Our key tasks

We are primarily tasked with providing power transmission services, system services and facilitating the energy market. Our core tasks follow from our appointment as grid operator under the Dutch 'Elektriciteitswet' (E-wet) and the German 'Energiewirtschaftsgesetz' (EnWG).

 

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Innovation

TenneT presents Hub and Spoke concept for large scale wind energy on the North Sea.

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Our grid

TenneT manages the high-voltage grid in the Netherlands and large parts of Germany. TenneT transmits electricity at 110,000 volts (110 kV) and higher. With over 22,000 kilometres of high-voltage lines, we cross borders and connect countries.

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Grid maps

Maps of our onshore and offshore high-voltage grid.

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Electricity market

The energy sector is developing rapidly. The process of European market integration began some years ago. Its purpose is to create a single European market that enables market parties to trade gas and electricity across national borders easily and efficiently.

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Transparency data

We provide transparency data on our operations on our Dutch and German transparency page and on ENTSO-E. 

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Strategy

We are passionate about our business and aim to deliver the maximum benefit for society in the most financially viable way for our broad range of stakeholders.

The world around us is changing rapidly. The European electricity market is becoming more integrated and there is more electricity being transmitted across borders. Pushed by governments and the general public, there is a rapid transition from fossil fuels to renewable energy sources, such as wind and solar power, and increased focus on the need for European energy independence. At the same time, energy generated locally and by individual households is replacing demand for centrally-produced power. Consumers also become producers, or 'pro-sumers'. Consequently, electricity supply and demand patterns are becoming more complex, making our task to ensure security of supply even more challenging. Considering the many changes and new challenges we updated our strategy in 2015.

Strategic goals

Following our mission, our overarching goal is to deliver value for our stakeholders. We aim to do this by:

  • Securing a reliable supply of electricity and facilitating the integration of sustainable energy;
  • Leading the development of an integrated and sustainable NWE electricity market;
  • Engaging with our stakeholders – our employees, our shareholder, regulators, policymakers, customers, suppliers, media, NGOs and local communities; and
  • Innovating and adapting our business for the future. 

Strategic priorities

We have selected seven strategic priorities which we believe will best help us realise our goals. The first three are labelled as 'core' priorities and the other four as 'enabling'. They rank in no specific order of importance.

  1. Enhance the flexibility and resilience of our transmission grid to ensure security of supply
    To manage the rapid rise of renewable energy sources, improve our ability to balance power, ensure continuous voltage control and relieve grid congestion we will apply market-based solutions that improve supply and demand flexibility. We can also use software and possibly hardware solutions, such as developing storage technology.
  2. Advance the use of data and analytics
    To gain insight into the renewables load feeding into the grid and improve our forecasting to ensure security of supply we are collecting and enriching electricity and electricity-related data, which will also help us drive market integration.
  3. Drive integration of the NWE electricity market, focusing on the Netherlands, Belgium and Germany
    We closely cooperate with other TSOs on various topics, including market design, market coupling and regional security centres, to drive further integration of the NWE electricity market.
  4. Anticipate and address what society wants and needs through dialogue and innovation
    We actively engage with society and respond to societal needs and concerns with innovative developments such as transmitting electricity underground, dynamic line rating and high temperature super conductors.
  5. Maintain access to capital markets and equity capital
    The size of our investment programme requires ongoing financing and, given the regulatory uncertainties, also flexible access to equity.
  6. Pursue operational excellence
    We maximise capital expenditure (capex) and operational expenditure (opex) efficiency through smart capital expenditure and keeping operating costs low.
  7. Pursue organisational excellence
    We do this through our performance culture, organisational flexibility and best-in-class safety performance.

Related

Financial strategy

Our financial strategy is aimed at maintaining an ‘A’ credit rating or higher and generating an acceptable return on investment in line with our risk profile.

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Organisation

TenneT Holding B.V. was established to segregate our statutory tasks from our non-regulated activities. It is wholly owned by the Dutch Ministry of Finance.

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Stakeholders

For TenneT, Corporate Social Responsibility (CSR), is to create a sustainable future for all our internal and external stakeholders, since it stands for the social responsible business practices of a company balancing people, planet and profit.

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