In the market segments where our business units operate, developments happen at a rapid rate. Take the digital transformation or the energy transition. As a network organisation we can only respond successfully to those changes if our employees develop, work together, and exchange knowledge. It is also important that they have room for entrepreneurship. They get that from VINCI Energies.

Offering employees room for entrepreneurship is not enough. They need to be able to deal with the responsibility to act, and they need to apply it in a meaningful way. Therefore, VINCI Energies enables people to have that responsibility. That happens on the basis of ‘empowerment’, one of our values. How? By providing training and building up experience. Only then will they be able to offer their client added value by serving them quickly, effectively and question-specific. That is meaningful to us.

“I have experienced this many times in my career at VINCI Energies.  For example, the Actemium business unit in Doetinchem – where I was business unit manager for a long time – became part of the Actemium network after the acquisition. That acquisition started a development process. From a directive culture – in which working hard was more important than self-development and in which many things were organised centrally – to a large amount of personal responsibility, empowerment and entrepreneurship. That approach appealed to many people. It took some getting used to, but they could appreciate the opportunities and possibilities.”

“I started at Actemium as software engineer and via lead engineer and project manager I became client manager, business unit manager and now perimeter director. I am marked by the values and philosophy of VINCI Energies. In my career, I was given all the room I needed to develop, try all sorts of things, and make mistakes. All employees are given that room to develop at VINCI Energies!”

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