In 2024, Creos continued its efforts to modernize Luxembourg’s energy network, building on past initiatives by combining technological innovation with a strong commitment to its employees and customers. Its project to a hydrogen transportation infrastructure, the launch of Leneda for smart energy management, and the reinforcement of its power grids all reflect this ongoing ambition. This year also marked a strategic turning point, with the refinement of Creos’ long-term vision to further structure and accelerate these initiatives, particularly in digitalization and cross-border cooperation.

Creos revised its strategy in 2024. Can you explain its key principles?

Mario Grotz: Creos’ strategy is built on three key pillars: “Develop”, “Digitalize”, and “Dedicate”. “Develop” focuses on reinforcing and modernizing our networks to secure energy supply and anticipate future needs. “Digitalize” emphasizes the use of data and artificial intelligence to make our networks smarter, more flexible, and more efficient. “Dedicate” places people at the heart of our strategy, ensuring employee development and customer satisfaction.

Each of these pillars is translated into concrete, coordinated initiatives for effective implementation. With this strategy, Creos aims to position itself as a leader in the energy transition, driving sustainable growth and collective performance. Our vision is reflected in our motto: “Energy Transition in Luxembourg – we connect you.”

One of Creos’ flagship projects for grid consolidation is the Project 380. How has it progressed in 2024, and what are the next steps?

Laurence Zenner: The project has reached a decisive milestone with the ministry of the Environment, Climate and Biodiversity’s publication of the reasoned conclusion, based on the Environmental Impact Assessment (EIA). This document defines the project framework and enables us to move into a more detailed planning phase. It identified eight minor adaptation points aimed at minimizing environmental and community impacts, which will now be further analyzed to ensure they effectively address local concerns.

The next steps involve finalizing studies on the recommended adaptations and initiating the necessary administrative procedures to validate the implementation phases. In parallel, we will maintain a transparent dialogue with stakeholders, including local communities and relevant authorities.

Once these phases are completed, we will proceed with the technical and logistical planning, including the procurement of stations, pylons, and cables. The objective is to start construction in mid-2026, with commissioning planned for 2029.

Another major project is HY4Link, focusing on hydrogen transport. What role does Creos play in this initiative?

M.G.: HY4Link is a cross-border initiative aimed at developing a hydrogen transportation infrastructure linking Luxembourg, Belgium, France and Germany and connecting Luxembourg to the European Hydrogen backbone. Covering 230 kilometers and expected to be completed between 2030 and 2035, this project will connect regional industrial hubs with hydrogen import centers such as Antwerp, Zeebrugge, Rotterdam, and Dunkirk.

The project will be developed in several phases. The first phase, conducted in partnership with NaTran (previously GRTgaz), will establish a connection between Bouzonville (France) and Frisange (southern Luxembourg) via Thionville, enabling the first cross-border hydrogen interconnection between France and Luxembourg and giving the possibility of connection to the mosaHYc (Moselle-Saar-Hydrogen-Conversion). The second phase of HY4Link will involve collaboration between Creos Luxembourg and Fluxys Hydrogen to construct a pipeline linking Luxembourg to Belgium’s hydrogen backbone via the Bras border point. A further extension is planned to establish a connection between France and Germany, connecting Luxembourg to the European hydrogen backbone.

The impact of this project on decarbonization will be substantial, particularly for industry and transport - two key sectors in reducing CO₂ emissions. Easier access to green hydrogen supply centers along the North Sea coast and import hub in Antwerp, Zeebrugge, Rotterdam and Dunkirk will help energy-intensive industries accelerate their transition to cleaner processes, while the transport sector will increasingly adopt hydrogen as an alternative to fossil fuels. The cross-border integration of this network will facilitate the exchange of hydrogen between producers and consumers at a European level, ensuring a balance between supply and demand.

From a regulatory perspective, Creos is awaiting government approval to be designated as Luxembourg’s hydrogen network operator. The recent Luxembourgish law on hydrogen grids is paving the way for tenders to operate this infrastructure. In preparation, we have already established Creos Luxembourg Hydrogen S.A., a dedicated subsidiary.

We are also analyzing financing models adopted in other countries, as building a hydrogen transport network requires significant investment, amortized over several decades. Striking a balance between network usage costs and profitability for hydrogen suppliers is a key challenge.

At the European level, we are actively participating in discussions, particularly through the Pre-ENNOH initiative, a voluntary temporary structure designed to lay the groundwork for the establishment of ENNOH (European Network of Network Operators for Hydrogen). This future body will coordinate the development of hydrogen networks, similar to what ENTSO-E and ENTSOG do for electricity and gas. The goal is to ensure Luxembourg’s seamless integration into European hydrogen transportation and distribution strategies.

Leneda was officially launched in late August 2024. What are its objectives and main functionalities?

L.Z.: Leneda is a platform that enables users to monitor, control, and securely share their energy data of electricity and gas and potentially water and heat data in the future. Designed for energy consumers and producers, while integrating all the suppliers, it provides a comprehensive and detailed view of energy usage, facilitating optimized consumption and production management.

One of Leneda’s key advantages is the complete control it gives users over their data, via their individual Energy ID. Consumers can decide who has access to their energy information and modify these permissions at any time, ensuring secure and personalized data management. Additionally, the platform enhances transparency by storing and displaying contractual information and third-party access. By consolidating all energy data in one place, Leneda simplifies contract management and interactions with suppliers and network operators, particularly when changing suppliers or moving house.

To enhance the user experience, Leneda will introduce several upgrades. A mobile application will soon be available, providing easy access to data and real-time notifications. Additionally, even more detailed consumption and production data will be progressively integrated into the platform, offering users deeper insights into their energy use and more precise optimization tools.

The KOPR project, formerly known as Alva, won the 2024 FEDIL Innovation Award in the Digital/AI category. How is this technology transforming grid management?

M.G.: KOPR functions as a digital twin of the electricity medium and low voltage network, enabling real-time proactive monitoring. Through continuous data analysis, the technology aims to detect potential anomalies and alert operators before an issue arises, significantly reducing outages and improving the predictability of network performance. This approach relies on machine learning algorithms that help anticipate network constraints, optimize load distribution, and minimize energy losses.

Another key aspect of KOPR is its role in integrating renewable energy sources. Since solar and wind energy production is inherently less predictable, KOPR uses advanced meteorological models to refine forecasts and adjust grid resource management in real time. More detailed climate models will gradually be integrated into the platform to account for local weather variations that can significantly impact energy production.

By combining artificial intelligence, advanced monitoring, and dynamic modelling, KOPR is revolutionizing electricity grid management, making operations more efficient, resilient, and better suited to the challenges of the energy transition.

The Living Lab project, launched in July 2024, aims to develop and test smart grid technologies in a real-world environment. What is this project about?

L.Z.: The project involves 14 households located on a street in Cruchten (canton of Mersch), equipped with 16 electric vehicles, 12 heat pumps, 11 photovoltaic installations, and 4 storage batteries. This configuration simulates the 2030 electricity grid and anticipates the challenges associated with increasing energy demand.

One of the Living Lab’s primary objectives is to assess the impact of new energy consumption patterns on the low-voltage network. By integrating technologies such as electric vehicle charging stations and photovoltaic systems, the project analyzes the constraints these innovations place on the grid and tests solutions to better balance electricity supply and demand.

Another crucial aspect of the Living Lab is consumer engagement in the energy transition. The project assesses together with the 14 households how simple actions—such as shifting electric vehicle charging times or using high-energy appliances during the day—can reduce network strain without compromising user comfort. A new grid tariff structure was also tested to evaluate its effectiveness in encouraging more flexible energy behaviors.

The project also experiments with advanced flexibility mechanisms, such as temporarily reducing the power output of charging stations and photovoltaic panels, to optimize grid load and prevent local congestion. A Home Energy Management System (HEMS) has been integrated into the project. Accessible via a mobile application, this system provides real-time visualization of energy production and consumption while enabling intelligent control of electrical devices.

The study will run until mid-2025, covering all four seasons to assess the impact of climatic variations on energy production and consumption. A comprehensive review will then be carried out to identify best practices and the most effective solutions for wider implementation.

Creos continues to invest heavily in modernizing its energy infrastructure. What are the key investment priorities and how do they align with the long-term strategy of the company?

M.G.: Our investment efforts reflect the growing complexity of the energy transition and the need for a more resilient network. A significant share of these funds is dedicated to strengthening the electricity grid, ensuring it remains robust and adaptable to future energy demands. Creos is also investing in automation and digital technologies to enhance network monitoring and management. Beyond immediate infrastructure needs, we are preparing the grid for new energy solutions and greater electrification.

What initiatives were taken in 2024 to further develop a safety culture within the company?

L.Z.: We organized nine SafetyCulture@Creos workshops, attended by 200 employees, ranging from team leaders to operations center managers, senior executives and top management. One of the major outcomes of these initiatives has been the strengthening of a reporting culture. Employees have been made aware to report not only accidents but also near-miss events that could have led to an accident. At first glance, the increase in reported incidents may seem counterintuitive, but in reality, it reflects greater transparency and a stronger commitment to risk prevention. While the number of recorded incidents has risen, their severity has decreased, demonstrating that prevention and anticipation efforts are delivering first results.

These workshops have also helped refine risk management by identifying specific high-risk areas and implementing targeted solutions. By encouraging employees to report anomalies and subsequent root cause analysis, Creos has been able to take action before incidents occur, adopting a proactive rather than reactive approach.

Another key aspect of this initiative is the active involvement of leadership. Through these workshops, team leaders have acquired the tools to integrate safety into their daily management, taking into account the diverse profiles and behaviors of their team members. By promoting supportive and participatory leadership, these training sessions have fostered a culture where safety is perceived as a shared responsibility rather than a top-down obligation.

Following the success of SafetyCulture@Creos, we plan to expand this initiative in 2025 by introducing new learning formats and developing in-house training programs using a train-the-trainer approach. The objective is to further engage all teams, from management to field technicians, and firmly embed this safety culture and leadership approach.

The ElektroTalent workshops, launched in 2024, aim to improve employee satisfaction and engagement. What feedback have you received from these sessions?

L.Z.: The initial feedback has been overwhelmingly positive, highlighting a greater consideration of employees’ needs and a stronger sense of belonging. One tangible outcome of these workshops is the Gudd Geschafft/Gudd Gefuer initiative, which gives our technicians more say in selecting their tools and vehicles. This collaborative approach ensures that the provided equipment aligns with field realities, enhancing both comfort and efficiency. By actively involving employees in this process, the company fosters a culture of listening and recognition that contributes to motivation and retention.

Another key development from the workshops is the Café Creos program, designed to break down silos between teams by facilitating informal exchanges between employees from different operational centers. These meetings enable staff to share experiences, discuss best practices, and gain a better understanding of the challenges faced by their colleagues. This initiative strengthens Creos’ corporate culture and improves team cohesion despite geographical dispersion.

Additionally, the DILO (One Day in the Life Of…) initiative allows employees to experience a day in the life of colleagues in related roles. This program encourages staff to exchange perspectives, better understand interdependencies, and enhance interdepartmental cooperation.

These workshops are part of a broader talent retention strategy, with a strong focus on working conditions and career development. By offering internal mobility opportunities and fostering a more collaborative work environment, we aim to maintain a high level of employee motivation. Without our dedicated workforce, we would not be able to achieve our ambitious goals, and we sincerely thank all our employees for their unwavering commitment to Creos, its customers and its stakeholders.

Download the annual report 2024.