The Works Council members represent the interests of Enexis employees and monitor the interests of the company. Works Council elections were held in 2025, and important topics such as organisational changes and safety were on the agenda.
Employee participation within Enexis consists of a Central Works Council (CWC), and three underlying Works Councils (WsCs) representing the various business units.
The CWC consists of 11 members. These members are delegated from the underlying WsCs: the Works Council Operations (6 members), the Works Council Transition (2 members), and the Works Council Staff (3 members). These underlying Works Councils are supported by a secretariat.
Elections were held in June 2025 to fill the new Works Councils. Unfortunately, there were not enough candidates for all Works Councils from which voting employees could choose. In August, the WsCs and the CWC began operating in their new composition and are performing their participation tasks within the organisation.
How did the new CWC and Works Councils start, and what does this second period in this form mean?
‘The previous period was the first in which Enexis worked with a CWC and WsCs. In recent years, the focus has been on finding the right forms of cooperation with the Works Councils and clarifying everyone's role. In August, a partially new council took office, building on the foundation laid in the first term. This second period marks the next step: from carefully building a solid foundation for employee participation to further deepening and strengthening substantive participation.’
What is the role of the CWC?
‘As the CWC, we represent the interests of employees and the interests of the organisation and its objectives. We are committed to supporting a stronger Enexis by ensuring that our constituents are well represented in the decision-making process. In doing so, we create support for decision-making, increase participation, and fulfil our supervisory role regarding the policies being pursued and communicated. With the new CWC, we are placing a strong emphasis on transparency and want to secure our long-term position.’
What have been the key themes over the past year?
‘We devoted a great deal of attention to various themes during the year. Artificial intelligence (AI) is an important topic for the employees of the future. In 2027, the Supervisory Board member nominated by the Central Works Council will step down. We are already thinking about a suitable successor, looking for someone with substantive knowledge of AI and a keen eye for employee participation. The first interviews for this position will take place in 2026.
In addition, the CWC has advised on two important reorganisations: the repositioning of the Marketing & Product Management (MPM) department and the establishment of the new Energy System & Environment (E&O) department. Both the WsCs involved and the working groups set up for this purpose have been actively involved, with a view to providing well-founded recommendations for the organisational changes.
In two formal meetings held pursuant to Article 24, the Executive Board, the Supervisory Board and the CWC discussed the strategic explorations for Enexis’ 2027–2032 strategy. In addition, the profiles for the recruitment of the CFO, CTO and new members of the Supervisory Board were discussed with the executive committee of the CWC.
The various WsCs also submitted their own initiative proposals last year, which were central to our work and discussions.’
What topics were discussed by the Operations WsC, Transition WsC, and Staff WsC?
Operations WsC
‘The Operations WsC underwent a partial renewal in 2025: a number of members were re-elected, and new colleagues joined. During the year, the WsC dealt with various requests for approval and advice, including on on-call duty rosters, meter box fitters, chain renewal, and the split of the Expertise, Operations, and Stations departments. The WsC submitted its first initiative proposal on the on-call service, which was received positively. In addition, the WsC worked on clarifying guidelines, such as the private use of company buses, and actively communicated on ongoing processes with constituents via newsletters and feedback sessions.’
Transition WsC
‘The Transition WsC was not fully staffed on 31 December 2025: only 6 of the 11 seats were filled. Nevertheless, in 2025, important results were achieved, and various topics were addressed. For example, the Transition WsC was involved in the adjustment of the cluster managers, the transfer of Gas Grid and Capacity Management to Asset Management, visits to branches and discussions with the workforce, and the advisory process on the structure of the new E&O department. In addition, information letters about Enpuls and Market Facilitation were drawn up, and the advisory process surrounding the organisational change in Asset Management was addressed.’
Staff WsC
‘On 31 December 2025, the Staff WsC consisted of 13 members and 2 prospective members. In 2025, several important results were achieved and issues addressed. For example, the Staff WsC reached its highest ever membership, submitted an initiative proposal for the introduction of a vitality app, strengthened employee participation within Corporate Legal Affairs and, together with the Operations WsC, completed the advisory process for the reorganisation of MPM.’
Standing Committee on Safety, Health, Welfare, and the Environment (SHWE)
‘The SHWE took several steps in the areas of safety, health, welfare, and the environment during the year. The Committee has further developed its expertise in occupational health and safety through training courses. The initiative proposal for the risk inventory and evaluation (RIE) was positively received by the director; the final points will be further elaborated in the coming year.
Two recurring themes were regularly on the agenda: the committee reviewed the VGWM monthly report and asked critical questions as needed. In addition, absenteeism rates above 15% received additional attention and were discussed with the relevant stakeholders.
A permanent Social Safety working group was also set up, with representatives from all WsCs. This working group deals with the theme of social safety in a comprehensive and structured manner.’
What ambitions are we taking with us into the next year?
‘2026 will be another year of change. The CWC remains committed to transparency, careful decision-making, and a safe and sustainable work environment. Together with management and our supporters, we are building an organisation that is ready for the future.’