with appropriate market rules 
and legal frameworks to support the future hydrogen 
distribution.
To achieve the aforementioned ambitions, we initiated 
a Future of Gas programme that we describe in 
more details in a separate section. However, we are 
also committed to reduce our environmental impact, 
especially caused by our own business activities. For 
that purpose, we initiated a company-wide Green 
GasNet programme, which coordinates all activities to 
minimise not only our emissions, but also other pollution 
sources impacting our planet and people. To ensure 
our efforts are operationalised and translated to all our 
processes, we implemented and maintained a robust 
Environmental Management System (EMS) aligned 
with ISO 14001. Through EMS, we ensure all GasNet’s 
activities are compliant with legislative requirements 
and processes are managed responsibly to protect our 
shared future.
RELATED SDG TARGETS 
→
“We are gasmen, and we 
believe in the future of 
gas. Gas has a place in the 
modern and green energy 
industry, whether in the 
form of natural gas or in 
renewable forms such as 
biomethane or hydrogen.”
Thomas Merker,
CFO

Climate change is one of the biggest 
challenges the world faces today. The Paris 
Agreement signed in 2015 at the COP21 
Climate Change Conference sets a target to 
limit global warming well below 2oC (preferably 
1.5oC) compared to pre-industrial levels.
Greenhouse 
Gas Emissions
43
Chapter #2.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas
Global situation
The Intergovernmental Panel on Climate Change 
(IPCC) has stated that a rise in temperatures of 2oC 
above pre-industrial levels will have devastating 
effects of the climate, the environment, and natural 
systems as we know it. As a result, it is imperative 
that we decarbonize the energy and heating sectors, 
both sectors making up a significant proportion of our 
national emissions. 
The European Commission announced the European 
Green Deal in December 2019, providing an action 
plan for Europe to be carbon neutral by 2050. On 
a national level, the Czech Republic has also published 
a draft National Energy and Climate Plan (NECP) 
setting out a concrete 30% GHG emission reduction 
target by 2030 compared to 2005 and further 
indicative ambitions up to 2050. The Czech Republic 
has committed to a target of 22% RES in consumed 
energy by 2030, including segment target of 14% in 
transport.
GasNet’s approach
GasNet takes on a proactive role in shaping a clean 
energy future, especially as gas plays an essential role 
in the broader transformation of the Czech economy, 
which is vastly reliant on coal electricity and heat 
generation technologies. Biomethane also takes on 
an important role, originating from renewable sources 
and blended with natural gas to be injected into our 
grid network for distribution. The role and our pathway 
to a hydrogen-driven economy is also being assessed 
in the Czech Republic, while we closely monitor trials 
elsewhere in Europe to better understand the possible 
implications of using hydrogen admixtures, as well as 
pure hydrogen. 
Both 2020 and 2021 have been eventful in GasNet’s 
wider response to national and EU commitments. 
First, the company has launched Green GasNet, a 
new programme co-ordinating all key initiatives in the 
environmental area with emphasis on GHG emissions 
sources and their reduction. The transition role of 
natural gas and its greener alternatives including 
biomethane and hydrogen also requires news skills and 
commercialisation of cutting-edge technologies. With 
an eye on the coming years, GasNet has initiated the 
Future of Gas programme (as a part of Green GasNet), 
examining the future frontier of the Czech gas industry. 
At GasNet, we understand the importance of 
reducing Greenhouse Gas (GHG) emission whilst 
seeking every opportunity to innovate, maintain 
safety and reliability, and respond effectively to 
a changing world. Over the last decade, our GHG 
emissions have been steadily decreasing and we 
aim to accelerate this trend by further reducing 
technological losses and gas leakages from our 
pipeline, as well as optimizing energy consumption. 
Greenhouse Gas Emissions 
(tCO2e)
0
2012
2013
2014
2015
2016
2017
2018
2019
2020
10,000
20,000
30,000
40,000
50,000
Scope 1 
emissions sources
Technological losses 
Natural gas consumption in operations
Natural gas consumption in buildings
Car fleet consumption
Scope 2 
emissions sources
Electricity consumption in operations
Electricity consumption in buildings
Disclaimer: Our GHG emissions were calculated according to global standardised framework established by Greenhouse Gas 
Protocol and using local, IPCC and US EPA emission factors. Due to ongoing development of more accurate GHG emissions 
methodologies and baseline setting after asset transfers, the provided data currently do not include fugitive leakages from 
our network and energy consumption from multiple newly acquired GasNet facilities. Consequently, we expect a relatively 
significant increase in both Scope 1 and 2 emissions for years 2021 onwards as we make our emissions inventory more accurate.

44
Chapter #2.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas
2020 Scope 1
Emissions (tCO2e)
2020 Scope 2
Emissions (tCO2e)
40.8%
Natural gas 
consumption
in operations
15.8%
Car fleet fuel 
consumption
94.2%
Electricity 
consumption
in operations
0.3%
Natural gas 
consumption
in buildings
43.1%
Technological
losses
5.8%
Electricity 
consumption
in buildings
IN THE PAST 
9 YEARS, WE 
MANAGED TO 
REDUCE OUR SCOPE 
1 EMISSIONS BY 
32% AND SCOPE 2 
EMISSIONS 
BY 42%.

Technological losses & fugitive leakages
Greenhouse Gas Emissions
in detail
45
A significant source of process emissions comes from 
technological losses and leakages. Major leakages 
are usually identified and repaired in a very short 
amount of time, primarily to protect the public and our 
employees. Our average time to eliminate leakages 
historically overperforms regulatory requirements 
thanks to focus on optimized emergency response 
processes. However, we also measure our network 
losses and strive to reduce their volumes and thus 
overall emissions. 
Technological losses (TL) include the total volume 
of vented and leaked gas resulting from technological 
operations (construction, maintenance, repairs) on 
our network and major incidents requiring immediate 
action. We distinguish between own and 3rd party TL. 
Own TL include vented gas during depressurisation 
or filling of gas pipelines and leaked gas resulting 
from incidents caused by own employees, whereas 
3rd party TL include leaked gas resulting from 
depressurisation or disruption of the pipeline caused 
by external companies. As these gas losses require 
proper oversight and monitoring, we have developed 
robust processes to calculate and continuously reduce 
volumes of technological losses in our operations 
by employing latest leak-free technologies, such as 
stopping and ballooning devices or bypass. In the 
past ten years, we have successfully decreased 
our own technological losses by 56% and we strive 
to continue this trend by setting more and more 
ambitious reduction targets every year.
Fugitive leakages, mostly smaller in volume, are 
primarily caused by tightness failures or general 
ageing of pipelines due to corrosion or cracking and 
are divided into two groups – underground and above 
ground – according to their location. Though we carry 
out regular checks as part of our daily business while 
also leveraging modern detection methods, not all 
leakages can be easily identified. Small underground 
pipeline failures are particularly difficult to detect. Due 
to challenging detection and subsequently higher 
complexity of potential measurement of leakage 
volumes, we currently monitor and report only on the 
absolute number of identified and repaired leakages. 
Nevertheless, we have started developing a method 
for calculating fugitive methane emissions in the last 
quarter of 2020, intending to improve the accuracy of 
reported emissions and more importantly to identify 
further measures to reduce leakages. Since natural 
gas is composed of mostly methane (over 95%), 
an extremely potent greenhouse gas with global 
warming potential higher than that of CO2, GasNet’s 
key lever in contributing to Europe’s green future is by 
eliminating leakage volumes.
Technological 
Losses (m3)
0
2012
2011
2013
2014
2015
2016
2017
2018
2019
2020
250,000
500,000
750,000
1,000,000
Own            3rd party
Chapter #2.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas

46
Number of leakages 
from low-pressure pipeline
Number of leakages 
from high-pressure pipeline
Number of leakages 
from regulation stations
Average time to 
eliminate leakages (days)
Above ground             Underground
0
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
10,000
20,000
30,000
40,000
2011
2011
2010
2009
2012
2012
2013
2013
2014
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
2019
2020
2020
0
20
500
40
1,000
60
1,500
80
100
2,000
GasNet has been steadily increasing the share of 
polyethylene (PE) pipelines to replace the legacy 
network consisting largely of steel pipes with a high 
failure rate. PE is a more reliable and safer pipeline 
material, which is clearly reflected by a decreasing 
number of leakages from both low-pressure and high-
pressure pipelines, as well as regulation stations, 
all adding up to a 63% decrease between 2011 and 
2020. We expect to build on this positive trend with 
continued improvements to our infrastructure. 
Physical resolution of leakages is at the core of our 
commitment to safe delivery of gas. Following risk 
evaluation of each detected leakage, we strive to 
repair the damaged pipeline segment as soon as 
possible based on risk level prioritization. While making 
sure communities are unaffected by any leakage, 
quick resolution also reduces the volume of leaked 
methane into the atmosphere. We have been gradually 
reducing leakage elimination time, going beyond our 
legislative requirements and achieving an average 
of 36 days for underground and 32 days for above 
ground leakages. While the average resolution is 
denominated in days, dangerous leakages in inhabited 
communities are resolved within a matter of hours. 
Such situations are rare.
Technological losses and fugitive leakages are 
and will remain our key focus area. By the end 
of 2021, we aim to finalise our methodology to 
calculate the volume of fugitive leakages and 
identify concrete methane emission reduction 
targets for the next years. Minimization of vented 
and leaked gas volumes is a firm part of our core 
business and Board-level commitment to identify 
further reduction measures that will significantly 
help us move towards our GHG emissions reduction 
ambitions. 
Chapter #2.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas
63% 
DECREASE OF LEAKAGES 
BETWEEN 2011 AND 2020
50,000
400
500
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
0
100
200
300
92
44
49
30
26
38
37
26
27
27
26
32
34
86
48
41
42
32
36
30
28
36
34
32

Energy efficiency agreement 
with the Ministry of Industry 
and Trade
47
In March 2021, GasNet entered into a voluntary agreement 
on energy efficiency with the Ministry of Industry and Trade. 
This agreement sees GasNet, the Czech leader in the 
distribution of natural gas, contribute to the Ministry’s efforts 
to promote energy savings and thus the sustainable future of 
the Czech economy. Besides support for PR campaigns, we 
look to provide advisory support to industries that consider 
transitioning away from unsustainable fuels such as coal.
Chapter #2.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas
“GasNet is an important energy market 
player and I am pleased that the 
company has entered into a voluntary 
agreement on energy efficiency. We 
hope that other firms, which care 
about the environment and sustainable 
development, will follow suit.” 
Karel Havlíček, 
Deputy Prime Minister 
and Minister of Industry and Trade
_
Czech Deputy Prime Minister and Minister of Industry and Trade (right side) signing Energy 
Efficiency Agreement with GasNet representatives Martin Gebauer and Thomas Merker

Energy consumption 
in operations
48
We strive to minimize the environmental impact in 
our operations, where our main emission sources are 
consumption of natural gas and electricity. These 
energy sources are mainly used to power electric and 
gas boilers for preheating in our pressure regulation 
stations. Preheating is an essential process that 
increases the temperature of gas in the network to 
prevent it from freezing while the network pressure 
decreases. 
Additionally, the GasNet Group currently operates 
three co-generation units at selected large-scale 
regulation stations. Two units in Velké Němčice have 
been replaced by more efficient units just last year. 
Third co-generation unit in Turgeněvova has been 
running since 2018. Co-generation does not only 
serve our operating purposes by producing heat, but 
also generates electricity, which positively impacts the 
Czech energy mix by reducing the share of coal in an 
efficient and more environmentally-friendly way. In the 
future, we plan to install additional co-generation units 
at suitable regulation station sites.
Weather is a key factor for energy consumption in our 
operations given the correlation between outdoor 
temperatures and distributed volumes of gas each 
year. This external factor together with other activities 
aimed at optimizing energy use resulted in a large 
swing between years 2014 and 2018. Despite that, 
both our electricity and gas consumption have been 
steadily declining since 2017 thanks to an initiative 
started in 2014 that focuses on the increasing 
efficiency of boilers for preheating. Poised to continue 
at least until 2026, this impactful initiative focuses on 
the replacement of smaller gas boilers by electric ones 
and the retrofitting of large gas boilers to increase 
energy efficiency and lower air pollution emissions. 
The end of 2020 also saw us sign a major 
procurement deal with ČEZ ESCO, securing 8.5 
GWh worth of green electricity certificates to cover 
our total consumption in operations and thus reduce 
our scope 2 carbon emissions. Additionally, we will 
be implementing a new Energy Management System 
with ISO 50001 certification throughout 2021, which 
will further improve our energy efficiency and optimize 
consumption.
Natural gas consumption 
in operations (millions of m3)
Electricity consumption 
in operations (GWh)
2012
2013
2014
2015
2016
2017
2018
2019
2020
0
2
4
6
8
Preheating             Cogeneration
2012
2013
2014
2015
2016
2017
2018
2019
2020
0
2
4
6
8
10
Chapter #2.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas

49
Chapter #2.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas
Cumulative number 
of gas boiler 
replacements 
carried out
2015
2016
2017
2018
2019
2020
0
200
400
600
800
44% FEWER CO AND 
NOx EMISSIONS DUE 
TO REPLACEMENT 
OF 819 BOILERS

Energy consumption 
in buildings
50
We have been exploring various ways to reduce 
energy consumption in both our own buildings and 
rented ones. However, due to the recent carve-
out of GasNet from innogy Group, multiple facilities 
and buildings were transferred in July 2020 into our 
ownership or, in case of rented offices, under our 
management. As a result, the processes for monitoring 
energy consumption in all our premises are currently 
being set up and action plans with optimization 
activities that will be finalized in 2021 in conjunction 
with the implementation of an ISO 50001 certified 
Energy Management System.
In order to decarbonise our electricity consumption, 
we are setting ambitious targets to use more 
green energy. We will cover 100% of purchased 
electricity through renewable resources in 2021, 
which includes the entire consumption in all of our 
office buildings. The procured green power comes 
through public distribution networks with a guarantee 
of origin covering hydro, solar, and wind power plants. 
We are also exploring additional ways to meet our 
energy demand through distributed generation by 
installing photovoltaics (PVs) and battery storage at 
our premises.
Ústí n. L.
Praha
Berlin
Vienna
Wrocław
Ostrava
Brno
Hradec Králové
Key office locations
in the Czech Republic
Chapter #2.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas

Fleet consumption
51
GasNet’s car fleet is essential to day-to-day 
operations, enabling efficient maintenance of our 
vast pipeline network in the Czech Republic. As such, 
we are advancing large-scale optimization of fuel 
consumption and increasing use of alternative fuels 
where possible. While we are still dealing with asset 
transfer as a result of our carve-out activities in 2020 
and thus incomplete data sets, we are developing 
a robust data base to help us set ambitious targets.
As a natural gas distributor, we support the use of gas 
in transportation as a more sustainable fuel compared 
to conventional ones. We are therefore gradually 
transitioning our fleet to CNG, with a significant 
increase to our fleet share since 2014. This shift to 
CNG-fueled vehicles noticeably decreased our fossil 
fuel consumption and thus CO2 emissions. At the 
end of 2020, we operated 614 CNG cars and 12 
electric vehicles, making up 41% of our total car 
fleet. To further reduce our car fleet emissions, we 
purchased certificates worth 8.5 GWh of bio-CNG 
produced from waste to cover our total CNG fleet 
consumption in 2021.
Car fleet fuel 
consumption
2012
2011
2013
2014
2015
2016
2017
2018
2019
2020
0
200
400
600
800
1,000
1,200
CNG            
Diesel            
Gasoline
Chapter #2.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas

Air pollution
52
GasNet operates 2,729 pressure regulation stations 
with preheating boilers, comprising 1,659 stations 
that run on natural gas and emit air pollutants. We 
therefore strive for continued reduction of nitrogen 
oxides (NOx) and carbon monoxide (CO) emissions 
in operations through optimisation of the preheating 
process to meet legislative requirements and reduce 
impact on air quality. 
Over the last six years, we have managed to 
significantly reduce CO and NOX emissions at 
regulation stations, which are covered by legislative 
obligation to measure emissions, by 44% (from 
6.79 ton/year to 3.83 ton/year). This sizeable 
decrease has been achieved through modernisation 
and replacement of 819 gas preheating boilers, which 
lowered overall gas consumption and improved 
effectiveness of emission filters. Since this initiative is 
still ongoing and will run at least until 2026, we expect 
to maintain this positive trend in the future.
CO and NOx Emissions
(tonnes)
CO
NOx
Chapter #2.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas
2015
2014
2016
2017
2018
2019
2020
0
2
4
6

Waste management
53
Throughout 2020, we have continued working on 
the optimization of our waste management. We 
regularly monitor the frequency of waste removal and 
processing of different types. The end of 2020 saw us 
preparing for new waste regulation, which came into 
effect on January 1st, 2021. One of our strategic goals 
for 2021 is to redefine environmental requirements 
for our suppliers in cooperation with our procurement 
department, revising contractual obligation to prevent 
waste where possible. To reduce the volume of paper 
waste, are also preparing an e-signature roll-out 
for internal and external use to avoid unnecessary 
document printing.  
In 2020, 43% of waste was diverted from landfill, 
incineration and third-party processing to recycling, 
composting, and waste-to-energy. Additionally, the 
share of hazardous waste was significantly reduced 
by 34% since 2014. Due to the transfer of new office 
buildings to GasNet from innogy, we expect a sizeable 
increase of non-hazardous waste from administrative 
activities in 2021. Nevertheless, this increase should 
not affect our recycling and landfill diversion efforts.
2015
2014
2016
2017
2018
2019
2020
0%
10%
20%
30%
40%
50%
Share of 
hazardous 
waste
Waste
processing
2%
Waste-to-energy
4%
Composting
11%
3rd party processing
6%
Incineration
40%
Landfill
37%
Recycling
Chapter #2.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas

Community 
& biodiversity 
support
54
In line with our long-term commitment, we strive to 
continually supporting our communities to tackle 
environmental issues in the locations of our business 
activities and to ensure the protection of biodiversity 
beyond simple compliance. In our operations, we are 
trying to minimize the usage of herbicides and follow 
strict legislative requirements to ensure no harm is 
done to the environment. We also conduct regular 
training for our employees and ensure the required 
certifications according to legislative standards. 
In 2020, we had 384 operations workers certified 
regarding the handling of herbicides.
A key initiative earmarked for 2021 is establishing 
cooperation with selected non-profit organisations 
or local communities in various parts of the Czech 
Republic that support biodiversity. Our objective is 
to then develop an environmental programme for our 
employees to take part in together with this external 
partner. Our contribution will encompass financial 
support and more importantly, employee pro-bono 
engagement centred on environmental protection 
activities (for example tree planting or waterway 
cleaning). We are currently in talks with multiple 
organizations and already scheduled a few volunteer 
actions for our employees to support biodiversity in 
Q2 2021.
Chapter #2.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas
_
GasNet volunteers remove non-native and harmful 
dyer’s woad from Pálava hills in Moravia.
Since last year, we have also been developing 
educational materials that will increase the 
environmental awareness of the wider public. The 
first published material will be a guideline focusing 
on greenery planting within gas pipeline protection 
zones, as every year a high number of trees must 
be removed due to the safety considerations of the 
network. We therefore aim to spread the information 
to our stakeholders and ensure higher preservation 
of biodiversity in the future by compensating for the 
missing greenery through our volunteer activities.
GasNet as the largest gas distributor in the Czech 
Republic also owns a large amount of land, which is 
currently used only for our day-to-day operations. 
To ensure the sustainable future of our business, 
a detailed land use analysis will be conducted to 
determine possibilities for activities contributing to 
our sustainable vision, such as the installation of solar 
panels or wetland restoration.

55
Chapter #2.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas
The Czech Republic as a historically fossil rich country, 
has been dealing with contaminated land left as a 19th 
and 20th century legacy of inappropriate management 
of hazardous wastes and chemicals mining and 
extraction. After privatisation in the early 1990s, new land 
owners were tasked by state regulators to remediate 
contaminated areas and ensure future usability of soil and 
surface or ground water.
GasNet deals with old environmental burdens at two of its 
sites – Uherské Hradiště and Javorník. The contaminated 
soil in Uherské Hradiště is now fully restored, however, 
remediation of ground water was stopped in 2020 due 
to requirements for further contamination analysis. We 
are monitoring the situation in the meantime. Javorník’s 
remediation is partially complete, but new contamination 
deposits have appeared and the remediation process will 
likely have to continue. Based on the Czech legislation, a 
vast majority of remediation expenses are covered by the 
state. 
We consider it our responsibility to ensure 
the impact on environment and biodiversity is 
minimized and we take all necessary measures to 
ensure no contaminated land or water will result 
from our operations.
Remediation of old 
environmental burdens
Case study:

We want to be part of the green energy transformation. Environmental 
performance will be defining for GasNet’s business, and thus we see 
increased investment into our distribution network as a necessary 
step towards preparedness for the energy transformation in the Czech 
Republic.
Future of Gas
56
Chapter #2.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas
GasNet forms one of the central backbones in the 
Czech energy business, connecting thousands of 
industrial and household customers. Therefore, the 
initiated decarbonisation of the Czech Republic allows 
us to play a key role in the transition towards Net 
Zero.  As a response to the changing environment, 
we launched the Future of Gas programme, which 
aims to enable a green transformation in key industrial 
segments of the Czech economy. The initiative has 
three main objectives – connect heating customers 
to our distribution network, promote LNG as a 
lower-emission substitute in the transport sector 
and ultimately prepare our current network for the 
distribution of green gasses – biomethane and later 
hydrogen. 
To ensure the Czech Republic can achieve the 
ambitious emission reduction targets, the heating 
sector must move away from carbon intensive fuels, 
such as coal, to more environmentally-friendly energy 
sources. Coal currently fuels 50% of existing central 
heating sources, which creates the opportunity for 
natural gas to help with the transition. At GasNet, we 
will support the transformation of the heating sector 
in the Czech Republic by promoting natural gas as a 
transitional fuel and connecting heating customers, 
especially central heating plants, to our distribution 
network to replace their coal-based technologies.
Green gases, such as biomethane and hydrogen, 
are becoming more technologically and economically 
viable. In the long term, particularly post-2040, we 
expect affordable imports of hydrogen to Europe in 
sufficient volumes, industry-led demand for green 
hydrogen and emergence of a European hydrogen 
transmission backbone. As the largest Czech gas 
distributor, we want to drive and facilitate the 
transition by preparing our business as well as the 
market environment for this significant change. 
Our current focus is to enable distribution of low 
carbon gases already in the near future by connecting 
biomethane plants directly to our network and 
analysing technical possibilities of blending with 
natural gas. Meanwhile, we adjust our assessment 
strategy to ensure our business is hydrogen ready 
by investing heavily into the retrofit of our current 
network to cover the industry’s future hydrogen 
demand. We have already made significant progress 
in the preparation of our network. At the moment, we 
service approximately 54,000 km of local networks, 
of which approximately 74% is made from PE and 
will allow the distribution of hydrogen. Additionally, 
this implies that 60% of all municipalities connected 
to our distribution network are already 99% 
prepared for green gas distribution in the future.
Additionally, new opportunities for the application of 
low-carbon gases appeared. Since last year, we have 
been working on ways to disrupt and transform the 
transport sector through the distribution of LNG and 
later bio-LNG, since both provide the opportunity 
to significantly reduce emissions compared to 
traditional fossil fuels. Currently, we are working on 
the operations and delivery of mobile and stationary 
LNG stations and liquefaction stations to provide more 
sustainable products and services to the public and 
play a strategic role in the decarbonisation of freight 
transport in the Czech Republic.
At GasNet, we actively drive legislative changes as 
sectoral leader and strive to become a key player in 
the decarbonisation process of the Czech Republic. 
Therefore, to motivate and enable the future low-
carbon gas world, we must also focus on the creation 
of a convenient ecosystem, providing appropriate 
market rules and legal frameworks to invite both 
current and new players to form the future hydrogen 
world together with us.
60% 
OF ALL MUNACIPALITIES  
CONNECTED TO OUR 
DISTRIBUTION NETWORK ARE 
ALREADY 99% PREPARED FOR 
GREEN GRAS DISTRIBUTION 
IN THE FUTURE

57
In July 2020, GasNet opened the first public mobile 
LNG station in the Czech Republic (in Klecany, nearby 
Prague). In May 2021, we followed up with a second 
LNG station in Mladá Boleslav we are fulfilling our 
ambition to shape the market with this ecological fuel. 
We believe that opening the first public LNG filling 
stations will be an important driver for LNG’s future 
development in the country.
The stations are equipped with one of the most 
advanced technologies: they can refuel all brands 
of trucks that currently offer an LNG version, i.e. 
VOLVO, Scania, and IVECO. To promote LNG as a safe 
commodity, we co-authored multiple studies focusing 
on safe and sustainable development and operation of 
LNG stations. Lastly, we also provide certified training 
for LNG filling, which has been completed by 132 
drivers.
The signing of a memorandum between Škoda Auto 
and the Czech Gas Association in November 2020 
was another positive signal for LNG’s role in transport. 
As the largest domestic carmaker, Škoda Auto has 
committed itself to motivating subcontractors to use 
LNG, which we see as a huge opportunity to increase 
our LNG operations. Therefore, we are working 
intensively on our plan to build 8 stationary LNG 
stations in strategic locations by the end of 2022.
Chapter #2.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas
Praha
Ostrava
Brno
Klecany
Mladá Boleslav
GasNet LNG 
stations in 
the Czech Republic
Case study:
2020 as a breakthrough year for 
the development of LNG in freight transport
The first biomethane station connected 
to the distribution network
In October 2019, for the first time in the Czech 
Republic, biomethane was injected into our 
distribution system. Biomethane is one of the best-
positioned fuels for reaching net zero emissions. It has 
the lowest greenhouse gas emissions and the lowest 
lifecycle energy consumption compared to other 
conventional biofuels, especially if it is produced from 
biodegradable waste.
This modern renewable energy source is produced 
by the Energy Recycling Centre (ECR) in Rapotín, 
northern Moravia, as a project of the Energy Financial 
Group (EFG).
The ECR has a maximum annual processing capacity 
of up to 30,000 tons of biowaste. Both of its products, 
biogas and organic-mineral fertilisers, are fully utilised. 
Part of biogas is converted to biomethane and 
injected into the gas distribution system. The rest is 
converted into electrical and thermal energy through 
a cogeneration unit. The energy produced is used 
for ECR’s own operational functions, as well as water 
heating for the municipality. Any excess heat and 
electricity is then supplied to the distribution system.
Importantly, biomethane is identical in composition to 
natural gas, so any device that runs on natural gas will 
also run on biomethane without the need for technical 
modifications or other further investments. At GasNet, 
we seek potential partners to increase the volume 
of biomethane injected into our network and we will 
actively promote this trend together with our partners 
at the Czech Gas Association in the future.
Case study:
APPROXIMATELY 450 BIOMETHANE STATIONS HAVE THE POTENTIAL TO BE 
CONNECTED TO OUR DISTRIBUTION NETWORK. AT THE MOMENT, WE HAVE 
SIGNED CONTRACTS FOR THE FUTURE CONNECTION OF 8 BIOMETHANE 
STATIONS AND ARE IN DISCUSSION WITH 14 MORE.

Looking 
beyond 2020
58
In 2020, we laid down the foundation for our 
environmental activities and initiatives, which we will 
continue to develop throughout 2021 as a part of our 
environmental programmes. 
We have already initiated multiple workstreams of 
the Green GasNet programme, aiming to launch 
additional measures to continue minimising the 
environmental impact of our own operations. 
Monitoring and reducing our emissions from leakages 
remain our key priority, while energy usage will be 
covered through green electricity and biomethane. We 
also continue our long-term commitment to energy 
efficiency at our regulation stations. Additionally, 
we are committed to reducing the volume of waste 
through discussions with our suppliers and setting 
new environmental requirements.
As a part of our Future of Gas programme, we 
will advance preparations for distribution of green 
gases, such as biomethane or hydrogen, by further 
accelerating the replacement and retrofit activities 
on our network. Living up to our commitment of 
becoming a key partner in the decarbonisation of 
the Czech energy sector, we will continue our efforts 
to promote natural gas and LNG as suitable options 
for the transformation of the heating and transport 
sectors.
At GasNet, our goal is to continue finding new ways to 
protect our planet and ensure long-term stability for 
our company and everyone around us. We believe that 
our efforts in 2020 will begin materialising throughout 
2021 as we implement numerous planned initiatives, 
which we will share in our next Sustainability report.
Chapter #2.2
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas
2.2
⟶  GREEN GASNET PROGRAMME AND FUTURE OF GAS PROGRAMME 
⟶  MINIMIZATION OF THE ENVIRONMENTAL IMPACT OF OUR OPERATIONS 
⟶  PREPARATIONS FOR DISTRIBUTION OF GREEN GASES 
⟶  REDUCING EMISSIONS
⟶  DECARBONISATION OF THE CZECH ENERGY SECTOR
Looking beyond 2020
highlights

59
Target 7.2.
Integration of renewable energy 
targets and initiatives into 
business strategy through Green 
GasNet programme.
Green electricity and bio-CNG 
procurement. 
Regular monitoring and reporting 
of energy consumption, as well 
as our environmental footprint to 
reflect the impact of our business.
Target 7.3.
Increasing energy efficiency in 
operations through retrofitting and 
replacement of preheating boilers.
Installation of co-generation units 
in pressure regulation stations.
Voluntary agreement with the 
Czech Ministry of Industry 
and Trade to promote energy 
efficiency management. 
Target 9.1.
Launch of LNG filling station 
and further promotion of LNG 
in freight transport as a more 
sustainable alternative.
Target 9.4.
Preparation of our network for 
distribution of green gases and 
support for sector coupling in key 
industrial segments of the Czech 
economy.
Modernisation of our distribution 
network to decrease leakages, 
improve resilience and ensure 
safety of operations.
Chapter #2.2
Target 11.4.
Addressing environmental 
challenges in our business 
activity locations and ensuring 
protection of biodiversity 
beyond compliance.
Continual remediation of old 
environmental burdens.
Target 12.2.
Developing methodologies to 
report and continuously reduce 
volumes of fugitive emissions as 
a result of methane leakages.
Target 12.4
Monitoring waste management, 
diversion from landfill and 
incineration to recycling, 
composting and waste-to-
energy.
Target 12.6
Establishing and maintaining 
a proactive environmental 
management system in line with 
ISO 14001 standards.
Target 13.2.
Voluntary agreement with the 
Czech Ministry of Industry 
and Trade to improve energy 
efficiency management. 
Supporting decarbonization of 
the Czech Republic through 
sector coupling in the heating 
and transportation sectors.
Developing methodologies to 
report on fugitive emissions in 
line with EU methane strategy.
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas
#2.2 SDG targets summary
Ensure access to 
affordable, reliable, 
sustainable and modern 
energy for all
Build resilient infra-
structure, promote in-
clusive and sustainable 
industrialization and 
foster innovation
Make cities and human 
settlements inclusive, 
safe, resilient and 
sustainable
Ensure sustainable 
consumption and 
production patterns
Take urgent action to 
combat climate change 
and its impacts
Our contribution 
to selected SDGs

Part 
#2.3
We care about 
our people and the 
communities around us​

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
Erika Vorlová, 
CSO
“GasNet is our people - our 
employees who really love 
what they do. They are 
professionals in their own 
right, passionate about 
their work. Without them, 
there is no GasNet. Our 
people come first, they are 
the key to our success.” 
61
People and communities
Chapter #2.3
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
We care deeply about the wellbeing of our people and the communities 
around us. The success of our business depends on the success and 
development of each and every one of our employees.  
We care about our 
people and the 
communities around us​
The COVID-19 pandemic has brought several 
challenges and new ways of working, and it is vital 
that we support our people and the wider community 
through these challenging times. We have adapted 
effectively to a digital way of working, supported by 
our Digital Ambassadors – an integrated programme 
to support our staff with any IT issues. Our employee 
culture is built on a foundation of honest and regular 
communication, where we regularly seek feedback 
from our Arnold survey platform. At the heart of 
our efforts, is our commitment to fight inequality and 
embrace diversity as part of our principal value of 
“Respect”.  
We have continued to support existing partnerships 
in the local community and deepen relationships with 
selected vocational schools and the wider education 
system. Our focus on youth is manifested through 
close collaboration with the Duke of Edinburgh award 
and sponsorship for student competitions promoting 
STEM subjects including the Energy Olympics. The 
COVID-19 pandemic also prompted us to support 
wider communities such as fire rescue services and 
care homes with personal protective equipment (PPE) 
supplies.
RELATED SDG TARGETS 
→

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
62
People and communities
Chapter #2.3
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
In response to the COVID-19 pandemic that began in 2019 and has had 
a significant global impact, GasNet has put in place several support 
initiatives to help our employees and the communities. 
COVID-19 Impact 
and GasNet’s response
May
July
September
June
August
December
Digital skills need identified; 
programme conceptualised
Candidate testing
and selection of 30 DAs
Programme Kick-off
and DA development
Open call for
“Digital Ambassadors”
First DA training
on MS Teams
DA delivering trainings;
preparation for 2021 activities
Digital Ambassadors
milestones in 2020
COVID-19 accelerated  
our process of digitalization
Due to the sudden consequences of the pandemic, 
many of our employees were asked to work from 
home with immediate effect. This presented several 
challenges and it was vital that we supported our 
people through this sudden change to the way we 
work. As well as responding to the pandemic, we 
also want to strengthen GasNet as a technologically 
advanced company. 
The efforts to encourage digitalisation at GasNet have 
been active for many years, however the pandemic 
presented a new demand to accelerate digitalisation 
within our workforce. We therefore set up a new 
supporting team to aid this transformation, the Digital 
Ambassadors.   
The Digital Ambassadors (DA) is a team of 30 
colleagues who support our employees with any 
technological problems they may face. They run 
events and training sessions via our education portal 
to help employees adapt to new virtual platforms. Our 
Digital Ambassadors are located across the entire 
country in a variety of different business departments 
and employees are encouraged to contact an 
ambassador directly if they have a question. 
During 2020, 40% of employees were trained by 
our Digital Ambassadors. 
In 2021, we intend to invite digital influencers popular 
on social media to speak to our employees, supporting 
a culture of digitalisation by sharing their outside 
experiences.
“We are the leader in natural gas distribution in the 
Czech Republic. We also want to be a digital leader 
in the Czech energy sector. COVID-19 pandemic 
proved that we were ready and accelerated our 
process of digitalization. We know that it is only 
through digitalization that we can be as efficient as 
possible and better manage our resources.”
Jiří Nováček
Chief Digital Officer

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
63
People and communities
Chapter #2.3
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Provide tailor-made 
trainings
Hold group 
trainings
Give advice, share, 
support projects
Offer sessions with 
digital influencers
Digital Ambassador
& Grid Development Specialist
Michal
This is Nicole
& Michal
and this is what they do together with their 
28 Digital Ambassador colleagues:
Digital Ambassador
& IT Business Analyst
Nicole

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
64
People and communities
Chapter #2.3
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
COVID-19: Support for local 
communities
The pandemic has been a huge adjustment for 
the communities around us. We acted quickly 
to identify initiatives that could help these 
communities in responding to a new way of life.
 
Some of these initiatives included:
Providing facemasks 
and personal protective equipment (PPE) in care 
homes based on employee initiative and their 
own contribution to local communities
Supplying IT equipment 
to children so they could continue their studies
Donating 130,000 nano-filters 
to professional firefighters amounting to 
1,3 mil CZK
COVID-19: Support for our employees
It has been of huge importance to support our employees 
during the pandemic in order to preserve their wellbeing 
and health. Taking employee feedback into account has 
helped us to adjust to the changing circumstances and 
understand the needs of our people. Our online survey 
platform, Arnold, collects information directly from our 
employees and helps us identify any emerging concerns. 
We have also been holding webinars on a monthly basis 
covering topics such as stress management, mental 
wellbeing, preventive and general health awareness, 
and continuing such engagement throughout 2021. 
Around 70 participants attend these webinars, including 
our employees and their family members, as well as our 
business and community partners.

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
65
People and communities
Chapter #2.3
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Our employees are at the heart of our business and even before the 
pandemic, we have put numerous measures in place to support our 
employees, embrace diversity, and promote workforce development.
Our employees
Rebranding & Culture
Following separation from innogy, GasNet introduced 
a rebranded visual identity embodying values of 
safety, reliability, and respect. The service company 
GridServices, s.r.o., which has been renamed to 
GasNet Služby, s.r.o. also operates under our new 
brand.
All steps taken to become a fully-fledged stand-alone 
entity are related to the change in the ownership 
structure and subsequent creation of a separate 
GasNet distribution group. The new appearance of the 
GasNet brand is an important milestone in the process 
of building a completely independent and distinctive 
company, which is a domestic leader in the field of 
natural gas distribution.
At the same time, this step met the legislative 
requirements for distinguishing our natural gas 
distribution brand from those of companies engaged 
in the production or trade of gas.
“Our brand and visual identity are 
deeply rooted in our values and 
culture. They communicate clearly 
who we are and what we do: We 
are GasNet and we do business 
in a sustainable, responsible and 
considerate way.” 
Martin Gebauer
Chairman of the Board of Directors of the parent company 
Czech Grid Holding and at the same time Executive Chairman 
of the GasNet Group

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
66
People and communities
Chapter #2.3
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Our brand reflects who we are. The design is 
composed of precise, geometric shapes with the 
same precision and professionalism with which 
we build and care for the distribution gas network. 
The letters gn are drawn in a single stroke, which 
symbolizes the basic element of our infrastructure, 
our business - the gas pipeline.
The brand stands for strength, pride, confidence and 
friendliness.
Our new logo
construction

1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
67
Safety
Reliability
Respect
GasNet’s three core 
cultural values:
Safety is at the heart of our business. We 
predict risks, adhere to rules and never make 
compromises. We want to become a leader in 
effective, top-tier safety practices. 
Reliability is about trust and professionalism. We 
strive to be as open and dependable as possible 
in order to honour our commitment to serve the 
millions of people who rely on us every day - 365 
days per year, 24 hours per day. 
Respect expresses our consideration to each other, 
our customers, shareholders, partners, and the 
surrounding environment. We care deeply about 
people, diversity, communities and, our shared 
future. We respect safety, we respect rules, and we 
respect the energy which we distribute.
Chapter #2.3
People and communities

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
68
People and communities
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
New culture
We are rebuilding our company cuture. Its main 
standard-bearers are our managers and all our 
emloyees. It is therefore important to involve 
them in key topics that follow the company’s 
strategy and that are directly related to changes 
in the corporate culture.
During our rebranding, we have dedicated much 
attention to our corporate culture. It is at the core of 
our business, and the rebrand allowed us to revisit 
our company values and develop a stronger culture. 
To enable this, our management and division heads 
nominated a Culture Team, whose members were 
tasked with developing a new company culture in line 
with GasNet’s revised corporate strategy and vision. 
In 2020, the first members of the Culture Team 
focused on diagnosing the company’s cultural 
environment. At the end of the year, the team gained 
more members and prepared for its 2021 kick-off. The 
team’s role is, among other things, to review values, 
to be a communication link between the management 
and the lower level, and to make sure corporate 
culture remains on the Board’s regular agenda.
The team cuts across different roles, departments, 
service regions, seniority, and tenure.
Chapter #2.3
_
The people of GasNet

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
69
People and communities
Chapter #2.3
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Employee surveys
It is very important that we receive regular feedback 
from our employees to identify areas that we can 
improve or support more. We use the chat bot Arnold 
to have regular chats with our employees, to collect 
and deliver feedback into reports. 
Although Arnold was originally intended to gather 
feedback in the field of work health and safety, 
we find the chat bot a suitable tool for surveys on 
another important topic – employee satisfaction. This 
gives our managers more insight into their teams, 
they see what issues there are to address which 
helps them grow as team leaders.
All surveys are prepared by the HR department in 
cooperation with LMC, s.r.o., an external partner 
which operates the chatbot itself. After obtaining 
answers, managers are invited to a meeting where HR 
presents the data, helps to evaluate it and advises 
on how to work with the results. The managers can 
then share reports with their teams and work with 
incentives to improve the work environment.
In the aftermath of COVID-19 restrictions, regular 
“Friday 6” digital surveys were rolled out to monitor 
the level of engagement and satisfaction of our 
employees, allowing us to react flexibly to emerging 
needs. An extensive COVID-19 survey in autumn 
2020 then aimed to gather more detailed feedback 
on communication and comprehensibility of COVID-19 
health and safety measures, as well as GasNet’s 
approach. The result pointed at 4 key focus areas: 
preventive measures, explanation of purpose 
pertaining work restrictions, comprehensibility of 
our measures, and general pandemic strategy. The 
employees also stressed the need to have more 
communication (either through the Intranet or via 
their superiors).

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Chapter #2.2
People and communities
Chapter #2.3
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
A NOTABLE RETURN 
ON AVERAGE
FROM 2021, SURVEYS WILL BE 
CONDUCTED TWICE A MONTH 
ALTERNATING BETWEEN HEALTH 
AND SAFETY AND OTHER 
GENERAL TOPICS. 
SURVEYS SINCE 
SEPTEMBER 2020
TEAM LEADERS INVITED TO 
EVALUATION MEETINGS
The planned survey areas are:
• Diversity & Inclusion
• Performance management
• IT skills and general set-up
• Motivation
• Company strategy
• Sub-areas of our ESG strategy
Surveys 
in figures
Surveys 
in future
70

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
People and communities
Chapter #2.3
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Diversity & Inclusion
Diversity & Inclusion (D&I) are integral to our corporate 
strategy. They stand at the forefront of our ESG 
topics and are a key element of our company values. 
We commit to creating a culture of respect and 
acceptance in an environment where everybody 
feels valued on the basis of talent, knowledge, and 
capabilities. The kind of workplace where each 
individual is able to work and learn in an atmosphere 
of tolerance and understanding. 
Recognising and celebrating diversity is key to 
fostering long-term relationships with our employees, 
customers, and partners. We are convinced that only 
diverse teams can achieve great results. Our efforts 
already address workforce gender imbalance and 
we are putting measures in place to facilitate greater 
female representation in managerial positions. 
With “Respect” being one of our main three cultural 
values, a more structured framework around 
diversity and inclusion is currently being developed. 
At the highest level, our HR department is developing 
an extensive Diversity & Inclusion strategy, holding 
an intensive dialogue with GasNet’s Management 
Board to assure broad implementation across the 
entire organisation. The emerging D&I strategy builds 
on proactive monitoring of selected KPIs across 
relevant employee processes, such as recruitment, 
development, or succession planning. 
The D&I push also takes place internally to help 
employees understand tangible impacts and benefits 
of prioritising these aspects in our HR approach. As 
such, we are looking to increase comprehension of 
the topic within our employee population through 
employee surveys and workshops. We also invite 
external speakers to come and speak on the topic of 
diversity through a long-standing Brain and Breakfast 
series.
Codification of D&I and proper governance 
accountability are also at the forefront of our thinking. 
GasNet’s HR department will dedicate large part of 
2021 to preparing trainings and internal guidelines, 
while our Culture Team has started developing 
behavioural norms representing each of the 3 core 
values of Safety, Reliability, and Respect. Our values 
are not an empty statement and our ultimate aim is 
to make topics of Diversity & Inclusion relevant and 
applicable in day-to-day business.
71
_
Erika Vorlová, CSO GasNet, signing EU Diversity Charter

Environmental sustainability
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Chapter #2.2
72
People and communities
Chapter #2.3
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Health & Wellbeing
We care about our people and understand that 
health and wellbeing go far beyond providing a safe 
work environment. Protecting the wellbeing of our 
employees is a non-negotiable principle, and we 
support employees in achieving a healthy work-life 
balance. We aim to create a positive work culture, 
where employees are encouraged to speak openly 
about challenges or stresses so we can find ways to 
support them. Each of our employees have regular 
one-to-one sessions with their line managers 
and have options to promote open conversations, 
going beyond the formalities of the workplace. The 
aforementioned Arnold surveys or Culture Team 
ambassadors are an additional channel to raise such 
debates.
We understand that the pandemic has been a very 
stressful and uneasy time for many of our employees, 
so we have held several workshops to help our people 
cope with stress and working from home. We also hold 
workshops and webinars to promote early detection 
of serious diseases such as cancer. This health 
awareness series is offered to our employees as well 
as the wider community. 
Workforce development
As part of our workforce development, we run 
a customised learning scheme consisting of both in-
person sessions and e-learnings. These include digital 
trainings for both top and lower level management, 
trainings on various ESG topics like health & safety 
or environmental protection, and managerial skills 
courses. Certain training sessions are mandated by 
compliance or certification needs.  
A tailored approach to professional growth is a guiding 
principle for us, as employees are encouraged to 
discuss individual education and development needs 
with their managers. As such, many pursue the likes 
of language courses, professional certifications, 
or external soft-skills modules. Moreover, internal 
mentoring is available alongside coaching both by 
selected certified employees and external partners. 
Employees with high managerial potential are 
identified early on to partake in trainings as part of 
GasNet’s wider Succession Planning programme.
Diversity at GasNet: 
2020 summary
Gender distribution
2019
2020
78%
74%
22%
26%
Female     
Male
Female     
Male
Age structure
<30
31-40
41-50
51-60
61>
0%
10%
20%
30%
Education
College
/University
High School
Apprentice
Primary
0%
10%
20%
30%
40%

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Chapter #2.2
73
People and communities
Chapter #2.3
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
In the aftermath of COVID-19, we 
have been supporting transition 
to remote working by greater 
focus on digital upskilling, 
especially in core areas like virtual 
co-operation via MS Teams. To 
achieve greater competence, we 
have leveraged both an external 
partner, as well as internal Digital 
Ambassadors to roll out a wide-
reaching training programme.
Digital 
learning
Management
training
Presentation
skills
Brain and
Breakfast
Safety
culture
Safety culture is a key pillar on 
which our new corporate culture 
stands. 
Health leadership and defensive 
driving courses covered in further 
detail in the safety section of this 
report.
We have started a new initiative 
focused on the improvement of 
our Performance Management 
processes. All managers will be 
trained up to the new standard by 
September 2021.
A new development programme 
focused on Presentation Skills 
has been initiated for selected 
managers and key employees. 
The programme consists of 3 
modules focusing on audience 
psychology, online storytelling, 
and creation of business 
presentations.
Brain and breakfast are online 
webinars with inspirational 
personalities open to all 
employees.
Workforce Development: 
2020 summary
24 sessions
240 attendees
12 sessions
32 participants
Revised 
Performance 
Management – 
Kick-off: 
Introductory 
session for the 
entire L-suite 
management
18 sessions
THE SAFETY SECTION
→

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Chapter #2.2
74
People and communities
Chapter #2.3
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
We strive to make a positive and lasting difference to the communities 
we serve. Charitable and volunteer activities are primarily dedicated to 
supporting under-represented or disadvantaged communities, youth, and 
fire rescue services. We also provide financial donations for healthcare 
and education as a way of giving back to our local communities.
Communities
Skills development for women in IT
Since 2020 we have been supporting Czechitas, 
an NGO promoting and developing women in IT. 
Czechitas Digital Academy is aimed at women’s 
requalification to build important IT skills which can 
translate to better employment opportunities. The 
COVID-19 pandemic has resulted in an accelerated 
transition to more virtual working and Czechitas have 
supported women through this change. 
GasNet supports the Czechitas Digital Academy 
financially, by providing mentorship and skills training, 
and also through an open dialogue on diversity in 
IT from an employer perspective. Digital Academies 
take place twice a year, each focused on concrete 
skills (e.g. web development, data analytics) and 
each educating 30+ participants. Our colleagues 
hold workshops on various digital topics and invite 
Czechitas to GasNet for excursions. Up to 60% of 
the participants manage to switch to new, more IT-
focused roles upon completion.
In 2021, we hope to sponsor the tuition fee of 
one student who completes the Digital Academy 
successfully. We will organise events and offer 
lectures. Depending on national COVID-19 restrictions, 
we hope to organise events for children and their 
families as well.

Environmental sustainability
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2.2
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3.0
Chapter #2.2
75
People and communities
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Fair employment
At GasNet, we care about fair employment and 
equality, which is why we have signed up to the Pride 
Business Forum Memorandum. The memorandum 
promotes equality of the LGBT community in the 
workplace through conferences, workshops, training, 
mentoring and professional planning. We participate in 
conferences and support the memorandum financially 
as well. We have developed a company culture that 
embraces diversity and mutual respect, irrespective of 
one’s sexual orientation or gender identity. 
We will also be supporting the Equal Pay Day in 2021, 
a symbolic day to raise awareness about the gender 
pay gap. The initiative helps empower women to 
develop self-confidence and necessary skills with the 
long-term focus of promoting gender equality.
Signing of the Pride 
Business Forum 
Memorandum 
Attendance at a conference 
on diversity in the 
workplace 
With our participation, we 
contributed to the LIFE 90 
project.
Attendance at a conference 
COMINGOUT
EU Diversity Charter
June
October
November
May
2020
milestones
2021
milestone
Chapter #2.3
“We create a tolerant environment 
at GasNet. We are open to the 
world. We draw our strength 
from the diversity of professional 
experience, education and 
opinions.” 
Erika Vorlová, 
CSO

Environmental sustainability
1.1
1.2
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1.4
1.5
2.1
2.2
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2.4
3.0
Chapter #2.2
People and communities
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Education
At GasNet, we understand the importance of 
education and we are proud to support the next 
generation of energy professionals. We work 
with several schools to promote employment in 
the gas industry. We sponsor several educational 
initiatives which focus on modern industry 
innovation. 
Co-operation 
with Vocational Schools
We cooperate with four vocational schools 
(Pardubice, Bosonohy, Šumperk, Frýdek-Místek) 
focusing on education and development of the 
gas craft. 
We help with the promotion of study 
programmes at secondary schools and 
financially support teaching of vocational 
subjects. Our employees deliver lectures and 
demonstrate gas activities and technologies 
to students. We also offer students 
work opportunities at GasNet through 
apprenticeships. We support the connection of 
DofE with schools in Pardubice and Bosonohy 
and we are striving to continue developing our 
relationship with another school in Šumperk. 
76
Chapter #2.3
_
Students of Gas Vocational School in Pardubice 
which is suported by GasNet

Environmental sustainability
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1.5
2.1
2.2
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3.0
Chapter #2.2
People and communities
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
77
Chapter #2.3
Duke of Edinburgh Award
GasNet helps to connect schools with the Duke of 
Edinburgh International Award (DofE). Together with 
DofE, we help children from socially disadvantaged 
families by providing digital equipment for online 
learning as a result of COVID-19 restrictions, for 
example. DofE is a development program for anyone 
between the ages of 14 and 24. The purpose is for 
each participant to engage in activities they enjoy 
and obtain an internationally recognised certificate. 
There are 1.3 million young people in the world who 
complete the DofE programme annually. GasNet 
encourages its employees to become DofE mentors, 
supporting kids in need, and giving fair chances to 
everyone to enhance their skills. 
We also support the initiative financially and provide 
office space for the DofE staff in our Brno offices. 
Elixir for Schools (Elixír do škol)
We also support Elixír do škol, a non-profit 
organisation which supports secondary school 
teachers in the area of physics and digital 
technologies to promote early interest in STEM. The 
platform brings innovative methods to teaching and 
participants engage in debates, attend workshops, 
and share inspiration. 
Energy Olympics
Energetická olympiáda is an educational competition 
focused on promoting current energy industry topics 
among youth. The competition, which is organised 
annually, is designed for high school and grammar 
school students who are interested in studying energy 
subjects at the Faculty of Electrical Engineering of the 
Czech Technical University in Prague, Brno University 
of Technology, or Technical University of Ostrava.
Up to 30 student teams select a challenge facing 
the energy industry and look to develop creative 
and innovative solutions that are also technologically 
feasible. As one of the main industry partners, we 
provide financial sponsorship, prepare questions and 
topics for the competition, support the teams with 
industry knowledge (mentorship), and provide judges 
for the final round. 
Start driving
Many of our employees drive vehicles as part of their 
role at GasNet. Start Driving is a GasNet initiative 
helping to instil good practices and skills in our 
drivers and in the wider community. Safety is always 
our priority and it is important to us that we train 
our employees to drive in a safe manner. We hold 
workshops and trainings for our employees and the 
wider community, including young adults and family 
members of our employees. There is high degree of 
interest in the initiative amongst our employees, as 
many of them have children who are new drivers. 
Our partners include Škoda Auto and the Ministry of 
Transport. 
We support students 
and young talents

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1.1
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Chapter #2.2
78
Chapter #2.3
Support of volunteer firefighters
For ten years, GasNet has been the general partner 
of the Volunteer Firefighter of the Year Award, which 
celebrates the 360,000 volunteer firefighters from 
all over the Czech Republic by highlighting their 
crucial contribution to public safety. We support 
the competition for most impressive firefighting 
interventions and every year contribute to this key 
subset of Czech civil society by purchasing equipment 
for 50 volunteer firefighter units.
At last year’s 10th annual awards ceremony, the 
patrons presented awards to the best fire brigades 
of 2020, who were recognised for their crucial life-
saving interventions during traffic accidents and fires. 
Various brigades also received awards for their help 
in combating the COVID-19 pandemic and for working 
with children and by providing preventive education 
in their communities. This year, the finalists received 
financial and material contributions from GasNet 
worth more than 1,300,000 CZK.
People and communities
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
“We are proud to have been the 
General Partner of the award 
from the very beginning. We have 
a number of joint interventions with 
firefighters every year, and we know 
how professionally and selflessly 
they work. In this difficult year, this 
was doubly true. We appreciate 
that we can praise their work in this 
way,” 
Pavel Káčer, 
Operations Director 
of the GasNet Group
_
The ceremony of Volunteer Firefighter of the Year Award is broadcast on Czech 
Television, the public service broadcaster in the Czech Republic, in primetime.

Looking 
beyond 2020
79
Despite the challenges of 2020, we have set up 
several new development initiatives including our 
Digital Ambassadors. Looking forward, we are planning 
a new series of events featuring digital influencers 
and we are identifying additional non-profit partners. 
The Digital Academy will continue in the spring 
and autumn of 2021, involving our mentors and our 
own participants. The academy programme will be 
enriched with additional webinars about cancer 
prevention and we will send selected employees to 
the Equal Pay Day conference. 
We will also continue to support Prague Pride in 2021 
with planned attendance at its annual Business Forum 
Conference. Focus on diversity will also materialise 
in financial support for the COMINGOUT helpline. An 
interview with Ester Janečková is scheduled as part 
of our D&I strategy, discussing her personal story 
and patronage of non-profits aimed at providing 
mental support for LGBT communities. GasNet also 
co-operates with Klára Kolouchová, the first Czech 
women to have ascended the world’s three highest 
mountains. Klára and GasNet have much in common 
on topics such as performance, safety, and diversity. 
We are therefore committed to supporting her latest 
project, an international women’s expedition to climb 
Dhaulágirí and support mothers in disadvantaged 
communiites in Nepal. She will also hold a speaker 
series for our employees on topics close to her heart 
upon returning.
Chapter #2.3
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
People and communities
2.3
⟶  D&I STRATEGY DEVELOPMENT  
⟶  THE DIGITAL ACADEMY 
⟶  PRAGUE PRIDE IN 2021
Looking beyond 2020
highlights

80
Target 4.4
Support for various schools and 
educational competitions. Energy 
industry promotion amongst students 
while studying and provision of 
apprenticeship opportunities to gain 
practical experience upon graduating.
Upskilling in the IT area for women and 
children with Czechitas. Involving our 
own employees and external communities 
in teaching additional technical skills.
Target 5.1.
Addressing workforce gender imbalance 
through more inclusive recruitment and 
appropriate skills trainings.
Signature of Prague Business Forum 
Memorandum, promoting a diverse 
workforce.
Target 5.5
Supporting women in leadership roles 
by proactively monitoring management 
composition and identifying high 
potential employees.
Promotion of active participation of our 
female employees in important processes 
and decision making – e.g. Culture Team.
Chapter #2.3
Target 8.2
Continuous workforce development 
to equip employees with skills and 
knowledge relevant for the future (e.g. 
digitalisation, energy transformation, 
cross-industry initiatives).
Digital Ambassadors ensuring best 
practices in ways of working, especially in 
the onlinee environment.
Listening to our employees carefully 
in order to provide the support they 
need. Using Arnold as a useful tool for 
gathering feedback.
Target 17.17
Encouragement and promotion of a wide 
range of effective public, public-private 
and civil society partnerships.
Co-operation with communities through 
partnership with actors from different 
areas (education, IT, health and 
wellbeing) as well as with the Czech Gas 
Association and other industry bodies 
to ensure a stable future of the whole 
industry.
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Sustainability and future of gas
#2.3 SDG targets summary
Ensure inclusive and 
equitable quality 
education and promote 
lifelong learning 
opportunities for all
Achieve gender equality 
and empower all women 
and girls
Promote sustained, 
inclusive and sustainable 
economic growth, full and 
productive employment 
and decent work for all
Strengthen the means 
of implementation 
and revitalize the 
global partnership for 
sustainable development
Our contribution 
to selected SDGs

We conduct business 
in a responsible and 
considerate way​​
Part 
#2.4

Environmental sustainability
1.1
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1.4
1.5
2.1
2.2
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3.0
Chapter #2.2
82
Responsible business
Chapter #2.4
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
We conduct business 
in a responsible and 
considerate way​
Natural gas in the Czech Republic is offered by many 
different companies with varying prices and service 
quality. However, our role at GasNet is different – we 
do not sell the commodity, our mission is to ensure 
safe and reliable delivery of natural gas through our 
distribution network to the end customers every day. 
GasNet does not compete with other gas distributors, 
but we play by a set rules defined by European and 
national institutions. The main regulatory body – the 
Czech Energy Regulatory Office (ERO) – oversees 
the energy market in the Czech Republic and 
defines requirements and economic conditions, 
which shape the way we conduct our business. 
The energy sector, GasNet, and all our stakeholders 
require long-term stability. This clear purpose 
enables us to focus our resources on the sustainable 
development of the business. Therefore, we will 
always engage in negotiations to support rules and 
conditions that will be the basis for a stable and 
sustainable future. 
At GasNet, we are aware of our role and our 
responsibility towards customers and business 
partners as well as our shareholders and employees. 
Therefore, we have a set of clear principles that define 
how we conduct our business and social activities. 
These are laid down in our fundamental document – 
the Code of Conduct. Our actions reflect GasNet’s 
core cultural values – safety, reliability, and respect. 
These values ensure that we have a common identity, 
shared across all GasNet companies. Our main goal 
is to facilitate economic prosperity by providing 
customers with the services they need. We constantly 
strive to improve the quality of our products and 
services. Every employee at GasNet is expected to act 
in a responsible, honest, loyal manner, with personal 
integrity, respect toward others, and consideration for 
the environment.
We are committed to represent a high standard in our 
company’s governance. We subscribe to the United 
Nations Global Compact initiative, which means 
we are committed to recognising, supporting, and 
putting into practice the UN Global Compact’s 
10 principles pertaining to human rights, labour 
standards, environmental protection, and anti-
corruption in our area of influence. We manage our 
finances and resources responsibly because careful 
and strategic planning of our investments, expenses, 
and income are an integral part of our business 
strategy.
RELATED SDG TARGETS 
→

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Chapter #2.2
83
Responsible business
Chapter #2.4
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Governance management
To fulfil our commitment towards a responsible 
and sustainable business, we have set up 
a robust governance on multiple levels with 
company Boards and shareholder Committees 
as the highest supervisory bodies. This way 
we ensure all business decisions are properly 
discussed and evaluated in the context of our 
company values and strategy.
On the company level, the GasNet Management 
Board fulfils the role of the highest oversight and 
decision-making body, setting the company’s 
purpose, values and business strategy. 
Additionally, GasNet Board members oversee 
communication with key stakeholders, especially 
with the company’s shareholders and investors. 
Currently, GasNet Board consists of 5 C-suite 
managers. 
The Executive Chairman represents the 
company in public and is responsible for setting 
the overall direction and business strategy. The 
Chief Financial Officer (CFO) is in charge of 
the Financial and Regulatory, Legal, and Internal 
Audit departments, and leads key transitional 
activities under the Business Development unit 
(such as Future of Gas initiative). The Chief 
Services Officer (CSO) governs all management 
support functions and directly oversees the ESG 
& Security department. The Chief Operating 
Officer (COO) is responsible for the company’s 
operation and maintenance activities under 
GasNet Služby with more than 1,500 employees. 
&
&
&
GasNet
Management Board
Martin Gebauer
Executive Chairman
Erika Vorlová
Chief Services Officer
CSO
Thomas Merker
Chief Financial Officer
CFO
Pavel Káčer
Chief Operation Officer
COO
Jiří Nováček
Chief Digital Officer
CDO

Environmental sustainability
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2.1
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3.0
Chapter #2.2
Responsible business
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Lastly, the Chief Digital Officer (CDO) ensures the 
functionality of our IT systems as critical infrastructure 
and leverages modern technologies for further 
digitalisation of GasNet. The Management Board 
meets every week to approve, make decisions, and 
provide guidance in all business areas including ESG. 
Additionally, all GasNet Board members’ performance 
is regularly evaluated and have their compensation 
linked to specific ESG targets depending on 
individual relevance to their delivery. These targets 
are monitored on an annual basis and reflect our 
commitment to ensure safe, reliable and sustainable 
operation of our business.
As previously mentioned, our business is highly 
dependent on the regulatory and legal environment 
of the energy sector. Therefore, our Regulatory, Legal 
and Internal Audit department continuously monitor 
new developments, engage in negotiations and 
ensure compliance with all requirements and laws. 
Selected business areas with high impact on GasNet’s 
operations are further discussed during various 
shareholder and Management Board Committees, 
organised regularly with the aim to provide guidance 
and reach agreement on key decisions, Committee 
members are nominated based on expertise and 
knowledge of the underlying topics.
 In 2020, we set up a quarterly Work Health, Safety, 
and Environmental Protection (WHS & EP) Committee, 
where we discuss key ESG topics with increased 
focus on safety and environmental activities. All major 
audit findings and planning, together with evaluation 
of GasNet’s risks and internal controls are reviewed 
during the Risk & Audit Committee meeting at least 
four times a year. Since December 2020, information 
security topics have been steered quarterly by the 
Cyber & Information Security Committee, which 
reports directly to the WHS & EP Committee as one of 
the fundamental ESG areas.
A LEVEL ABOVE, THE CZECH GRID HOLDING (CGH) THE BOARD OF 
DIRECTORS (BOD) IS MANDATED TO DISCUSS STRATEGIC TOPICS AND 
COMPANY PERFORMANCE WITH SHAREHOLDER REPRESENTATIVES. 
THE BOD HAS 7 MEMBERS INCLUDING GASNET’S EXECUTIVE CHAIRMAN 
AND 6 MEMBERS OF THE BOARD ELECTED FOR A PERIOD OF 5 YEARS 
REPRESENTING SHAREHOLDERS FROM MIRA, ACP, AND BCI. THE CGH 
BOD MEETS REGULARLY EVERY 6-7 WEEKS WITH EIGHT MEETINGS IN 
TOTAL PER YEAR.
84
Chapter #2.4

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
85
Chapter #2.4
Risk management
GasNet has a robust risk management system in 
place that feeds directly into our Management Board 
and Risk & Audit Committee. Rigorous processes are 
in place to increase risk management awareness at 
all management levels to then actively mitigate and 
reduce risk across our organisation.
Our risk management process sits upon three key 
process pillars of risk assessment, risk analysis, and 
risk response: the three pillars span a wide range of 
actors from risk owners and guarantors through to 
auditors to ensure a holistic viewpoint on business risk 
is taken. 
Significant progress was made in 2020 to ensure the 
risk management process is valuable and objective 
across the business, this was supported by the 
hiring of a new risk management specialist with 
finance experience. Many achievements were made 
throughout the year including the incorporation of 
all risks that were previously managed by innogy CZ 
into our risk process, followed by the development 
of a risk map. Many workshops were carried out 
to align the role of risk management across the 
interfacing departments such as internal audit which 
resulted in a new risk categorisation approach that 
was then endorsed by the Management Board and 
a subsequent shortlist of the top 7 company risks for 
2021 were identified. 
Our priorities for 2021 have been identified including 
the necessary next steps. This year we plan to 
update and improve the risk ranking process to factor 
in a financial valuation and better understand the 
likelihood and past occurrences of each risk. We also 
plan to develop our key risk indicators (KRI’s) in 
line with the ISO 31000 standard to better identify 
the early warning indicators. Additionally, we plan to 
strengthen the impact of risk management on our 
contract structures through procurement and legal 
departments to help identify risks at the earliest 
possible stage. To bring the 2021 updates together, 
communication and information cascading between 
the Management Board and risk owners will be 
important to ensure targets are transparent and the 
necessary actors are accountable for the risks they 
own. 
2021 
YEAR OF IMPROVING RISK 
RANKING PROCESS, DEVELOPING 
OUR KEY RISK INDICATORS AND 
STRENGHTENING THE IMPACT OF 
OUR RISK MANAGEMENT
Responsible business
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Risk management 
process scheme
Board of Directors, Risk 
and Audit Committee
Statutory financial audit
Regulator and other external authorities
Management 
Board
Level 1. 
Business
Risk Guarantor
Risk Owner
Operations
Finance
H&S
IT
Operations
Security
Assets
Risk Management
Compliance
Security
HSE
EMS
ISMS
Internal Audit
Level 2. 
Internal Control Systems
Level 3. 
Internal Control Systems
General
Audit Provider
Specialized
Audit Providers
Internal
Coordination
CONTROL ACTIVITIES
INTERNAL CONTROL SYSTEM

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
86
Chapter #2.4
Security
Security is of unequivocal importance to GasNet in 
ensuring our critical infrastructure is protected so 
we can continue to operate and fulfil our customers’ 
demands. 
Security is important to us in multiple contexts, 
however we have organised our efforts to 
cover three fundamental categories: cyber 
& information security, personal data protection, 
and physical security.
Our cyber & information security process is organised 
using a risk-based approach with a three lines 
of defence model consisting of risk owners, risk 
control & compliance, and risk assurance. All actors 
have a direct reporting route into senior management 
by utilising the aforementioned risk management 
process, as well as the board members having 
oversight of the entire process. 
Regarding the risk owners who provide the first line 
of defence, specifically in the context of digital and 
information technology security, our functions include: 
cyber security architecture, operational IT security 
and software & hardware asset management. The 
first line of defence is also supported by the business 
application owners who provide access to assets and 
applications, as well as our employees and partners 
who are responsible for observing the security 
policies. Acting as the second line of defence is the 
risk control and & compliance function that aligns 
regularly with the risk owners, this area provides the 
foundations for the risk owners to ensure security is 
instilled,a few of their activities include developing the 
overarching cyber and information security strategy 
and associated policies & processes, implementation 
of the SCADA infrastructure, and orchestrating the 
incident management process. This second line of 
defence is then audited by the risk assurance pillar 
(the third line of defence) that provides regulatory, 
legal and internal audit and compliance checks. 
In the context of cyber and information security 
at GasNet, we also rely on our dedicated Data 
Protection Officer (DPO) function that ensures 
General Data Protection Regulation (GDPR) 
compliance is achieved through specifying the 
necessary requirements to protect personal data 
and provides expertise and guidance to other 
defence areas. Throughout 2020, the DPO office 
worked intensively with the business and IT to assure 
GDPR compliance during the carve-out from the 
innogy Group and its IT systems in particular. In 2021, 
DPO’s key activities will focus on revision of technical 
and organisational measures in relation to our supplier 
chain, employee awareness and enhanced trainings, 
as well as continuous support for the ongoing IT 
transformation.
Physical security at GasNet is addressed with the 
same level of objectivity as cyber and information 
Security, again following a three lines of defence 
model. Firstly, we have our facility services function 
that manage the physical security services in 
our administrative buildings (i.e. physical guards, 
reception desk etc.). This team are then supported 
by our partner provided physical security operations 
function that deliver 24-hour patrols and response 
Responsible business
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Defence structure
1
st
2
nd
3
rd
Line 
of Defence
Line 
of Defence
Line 
of Defence
Physical Security 
Operation Functions
Alarm Receiving Centre
Central Distribution Dispatching
Facility Services
Other Business 
Roles
Asset Owners / Administrators of buildings
All employees and external parties
ESG & 
Security
Physical Security Governance 
function
Regulatory/Legal 
& Internal Audit
Information & Cyber Security 
Internal Audit

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
Responsible business
Chapter #2.4
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
to all alarms and incidents who then link into the 
central distribution dispatch team that handle the 
internal capacity coordination required to respond 
to any incidents, as well as initiate the necessary 
communications to incident solvers or the Crisis 
management team. Important to this first stage of 
defence is that our employees and partners observe 
secure behaviour and report incidents accordingly to 
protect our assets. These front-line defence actors 
are organised by our ESG and security function who 
design, implement and refresh the necessary policies 
concerning physical security, this function is then 
audited to ensure compliance by our regulatory/legal 
and internal audit team.
Being part of the Czech critical infrastructure, 
we need to ensure robust emergency response 
processes are in place to avoid any serious impact 
on our business operations and employees. 
Therefore, the crisis management process is 
established at GasNet to define key concepts of crisis 
management and ultimately protect our employees, 
stakeholders and the company during emergencies. 
Its essential part is the Crisis Management Team 
(CMT), which currently includes all GasNet 
Board members, ESG & Security Director, Crisis 
Management Senior Specialist and representatives 
of five key functions (Asset Management, HR, 
Communications, Facility & Services, Legal). 
Individual roles and responsibilities of the CMT 
members together with criteria for the activation of 
crisis management processes are described in our 
internal documentation under Crisis management 
plan. In direct response to the COVID-19 pandemic 
that disrupted much of the world in 2020, we have 
quickly established a Pandemic Plan that defines 
fundamental procedures and reaction systems to 
the latest development of the situation in the Czech 
Republic. By following this guideline, we aim to 
mitigate the effects of a pandemic or epidemic on the 
health of our employees and stakeholders and ensure 
continuity of key business activities.
87
CMT Leader
Executive Chairman
ESG & Security
ESG & Security Director
CM Senior Specialist
Asset Management
Comms
Facility & Service
Legal
Human
Resources
Other Management 
Board  Members
COO | CFO | CSO | CDO
Crisis management 
composition for the 
current situation
“We take the threat of cyber-
attacks seriously. We have the 
management of our distribution 
network under our control at all 
times. We protect our systems 
and data at the highest possible 
level.” 
Jiří Nováček,
CDO

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
88
Responsible business
Chapter #2.4
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Business Model Resilience
GasNet operates in a highly regulated business, which 
requires long-term stability of distributed volumes 
and increased resilience against market disruptions 
to ensure continuity of operations. Due to recent 
global developments, the transformation of the 
energy sector is inevitable and new ways to provide 
sustainable and environmentally-friendly commodities 
will be necessary even for gas distribution companies. 
Despite our increasing efforts to support a 
sustainable future through green gases, we 
must still maintain the reliability of our current 
distribution network, because natural gas will 
play a crucial role as a transitional commodity 
in the Czech Republic. Government support 
including subsidies for gas symbolise the continuous 
importance of gas on the Czech market in both the 
B2C and B2B segments. Therefore, we expect gas 
consumption to remain stable in the long-term with 
slight fluctuations due to weather conditions.
We regularly monitor the performance of our 
business model and take the necessary steps to 
maintain the resilience of our operations through 
planned investments into our network. An extensive 
Asset Management system is in place to react to 
various external and internal factors and ensure 
continuous maintenance and development of the 
pipeline according to the Plan, Do, Check, Act (PDCA) 
framework. Selected key performance indicators 
are regularly monitored and carefully evaluated to 
make investment decisions that contribute towards 
core Asset Management goals – safety, reliability, 
efficiency, sustainability. 
A key indicator reflecting the market stability for 
natural gas is the total distributed volume per 
year. Except for 2014 and 2015, we consistently 
distribute around 70 TWh of natural gas to end 
customers through our network. In 2020, we saw 
an increase of distributed volume to more than 72 
TWh. We expect a similar trend to continue in the 
future with potential increase in distributed volumes 
due to ongoing policy support and our efforts to 
facilitate energy transition in the Czech Republic. 
Additionally, the number of offtake points that we 
oversee for end customers have remained stable over 
the past 10 years. This once again demonstrates our 
strong and stable position as a natural gas distributor. 
Furthermore, our business resilience is reflected by 
the consumption of households and small businesses. 
To properly evaluate the trend, we focus on gas 
consumption normalised for any weather effects. 
Although normalised consumption was slowly 
decreasing, the recent trend shows the opposite 
development and in 2020, we reached the highest 
point in the past 6 years. Similarly, maximum daily 
volume distributed to large businesses has been 
above 14 millions m3 for the past 7 years.

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
89
Responsible business
Chapter #2.4
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Distributed volume 
of natural gas [TWh]
Number of offtake 
points (millions)
Maximum daily distributed capacity 
for large businesses (millions of m3)
Normalised consumption of households and small 
businesses (GWh/Degree day score1)
2011
2011
2012
2012
2013
2013
2014
2014
2014
2014
2011
2010
2009
2008
2015
2015
2015
2015
2012
2016
2016
2016
2016
2013
2017
2017
2017
2017
2018
2018
2018
2018
2019
2019
2019
2019
2020
2020
2020
2020
0
0
0
0
10
20
1
5
4
30
40
2
10
7
50
60
3
15
11
70
80
20
14
1 Degree day score is the sum of the difference between the daily reference temperature (15  ̊C) and the actual daily temperature in the given year

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
90
Responsible business
Chapter #2.4
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Supply chain
We are committed to conducting business so as to set 
an example for promoting GasNet’s principles and core 
values. Thus, we expect that companies entering into 
a business partnership with us will embrace the same 
principles and values as the basis for our partnership. 
To achieve this goal, we incorporate our company 
principles laid down in the Code of Conduct into all 
contractual arrangements. Wherever incompatible 
internal policies result in a conflict or the application of 
the principles laid down in the Code of Conduct is not 
possible in the framework of a business partnership, 
we strive to agree on a common set of standards that 
corresponds, as a minimum, to the level of the UN 
Global Compact. If it becomes known in the public 
domain that our business partners violate these 
principles, we reexamine our partnership with such 
a partner, and take any appropriate measures that we 
deem necessary.
We regularly engage with our supply chain to promote 
sustainable and responsible business partnerships. 
Our procurement process is continually evolving and 
last year, we started an initiative to include additional 
ESG-specific requirements for the prequalification and 
selection of our suppliers. This activity will continue in 
2021 by revising current contracts as well as setting 
new requirements for our internal processes to 
support environemntal-friendly products and services.

Looking 
beyond 2020
91
2020 has been a significant year for GasNet, and our 
deep-rooted processes have enabled us to achieve 
our goal of providing our customers with the services 
they need, as well as constantly striving to improve 
the quality of our products and services in the years to 
come.
Our business is heavily dependent on ongoing energy 
transition, as well as associated regulatory and legal 
environment changes throughout the energy sector. 
It is therefore essential to ensure we continuously 
monitor new developments, engage in negotiations, 
and ensure compliance with all requirements and 
laws. We have therefore organised ourselves through 
the aforementioned governance boards to ensure we 
are ready to respond to any changes beyond 2020. 
Specifically, the newly instated Cyber & Information 
Security Committee, which monitors information 
security topics that feed directly to the WHS & EP 
Committee as one of of the key ESG areas.
In terms of overall business risk, we made great 
progress in 2020 with many new initiatives and the 
new appointment of a risk specialist. Looking towards 
2021, we have clear plans to update and improve the 
risk ranking process, to further develop our key risk 
indicators (KRI’s), and to strengthen the impact of risk 
management on our contract structures. To ensure we 
achieve this, there is a real focus on communication 
and information cascade between the Management 
Board and risk owners to ensure targets are 
transparent and the necessary actors are accountable 
for the risks they own. From an overall market stability 
perspective, in the context of total gas distributed per 
year, we have shown good consistency in previous 
years with around 70 TWh of natural gas supplied to 
end customers. In 2020, we saw this increase to over 
72 TWh and we expect a similar trend to continue. 
Looking ahead, we could even see a further increase 
in distributed volumes driven by ongoing policy 
support and our concerted efforts to facilitate energy 
transition in the Czech Republic.
GasNet will also become a member of Business for 
Society in 2021, a leading organisation advancing 
ESG activities in the Czech Republic. We strive to act 
as a positive change agent in our society and we are 
hoping to leverage this cross-industry platform for 
advocacy of social and environmental responsibilty, as 
well as for co-operation with other leading companies 
to multiply our collective impact.
Chapter #2.4
Responsible business
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
⟶  COMPLIANCE WITH ALL REQUIREMENTS AND LAWS 
⟶  RISK RANKING PROCESS 
⟶  INCREASE IN DISTRIBUTED VOLUMES DRIVEN BY ONGOING POLICY SUPPORT 
⟶  MEMBERSHIP IN BUSINESS FOR SOCIETY
2.4
Looking beyond 2020
highlights

92
Chapter #2.4
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Responsible business
#2.4 SDG targets summary
Target 8.4.
Revising contractual conditions with our 
suppliers to reduce our environmental 
footprint, especially from waste 
generation.
Formalising sustainability issues in 
sustainable procurement policies and 
supplier codes of conduct.
Setting sustainable criteria for the 
selection of suppliers and incorporating 
requirements in the Code of Conduct into 
contractual arrangements.
Target 9.1.
Focus on resilience of our gas 
distribution network and monitoring of 
gas distribution volume trends to ensure 
access for all of our end customers.
Target  12.7.
Revising contractual conditions with our 
suppliers to reduce our environmental 
footprint, especially from waste 
generation.
Formalising sustainability issues in 
sustainable procurement policies and 
suppliers’ own codes of conduct.
Setting sustainable criteria for the 
selection of suppliers and incorporating 
requirements in our Code of Conduct into 
contractual arrangements.
Promote sustained, 
inclusive and sustainable 
economic growth, full and 
productive employment 
and decent work for all
Build resilient 
infrastructure, promote 
inclusive and sustainable 
industrialization and 
foster innovation
Ensure sustainable 
consumption and 
production patterns
Our contribution 
to selected SDGs

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
93
Index
Chapter #3.0
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
GRI content index
GRI
CONTENTS
GRI 102 - GENERAL DISCLOSURES
1. ORGANIZATIONAL PROFILE
102-1
NAME OF THE ORGANIZATION
5
102-2
ACTIVITIES, BRANDS, PRODUCTS, AND SERVICES
10
102-3
LOCATION OF HEADQUARTERS
50
102-4
LOCATION OF OPERATIONS
10
102-5
OWNERSHIP AND LEGAL FORM
12
102-6
MARKETS SERVED
10
102-7
SCALE OF THE ORGANIZATION
10-11
102-9
SUPPLY CHAIN
90
102-10
SIGNIFICANT CHANGES TO THE ORGANIZATION AND 
ITS SUPPLY CHAIN
12-13
102-11
PRECAUTIONARY PRINCIPLE OR APPROACH
85
102-12
EXTERNAL INITIATIVES
57; 74-78
102-13
MEMBERSHIP OF ASSOCIATIONS
22
2. STRATEGY
102-14
STATEMENT FROM SENIOR DECISION-MAKER
5
102-15
KEY IMPACTS, RISKS, AND OPPORTUNITIES
17
3. ETHICS AND INTEGRITY
102-16
VALUES, PRINCIPLES, STANDARDS, AND NORMS OF 
BEHAVIOR
 82; 16
102-17
MECHANISMS FOR ADVICE AND CONCERNS ABOUT 
ETHICS
 82 - 83
4. GOVERNANCE
102-18
GOVERNANCE STRUCTURE
83
102-19
DELEGATING AUTHORITY
83
102-20
EXECUTIVE-LEVEL RESPONSIBILITY FOR ECONOMIC, 
ENVIRONMENTAL, AND SOCIAL TOPICS
18
102-21
CONSULTING STAKEHOLDERS ON ECONOMIC, 
ENVIRONMENTAL, AND SOCIAL TOPICS
19
102-22
COMPOSITION OF THE HIGHEST GOVERNANCE BODY 
AND ITS COMMITTEES
83
102-23
CHAIR OF THE HIGHEST GOVERNANCE BODY
83
102-26
ROLE OF HIGHEST GOVERNANCE BODY IN SETTING 
PURPOSE, VALUES, AND STRATEGY
83-84
102-27
COLLECTIVE KNOWLEDGE OF HIGHEST 
GOVERNANCE BODY
7
102-29
IDENTIFYING AND MANAGING ECONOMIC, 
ENVIRONMENTAL, AND SOCIAL IMPACTS
 18-19
102-30
EFFECTIVENESS OF RISK MANAGEMENT PROCESSES
85
102-33
COMMUNICATING CRITICAL CONCERNS
85
5. STAKEHOLDER ENGAGEMENT
102-40
LIST OF STAKEHOLDER GROUPS
21
102-44
KEY TOPICS AND CONCERNS RAISED
21
6. REPORTING PRACTICE
102-46
DEFINING REPORT CONTENT AND TOPIC 
BOUNDARIES
5
102-47
LIST OF MATERIAL TOPICS
16
102-50
REPORTING PERIOD
5
102-55
GRI CONTENT INDEX
93
GRI 103 - MANAGEMENT APPROACH
103-1
EXPLANATION OF THE MATERIAL TOPIC AND ITS 
BOUNDARY
15-20
103-2
THE MANAGEMENT APPROACH AND ITS 
COMPONENTS
 25; 42; 61; 82
103-3
EVALUATION OF THE MANAGEMENT APPROACH
 5; 9
GRI 200 - ECONOMIC STANDARDS
GRI 203: INDIRECT ECONOMIC IMPACTS
203-1
INFRASTRUCTURE INVESTMENTS AND SERVICES 
SUPPORTED
 46; 56
203-2
SIGNIFICANT INDIRECT ECONOMIC IMPACTS
 42-43
GRI 206: ANTI-COMPETITIVE BEHAVIOR
206-1
LEGAL ACTIONS FOR ANTI-COMPETITIVE BEHAVIOR, 
ANTI-TRUST, AND MONOPOLY PRACTICES
12
GRI 300 - ENVRIONMENTAL STANDARDS
GRI 302: ENERGY
302-1
ENERGY CONSUMPTION WITHIN THE ORGANIZATION
48-51
302-4
REDUCTION OF ENERGY CONSUMPTION
48-51
GRI 304: BIODEVERSITY
305-1
DIRECT (SCOPE 1) GHG EMISSIONS
43-46
305-2
ENERGY INDIRECT (SCOPE 2) GHG EMISSIONS
43-46
305-4
GHG EMISSIONS INTENSITY
44
305-5
REDUCTION OF GHG EMISSIONS
43
305-7
NITROGEN OXIDES (NOX), SULFUR OXIDES (SOX), 
AND OTHER SIGNIFICANT AIR EMISSIONS
52
GRI 305: EMISSIONS
305-1
DIRECT (SCOPE 1) GHG EMISSIONS
43-46
305-2
ENERGY INDIRECT (SCOPE 2) GHG EMISSIONS
43-46
305-4
GHG EMISSIONS INTENSITY
44
305-5
REDUCTION OF GHG EMISSIONS
43
305-7
NITROGEN OXIDES (NOX), SULFUR OXIDES (SOX), 
AND OTHER SIGNIFICANT AIR EMISSIONS
52
GRI 306: WASTE
306-1
WASTE GENERATION AND SIGNIFICANT WASTE-
RELATED IMPACTS
53
306-2
MANAGEMENT OF SIGNIFICANT WASTE-RELATED 
IMPACTS
53
GRI 400 - SOCIAL STANDARDS
GRI 403: OCCUPATIONAL HEALTH AND SAFETY 2018
403-1
OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT 
SYSTEM
25-33
403-2
HAZARD IDENTIFICATION, RISK ASSESSMENT, AND 
INCIDENT INVESTIGATION
30-33
403-3
OCCUPATIONAL HEALTH SERVICES
36
403-4
WORKER PARTICIPATION, CONSULTATION, AND 
COMMUNICATION ON OCCUPATIONAL HEALTH AND 
SAFETY
37-38
403-5
WORKER TRAINING ON OCCUPATIONAL HEALTH AND 
SAFETY
26-27
403-6
PROMOTION OF WORKER HEALTH
72
403-7
PREVENTION AND MITIGATION OF OCCUPATIONAL 
HEALTH AND SAFETY IMPACTS DIRECTLY LINKED BY 
BUSINESS RELATIONSHIPS
30-33
403-8
WORKERS COVERED BY AN OCCUPATIONAL HEALTH 
AND SAFETY MANAGEMENT SYSTEM
28-29
403-9
WORK-RELATED INJURIES
26-28
GRI 404: TRAINING AND EDUCATION
404-2
PROGRAMS FOR UPGRADING EMPLOYEE SKILLS AND 
TRANSITION ASSISTANCE PROGRAMS
72-73
GRI 405: DIVERSITY AND EQUAL OPPORTUNITY
405-1
DIVERSITY OF GOVERNANCE BODIES AND 
EMPLOYEES
72
GRI 413: LOCAL COMMUNITIES
413-1
OPERATIONS WITH LOCAL COMMUNITY 
ENGAGEMENT, IMPACT ASSESSMENTS, AND 
DEVELOPMENT PROGRAMS
74-77
GRI 415: PUBLIC POLICY
415-1
POLITICAL CONTRIBUTIONS
47
GRI 416: CUSTOMER HEALTH AND SAFETY
416-1
ASSESSMENT OF THE HEALTH AND SAFETY IMPACTS 
OF PRODUCT AND SERVICE CATEGORIES
34
The GRI Standards (Global Reporting Initiative) create a common 
language for organizations to report on their sustainability 
impacts in a consistent and credible way. We prepared this 
sustainability report in accordance with the Standards.

List of 
abbreviations
Abbreviations
ACP
Allianz Capital Partners
ADR
Agreement International Carriage 
of Dangerous Goods by Road
BCI
British Columbia Investment Management Corporation
CDO
Chief Digital Officer
CFO
Chief Financial Officer
CGA
Czech Gas Association
CGH
Czech Grid Holding
CGN
Czech Gas Networks
CGNI
Czech Gas Networks Investments
CMT
Crisis Management Team
CNG
compressed natural gas
CO
carbon monoxide
CO2
carbon dioxide
COO
Chief Operating Officer
COP21
Conference of Parties 21
COVID-19
coronavirus disease 2019
CSO
Chief Services Officer
CZK
Czech koruna (currency)
D&I
Diversity and Inclusion
DA
digital ambassador
DofE
The Duke of Edinburgh´s International Award
DPO
Data Protection Officer
DSO
Distribution System Operator 
ECR
Energy Recycling Centre
EFG
Energy Financial Group
EMS
Environmental Management Systems
EP
environmental protection
ERICPD
Eliminate, Reduce, Isolate, Control, Personal Protective 
Equipment, Discipline
ERO
Energy Regulatory Office
ESG
Environmental, Social and Governance
EU
European Union
EUR
Euro (currency)
GDPR
General Data Protection Regulation
GHG
Greenhouse Gas
GRESB
Global Real Estate Sustainability Benchmark
GRI
Global Reporting Initiative
GWh
gigawatt-hours
H&S
Health and Safety
HR
Human Resources
HSE
Health and Safety Executive
IGU
International Gas Union
IPCC
Intergovernmental Panel on Climate Change
ISMS
Information Security Management System
ISO
International Organization for Standardization
KPI
key performance indicator
LNG
liquefied natural gas
LTI
Lost Time Injuries
LTIF
Lost Time Injury Frequency
MIRA
Macquarie Infrastructure and Real Assets
MPO
Ministry of Industry and Trade of the Czech Republic
NECP
National Energy and Climate Plan
NGO
non-governmental organization
NOSACQ 50
Nordic Occupational Safety Climate Questionnaire
NOx
nitrogen oxides
OHSAS
Occupational Health and Safety Assessment Specification
PDCA
Plan, Do, Check, Act
PE
polyethylene
PPE
personal protective equipment
PV
photo-voltaic
RES
renewable energy source
SDG
Sustainable Development Goals 
SFŽP
State Environmental Fund of the Czech Republic
STEM
science, technology, engineering, and mathematics
TL
technological losses
TPG
Technical Regulation for Gas
TWh
terawatt-hours
UN
United Nations
WHS
Work, Health & Safety
Chapter #3.0
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
94

Environmental sustainability
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
3.0
Chapter #2.2
Safety
Responsibility
Respect
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