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Energy
sector

Europe’s critical need for energy independence and the transition to renewable energies require profound changes in models and cultures, without losing focus on one’s core business lines.

This ever-shifting context is compounded by the vital evolutions intrinsic to the energy sector

After a long stretch of relative stability, all the players in the energy supply chain are being forced to respond ever faster to increasingly complex questions.

The context is indeed shifting: geopolitical uncertainty, changes in how power is generated and consumed, a widening field of cooperative efforts and connections with regions, technical challenges and more. These developments come on top of the inherent needs to maintain and modernise infrastructure, adapt to safety standards, comply with regulatory obligations and safeguard industrial capacity.

« Energy players must pursue continuous transformation, for the performance of our economy depends on it »
Cyril Faure, Partner

RETHINKING MODELS
ALL THE WAY DOWN TO BUSINESS LINE PRACTICES

The implementation of major interconnection projects, the explosion of connection requests throughout the country, the introduction of green gases into the networks, total decarbonisation in the medium term, and the growth of photovoltaic farms are some of the challenges compelling power generation, transmission and distribution companies to rethink their manufacturing models, governance, organisations and processes right down to business line practices.

The volume and complexity of the transformations under way should not distract us from the end goal: to ensure that end customers have access to optimally priced energy from resources that are well managed from both an environmental and geopolitical perspective.

energie

Examples of how we contribute to business performance

We support energy sector stakeholders navigate profound changes with fully engaged and committed teams.

  • Recast a maintenance organisation: update programme structure, devise change strategy, form working groups, conduct a sociological field study.
  • Improve capacity management: support PMO-capacity planning for the infrastructure department, monitor workload and progress of projects related to maintaining and renovating high-voltage installations throughout Belgium, assign the 90 project managers to priorities set by the department’s management.
  • Deploy B-to-C and B-to-B technologies: identify and analyse risks to ensure successfully programme launch, set up a risk monitoring and management system.

Does your organisation need to be adjusted or transformed?

Let's talk it over!