Energy to change

Annual report 2016

Key figures

Revenue

In millions of euros

1,353 2015
1,376 2016
1,376

Profit for the year

In millions of euros

223 2015
207 2016
207

Balance sheet total

In millions of euros

7,079 2015
7,284 2016
7,284

Number of staff

4299 2015
4390 2016
4,390

DART-rate Enexis

0.33 2015
0.17 2016
0.17

Engagement of employees

8.0 2015
7.9 2016
7.9

Investments in the grids

In millions of euros

377 2015
384 2016
384

Outage time gas

In seconds

78 2015
45 2016
45

Outage time electricity

In minutes

14.2 2015
15.2 2016
15.2

CO2 footprint

Gross footprint own emissions

121,077 2015
152,467 2016
152,467

Announcement from the
executive board

Energy is taken for granted in the Netherlands. Our employees are available 24 hours a day for a reliable and safe energy supply. Certainly now that energy is becoming increasingly sustainable and the customers’ wishes are changing. CEO Peter Vermaat (left) and CFO Maarten Blacquière (right) look back on the initiatives in 2016.

Highlights 2016

Safety Award voor BAM Zuid

Safety Award for BAM Zuid

The safety of our own employees is just as important to us as that of the employees of contractors who work for us. We set high safety requirements and are committed to helping improve safety. Every year we present awards, both internal and external, to this end. In 2016, the Enexis Contractor Safety Award went to BAM Zuid, the contractor with the best performance in the field of safety, health, welfare and the environment.

How we work safely How we work safely
Besparen met de buurt

Save with your neighbourhood

In 2016, 65 new neighbourhoods started to save energy together. We work with local energy cooperatives and put together teams of motivated local residents who then talk to other residents about double glazing, insulation and solar panels. A total of 165 ‘Buurkracht’ have now jointly saved more than 1.3 million kWh of power and more than 450 ton m3 of gas. This is comparable with the energy consumption of around 300 households annually.

More about ‘Buurkracht’ How we are speeding up
Realtime energie volgen

Following energy consumption

We follow the supply and demand of energy in real time by adding ICT, in the form of Distribution Automation (DA), to our stations. Distribution Automation enables us to operate energy grids remotely and solve power outages more quickly. Last year, we equipped approximately 400 stations with Distribution Automation and we will be continuing to do so until 2020. In 2016, we also carried out pilot projects with Distribution Automation Light.

More about DA More about DA
Acht meters per minuut

Eight meters per minute

We started providing smart meters on a large scale in early 2015. This was quite a logistics operation and, at the peak of these activities in 2016, Enexis was installing eight smart meters every minute. A smart meter gives customers insight into their energy consumption, which can form the first step towards energy conservation. By the end of 2016, smart meters had been installed in more than a million households.

More about our service More about our service
Verduurzamen begint bij onszelf

Sustainability begins with us

We are dedicated to giving a good example by reducing our own energy consumption, by increasing sustainability and by actively promoting this approach. In 2016, among other things, we took measures to reduce our CO2 emissions. These measures included cutting down on the use of our company vehicles and traffic to and from work. The increased sustainability of our office buildings also had a positive effect on our CO2 emissions because less gas was used to heat our offices in 2016.

Our good example Our good example

Creating and sharing value

Our stakeholders have different needs. We seek to find out what they need and what they expect. In this manner, we can create value. Together, we have determined material themes as input for our strategy.

our stakeholders

Pim van Kilsdonk, Efteling

An electricity outage interrupts the fairy tale

“We would like to welcome at least five million visitors a year in theme park the Efteling in 2020. To this end, we regularly open new attractions and we have expanded our bungalow park Bosrijk. Every day, we rely on the delivery reliability of Enexis. Because: an electricity outage interrupts the fairy tale that we wish to offer our guests. When we encountered the limits of the electricity capacity, we entered into discussions with Enexis. Our request for expansion was not standard, we took Enexis out of its comfort zone. But the company demonstrated that it doesn’t only think in products, it thinks above all in the customer’s needs. And that is ultimately what it is all about: Enexis has the knowledge. How the company makes use of this knowledge for us, is not really relevant. As long as we can count on sufficient electricity for the future. We are also considering solutions for sustainable energy, but with regard to volume and generation, this does not yet correspond with our needs. The guest’s experience is first and foremost and we will not make any concessions in this regard. You will certainly not see a solar panel on the roof of little red riding hood’s tiny house.”

Pim van Kilsdonk

Deputy-director technology & projects at the Efteling

Eef Verhoeven, Voorzitter ondernemingsraad Enexis

Changing is easier for some people than for others

“Enexis is investing a lot in digitalisation, innovation and more efficient working procedures in order to be able to deliver a strong contribution to the energy transition. But as a result, the work of many colleagues is changing. We consider it important that Enexis involves all its employees in the journey that we are going to make at an early stage. The organisation calls on its employee’s capacity for change. However, changing is easier for some people than for others. As Works Council, we emphasise that we understand that there are colleagues who find change difficult. By explaining the benefits and the need of strategic plans at an early stage and by making the consequences for their jobs clear so that they can anticipate on this. If we expect employees to take action, then they must be given insight into the company’s plans for the future and they must be able to see good opportunities and a positive future for themselves. We discussed this regularly in 2016 with the management. Also in connection with the reassignment of our ‘new’ Endinet colleagues. They deserve a clear perspective. The Works Council has promoted the interest of Endinet colleges to be supported from job to job. And this has worked out well generally. We are happy with this. Certainly in times of change, it is a privilege that we can make our voices heard. New Works Council elections will be held in 2017 and we expect that more employees – hopefully also young talent and managers – will want to take a fresh look at the future of the organisation and of our colleagues.”

Eef Verhoeven

Chair of the works council Enexis

Anne-Marie Spierings, Gedeputeerde provincie Noord-Brabant en voorzitter van de aandeelhouderscommissie van Enexis

Mobilised to form an opinion

“Shareholders look at Enexis with a broad view. On the one hand, we have a financial interest in a sound future for the company. On the other hand, we look at the interests of our citizens where reliability of supply, price and support with the realisation of the energy transition are concerned. We have to make well-balanced choices in this regard as shareholders’ committee. We are satisfied with the result in 2016 in all aspects. The financial result is in accordance with what we had agreed and we consider this predictability to be important. We are also pleased with the cooperation in various projects. Enexis is able to accommodate the various emphases that provinces and municipalities place, such as a smart charging infrastructure in Limburg or solar energy in Groningen. We discussed the realignment of Enexis’s strategy extensively in 2016, a process that has been accelerated by the dynamics in the energy sector. Enexis literally mobilised us to form opinions and to enter into a dialogue about future scenarios. As Shareholders’ Committee, we consider it crucial to initiate new projects that help to accelerate the energy transition. We would therefore also like to see that the State, as agreed in the Energy Agreement, gives sufficient room to the company and the shareholders to continue to be able to make the right decisions.”

Anne-Marie Spierings

Alderman province Noord-Brabant and chair of the shareholders’ ­committee of Enexis

Evert den Boer, CEO Greenchoice

We are rather spolied in the Netherlands

“We are rather spoiled in the Netherlands with a high reliability of energy. And many customers are probably not even aware what actually has to be done to achieve this. Certainly now that energy is being produced in more and more locations, it is a challenge for grid operators to ensure that the energy supply continues to remain reliable. Greenchoice stimulates customers to generate their own electricity or to join local energy collectives. We focus on the local energy transition and we like working together in this area with grid operators. For example, to increase sustainability on a neighbourhood or city level and to keep costs under control. Both parties have their own role in this and have to also take on their roles. Although the discussion about our division of roles is sometimes polemic, I advocate arriving at the best solution for society by working together. As we ultimately have one common objective: increasing the sustainability of the energy supply with the same high degree of reliability.”

Evert den Boer

CEO Greenchoice

Financial situation of Enexis influenced positively in 2016

Financial situation of Enexis influenced positively in 2016

The purchase of Endinet and the transfer of the Friesland and Noordoostpolder network areas had a positive influence on the financial situation of Enexis in 2016. Despite a number of incidental cost items, the profit forecasts have been met. In 2016 Enexis achieved a net profit of 207 million euros. The total operating costs rose by 89 million to 836 million euros in 2016. This increase in costs is mainly the consequence of higher depreciation costs and value reductions, higher staff costs and higher costs for subcontracted work, materials and other external costs. The long-term credit ratings of Enexis Holding N.V. and Enexis B.V. were reconfirmed by both rating agencies in 2016. The credit rating issued by Moody's remained unchanged at Aa3, with a stable outlook. The rating issued by Standard & Poor’s (S&P) was maintained at A+, with a stable outlook. More information about the economic performance

Annabelle van Roosmalen, Afdelingshoofd netbeheer staatstoezicht op de mijnen

The gas grid must be safe up to the very last day

“Grid operators have to ensure that the quality of the grid is maintained to ensure the safety of the grid now and in the future. As a supervisor, we perform risk analyses based on theme inspections in order to ensure this objective is met. In the coming years, we will focus increasingly on customisation, so that the matters that require special attention at Enexis are also examined more closely during an inspection. We hold regular consultations with grid operators, also about the prevention of excavation damage. It is important that grid operators do what they can to prevent excavation damage, such as having an excavation damage prevention department. All high-risk excavation activities must be monitored here, also activities carried out by the grid operator itself. We see that, in the event of incidents, the fire department is called in at an early stage. A positive development that is good for safety. In connection with the energy transition, the termination of gas for households was placed on the political agenda in 2016, both nationally and locally. It is important for us that the gas grid remains safe until the last day that it is used. This means that Enexis must continue to invest in safety. I am completely confident that Enexis will assume its role in this pro-actively.”

Annabelle van Roosmalen

Department head grid management state supervision of the mines (staatstoezicht op de mijnen)

Olof van der Gaag, Directeur Nederlandse Vereniging Duurzame Energie

The energy transition demands more than facilitating technology

“Our association will not rest until 100% of the households in the Netherlands have access to sustainable energy. A considerable ambition that we can only realise with a stable and reliable energy supply as the point of departure. As people only dare to opt for solar panels, heating pumps or an electric car if they are sure that the infrastructure is reliable. Enexis has to provide this absolute confidence to consumers, companies and local energy cooperatives. And there is something else too: Enexis can also be the driver of alternative energy solutions. The company has the knowledge, data and insights to bring municipalities and market parties together to determine a sustainable roadmap together. In which districts does the energy grid need to be replaced soon and which solutions of our members could be potentially interesting for this? At present, legislation can sometimes form an obstacle for grid operators to offer the smartest solution, but hopefully this will change soon. As the energy transition is more than technology. We have to join forces to inspire people in the Netherlands and make them enthusiastic for sustainable energy.”

Olof van der Gaag

Director of the Dutch Associaton for Sustainable Energy (Nederlandse Vereniging Duurzame Energie)

Ada Kruiter, Groninger Energie Koepel

Installing solar fields and solar roofs in smart locations

“We stimulate the local generation of sustainable energy. This is why we help local committees and energy cooperatives with their plans. For example, in the earthquake region in Groningen where various successful initiatives have been launched. Our connection with Enexis provides for a strong acceleration in this case. The lines are short and Enexis is open to all sorts of ideas. By sharing knowledge and increasing the awareness of local residents, we see that energy initiatives advance to the next phase of development. And the positive impact: initiatives are now also being taken outside of the earthquake area in Groningen. The high connection costs on the grid can still pose an obstacle for cooperatives. This sometimes makes the business case hardly feasible. What helps us is when Enexis helps us look for locations with a cheaper connection. If we involve Enexis in an energy project at an even earlier stage, solar fields and solar roofs can be installed in smart locations and a more well-balanced use will be made of the grid. And we can help Enexis in turn to promote their ‘Buurkracht programme’. After all, energy generating and energy savings projects go hand in hand.”

Ada Kruiter

Groninger Energie Koepel


Materiality

We have selected material subjects, together with our stakeholders, which are relevant for them and have an impact on Enexis. We will render account on the top 10 material subjects in this annual report.


Mission

Enexis does everything it can to ensure a sustainable, reliable and affordable energy distribution.

Strategy

Our strategy has four strategic pillars: reliable, affordable, customer-oriented and sustainable. These pillars reflect the importance of our various stakeholders and define our task within society.

strategymodel

Link with our strategy

We consider it important that there is a clear link between material aspects and our strategy. At the same, we also wish to limit the risks in connection with this by means of an active risk management.

MATERIAL ASPECT STRATEGIC RISKS Safety Safety of employees Public safety Reliability of the energy supply Energy grid not adapted timely for the energy transitio n Increasing the sustainability of the energy supply Energy laws hinder facilitating the energy transition Customer satisfaction Innovation Change capacity of the organisation Insufficient change capacity of the organisation for the realisation of the energy and digital transition Accessible energy supply Unauthorised access to systems and data (privacy and security) Economic performance Insufficient agility in speed and costs of the ICT landscape Transmission costs discussion Credit risk Compliance with laws and regulations Being non-compliant with various laws Impact own operations STRATEGY 2016 RELIABLE SUSTAINABLE CUSTOMER ORIENTE D AFFORDABLE

Objectives and performance

Swipe to see the full table Swipe to see the full table
KPI Objective 2016 Realisation 2016 Objective 20176
Engagement of employees (and Teamwork)1,2 8.0 7.9 2 out of 2 in Q4 ≥ sub-target
DART-rate Enexis ≤ 0.32 0.17 ≤ 0.22
DART-rate external1 ≤ 0.67 0.86 ≤ 0.67
Reliable
Annual outage time electricity (JUD) ≤ 22.4 minutes 15.2 minutes ≤ 20.5 minutes
The number of stations that will be equipped with distribution automation (DA) in 20177 - - ≥ 350 stations
Affordable
Controllable costs and revenues3 ≤ EUR 368 million EUR 358 million ≤ EUR 403 million
Customer oriented
Customer effort scores (CES)1,4 ≥ 5 of the 6 customer effort scores Q4 2016 ≤ sub-target 1 out of 6 ≥ 4 of the 5 customer effort scores Q4 2017 ≤ sub-target
Smart Meters Offered ≥ 392,500 addresses 404,468 addresses ≥ 459,000 addresses
Smart Meters Installed ≥ 90% 90.5% ≥ 90%
Sustainable
Number of new ‘Buurkracht’ neighbourhoods1 ≥ 65 neighbourhoods 65 ≥ 60 neighbourhoods
CO2-reduction leased vehicles and claimed kilometres1,5 ≥ 4% reduction compared to score 2014 1.8% ≥ 6% reduction compared to score 2014
The CO2 savings registered within ‘Buurkracht’ as a result of measures taken will amount to ≥ 3,000,000 kg CO2 at the end of 2017 (based on number of measures x average savings)7 - - ≥ 3.0 million kg CO2 reduction by end 2017
Stakeholder engagement (3 milestones with as the final objective concrete energy plans with stakeholders)7 - - 3 milestones achieved
  1. Figures excluding Endinet.
  2. Engagement: one of the questions was changed from: “With my work, I deliver a useful contribution to Enexis’s business objectives” to “With my work, I deliver a contribution to Enexis’s business objectives. Teamwork will be reported as from 2017 For 2017: sub-target Engagement ≥ 8.2; sub-target Teamwork ≥ 7.0.
  3. Enexis B.V. For 2017: Enexis Netbeheer (including staff departments).
  4. Standard connections, customised connections, customer service by phone, enexis.nl, complaints & claims, information on outages.
  5. In comparison with 2015, this KPI is calculated in 2016 excluding trainees and Work Experience Placement trainees (WEPers) and vehicles with a grey registration are not included in this measurement.
  6. Realignment of our strategy has also led to a shift in focus and objectives in 2017.
  7. The objectives and performance in the reporting year 2016 were based on the existing mission and strategy; therefore no objectives 2016 and realisation 2016 for these KPIs

Value creation model

The value creation model shows which building blocks we use as input and in which manner we add value to this ourselves in order to ensure that the result provides as much value as possible for our stakeholders. Each section in this model can be clicked on for more information.

Input



Creating added value is a continuous proces. Surely, we can not do this all by ourselves. On many occassions, we discuss with our stakeholders how to optimise our added value for them. To illustrate this, you find some stakeholder quotes and view points below.

Pim van Kilsdonk, Efteling

An electricity outage interrupts the fairy tale

“We would like to welcome at least five million visitors a year in theme park the Efteling in 2020. To this end, we regularly open new attractions and we have expanded our bungalow park Bosrijk. Every day, we rely on the delivery reliability of Enexis. Because: an electricity outage interrupts the fairy tale that we wish to offer our guests. When we encountered the limits of the electricity capacity, we entered into discussions with Enexis. Our request for expansion was not standard, we took Enexis out of its comfort zone. But the company demonstrated that it doesn’t only think in products, it thinks above all in the customer’s needs. And that is ultimately what it is all about: Enexis has the knowledge. How the company makes use of this knowledge for us, is not really relevant. As long as we can count on sufficient electricity for the future. We are also considering solutions for sustainable energy, but with regard to volume and generation, this does not yet correspond with our needs. The guest’s experience is first and foremost and we will not make any concessions in this regard. You will certainly not see a solar panel on the roof of little red riding hood’s tiny house.”

Pim van Kilsdonk

Deputy-director technology & projects at the Efteling

Eef Verhoeven, Voorzitter ondernemingsraad Enexis

Changing is easier for some people than for others

“Enexis is investing a lot in digitalisation, innovation and more efficient working procedures in order to be able to deliver a strong contribution to the energy transition. But as a result, the work of many colleagues is changing. We consider it important that Enexis involves all its employees in the journey that we are going to make at an early stage. The organisation calls on its employee’s capacity for change. However, changing is easier for some people than for others. As Works Council, we emphasise that we understand that there are colleagues who find change difficult. By explaining the benefits and the need of strategic plans at an early stage and by making the consequences for their jobs clear so that they can anticipate on this. If we expect employees to take action, then they must be given insight into the company’s plans for the future and they must be able to see good opportunities and a positive future for themselves. We discussed this regularly in 2016 with the management. Also in connection with the reassignment of our ‘new’ Endinet colleagues. They deserve a clear perspective. The Works Council has promoted the interest of Endinet colleges to be supported from job to job. And this has worked out well generally. We are happy with this. Certainly in times of change, it is a privilege that we can make our voices heard. New Works Council elections will be held in 2017 and we expect that more employees – hopefully also young talent and managers – will want to take a fresh look at the future of the organisation and of our colleagues.”

Eef Verhoeven

Chair of the works council Enexis

Anne-Marie Spierings, Gedeputeerde provincie Noord-Brabant en voorzitter van de aandeelhouderscommissie van Enexis

Mobilised to form an opinion

“Shareholders look at Enexis with a broad view. On the one hand, we have a financial interest in a sound future for the company. On the other hand, we look at the interests of our citizens where reliability of supply, price and support with the realisation of the energy transition are concerned. We have to make well-balanced choices in this regard as shareholders’ committee. We are satisfied with the result in 2016 in all aspects. The financial result is in accordance with what we had agreed and we consider this predictability to be important. We are also pleased with the cooperation in various projects. Enexis is able to accommodate the various emphases that provinces and municipalities place, such as a smart charging infrastructure in Limburg or solar energy in Groningen. We discussed the realignment of Enexis’s strategy extensively in 2016, a process that has been accelerated by the dynamics in the energy sector. Enexis literally mobilised us to form opinions and to enter into a dialogue about future scenarios. As Shareholders’ Committee, we consider it crucial to initiate new projects that help to accelerate the energy transition. We would therefore also like to see that the State, as agreed in the Energy Agreement, gives sufficient room to the company and the shareholders to continue to be able to make the right decisions.”

Anne-Marie Spierings

Alderman province Noord-Brabant and chair of the shareholders’ ­committee of Enexis

Evert den Boer, CEO Greenchoice

We are rather spolied in the Netherlands

“We are rather spoiled in the Netherlands with a high reliability of energy. And many customers are probably not even aware what actually has to be done to achieve this. Certainly now that energy is being produced in more and more locations, it is a challenge for grid operators to ensure that the energy supply continues to remain reliable. Greenchoice stimulates customers to generate their own electricity or to join local energy collectives. We focus on the local energy transition and we like working together in this area with grid operators. For example, to increase sustainability on a neighbourhood or city level and to keep costs under control. Both parties have their own role in this and have to also take on their roles. Although the discussion about our division of roles is sometimes polemic, I advocate arriving at the best solution for society by working together. As we ultimately have one common objective: increasing the sustainability of the energy supply with the same high degree of reliability.”

Evert den Boer

CEO Greenchoice

Financial situation of Enexis influenced positively in 2016

Financial situation of Enexis influenced positively in 2016

The purchase of Endinet and the transfer of the Friesland and Noordoostpolder network areas had a positive influence on the financial situation of Enexis in 2016. Despite a number of incidental cost items, the profit forecasts have been met. In 2016 Enexis achieved a net profit of 207 million euros. The total operating costs rose by 89 million to 836 million euros in 2016. This increase in costs is mainly the consequence of higher depreciation costs and value reductions, higher staff costs and higher costs for subcontracted work, materials and other external costs. The long-term credit ratings of Enexis Holding N.V. and Enexis B.V. were reconfirmed by both rating agencies in 2016. The credit rating issued by Moody's remained unchanged at Aa3, with a stable outlook. The rating issued by Standard & Poor’s (S&P) was maintained at A+, with a stable outlook. More information about the economic performance

Annabelle van Roosmalen, Afdelingshoofd netbeheer staatstoezicht op de mijnen

The gas grid must be safe up to the very last day

“Grid operators have to ensure that the quality of the grid is maintained to ensure the safety of the grid now and in the future. As a supervisor, we perform risk analyses based on theme inspections in order to ensure this objective is met. In the coming years, we will focus increasingly on customisation, so that the matters that require special attention at Enexis are also examined more closely during an inspection. We hold regular consultations with grid operators, also about the prevention of excavation damage. It is important that grid operators do what they can to prevent excavation damage, such as having an excavation damage prevention department. All high-risk excavation activities must be monitored here, also activities carried out by the grid operator itself. We see that, in the event of incidents, the fire department is called in at an early stage. A positive development that is good for safety. In connection with the energy transition, the termination of gas for households was placed on the political agenda in 2016, both nationally and locally. It is important for us that the gas grid remains safe until the last day that it is used. This means that Enexis must continue to invest in safety. I am completely confident that Enexis will assume its role in this pro-actively.”

Annabelle van Roosmalen

Department head grid management state supervision of the mines (staatstoezicht op de mijnen)

Olof van der Gaag, Directeur Nederlandse Vereniging Duurzame Energie

The energy transition demands more than facilitating technology

“Our association will not rest until 100% of the households in the Netherlands have access to sustainable energy. A considerable ambition that we can only realise with a stable and reliable energy supply as the point of departure. As people only dare to opt for solar panels, heating pumps or an electric car if they are sure that the infrastructure is reliable. Enexis has to provide this absolute confidence to consumers, companies and local energy cooperatives. And there is something else too: Enexis can also be the driver of alternative energy solutions. The company has the knowledge, data and insights to bring municipalities and market parties together to determine a sustainable roadmap together. In which districts does the energy grid need to be replaced soon and which solutions of our members could be potentially interesting for this? At present, legislation can sometimes form an obstacle for grid operators to offer the smartest solution, but hopefully this will change soon. As the energy transition is more than technology. We have to join forces to inspire people in the Netherlands and make them enthusiastic for sustainable energy.”

Olof van der Gaag

Director of the Dutch Associaton for Sustainable Energy (Nederlandse Vereniging Duurzame Energie)

Ada Kruiter, Groninger Energie Koepel

Installing solar fields and solar roofs in smart locations

“We stimulate the local generation of sustainable energy. This is why we help local committees and energy cooperatives with their plans. For example, in the earthquake region in Groningen where various successful initiatives have been launched. Our connection with Enexis provides for a strong acceleration in this case. The lines are short and Enexis is open to all sorts of ideas. By sharing knowledge and increasing the awareness of local residents, we see that energy initiatives advance to the next phase of development. And the positive impact: initiatives are now also being taken outside of the earthquake area in Groningen. The high connection costs on the grid can still pose an obstacle for cooperatives. This sometimes makes the business case hardly feasible. What helps us is when Enexis helps us look for locations with a cheaper connection. If we involve Enexis in an energy project at an even earlier stage, solar fields and solar roofs can be installed in smart locations and a more well-balanced use will be made of the grid. And we can help Enexis in turn to promote their ‘Buurkracht programme’. After all, energy generating and energy savings projects go hand in hand.”

Ada Kruiter

Groninger Energie Koepel


Strategic direction

From our core task to ensure a reliable and affordable energy supply, we wish to enlarge our contribution to the transition to a sustainable energy supply. This is necessary in order to realise the objectives of the Energy Agreement together with partners. This is why we have started a process, together with our stakeholders, to realign our existing strategy. The outcomes of this stakeholder dialogue served as input for determining the strategic direction and strategic objectives:

  • Our grids and services are ready timely for the changes in the energy world.
  • Our energy supply is reliable.
  • Our services are excellent with as a consequences high customer satisfaction and lower costs.
  • We realise, together with local partners, the Dutch targets with regard to the sustainable production of energy and energy savings.
  • We realise innovative, scalable solutions that accelerate the transition to a sustainable energy supply.
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