Mission, vision and strategy
Working together to create an environment filled with new energy. That is our mission. We believe that we can make the energy transition possible by focusing on our core tasks for grid management, both now and in the future, and delivering an excellent service for our 2.3 million customers. We have identified the following three strategic spearheads: improved grid management, facilitating the energy transition and sustainable business operations.
Improved grid management
We want to continually improve our performance on core tasks. That way, we can supply energy 365 days a year 24/7 and be among the grid managers with the very best grids in the world, even if demand for electricity continues to grow and sustainable energy places different demands on our grid. We also want the energy infrastructure to remain as affordable as possible: for now and for subsequent generations. And we want everyone to be satisfied with our services, from families to the largest companies.
Facilitating the energy transition
We want to provide future-proof grids that can keep pace with the energy transition. In addition, where possible, we also share our grid information with other parties in the market and with municipalities. This aids them in making the right choices to turn the energy transition into a reality. After all, we can only achieve the energy transition together. We are seeing that the pace of our investments and therefore also the volume of our activities is accelerating, in part because the European climate ambitions have been upgraded. This places great demands on the organisation.
Sustainable business operations
As ambassador for the energy transition, we are aiming for sustainable business operations ourselves as well. This includes safe working conditions, professionally competent employees and recruiting and developing technical staff and talent, financial health and a positive impact on humans and the environment in accordance with the One Planet concept.
Our strategic challenges
Improving the quality of services
We are already doing well in many respects, but we could and must do better still. Therefore, we continuously monitor where we can make improvements. We can work faster as well as more efficiently for our customers by organising our services more intelligently. In the sections Improved grid management and Facilitating the energy transition, we describe how we are responding to this challenge.
Retaining financial health going forward
Continuing social acceptance is crucial in the drive to achieve the energy transition. This is only possible if we are transparent about the costs and benefits of the transition and remain in dialogue with one another about how we intend to shoulder the burden as a society. You can read more about this in the section Financial, economic performance.
Workload is increasing, scarcity in the labour market
The energy transition entails a substantial increase in investments and therefore in work. This has an impact on how we should shape our workforce. You can read more about this in the section Good employment practice.
Our strategic initiatives
The four initiatives below contribute significantly to delivering our strategy:
1. Customer-focused supply chain organisation
Smarter management of our work by placing it in four different chains leads to a substantial increase in effectiveness and efficiency. This helps us to accommodate the growing workload and to move in step with changing customer demand. By working on the basis of supply chain goals and results, we foster improved cooperation and more effective, more efficient and more customer-focused processes within Stedin.
2. Multidisciplinary: efficiency and customer satisfaction
A multidisciplinary way of working is aimed at developing cooperation with other parties, such as the drinking water companies in our service area. As we all work below ground, a multidisciplinary approach to working enables us to carry out our work more efficiently, achieve savings, make better use of scarce personnel and reduce inconvenience for local residents.
3. Sustainable energy transition; ready for the future
Overseeing the entire energy system is essential in the energy transition: what customer requirements can we expect and what services match those requirements. This means fully engaging in dialogue with provinces, municipalities and market parties to inventory potential future customer demand for connections and grid capacity.
That information is important for preparing trend analyses and taking investment decisions. We also help customers in deciding on choices for sustainable generation, mobility, flexible capacity and heat in order to facilitate the energy transition and ensure it is affordable.
4. System operator; overseeing and directing the energy system
The System Operator initiative provides insight into and forecasts for our grids to enable earlier anticipation of congestion and problems concerning voltage quality. That helps us to prevent and/or mitigate them. Quantifying the financial implications of our
grids is important in this regard, both in real time for business operations and in the long term for investment decisions. We are expanding our role as a manager of physical grids with the management of digital data flows. We are exchanging increasing amounts of data with customers, municipalities, market parties and other grid managers on a range of topics, such as available grid capacity. This expanding role in overseeing and directing the energy system means we are becoming a system operator.
The results achieved in the area of these initiatives are discussed in the section on Results.
The current strategy has been adopted for a period of five years (2018-2022). Work is currently ongoing on a new strategy for the period 2023-2027. This will be launched in 2022.