In 2025 we reassessed our vision, mission, and strategy. This marks our shift from ‘Every Drop Sustainable’ to ‘Together for drinking water Now and in the future'. Our vision and mission were not created lightly. They are grounded in analyses of our own performance and of the trends and developments in the wider world. Discussions were also held with colleagues, managers, external stakeholders, and the Executive Board. Together, we looked at what Vitens truly is and does:

Our mission

Drinking water for now and for the future.
We are Vitens. Together with our wider environment, we ensure there is sufficient clean, reliable, and accessible drinking water.

Our vision

Drinking water is the source of life.
Drinking water contributes to people's well-being. It keeps us healthy and vital. It is an invisible force behind our society.

Strategic goals: (1) feasibility, (2) resilience and (3) organisational strength

Vitens faces a major challenge: to continue to supply sufficient, clean, and reliable drinking water in the future. That is not something we can take for granted. Climate change, growth, and scarcity call for smart choices. That is why we have three strategic objectives that help us grow stronger and prepare for uncertainty.

Strategic objective 1: increasing feasibility

We want to ensure that we can continue to produce and supply enough drinking water, even when conditions become challenging. Consider challenges such as grid congestion or a shortage of space. How we do that? By working smartly with our partners. We also look for additional funding and build strong relationships with governments and other stakeholders. This strengthens our position in the administrative landscape, enabling us to obtain permits more quickly, lay more pipelines and deliver projects.

Strategic goal 2: strengthen resilience

The world is changing rapidly. Political tensions, cyber threats, or problems in supply chains can affect us. That is why we build resilience into our assets, systems and processes. We make sure we are not dependent on a single supplier, maintain adequate stock levels and train colleagues to handle unexpected situations effectively. We minimise the negative impact of our activities on the environment, society and people, and we increase our social value. This keeps us prepared for uncertainty.

Strategic goal 3: improve organisational strength

To fulfil the first two goals, we need to become stronger internally. That means getting our processes in order, making good use of data and increasing productivity. This also calls for sharper prioritisation. We invest in people, technology, and collaboration. This makes us a more agile organisation, able to respond quickly to change.