We want to be the leader in Energy as well

Installing charging stations, fitting digital meters… we are already playing a significant role in the energy transition. But we have even more ambition: our aim is to become a specialist in the implementation and maintenance of energy infrastructure. This entails some changes.

De markt kent ons als leider in telecom

“In 2024, we decided to expand into energy services,” explains Bavo De Cock, our CEO. “From now on, we really want to excel in this domain. Our ambition is clear: we aspire to be a champion no just in telecom, but also in energy infrastructure. This is now an integral part of our corporate mission.”

“In the Netherlands, our efforts to branch out in that direction have already been set in motion,” continues Bavo. We are reinforcing the power grid there. But it was very difficult to break into that market, precisely because clients only know us as the telecom champion. We need to change that."

“Our ambition is clear: we aspire to be a champion no just in telecom, but also in energy infrastructure.”

- Bavo De Cock, CEO Circet Benelux

Separate strategies for Telecom and Energy

So, from now on, we will implement two distinct strategies: one for our Telecom business and another for Energy. This is the only way we can make our ambition clear to the market. Both business areas will also receive a separate 'branding', but more on that soon.

Bavo: “All of that still needs to take shape in the coming months and then also take root in all our teams. So 2026 will be a transitional year. For Circet Benelux and for the whole Group. Together with the Netherlands, Belgium is at the forefront of the Circet Group when it comes to rolling out this two-pronged strategy."

Towards an organisation based on two pillars

Christopher Kyndt, our  Head of Operations, explains how the new structure is already gradually taking shape in Operations: “We are aligning our structure with this dual strategy. We are switching to a management organisation based on region and activity.”

Detailed monitoring and reporting

We will monitor our major projects in much greater detail going forward to ensure we can manage this growth properly. Bavo: “We are setting up financial monitoring based on activity, client and project. How much cash does a project generate, and what about the margins? What is our actual performance compared to what was agreed in the contract? How much cash is locked up in work in progress – the WIP trap?”

With such detailed monitoring, problems will be identified much faster. The same goes for our financial reporting: “Currently, we need to wait till April to find out what got off to a bad start in January. We can't function like that. We need to be able to monitor our cash flow much better and rectify our trajectory quicker when necessary. Our organisation should be steered like a speedboat, not like a large tanker.”