Bases of our financial management
- Management of financial transactions within the Group finance department in order to minimise risk, optimise costs and increase transparency
- Deployment of derivates in the operating business generally for hedging purposes only: for example, for forward contracts for electricity and primary energy source trading
- Interest rate risk management for managing and monitoring interest-sensitive assets and liabilities / Interest rate risk strategy to limit the risk of interest rate changes for the Group
- Currency management system to monitor foreign exchange risks
Our objectives
- Payment obligations can be fulfilled without restriction at any time
- Balanced financing structure
- Solid balance sheet ratios
- Managing financial profile to maintain a good creditworthiness
Key Performance Indicator that we use to manage our credit standing
The central goal of the EnBW 2025 strategy is to increase adjusted EBITDA to €3.2 bn. As it will not be possible to exclusively finance this growth phase using funds from our internal financing capability, we will manage the financial profile from 2021 using the debt repayment potential.
2021 to 2025: Debt repayment potential
Controlled growth during the further development into an infrastructure partner
¹ To maintain a solid investment-grade rating, EnBW regularly checks the 2025 target value for the debt repayment potential for managing its financial profile.
Ratings
To maintain the future viability of the company, EnBW aims to hold solid investment-grade ratings, in order to
- ensure unrestricted access to capital markets
- offer reliable opportunities for financing partners
- be regarded as a dependable business partner in our trading activities
- achieve the lowest possible capital costs
- implement an appropriate number of investment projects
Management of financing needs of our operating activities separately from the Group’s pension and nuclear obligations
- To manage operating financing needs constant assessment of capital market trends with regard to
- the current interest rate environment
- any potentially favourable refinancing costs
- Coverage of pension and nuclear obligations using our asset liability management model
Covering operating financing needs
Alongside the internal financing capability, we have various financing instruments at our disposal:
Financing instruments as of 31.12.2020¹
|
Programme
|
Value
|
|---|---|
|
Programme
|
Value
€ 7 billion thereof € 3.7 billion utilised
|
|
Programme
Subordinated bonds
|
Value
€ 3.5 billion
|
|
Programme
|
Value
€ 2 billion, undrawn
|
|
Programme
Sustainable syndicated credit line
|
Value
€ 1.5 billion, undrawn; Maturity date: 2025
|
|
Programme
Bilateral credit lines
|
Value
€ 1.2 billion thereof € 0.3 billion drawn
|
¹Rounded figures
- Project financing and loans from the European Investment Bank (EIB)
- In addition, subsidiaries have other financing activities in the form of bank loans and promissory notes
Maturities of EnBW’s bonds
Coverage of pension and nuclear obligations
Management of financing needs for pension and nuclear obligations
as of 31 December 2020
- Ensuring timely coverage of the pension and nuclear obligations
- Coverage of long-term provisions by corresponding financial assets within an economically reasonable period
- Cash flow based model
- Determining the effects on the cash flow statement and balance sheet over the next 30 years taking into account
- Anticipated return on financial assets
- Sector-specific appraisals by external experts on costs for nuclear decommissioning and disposal
- Actuarial reports on pension provisions
- Limiting the impact of payments for the pension and nuclear obligations on the operating business to €300 million a year (plus an inflation supplement) by taking funds from the financial assets
- After fully coverage of the considered provisions by the financial assets, no further funds will be taken from the cash flow from operating activities
- Portfolio strategy considers planned withdrawal of funds from the financial assets
- Broad diversification of the asset classes
- Risk-optimised performance in line with market trends
- Reduction of costs and simplification of administrative processes
Alongside the internal financing capability, we have various financing instruments at our disposal:
Financing instruments as of 31.12.2020¹
|
Programme
|
Value
|
|---|---|
|
Programme
|
Value
€ 7 billion thereof € 3.7 billion utilised
|
|
Programme
Subordinated bonds
|
Value
€ 3.5 billion
|
|
Programme
|
Value
€ 2 billion, undrawn
|
|
Programme
Sustainable syndicated credit line
|
Value
€ 1.5 billion, undrawn; Maturity date: 2025
|
|
Programme
Bilateral credit lines
|
Value
€ 1.2 billion thereof € 0.3 billion drawn
|
¹Rounded figures
- Project financing and loans from the European Investment Bank (EIB)
- In addition, subsidiaries have other financing activities in the form of bank loans and promissory notes
Maturities of EnBW’s bonds
Management of financing needs for pension and nuclear obligations
as of 31 December 2020
- Ensuring timely coverage of the pension and nuclear obligations
- Coverage of long-term provisions by corresponding financial assets within an economically reasonable period
- Cash flow based model
- Determining the effects on the cash flow statement and balance sheet over the next 30 years taking into account
- Anticipated return on financial assets
- Sector-specific appraisals by external experts on costs for nuclear decommissioning and disposal
- Actuarial reports on pension provisions
- Limiting the impact of payments for the pension and nuclear obligations on the operating business to €300 million a year (plus an inflation supplement) by taking funds from the financial assets
- After fully coverage of the considered provisions by the financial assets, no further funds will be taken from the cash flow from operating activities
- Portfolio strategy considers planned withdrawal of funds from the financial assets
- Broad diversification of the asset classes
- Risk-optimised performance in line with market trends
- Reduction of costs and simplification of administrative processes
Corporate strategy
Following the successful portfolio transformation, EnBW is now on the way to becoming a key infrastructure partner
Starting in 2013, we transformed the EnBW business portfolio under our EnBW 2020 Strategy. We raised the regulated grid business and renewables share of adjusted EBITDA from around 40% in 2012 to 70% in 2019.
In the logical continuation of our strategy, we are combining our business portfolio from 2021 into three strategic segments:
- System-critical infrastructure
- Sustainable generation infrastructure
- Smart infrastructure for customers
This reflects our transformation into a sustainable and innovative infrastructure partner. The central target under the EnBW 2025 Strategy is an increase in adjusted EBITDA to €3.2 billion.
We plan total capital expenditure of some €12 billion. 80% of this will be on growth projects. The expenditure is to be financed out of retained cash flow and also, if necessary, by borrowing. We continue to aim for a balanced financing structure, a solid financial profile and therefore solid investment grade rating.
- Grid expansion
Key projects include the SuedLink and ULTRANET transport networks that are critical for Germany’s future energy supply, and investment in electricity distribution grids to upgrade them and prepare them for the needs of electric mobility. - Expansion of renewables
Including completion of the EnBW He Dreiht offshore wind farm by 2025 - Further evolution of smart infrastructure for customers
Including broadband, telecommunications and electric mobility
Click here for further information on our Corporate strategy.
Climate neutrality by 2035
By 2035, we will reduce the company's CO₂ emissions to net zero. In doing so, EnBW will stick to the requirements and targets of the Paris Climate Agreement.
Further information on climate neutrality can be found here.
¹ The EnBW climate neutrality target refers to our own emissions (Scope 1 and 2). Scope 3 is mainly influenced by the gas consumption of our customers and would require the use of climate-neutral gases in the future. The target refers to CO₂eq (CO₂, CH₄, N₂O and SF₆). The reference year is 2018.
² Includes in part the offsetting of remaining residual emissions due to the acquisition of recognized compensation certificates.