GRI 102-1, GRI 102-5, GRI 102-10, GRI 102-23, GRI 102-45
The Elia Group has legally reorganized itself. The recently founded subsidiary Elia Transmission Belgium SA/NV ("Elia Transmission Belgium" (ETB)) has taken over the Belgian regulated activities of "Elia System Operator SA/NV". Elia System Operator SA/NV was renamed "Elia Group SA/NV" and remains the listed parent company. The Elia Group holds 100 percent of the shares in ETB, 50 percent in Elia Grid International and 100 percent in Eurogrid International SA/NV (Eurogrid International). Eurogrid International holds 80 percent of the shares in Eurogrid GmbH ("Eurogrid"). The remaining 20 percent of Eurogrid is held by Kreditanstalt für Wiederaufbau AöR (KfW) through its subsidiary Selent Netzbetreiber GmbH. In fiscal 2019, Eurogrid mainly arranged and secured the financing of the construction and operating activities of 50Hertz.Eurogrid holds 100 percent of the shares in 50Hertz Transmission GmbH. 50Hertz Transmission GmbH, in turn, has an interest in 50Hertz Offshore GmbH ("50Hertz Offshore") and other companies such as Elia Grid International, European Energy Exchange AG ("EEX"), Joint Allocation Office SA ("JAO"), TSCNET Services GmbH ("TSCNET") and Coreso SA ("Coreso"). Under the name 50Hertz we hereafter combine 50Hertz Transmission GmbH and its wholly owned subsidiary 50Hertz Offshore GmbH.
GRI 102-18, GRI 102-22
Chief Executive Officer (CEO)
Chief Technical Officer (CTO)
Chief Financial Officer (CFO)
Chief Markets and System OperationOfficer (CMO)
Chief Human Resources Officer (CHRO)
Elia Group Chief Digital Officer (CDO)
50Hertz is controlled and monitored by Eurogrid and a co-determined Supervisory Board. The Supervisory Board of 50Hertz Transmission GmbH consists of six members:
Chief Executive Officer Elia Group NV/SA & Elia Transmission Belgium SA-NV, Chairman
Managing Member of the Executive Board of the IG BCE
Chief Infrastructure Officer, Elia Transmission Belgium SA-NV
Secretary GeneralKfW Bank Group
Member of workers council, 50Hertz, Berlin
Chairman of workers council, 50Hertz, Berlin
* Employee representative
50Hertz in Germany and Elia in Belgium together form the Elia Group. Together they operate more than 18,600 kilometers of transmission grid and thus ensure the power supply of about 30 million people. Our extra-high voltage grid at 50Hertz in the north and east of Germany has a circuit length of around 10,490 kilometres at the voltage levels 150, 220 and 380 kilovolts (kV).
Innovation & Collaboration
We ensure that the lights don't go out and that energy transition can take place in a responsible, efficient and non-discriminatory way. The safety of our employees, service providers and partners is always our top priority. We integrate new technologies and keep up to date with the latest developments in the energy sector. We encourage all our employees to play an active role in shaping the energy transition with their own ideas and practical applications. We rely on our own expertise, but also on collaboration and "open innovation" to learn from others. We also make our knowledge and expertise available in publicly available statements, studies and position papers.
INTERVIEW WITH PETER MICHIELS (CHIEF ALIGNMENT OFFICER ELIA GROUP) ANDSYLVIA BORCHERDING (CHIEF HUMAN RESOURCES OFFICER 50HERTZ)
Elia Group is operating in a fast changing environment and constantly seeking to improve its services to society. With its two strong national TSOs 50Hertz and Elia and their exceptional knowledge and experience, Elia Group managed to implement its Vision of installing two headquarters, with central offices perfectly located in Brussels and Berlin. To realise the ambition of taking a leading role in the energy transition in Europe, we established group functions in those areas where we can create an added value for Society.
— Peter Michiels: Since
we established 15 Elia Group functions beginning of 2019, we progressed a lot.
Elia and 50Hertz published a joint study on the horizontal vision showing two
main levers for successfully implementing the next phase of the European energy
transition. We organised our first Elia Group European Stakeholder‘s Day and
published a joint annual report. We further aligned and developed the Elia
Group strategy and derived the national business plans from it. We created
common standards for CAPEX Management of critical infrastructure projects and
jointly commissioned and inaugurated the grid connection of the Arkona wind
park in the Baltic Sea and the Modular Offshore Grid in Belgium. We also
leveraged synergies in purchasing through common technical specifications for
capacitor banks and steel in certain projects, giving us stronger negotiation
— Sylvia Borcherding: For the first time we organised a joint Elia Group Innovation Week, which showcased the progress in digital activities and implementing new technologies into our core business. Our new common Elia Group safety guidelines leaflet reinforces safety being our top priority across the Group. We also joined forces in talent management and developed an approach to implement skill-based workforce management. As a Group, we are also creating a stronger image in the recruiting market. We managed to find two important profiles under difficult circumstances -a strong German CEO for 50Hertz and a Chief Digital Officer for Elia Group, who will lead the digital transformation of our companies. Looking at collaboration, I more and more feel the Group coming alive with the presence of Elia colleagues in Berlin, 50Hertz colleagues in Brussels, as well as the increasing participation at each other’s yearly employee parties. We also have our first Belgian Group Head working as an expat out of Berlin. And finally, I am very happy to see a change in mindset – people start proactively thinking about the best possible outcome for the Group.
— Peter Michiels: The digital transformation constantly increases in speed and requires the overhaul of proven business models with digital strategies. To secure our long-term future, we need to be innovative, flexible and efficient. The major challenge now is to effectively seize the opportunities of the digital transformation for the Group and enable our people and organisation to actively contribute to it. To achieve this, we need highly motivated and agile employees. Teams will increasingly work together horizontally across functions and independent from hierarchies. This requires a massive change in mindset and culture.
— Sylvia Borcherding: It is not only a matter of becoming more agile and innovative, we also encounter challenges when dealing with intercultural differences, working across different locations or adopting new structures, responsibilities and processes. It is undeniable that people associate themselves very strongly with the national company whether it is Elia or 50Hertz, but being a strong Group also requires one common culture. This does not mean ignoring the differences between Elia and 50Hertz or Belgians and Germans, but to speak one language with respect to the culture we want to have and to adopt common behaviors. A common culture will help us to strengthen the foundation and realise our ambitious strategy.
— Peter Michiels: Having
shared values, beliefs and behaviours will be an important factor in forming
and driving the Elia Group. To succeed in the future, we launched the cultural
programme 'Make A Difference'. It promotes six behaviours, which further build
on our strengths, but also foster an agile mindset and an efficient way of working
needed to adapt to the rapidly changing world around us. These six behaviours
enable us to speak with one voice, to simplify and reduce complexity, to give
and ask for feedback, to have an impact with every action we take, to make choices
in the interest of the entire Group and to actively co-create the future.
— Sylvia Borcherding: The long-term success of the Elia Group clearly depends on our way of collaboration. We are working on a common group culture by implementing these six behaviours in both countries. To me the two behaviours 'feedback' and 'simplification' are particularly important. A good feedback culture is crucial. It is important to manage expectations for continuous improvement, but also to show personal appreciation more regularly. After all, a good mood and high motivation help achieve success. With regards to simplification, we have a lot of seemingly small things to change. For example, by reducing the high number of signatures in many approval processes we could decrease complexity and thus, significantly increase efficiency in our daily work.
— Peter Michiels: In Belgium, we started working on the two behaviours ‘feedback' and 'one voice' across all levels and teams. Next on the agenda are 'simplification' and 'impact'. In Germany, we are defining our priorities now. Although important, it is clear that it will be more than just communication campaigns, training courses and workshops to explain to our employees what the six behaviours mean. Our leaders and managers have to be role models and show the way. People should feel able to test and try new things, without being afraid of making mistakes. Additionally, we will have to audit our business processes, detect where we see barriers for these six behaviours and eliminate them.
— Sylvia Borcherding: It is about more than information campaigns, training and workshops to teach our employees the six behaviours. It is crucial that we empower our leaders and managers to act as role models and to exemplify the behaviors. All employees should feel that they can try new things without fear of making mistakes. In addition, we must review our business processes and remove possible obstacles and contradictions to these six behaviors.