STAKEHOLDER INTERVIEW FANNY

Date: 1 Sep 2025
Attendees: Fanny, Pieter, Patrick, Jeroen

Agenda (60”):
Framing & introductions (10” max.)
Interview
Next staps & wrap-up (5”)

Notes:
…



Collaboration with DSH
How satisfied are you currently with services and products provided by DSH?
Services: Digital services criticised - low budget for what it needs. (led the digital team before)
We were front runners 10 y ago, but now not there anymore in these days. A lot of legacy to carry. We became slow and get problems to keep our role in the market


Where and how can the collaboration between your team and DSH be elevated to a next level?
Collaboration: Ownership & capability - supplier is not just to lay back. Also to take LEADERSHIP, to define a subject - to play an active role. Here is a big opportunity - (in discussion). E.g. late status information about a product not ready
People are all good, but GLUEING together is the topic


3. Tech vision & framework
This initiative aims to develop, implement and maintain the tech vision for BU E-mobility. How would you define a tech vision?
I want to have out of a tech vision:
A picture of enlarging tech, and how i can contribute
How to implement tech, and WHAT to do, so how to ACT - -> To break it down, not just high level!
We use a framework to cover all relevant aspects. What do you feel is missing if anything? SHOW THE STEERING WHEEL – SEE SLIDE 3
We speak about a tech vision → but also vision how to manage AI. It is so much more than our products. Products only 20% - it touches everything!
[CHALLENGE ACCEPTED]: Not AI on the bottom of the chart…. It is “everywhere”
Make it to touch the base
How can this technology enable us
What initiatives / trends / things are relevant for us to know from within MCO within this context?
Ops: Process documentation → TASK: Pieter to share
AI: To use how to solve problems easier
We have no usage on our journey, data not structured; to use data and workflows
Current issue: Less vehicles sold, more stations built… this effect is critical → dumping prices, aggressive campaigns → vicious circle


How strongly is digital transformation anchored in MCO strategy, and what's your vision for MCO’s role in the BU’s digital future?
Operation lifecycl.


MCO
Where do you see the current and future challenges for the BU and for MCO (time-to-market; limited financial or human resources; increasing risks; regulatory requirements, etc.)?
Usage is the main challenge
EXPAND: First we need to expand value-wise → mainly usage, and later expand value pools
EXCEL: More to do with internal operations (Pieter has the list). We concluded that we do a lot of manual tasks to day that customers can do themselves, and we need to support customers in that, also more preventative.
Where do you see the biggest challenges or success factors for successful tech vision implementation?
Usage is and will continue to be most critical
We can reduce cost, but if we don’t generate income we don’t have a business
Regulatory: We depend on subsidies for EV driving. Also, infrastructure costs (hardware, software) seem to be increasing
In places, we may be running the risk of being too dependent on too few suppliers. EV infrastructure is now a nice-to-have
How do you use customer data and analytics to improve targeting, personalization, and campaign effectiveness?
We use both internal research expertise (from Ivo’s team) and consultancy. Next to that we have a large amount of data ourselves
What's your current degree of process automation, and which MCO processes would create the most value if digitized?
Compared to Vattenfall and the current state industry / in general: We are “somewhere in between”. Our core process seems to be ok.
Example: Placing CP’s in the context of concessions, billing is automated (charge sessions rated and invoiced). 2 million sessions/month are all invoiced in a fully automated way
Where we are not so good: We have many distributed assets. How to manage all these in an efficient centralised way
Can be improved: Degree of self-service, dunning process, bad data quality leads to not being able to capture the money, contract management for CP’s (savings opportunity of 300K)
Is it better to have centralized asset management?
We are operating 70K CP’s in NL, Sweden and Germany. It is an art to be able to manage tech assets in a distributed way. It is not in the DNA of Vattenfall. At the same time margins are thinning
How do you differentiate our offerings in the market, and what channels do you use to reach and engage customers throughout their journey?
We mainly use traditional channels: Meta, Google, LinkedIn. Sometimes through our partners (like Max Hamburgers, Netto - with Netto it is not so much a match ito branding), less so
Differentiation:
We do the placement in urban concessions better than others, we do what we say and don’t overpromise. We largely deliver on time and within budget
In other segments, we don’t do so much but leverage our trusted Vattenfall brand
Quality is not (yet/anymore) a differentiating factor
How do you collect and act on customer feedback, and would it be possible for you to give us inputs on your strategies for digital channels?
Until now this is very scattered. We now have 1 person who is collecting who is doing what where
Digital channels: On LinkedIn we run campaigns. On Google we do Google maps (listing charging stations), including selected paid geo-targeted campaigns. Meta - not sure. Microsoft - nothing currently.
Not using our InCharge app due to technical reasons
Direct comms: InCharge newsletters, Vattenfall’s newsletter
What is good and should not be changed? What should be changed?
Change: 
Adopt strategies to drive people to use our stations
Easiness with which we do process improvements. Technical as well
Aligned energy. Not only “puppy energy”, but balanced with senior grounded energy that allows us to consolidate. We are in a diff market state now, we are not a startup anymore
Not change: 
International approach - Central setup
Serving our owner with the quality that they require (sometimes boring, but also very clear)

5. Conclusion (5”)
Do you have anything else to add in this context? Anything we missed?
I appreciate strategies, visions, roadmaps that are tangible → WHAT WILL WE ACTUALLY DO