Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013www.wici-global.com

ELECTRICITY SECTOR KPIs PROPOSED
by NIBR – WICI Italy
The target of this framework is to identify relevant KPIs for the electricity industry.
To identify KPIs, we started from the model outlined in the chart presented on the next
page (Figure 1), in which we tried to show the link between intangibles and the value
creation process in the industry.
In the top section of the mentioned model we tried to ideally outline the typical value
chain for companies operating in the electricity business from generation & energy
management to after sales activities, while the five core competencies considered“critical success factors” are proposed at the left-side of the chart. In particular, in
determining the value chain, some activities (i.e. Engineering and construction,
research and development and other support activities) have been considered into theblocks on which they are manly related, The basic idea is a matrix approach, in which
value chain blocks and core competencies are matched in order to verify which
competencies should be outlined in each phase.
As it can be understood by analysing the model, not all the critical factors have been
considered relevant across each block of the value chain. The inner part of the modelhas then been structured to outline the main relationships between the corecompetencies and the value chain activities.
The strength of the model lies in its ability to display the critical areas to be investigatedand measured, through the proposed KPIs, along the entire electricity industry value
chain.
On this regard the identification of KPIs and their allocation to the core competencies
have been made taking into account that the result of a certain activity in the value
chain depends on and reflects a specific set of core competencies/capabilities, which inturn is driven by a pool of intangibles, each of which (as not measurable per se) is
approximated in terms of measurement by a certain number of such KPIs.
Therefore, for each value chain block we tried to outline the most significant KPIs,
explaining for each KPI the intangible to which it is related, the formula used to
calculate it and the KPI’s features (e.g. number, percentage, value etc.).
In this way, different perspectives of analysis can be provided, since each KPI can bediversely weighted in a company’s analysis depending on the KPI’s importance in thatcompany’s value chain. Since every company has it own way of creating value andutilizing resources, the same KPIs could be not applicable to all companies of the1Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013

electricity sector. The KPIs listed in Table 1 represent the identification of the frequently
used KPIs as example to guide the companies. On this way, for each KPI a different
relevance has been identified and suggested. In particular, as “Relevance 1” it does
intend to identify the most representative KPIs used in the sector for the relevant corecompetencies/capabilities valuation while as “Relevance 2” it does intend to identify theothers.
Finally, the model matches the proposal of the WICI concept paper.

Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013

Figure 1. The proposed model

core competencies

Key impacts on core electricity value creation / value chain

Generation &Energy(1)Management

Trading &Wholesale

Distribution
Transmission

Sales

Aftersales

1
Nurturing oftalent quality
2
Valuable customer
relations3
Efficient and reliable
execution
4
Competitiveand
Systematic
innovation
partnering
trusted5
network
Environmental
Flexible& Social
management
responsibility(1):Includes Fuel and Logistic, Engineering and Construction/Research & Development activities

3Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013

Figure 2. Electricity sector: the complete list of proposed KPIs per core competencies/critical success factors
1

Nurturing of talent quality

2

Valuable customer relations

Employee commitment index

Average number of electricity sales customers by market

Customers disconnected for non-payment

Annual career review

Average price forward selling

Electricity sold to power exchange

Training costs per employee

Average response time call center operator

Electricity sold to ancillary services

Training hours per employee

Average sales Incentive

Electricity sold to incentives market

Average employee seniority

Average sales with ancillary service per MWh

Electricity sold via bilateral contracts

Employee turnover

Average sales without ancillary service per MWh

Electricity sold to foreign market (Export)

Absenteeism rate

End customers free market (including non active customers)

Electricity sold via trading & other

Employee Satisfaction Index

Energy sold domestic market

Revenues from electricity sold to power exchange

Talent programs activated

Energy sold foreign markets

Revenues from electricity sold to ancillary services

Number of customers acquired by market
Response time to written complaints
Accessibility to call center service
Call center service level
Average time for invoicing adjustments
Marketing expenses ratio
Collection rate
Forward selling
Average sales price by market (retail - business)

Revenues from electricity sold to incentives market
Revenues from electricity sold via bilateral contracts
Revenues from electricity sold to foreign market (Export)
Revenues from electricity sold via trading & otherEnd customers regulated market
Retail clients ratio
Business clients ratio
Days from between the activation to and the first invoice
Retail end customers turnoverPhone & written complaints with respect to total customer
Disputes with customers

4Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 20133

4 Competitive innovation

Efficient and reliable execution

Average duration of interruptions

Network distribution per voltage

Capacity under construction per technology

Average number of outages per electricity customers BT

Number of customer per FTE electricity distribution

Incentived net production

Cash cost per customer (LTM – Electricity)

Operating expenses (OPEX) per MW

Investment costs in Research & Development

Consumed fuel cost per unit

Percentage of fraudulent energy recovered

Number of Patents

Cost to serve by market

Plant availability

Patents average age

Coverage of sourcing needs

Power Production ShareR&D expenses (% sales)

Dark Spread

Smart metering coverage

Revenues from new products

Duration of interruptions per customer

Spark Spread

CAPEX in transmission network

Electricity distributed

Theoretical production

Capacity of renewable projects pipeline

Frequency of interruptions per customer

Transmission and distribution efficiency

Number of R&D projects

Fuel mix gross production

Unit cost per MWh per fuel mix

Fuel quantity purchased

Volume distributed per FTE (Electricity)

Load factor

Expected production for forward selling coverage

Mean time to repair per customer

Rewards and penalties' overall adjustments

Net electricity production by technology

Volumes traded on volumes delivered

Net installed capacity per technology

Distribution of operation network ratio

Net number of delivery points activatedCustomer acquisition cost by market

5

Environmental & Social Responsibility

Environmental CAPEX

Total number of significant agreements that include clauses incorporating human rights concerns, or that have undergone human rights screening

Fatal accidents

Total number of incidents of violations involving rights of indigenous people and actions taken

Frequency Index by employees category

Percentage and total number of operations that have been subject to human rights reviews and/or impact assessments

Net Specific Emissions Of H2S

Number of grievances related to human rights filed, addressed, and resolved through formal grievance mechanisms

Net Specific Emissions Of NOx

Percentage of operations with implemented local community engagement, impact assessments, and development programs

Net Waste produced

Net direct emissions of CO2

Revenues from ESG products and services

Renewable Energy Certificates

Underground transmission and distribution lines

Corruption

Safety CAPEX

Litigation risks

Local workers

Brand/Company perception from customer/stakeholder survey’s results

5Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013

Table 1. The complete list of KPIs for the Electricity sector
Nr

KPI

Value Chain

KP’s features

KPI Formula

Coverage of1sourcing needs

GENERATION &ENERGY MGMT%

Percentage of fuel purchased with long-term contracts(including self production from upstream) to cover theforecasted needs for the next 5 years

Fuel quantity
purchased

GENERATION &ENERGY MGMT

GJ

Fuel purchased expressed in GJ

Net installed
3 capacity pertechnology

GENERATION &ENERGY MGMTMW

GENERATION &ENERGY MGMTMW

GENERATION &ENERGY MGMTMW

GENERATION &ENERGY MGMT

MW

2Capacity under
4 construction pertechnology
Incentived net
5
production
Capacity of
6 renewable projects
pipeline
7 Plant availability

GENERATION &ENERGY MGMTGENERATION &8 Net Waste produced
ENERGY MGMT%

Tons/MWh

Installed capacity per generation technology (coal,natural gas, fuel distilled from crude oil, steam, nuclear
energy, solar, wind, biomass, geothermal, hydro energy,hydrogen)Sum of capacity from each projects for new generation
under construction (solar, wind, biomass, geothermal,hydro energy, hydrogen)

Core
Competencies

Efficient andreliable
execution
Efficient andreliable
execution

Suggested
relevance22

Efficient andreliable
execution

2Competitive
innovation

2

Net production from incentived generation resources

Competitive
innovation

2

Sum of production capacity from renewable projects
pipeline

Competitive
innovation2

Efficient andreliable
execution

2

Environmental &socialresponsibility

2

Ratio between available hours (AH) and period hours(PU). AH are defined as the sum of all service, stand by,reserve shutdown and pumping hours in a year. PU aredefined as the hours of a year.
Tons of waste produced by- type (hazardous and non-hazardous)- disposal method (reuse, recycling, composting,recovery, incineration, deep well injection, landfill, onsite storage)

6Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013

Nr

KPI

Value Chain

Net direct emissions GENERATION &9ENERGY MGMTof CO2

KP’s features

Tons/MWh10

Renewable Energy
Certificates

GENERATION &ENERGY MGMT

MWh

11

Theoreticalproduction

GENERATION &ENERGY MGMT

GWh

12 Load factor

GENERATION &ENERGY MGMT%

13

Fuel mix grossproduction

GENERATION &ENERGY MGMT

GWh

14

Unit cost per MWh
per fuel mix

GENERATION &ENERGY MGMT

Cur/MWh15

Operating expenses(OPEX) per MW

GENERATION &ENERGY MGMT

Cur/MW

GENERATION &ENERGY MGMT

GWh

Net electricity
16 production bytechnology

KPI FormulaCore
Competencies

Environmental &Direct emissions of greenhouse gases from generation ofsocialelectricity, heat, or steam
responsibility
Environmental &Renewable Energy Certificates assigned due tosocialincentivised generation plants/technologies
responsibility
Theoretical production of plants; it's calculated asfollows: average net generation capacity by technology* hours of a year. The Net Generation Capacity of a
Efficient andpower station is the difference between the maximum
reliableelectrical active power it can produce continuously
execution
throughout a long period of operation in normal
conditions and the auxiliary electricity consumption of
the power plant/unit (e.g. for pumps, vans, etc.).
Ratio between Net electricity production by technology
Efficient and(coal, natural gas, fuel distilled from crude oil, steam,reliable
nuclear energy, solar, wind, biomass, geothermal, hydroexecutionenergy, hydrogen) and Theoretical production
Gross production from thermo plants detailed for fuelEfficient andused (coal, crude oil, fuel oil, gasoline, diesel, naturalreliablegas)
execution
Ratio between Total fuel costs by each fuel and Net
Efficient andelectricity production by technology - (Onlyreliablethermoelectric and nuclear)
execution
Efficient andOperating expenses per MW of generation capacity
reliable
execution
Efficient andNet electricity generated at the power plant terminals,
reliableby technology, within a period of time (Year To Date)execution

Suggested
relevance

1

2

2

1

2

2

2

2

7

Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013

Nr

KPI

Power Production
17
Share
18

Consumed fuel cost
per unit

Value Chain

KP’s features

KPI Formula

GENERATION &ENERGY MGMT%

Market share calculated as the ratio between net power
production and net power production of country where
locatedGENERATION &ENERGY MGMT

Cur/GJ

Ratio between Total fuel costs and quantity of fuelconsumed expressed in GJ

GENERATION &ENERGY MGMT

Cur/MWh

20 Spark Spread

GENERATION &ENERGY MGMT

Cur/MWh

Number of R&D
projects
Investment costs in
22 Research &Development
R&D expenses (%23
sales)

GENERATION &ENERGY MGMT#GENERATION &ENERGY MGMT%

Ratio between Total R&D costs and Total project costs

GENERATION &ENERGY MGMT%

Ratio between Total R&D costs and Total revenues

Environmental
CAPEX

GENERATION &ENERGY MGMT

Mio of Currency

24

Efficient andreliable
execution
Efficient andreliable
execution

The dark spread is the difference (gross margin) between
the price received by a generator for electricity produced
and the cost of coal needed to produce that electricity.
Efficient andIt's calculated as follow: power price (Cur/MWh) – [coal reliable
price (Cur/ton) + transportation cost (Cur/ton)]* [(heatexecution
rate (mmBtu/MWh)/heat content (mmBtu/ton)] - Fonte:
www.eia.gov
The spark spread is the difference (gross margin)
between the price received by a generator for electricity
Efficient andproduced and the cost of the natural gas needed toreliable
produce that electricity. It's calculated as follow: power
execution
price (Cur/MWh) – [natural gas price (Cur/mmBtu) *heat rate (mmBtu/MWh)] - Fonte: www.eia.gov
Competitive
Number of R&D projects
innovation

19 Dark Spread

21

Core
Competencies

Current environmental investments and expenses (e.g.
plant operation, environmental taxes, local agreements)

Competitive
innovation
Competitive
innovation
Environmental &socialresponsibility

Suggested
relevance

1

2

2

2

2
1
2
1

8

Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013

Nr

KPI

Value Chain

KP’s features

KPI Formula

Net Specific25
Emissions of H2S

GENERATION &ENERGY MGMT

Tons / MWh

Quantity of H2S emitted in atmosphere per MWhgenerated

26

Net Specific
Emissions of NOx

GENERATION &ENERGY MGMT

Tons / MWh

Quantity of NOx emitted in atmosphere per MWhproduced

27

Volumes traded onvolumes delivered

TRADING &WHOLESALE%

Ratio between Volumes traded and volumes actually
delivered

28

Electricity sold topower exchange

TRADING &WHOLESALE

GWhElectricity sold to power exchange

29Electricity sold toancillary services

TRADING &WHOLESALE

GWhElectricity sold via dispatching services market

30

Electricity sold toincentives market

TRADING &WHOLESALE

GWhElectricity sold to incentives market

31

Electricity sold via
bilateral contracts

TRADING &WHOLESALE

GWhElectricity sold via bilateral contracts

Electricity sold to
32 foreign market(Export)TRADING &WHOLESALE

GWhElectricity sold to foreign market (Export)

Electricity sold via
trading & other

TRADING &WHOLESALE

GWhElectricity sold via trading & other

Revenues from
34 electricity sold topower exchange

TRADING &WHOLESALE

33

Mio of Currency Total revenues from electricity sold to power exchange

Core
Competencies

Environmental &socialresponsibility
Environmental &socialresponsibility
Efficient andreliable
execution
Valuablecustomer
relations
Valuablecustomer
relations
Valuablecustomer
relations
Valuablecustomer
relations
Valuablecustomer
relations
Valuablecustomer
relations
Valuablecustomer
relations

Suggested
relevance

2

2

2

2

2

2

2

2

2

2

9

Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013

Nr

KPI

Revenues from
35 electricity sold toancillary services
Revenues from36 electricity sold toincentives market
Revenues from37 electricity sold via
bilateral contracts
Revenues fromelectricity sold to38
foreign market(Export)
Revenues from
39 electricity sold via
trading & other

Value Chain
TRADING &WHOLESALE
TRADING &WHOLESALE
TRADING &WHOLESALE

KP’s features

Core
Competencies

Valuablecustomer
relations
Valuable
Mio of Currency Total revenues from electricity sold to incentives market customer
relations
Valuable
Total revenues from electricity sold via bilateralMio of Currency
customer
contracts
relations
Total revenues from electricity sales via dispatching
Mio of Currency
services market

Suggested
relevance

2

2

2

TRADING &WHOLESALE

Mio of Currency

Total revenues from electricity sold to foreign market(Export)Valuablecustomer
relations

2

TRADING &WHOLESALE

Mio of Currency Total revenues from electricity sold via trading & other

Valuablecustomer
relations2

Valuablecustomer
relations

2

Average sales with
40 ancillary service per
MWh

TRADING &WHOLESALE

Average sales
41 without ancillary
service per MWh

TRADING &WHOLESALE

Cur/MWh

Average Sales
Incentive

TRADING &WHOLESALE

Cur/MWh

43 Forward selling*

TRADING &WHOLESALE

GWh42

KPI Formula

Cur/MWh

Average sales per MWh, including ancillary services.
Calculated as follow: (REVENUES FROM ELECTRICITY +ANCILLARY SERVICES REVENUES) / NET ELECTRICITYPRODUCTION WITH ANCILLARY SERVICE
Average sales per MWh without ancillary services.
Calculated as follow: (REVENUES FROM ELECTRICITY) /NET ELECTRICITY PRODUCTION
Average sales incentive per MWh. Calculated as follow:(REVENUES FROM SALES INCENTIVE) / ELECTRICITYSALES INCENTIVE
Quantity of electricity already sold plus quantity
contractually closed for year

Valuablecustomer
relations
Valuablecustomer
relations
Valuablecustomer
relations

2

2

2

10

Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013

Nr

KPI

Average price44
forward selling

Value Chain
TRADING &WHOLESALE

Expected production
TRADING &45 for forward selling
WHOLESALE
coverage
Cash cost per
DISTRIBUTION
46 customer (LTM –TRANSMISSION
Electricity)
Number of customer
DISTRIBUTION
47 per FTE electricity
TRANSMISSION
distribution
48

Electricity
distributed

49

Mean time to repair DISTRIBUTION
TRANSMISSION
per customer

50

Volume distributed
per FTE (Electricity)

Network
51 distribution per
voltage
Percentage of
52 fraudulent energy
recoveredRewards and53 penalties' overall
adjustments

DISTRIBUTION
TRANSMISSION

DISTRIBUTION
TRANSMISSION
DISTRIBUTION
TRANSMISSION
DISTRIBUTION
TRANSMISSION
DISTRIBUTION
TRANSMISSION

KP’s features

KPI FormulaCore
Competencies

Valuable
Cur/MWhcustomer
relations
Efficient andRatio between Forward selling and Expected production%
reliableto cover forward selling
execution
Cash cost per customer. Calculated as follow: (OPEX
Efficient andCur/cust
without provisions) + (CAPEX without reimbursements of reliable
related works) / number of customers
execution
Efficient andNumber of customers per FTE (Full Time Equivalent)#
reliable
employees in electricity distribution
execution
Efficient andQuantity of electricity distributed to distributors, netted
GWhreliableby any losses
execution
Average time to repair a fault experienced by a
Efficient andMin
customer. Calculated as follow: total outage time /reliablenumber of outages
execution
Volume of electricity distributed, netted by any losses,
Efficient and
GWh
per FTE (Full Time Equivalent) electricity distribution
reliable
employeeexecution
Efficient andKm
Extension of distribution network per H/M/L voltage
reliable
execution
Efficient andRecovery of energy fraudulently subtracted (through%reliablemeter manipulation), expressed as a percentage
execution
Efficient andMio of Currency Rewards and penalties' overall adjustments
reliable
execution
Average price of electricity already sold plus
contractually closed for year

Suggested
relevance

1

2

2

2

2

1

2

2

2

2

11

Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013

Nr

KPI

Value Chain

Average number ofoutages per
DISTRIBUTION
54electricity customers TRANSMISSION
Low Voltage
Underground
DISTRIBUTION
55 transmission and
TRANSMISSION
distribution lines
Transmission and
DISTRIBUTION
56 distribution
TRANSMISSION
efficiency
Distribution of
DISTRIBUTION
57 operation network
TRANSMISSION
ratio
CAPEX in
DISTRIBUTION
58 transmission
TRANSMISSION
network
Frequency of
DISTRIBUTION
59 interruptions per
TRANSMISSION
customer
Duration of
DISTRIBUTION
60 interruptions per
TRANSMISSION
customer
61

KPI Formula

Efficient andAverage number of electricity outages (service continuity
reliableinterruptions) per customer LV - Low Voltage)
execution

Km

Extension of underground transmission and distribution
network%

Transmission and distribution losses as a percentage of
total energy%

Ratio between Distribution of operating network andTotal distribution network

Mio of Currency Investments realized on transmission network

Number of interruptions per customer

Min

Duration of interruptions per customer

Average duration of DISTRIBUTION
TRANSMISSION
interruptions

Min

Average duration of interruptions

DISTRIBUTION
TRANSMISSION#

Electronic meters installed (stock as of ….)

Energy solddomestic market

SALES

Core
Competencies##

62 Smart metering

63

KP’s features

GWh

Energy sold (excluding losses) from selling companies todomestic end customers, belonging to both the free andregulated markets

Environmental &socialresponsibility
Efficient andreliable
execution
Efficient andreliable
execution
Competitive
innovation
Efficient andreliable
execution
Efficient andreliable
execution
Efficient andreliable
execution
Efficient andreliable
execution
Valuablecustomer
relations

Suggested
relevance

1

1

1

2

2

2

2

1

1

2

12

Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013

Nr

KPI

Energy sold foreign
64markets

Value Chain
SALES

GWh

Energy sold (excluding losses) from selling companies toforeign markets end customers

Valuablecustomer
relations2#

Final number of end customers (with existing contracts)
belonging to the free market, including not active
customers

Valuablecustomer
relations1

Valuablecustomer
relations1

Valuablecustomer
relations

2

SALES

End customers
66
regulated market

SALES

#

Number of end customers (with existing contracts)
belonging to the regulated market

SALES

#

Average number of electricity sales customers detailed
by market

SALES

69 Retail clients ratio

SALES

70

Business clients
ratio

SALES

71

Cost to serve bymarketSALES

Customer
72 acquisition cost bymarketSALES

Suggested
relevance

KPI Formula

End customers freemarket (including
65
non active
customers)

Average number ofelectricity sales
67
customers bymarketAverage sales price
68 by market (retail business)Core
Competencies

KP’s features

Valuablecustomer
relations
Valuable
Ratio between Number of retail clients and Total of%customerclients
relations
Valuable
Ratio between Number of clients business and Total of%customerclients
relations
Efficient andThird parties and intercompany related costs incurred to
Mio of Currency
reliable
manage the customer
execution
Ratio between Total acquisition costs of a new customer Efficient and%by market and Total new customer acquired in thereliablemarketexecution
Cur/KWh

Average price of electricity per client typology (retail business)

2

1

1

2

2

13

Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013

Nr

KPI

Value Chain

Number of
73 customers acquired SALES
by market
Net number of
SALES
74 delivery points
activated
Days from between
75 the activation to and SALES
the first invoice
76

Retail end
customers turnover

Revenues from new
products
Revenues from ESG
78 products andservices
77

79 Corruption

80

SALES

SALES

SALES

SALES

Marketing expenses
SALES
ratio

81 Collection rate

SALES

Average response
82 time call center
operator

AFTER SALES

KP’s features

KPI FormulaCore
Competencies

Valuable#
Total new customer acquired in the market
customer
relations
Efficient andNet number of new delivery points, activated in a given#
reliabletime period, netted by any switch related delivery points
execution
Valuable
Average number of days between the customer
Days
customer
activation date and the first invoice issue daterelations
Valuable
Mio of Currency Total revenues from sales to retail end customers
customer
relationsCompetitive
Mio of Currency Revenues from new sales initiatives
innovation
Environmental &Revenues from Environmental, Social and GovernanceMio of Currencysocial(ESG) products and services
responsibility
Revenues for each region in which the Transparency
Environmental &Mio of Currency International Corruption index is below 6.0 (source:socialEFFAS)
responsibility
Valuable
Ratio between Total expenses for marketing activities
Mio of Currency
customerand initiatives and Total costs
relations
Valuable
Ratio between Total collected amount coming from%
customerinvoices and Total turnover
relations
ValuableMin
Call center operator average response timecustomer
relations

Suggested
relevance

2

2

2

2
2
2

2

2

1

1

14

Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013

Nr

KPI

Phone & written
complaints with83
respect to totalcustomer

Value Chain

KP’s features

AFTER SALES#AFTER SALES

Days

Customers
85 disconnected for
non-payment

AFTER SALES#

86

Disputes withcustomers

AFTER SALES#

87

Accessibility to callcenter service

AFTER SALES%

88

Call center service
level

AFTER SALES%

Average time for
89 invoicing
adjustments

AFTER SALES

Days

90 Fatal accidents

CROSS

#

Frequency Index by
CROSS
employees category

#

84

91

Response time towritten complaints

92 Number of Patents

CROSS

#

KPI FormulaCore
Competencies

Valuable
Ratio between Total phone and written intervention andcustomer
Total customers
relations
Valuablecustomer
relations
Number of customers, broken down by total length ofValuabletime between disconnection and arrangement ofcustomerpayment, following five categories
relations
Valuable
Number of total proceedings vs customers
customer
relations
ValuableTime of one free line at least/ total time of call centercustomer
opening
relations
Ratio between Number of clients who successfully spoke Valuablewith a call center operator and total calling to the callcustomercenterrelations
Valuable
Number of days occurred to adjust an invoicing starting
customerfrom the request
relations
Environmental &Number of deaths, included both employees andsocialcontractors
responsibility
Environmental &Accidents per million of working hours, by employeesocialcategory
responsibility
Competitive
Number of patents
innovation
Average reply time to written complaints

Suggested
relevance

2

2

2

1

2

1

2

1

1
1

15

Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013

Nr

KPI

93 Litigation risks
94

Patents averageage

Value Chain

KP’s features

CROSS# or/and Cur

CROSS

Years

95 Employee turnover CROSS%

96 Absenteeism rate

%

97

CROSS

Average employee
CROSSseniority

Employee
CROSS
98
Commitment Index

99

Employee
Satisfaction Index

Annual career
review
Talent programs
101
activated
Training hours per
102
employee
Training costs per
103
employee
100

Years

Index

KPI Formula

Lawsuits, expenses and fines (compliance,
environmental, social risks)
Patents average age
Ratio between total terminations and total workforce atthe end of the period
Ratio between Net of nr. of absence days and total
working days x 200.000 (US standard)
Average employee seniority
It is scored from an annual Employee Survey which
provides a reliable measure of employees' commitment
to their work and the company. Score defined by theemployees on commitment (min=1;max=10)
It is scored from an annual Employee Survey which
provides a reliable measure of employees' commitment
to their work and the company. Score defined by theemployees on personal satisfaction (min=1;max=10)
Ratio between Nr. of employees assessed in terms of
personal competence and skills and Total employees

CROSS

Index

CROSS

%

CROSS

#

CROSS

Hours

Ratio between total training hours and total employees

CROSS

Thous of Cur

Ratio between total training costs (internal and externalcosts) and total training hours (including web training)

Number of programs activated and people involvedCore
Competencies

Environmental &socialresponsibility
Competitive
innovation
Nurturing talentquality
Nurturing talentquality
Nurturing talentquality

Suggested
relevance

1
2
1
1
1

Nurturing talentquality2

Nurturing talentquality1

Nurturing talentquality
Nurturing talentquality
Nurturing talentquality
Nurturing talentquality

2
2
1
2

16

Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013

Nr

KPI

104 Local workers

Value Chain

CROSS

Brand/Company
perception from
105 customer/stakehol CROSSder survey’s
results
106 Safety CAPEX

CROSS

Total number ofsignificant
agreements that
include clauses
incorporating
CROSS
107
human rights
concerns, or thathave undergone
human rights
screening
Total number ofincidents ofviolations involving
CROSS
108
rights ofindigenous people
and actions taken

KP’s features

KPI FormulaCore
Competencies

Suggested
relevance#

The term "Local" refers to individuals either born in or
who have the legal right to reside indefinitely (e.g.,naturalized citizens or permanent visa holders) in thesame geographic market where the company operates

Environmental &socialresponsibility

2

Index

Measure of how the company is perceived by external
parties (i.e. consumers)

Environmental &socialresponsibility

2

Current safety investments and expenses

Environmental &socialresponsibility

1%

Report the total number of significant investment
agreements and contracts that include human rights
clauses or that underwent human rights screening

Environmental &socialresponsibility

2#

Environmental &Report the total number of identified incidents involvingsocialindigenous rights during the reporting period
responsibility

2

Thous of Cur

17

Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013

Nr

KPI

Percentage andtotal number ofoperations thathave been subject
109
to human rights
reviews and/or
impactassessments
Number ofgrievances related
to human rights
filed, addressed,
110
and resolved
through formal
grievancemechanisms
Percentage of
operations with
implemented local
community
111 engagement,
impactassessments, anddevelopment
programs

KP’s features

KPI FormulaCore
Competencies

Suggested
relevance

CROSS

#,%

Report the total number and percentage of operations
that have undergone human rights reviews or humanrights impact assessments, by country

Environmental &socialresponsibility

2

CROSS

#

Report the total number of grievances related to humanrights filed through formal organizational grievancemechanisms during the reporting period

Environmental &socialresponsibility

1%

Report the percentage of operations with implemented
local community engagement, impact assessments, anddevelopment programs

Environmental &socialresponsibility

2

Value Chain

CROSS

18

Electricity sector KPIs proposed by WICI Italy (Interim Version 2.0)
As of September 19, 2013

LegendaTons Tonnes
Mc
Cubic meters
MW
Megawatt
KWh Kilowatt hour
MWh Megawatt hour
GWh Gigawatt hourCur
Currency#
NumberMio
Millions
Min
MinuteKm
Kilometer
Thous Thousand*Forward Contract: A cash market transaction in which delivery of the commodity is deferred until after the contract has been made. Although the delivery ismade in the future, the price is determined on the initial trade date.

About the Network Italiano per il Business Reporting (NIBR) – WICI Italy
NIBR – WICI Italy was founded in December 2010 and is the official Italian jurisdiction for the “World Intellectual Capital / Assets Initiative” (WICI
Global), the global Network for business reporting, and for the “World Intellectual Capital / Assets Initiative Network for Europe” (WICI Europe).
As of September 2013, NIBR members who have contributed to the preparation of the document “ELECTRICITY SECTOR KPIs” are:Stefano Zambon
Nevio Benvenuto, Marco Montanini
Fabrizio Ceppi
Angelo Scipioni
Stefano Tezza

WICI Europe & University of Ferrara
Assirevi & PriceWaterhouse Coopers
Borsa Italiana
Enel
Multiutility

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