Stedin | A widely supported resilience strategy in three months

  • How we helped Stedin develop a widely supported resilience strategy and implementation agenda at pace.

9.0 Customer Satisfaction

  • • Co-creation of a company-wide resilience strategy in just three months, adopted as an addition to the Stedin Group strategy
  • • Shared understanding of threats and ambition, from the board to line management
  • • Clear strategic themes as a common framework for the entire organisation
  • • Concrete measures to strengthen resilience in the coming years, set out in an approved implementation agenda
  • As a regional grid operator, Stedin Group manages vital infrastructure. The continuity of its core tasks is under growing pressure. Geopolitical tension, cybercrime, physical threats and climate change are increasing the risks, while ongoing digitalisation creates new dependencies. At the same time, the Dutch Critical Entities Resilience Act (Wwke) and Cybersecurity Act (Cbw), which implement the EU CER and NIS2 directives, set explicit requirements for protecting vital processes. For Stedin, this was reason to address resilience in an integrated way. Stedin has extensive knowledge and experience, and valuable initiatives are under way in several areas. The ambition is to bring these strengths together in one integrated framework, so that the entire organisation works on resilience from a shared vision and with a common language. The Executive Board therefore asked for an integrated resilience strategy with an accompanying implementation agenda, with the aim of delivering results within a short timeframe. Together with Stedin, we designed and guided the strategy process.
  • Our approach
  • Over three months, we worked with a compact multidisciplinary core team in an iterative process: from ambition, via strategic themes, to an accompanying implementation agenda. Fixed decision points with a steering committee ensured a high pace and a structured process, in which each step built on the previous one. This raised awareness from the board to line management, gave Stedin Group a shared view of the threats and strategic themes, and set out a clear path to turn ambition into concrete measures.
  • Awareness and shared direction
  • We started with a series of knowledge sessions in which the board, directors and line management reflected together on what the threats mean for Stedin's networks, systems and people, and who needs to act. These conversations served two purposes: they provided the building blocks for ambition and objectives, and they made resilience a shared executive responsibility. Early in the process, this created a joint view of the urgency and the desired level of ambition.
  • Been brought structure, calm and pragmatism to our strategy development on resilience, a subject that touches our core tasks.
  • Leonie Zeestraten, Director Strategy & Regulation, Stedin Group
  • From ambition to strategy and implementation agenda
  • We then translated that direction into content. The core team developed the strategy and the implementation agenda in parallel, so that ambition and feasibility were aligned from the outset. In working sessions we mapped the threats and the current situation, and determined where the most value could be gained. Experts from across the organisation contributed and tested the drafts, so that the strategy would be recognisable to the departments putting it into practice. The result is a clear ambition with guiding principles and strategic themes, translated into concrete, prioritised existing and new measures. The strategy and implementation agenda were both approved within three months.
  • Impact and results
  • Within three months, Stedin has a resilience strategy and implementation agenda, supported from the board to the line. Because the board, directors and experts shaped the strategy together, ownership is broadly embedded. Resilience now has a shared definition, clear strategic themes and a concrete path to realise the ambition. This strengthens the foundation under Stedin's core tasks, so that customers and society can continue to rely on their energy supply.
Profile photo Roel
  • "Speed and quality go hand in hand when ambition, urgency and commitment come together. This project proves it: an Executive Board that set the direction, and directors and employees who took it on with conviction"
  • Roel Beentjes
  • Managing Director

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