Policy for training and skills development
The energy transition places high demands on our organisation and the employability and vitality of the people who work for us. That is why ‘continuous learning’ is one of our core values and we invest in our people's sustainable employability and personal development. Sustainable employability means that employees enjoy their work, are healthy, and perform at their best. It also means that they have the right skills and continue to develop, so they remain attractive in the job market now and in the future. This is a shared responsibility between the employee and the manager: the employee actively works on his/her employability, while the manager supports and facilitates this.
The policy applies to all Enexis employees and is available on the intranet. (ESRS 2 par. 65 b-f) (ESRS S1 par. 19, 24c-d)
Consultation with employees on training and skills development
Each year, every employee has one or more Energy Dialogues with their manager. (ESRS S1 par. 83a)These discussions focus on training needs, objectives, and well-being. The agreements made are recorded and monitored in our HR system. Employees can also seek advice on personal development and vitality from colleagues in the Sustainable Employability Department, which supports both employees and managers in preparing for the Energy Dialogue.
Measures for training and skills development
Employees can access a wide range of multi-day training programmes, e-learning modules, and masterclasses via the digital platform "Enexis Learning" In addition, the external Archipel platform helps employees identify suitable training opportunities or complete self-assessments. Enexis reimburses the costs of job- or career-related training. For training not covered by this scheme, employees can use the Sustainable Employability Budget (DI budget), an individual budget of €500 gross per year, which can be accumulated up to €1,500 over a maximum of three years.(ESRS S1 par. 24d) (ESRS 2 par. 65a en 65d) We also offer talent programmes, targeted training courses and leadership development tools, including leadership and intervision programmes. To support resilience and long-term employability, we provide access to internal career coaches, a vitality platform, and the Energy Dialogue framework.
In 2025, we launched a leadership programme for the top 100 managers within Enexis. This programme supports the development of key capabilities needed to address the challenges of the energy transition, such as results-driven thinking, collaboration, and agility. (ESRS S1 par. 37, 38, 39, 40, 41, 42 en 43)
The average number of training hours is calculated based on employees who were employed for the full year. (ESRS S1 par. 83b)To determine this average, we first estimated the time commitment per training course within our own offering, then calculated the total time commitment across both internal and external training programmes. Long-term training courses were included separately. In 2025, the average number of training hours increased for both men and women compared to 2024. This was partly due to more training courses (41% increase) and partly to an increase in the study load per course. The difference between the average number of training hours for men and women is mainly explained by the job and training mix; men are relatively more often employed in technically oriented roles that require more mandatory safety and certification training.
|
Average number of hours of training |
2025 |
2024 |
|
Male |
33 |
20 |
|
Female |
14 |
9 |
Targets for training and skills development
We assess our positive impact using indicators such as the Employer Net Promoter Score (e-NPS). The e-NPS is measured by an external party and provides insight into employee engagement and loyalty. A high e-NPS indicates that many employees act as ambassadors for Enexis, recommending the organisation to friends and family. Scores between +10 and +30 are generally considered good, with a sector benchmark of +14. Given the scale of the challenges we face and the resulting pressure on our workforce, we consider a score of +30 to be both realistic and ambitious.
In 2025, our e-NPS was +29, slightly below our target of +30 and lower than the 2024 score of +32. Employees identified top-down communication and excessive or insufficient workloads as factors negatively affecting satisfaction. With the measures currently being implemented, our ambition is to achieve an e-NPS of +35 by 2026. (ESRS S1 par. 46 en 47)