1.3 Our objectives and results
By reassessing our mission, vision and strategy in 2025, we as Vitens are setting a clear course for the years ahead. Our strategy 'Together for drinking water. Now and in the future' is not only a guiding compass, but also the basis for our daily choices and investments. By choosing the strategic pillars of feasibility, resilience, and organisational strength, we ensure that we are prepared for the challenges of today and tomorrow.
Our strategy translates into measurable performance and concrete results. The following table shows how we do this and what the outcomes are for the 2025 reporting year. This makes our contribution to a robust water system and a strong organisation visible and verifiable. For an explanation of each metric, we refer to the relevant chapter indicated in the final column of the table.
| Strategic topic | Metric | Result 2024 | Result 2025 | Target 2025 | Target 2026 | Target 2030 | Target > 2031 | Chapter |
|---|---|---|---|---|---|---|---|---|
| Organisational strength | Undersupply minutes (OLM) | 14:45 | 14:17 | ≤ 00:18:00 | ≤ 00:18:00 | ≤ 00:18:00 | ≤ 00:18:00 | 3.3.3 |
| Organisational strength | Water quality index (WQI) | 0,017 | 0,016 | < 0,0200 | < 0,0200 | < 0,0200 | < 0,0200 | 3.3.3 |
| Manufacturing feasibility | Number of clusters with sufficient total reserves |
4 | 4 | 5 | 6 | 10 | 10 | 3.2.2 |
| Manufacturing feasibility | Number of clusters with a positive operating margin | 6 | 4 | 5 | 6 | 10 | 10 | 3.2.2 |
| Manufacturing feasibility | Average drinking water consumption per person per day in litres | 119,5 | 119,1 | 125 | 122,5 | 112,5 | 100 | 3.2.2 |
| Manufacturing feasibility | Development of non-domestic drinking water demand as a percentage compared with 2016–2019. | -1,8% | -0,6% | -6,3% | -7,8% | -13,7% | -20,0% | 3.2.2 |
| Manufacturing feasibility | The total area in hectares eligible for drought damage schemes | n.b.* | 41.127 | n.b.* | as per ACSG statement | as per ACSG statement | as per ACSG statement | 3.3.2 |
| Resilience | Sickness absence rate | 4,85% | 4,24% | 4,85% | 4,85% | 4,85% | 4,85% | 3.3.1 |
| Resilience | LTIF |
3,9 | 2,1 | 0,0 | 0,0 | 0,0 | 0,0 | 3.3.1 |
| Resilience | Work-life balance score |
n.b.* | 7,0 | n.b.* | n.b.* | n.b.* | n.b.* | 3.3.1 |
| Resilience | Site-based greenhouse gas emissions** | 281 | 322 | ** | ** | ** | ** | 3.2.1 |
| Resilience | Percentage of updated nature management plans |
64% | 74% | 77% | n.b.* | n.b.* | n.b.* | 3.2.3 |
| Resilience | Pollution index (LT) | 380 | 427 | 377 | 377 | a downward trend year on year | a downward trend year on year | 3.2.3 |
| Resilience | ICT Prio 1 incidents |
6 | 13 | <10 | <10 | <10 | <10 | 3.3.3 |
| Resilience | ICT Prio 1 Cybersecurity incidents | 0 | 0 | 0 | 0 | 0 | 0 | 3.3.3 |
The key figures below summarise our other achievements and developments in recent years. They show both financial and non-financial indicators. These indicators do not have a specific target, which is why we have included them below in a separate table.
| 2025 | 2024 | 2023 | 2022 | 2021 | 2020 | ||
|---|---|---|---|---|---|---|---|
| Customers | |||||||
| Number of administrative connections as of 31 December (x 1,000) | Number | 2.813 | 2.786 | 2.760 | 2.737 | 2.707 | 2.644 |
| Average drinking water tariff per m³ for low consumption (based on 100 m³) | € | 1,67 | 1,46 | 1,28 | 1,10 | 1,06 | 1,04 |
| Delivery to customers | mln m³ | 352,9 | 343,4 | 339,9 | 344,5 | 351,3 | 362,4 |
| Staff | |||||||
| Number of permanent employees as of 31 December | Number | 1.910 | 1.762 | 1.635 | 1.599 | 1.527 | 1.443 |
| Company profits | |||||||
| Turnover | mln € | 627,5 | 537,2 | 471,1 | 406,9 | 396,1 | 390,4 |
| Profit after tax | mln € | 90,6 | 34,5 | 27,2 | 8,2 | 19,4 | 23,9 |
| Interest coverage | number | 7,2 | 5,3 | 5,1 | 5,0 | 5,7 | 5,4 |
| Net investments (excl. contributions from new connections) | mln € | 341,5 | 285,6 | 219,1 | 204,7 | 177,1 | 157,6 |
| Solvency | % | 30,5 | 29,8 | 30,3 | 31,0 | 30,2 | 29,4 |