What will we do in 2026, and what can we expect in the medium term?

The year 2026

In 2026, we will further translate our mission and vision into measurable objectives and strategies for every level of the organisation. Our focus will be on:

• Strenghtening of feasibility and resilience
  Improving the Asset Management Cycle and project control to ensure security of supply..
• Culture and leadership
  Developing into a learning‑oriented organisation by strengthening leadership and enhancing collaboration.
• Innovation and digitalisation
  Targeted digitalisation to boost productivity and make processes more sustainable.
• Stakeholder dialogue
  Maintaining active dialogue and deepening relationships with customers, chain partners, and nature organisations to strengthen societal support.

From 2027

Looking further ahead, there are several external developments that may influence our operation. To gain a better understanding of these developments, a trend analysis was prepared in 2025. This involves examining developments across various fields, namely: demography, ecology, social issues, technology, the economy, and politics. We have therefore identified the following components:

• Technological disruption
  The rapid development of AI offers opportunities for efficiency, but requires high-quality data, cybersecurity, governance, and energy-efficient applications.
• Geopolitical tensions
  Risks of supply chain disruption and cyber threats; the need for strategic procurement and increased cyber resilience.
• Labour market tightness
  A structural shortage of technical staff; collaboration and automation are becoming even more important.
• Societal dynamics
  The rise in misinformation about water quality and the growing popularity of drinking water as a status symbol call for proactive communication and positioning of drinking water.
• Regulatory pressure and uncertainty
  Increasing regulatory pressure and unpredictability around rules affects permits and investments.
• New water claims
  The growth in hydrogen production may lead to increased local demand for drinking water; this requires strategic coordination and lobbying

The trend analysis forms part of an ongoing strategic process within Vitens, enabling us to assess early on what lies ahead and determine whether we need to take action. We then incorporate the findings back into the strategy process.