Over the past months, we have published various stories from colleagues about how their day-to-day work helps TenneT reach its strategic goals. Transforming TenneT means change on all levels. It's about preparing fast-growing organisational structures and processes for the future. And about dealing with changing situations and new challenges with a refined strategy. And it’s about much more, it’s about you, about putting people at the heart of our organisation. Several of these stores are presented on this page.
Future-proof planning will enable us to guarantee security of supply both today and tomorrow.
By linking data, we can make work smarter for everyone at TenneT.
I love bringing parties together so that we can enable far-reaching sustainability.
Patrick van de Rijt
In order to be able to move forward now, you need the courage to make choices based on the knowledge available today.
Besides the obvious task of managing the challenges relating to HRM and the organisation, Transforming TenneT also involves many other subjects. Structure will help make this even more successful. And that's something we are continually working on.
Congestion prevents us from transporting electricity to all consumers. Together with various partners, we are looking for ways to make more flexible use of units in the power grid, so as to be better able to respond to the real-time grid situation.
When people apply the three principles in their work, I find that they, in turn, also inspire and motivate others. In that way, I believe that everyone can be an Ambassador of Change.
So far, we have acted with some reticence, listening to suggestions and trying to take them into account. But now the time has come to be clear that some things really aren’t possible. We have consequently become harsher in our communications. Making this switch is quite a challenge sometimes.
The most exciting outcomes are the innovation prospects for 2030, which basically consist in how the project managers envisage the future.
The new strategy empowers us to, on a local level, tangibly contribute to the overall goal.
Our aim is to develop the energy market of tomorrow, at least in specific areas. What I find particularly interesting is how an idea is turned into a concept.
By striking up partnerships we will stay relevant in the future.
I’m proud that I get to develop new, cost-effective offshore platforms.
Employees can only perform well if all stakeholders have all the required information and there is a joint vision.
Better decision making is a matter for the entire organisation. After all, we all make important decisions every day, in our day-to-day operations or when it comes to the future of our energy system.
We are also continuing to grow in our software design and our infrastructure, together with colleagues there who already have extensive in-house software development experience.
In a stimulating environment, in which we can all learn from each other, we can move the energy transition forward and ensure security of supply in a financially healthy way.