Alliander plays a central role in the energy supply domain and is moreover an attractive employer that is committed to high-quality professional skills. Partnership at local and regional level is essential in order to address the challenges facing our organisation. In 2020, the Regional Energy Strategy (RES) programme was an example of such collaboration. In the RES, regional authorities work out regional choices together with Alliander, social partners, the business community and, where possible, local residents. The first draft versions of the RES were delivered last year.

In implementing our strategy we run up against a number of challenges within our organisation. One such is the shortage of technically qualified staff. To address this we are engaged in an extensive recruitment campaign and are seeking to involve partners in the sector as well as educational institutions. We also recognise that we are unable to respond quickly enough when it comes to things like customer queries. With agility and effectiveness in mind, we developed plans last year for a new and flatter organisational structure that will let us make decisions faster. In the new organisation, which came into effect on 1 January 2021, we will be able to work more productively at a faster pace and devise and implement innovative solutions more quickly. In addition, the way in which we organise ourselves helps us focus on our strategy and generic working methods ensure faster and more effective task completion.

Finally, we have identified inevitable threats as well, such as cybercrime and privacy of energy data, changing regulations, and our long-term financeability. These threats and what we are doing to address them are described in greater detail in the Risks chapter. 

  • 1 We expect that, thanks to the 1Alliander organisational change, organisational agility will eventually no longer be a weakness at Alliander.