Our sustainability work

Since 2020, we have broadened our offering in renewable energy. We no longer work solely with wind power but are also exploring new technologies and partnerships that can help us meet climate challenges. As we continue to own our parks after construction and commissioning, we can develop our existing wind farms by adding more technologies such as solar power, hydrogen production, and energy storage – and in the future, more energy sources can be added. This is our way of contributing to the global goal of sustainable energy for all, and proof that we are delivering on our promise to power a renewable future. 

Our business model is based on participating in and leading the transition to a more sustainable energy system, but like all energy production, our operations have an environmental impact. Therefore, it is not enough to be an alternative to fossil fuels – renewable energy must also be produced in a way that is sustainable in the long run.

Join us on our journey!
 

We believe in the power of innovation, intelligence analysis, circularity and collaboration to build a business that is sustainable in the long term. We are a small company in a large industry. Despite this, we dare to stick our necks out and be the first to test new technologies and practices. But we cannot drive sustainable development forward entirely on our own. Since we started out, we have worked closely with landowners, municipalities and companies to create long-term, responsible solutions that benefit the climate – and we want to continue doing so. 

Through our IO hub (innovation and business intelligence hub), we are always on the lookout for working methods, technologies and innovations that can strengthen and streamline our sustainable business. Some exciting projects we are currently looking at include finding opportunities for industrial symbiosis, re-use and recycling our end-of-life materials and components, collaborating on circular resource flows and lifetime extension of our parks.

If we are to succeed in our vision of shaping the energy oftomorrow, we need more than just technical expertise. It requires a deep commitment to our shared values. For us, social responsibility is a natural part of our core business. We safeguard good working conditions, safety, health, leadership, management, diversity, inclusion and equality – in our company as well as our value chain. 

As an employer, we offer maximum health and wellness benefits for our employees, and our Code of Conduct outlines ourexpectations of our employees and everyone else who represents Rabbalshede Kraft. It contains guidelines as to how we should work together to achieve our vision in a sustainable way – as business partner, employer, employee and community player respectively. Based on our value chain risk analysis we have developed new guidelines for sustainable procurement with focus on valus chain transparency when we conduct our supplier assessments. 

To ensure that we align with the EU Corporate Sustainability Reporting Directive (CSRD), we have conducted a  Double Materiality Assessment , wherewe identified six key topics of materiality in both environmental and social aspects: Climate, Pollution, Biodiversity and ecosystems, Circular economy, Own workforce, Employees in the value chain. You can read more about the material topics and how we work to reduce our negative impact within these areas in our 2024 sustainability report. 
 

We work to promote ecosystems and biodiversity and to reduce greenhouse gas emissions throughout the value chain. We build resilience to withstand the effects of climate change and constantly seek new ways to protect our planet. However, t is not enough to focus on our own key business; equally important is our impact throughout the entire value chains. 

We measure our climate impact in the full value chain (scope 1, 2 and 3) and in 2024 we produced our very first Climate Report, in collaboration with the climate experts at consultancy firm 2050. Our main source of greenhouse gas emissions is found upstream in the value chain (scope 3), but parts of our core business also generate emissions. Thus, we are now setting targets to reduce negative impact, where the construction phase impacts greatly through bought material and components as well as transports. For example,at least 70 % of the diesel used in construction machinery during our groundworks in the parks is HVO diesel. We are also looking at ways to reduce the amount of cement in the concrete in our wind turbine foundations by including more sustainable alternatives.

We are also focusing on increased circularity to reduce the extraction of virgin materials and increase the proportion of recycled materials and recyclability. All in accordance with the so-called waste hierarchy. Through the mitigation hierarchy, we are working to avoid and reduce our impact on biodiversity and ecosystems. For example, we inventory the presence of invasive species in all our parks.
 

We choose to own our parks long term and remain present even after commissioning. Therefore, we see ourselves not only as an energy producer, but also as part of the business community and society in the places where we establish ourselves. If we can develop and operate sustainable energy solutions locally together with partners and local stakeholders, we are convinced that we can create long-term, responsible solutions that reduce environmental impact globally. 

In addition to our experience of close dialogue with landowners, municipalities and local businesses, we developed a strategy for communication in the early stages of our projects in 2024. This is part of our work to create local acceptance for future energy production. Another example of how we work with local support is our concept “Utvecklingskraft”, where we share part of the revenue from our parks with initiatives that strengthen the local area through community life, outdoor activities or the natural and cultural environment. Read more about Utvecklingskraft here.