Controlling the playing field: how Enexis structures strategic stakeholder engagement
Challenge
Enexis operates in a complex force field of municipalities, provinces, ministries, regulators, and large consumers. Discussions with these parties took place at multiple tables simultaneously, often without central direction or consistent feedback. This created a method of ‘fire-fighting’ rather than proactive direction.
Results
Enexis brought focus: from a broad longlist to a sharp portfolio with clear direction. Thanks to the RACI, everyone knows their role, and there is rhythm in consultation. The new way of working is already in full swing in areas such as sustainable molecules, from reacting to incidents to directing with one unambiguous message.
Client
Enexis is a regional grid operator in the south and north of the Netherlands and is responsible for a safe, reliable, and future-proof energy system.
In brief
Enexis faced the challenge of navigating a fragmented stakeholder landscape. Together with nlmtd, it set up a structure for strategic stakeholder engagement. By focusing on six strategic themes, clarifying roles, and developing a fixed working method, we created calm and control. Enexis is now working with one voice on a future-proof energy transition.
Role clarity gives peace of mind: who decides, who weighs in, and whom you inform? This prevents duplication of effort and misunderstandings.
Challenge
From firefighting to proactive influence
Energy transition requires pace and consistency. Space, materials, and technicians are scarce, and permit procedures are time-consuming. At the same time, local (municipalities/provinces) and Hague/European discussions are intertwined. Maryse Laseroms, Director of Communication & Public Affairs: “From Enexis, different employees sit around the table with a diverse group of stakeholders. Often, these colleagues are unaware of one another. Let alone that prior coordination has taken place or that a strategy and approach have been considered. We want to sit at the table with one clear story, from our role as (technical) expert, but above all with an eye for the social perspective and the interests of our stakeholders.” High time for structural direction, so that Enexis can steer faster and consistently on themes that are strategically most important.
Process
Together with nlmtd, strategic stakeholder engagement (SSE) was set up. A limited number of strategic themes were chosen, and roles were clarified and assigned via a RACI. In addition, an established process and tooling (e.g., a Teams environment per theme) for preparation and reporting was developed. A training offer to develop essential skills is also being developed. An internal coordinator will now oversee the implementation of these plans.
Deepdive in the process
From choice to direction
Structural direction requires a structural approach:
1. Choosing what matters
A broad inventory of Enexis’s areas of activity (~35 topics) was reduced to a compact portfolio of six strategic themes, together with management and the Executive Board. Selection criteria? A direct link to the strategy of Enexis, ownership at the board level, multi-stakeholder complexity, and a longer lead time (i.e., not the ‘fires’).
2. Clear roles with RACI
For each theme, we then defined who is Accountable (decides), who is Responsible (is responsible), who Consults (provides input), and who is Informed (is informed). This was honed in joint working sessions and 1-on-1s with directors. Jeroen van Duijvenbode, strategic advisor at nlmtd: “Role clarity gives peace of mind: who decides, who takes into account, and who do you inform? That prevents double work and misunderstandings.”
3. Working method & tooling
A Teams environment is set up for each theme: preparation (including key messages and context), reporting (think minutes and possible actions), and follow-up. Agreements on quick feedback after external discussions ensure that knowledge does not disappear into mailboxes or even take place at all.
4. Assurance & skills
An internal coordinator facilitates the rhythm, updates the theme portfolio, and monitors the process. In parallel, a skills profile is established. In partnership with the HR department, training sessions are designed to support broad behavioral change.
Maryse: “Based on interviews with several successful managers, we have identified many skills we want to train colleagues broadly in the organization. Content knowledge alone is no longer enough. It is also about taking a perspective, active listening, sometimes dealing with resistance, and preparing sharply in advance, providing feedback so that actions are actually taken.
Results
First evidence of operation
The new structure results in noticeably greater consistency in preparation, conversation, and follow-up. Teams find the proper context, key messages, and history faster, making conversations more focused and agreements consistently recorded and followed up on. Role clarity prevents duplicate work and misunderstandings; consultation times are shorter and more effective because decisions and consultations are scheduled in advance. In the substantive themes where we already work according to the new method (such as sustainable molecules) we see more ownership, faster coordination between management, PA and substantive experts, and thus more power to the outside world.
At the same time, it creates space to make more conscious trade-offs between electrification and alternatives such as green grass or heat networks, which contribute to the affordability and feasibility of the energy transition. These are early signs, but they show that the movement from fragmentation to direction is actually having an effect.
Next steps
In the coming period, Enexis will focus on fully rolling out the working method across all priority themes and strengthening the rhythm of preparation, reporting, and feedback. In parallel, the skills profile will be translated into targeted training and coaching, enabling more colleagues to engage stakeholders from both technical and social perspectives consistently. The impact of this new way of working is measured periodically through the biennial stakeholder and reputation survey, while the theme portfolio is recalibrated at set intervals to remain relevant. In this way, the approach grows from a solid foundation into an organization-wide way of working that accelerates decision-making and better substantiates social choices.
Conclusion
With greater focus, role clarity, and coherence, Enexis now works proactively and with a single, unambiguous message. There is now a clear understanding of who decides, who executes, who provides input, and who is informed, and a fixed consultation rhythm has been established. In practice, the new way of working is already fully operational around the theme of sustainable molecules (green gas and hydrogen), among others. The directors and Public Affairs advisors involved in content here work in an integrated way with a well-organized back office. This has laid the foundation for a different mindset and strengthened the direction of energy transition.
Want to know more? I worked on this!
