Guarding Purpose in the Energy Transition: The Story of Regionaal Energieloket

This blog post is part of 80+ case studies of progressive organizations we created for the ZeroDX awards 2025. These organizations embody the principles of RenDanHeYi in their work structures:

• Zero Distance to customer: Decision what to build is based on insights from the marketplace

• Autonomy: Small teams with full decision-making autonomy enable speed in execution

• Shared Rewards: Everyone in the micro-enterprise participates in its financial success.

The organization has never relied on traditional hierarchies. Instead, it embraced Holacracy, a model where authorityis distributed across roles and circles of work rather than concentrated in management layers. In practice this meant that small teams worked with high autonomy while staying connected to shared goals. This structure reflected a belief that those closest to the challenges of energy transition should also be closest to the decisions that shape them. The principle echoes the RenDanHeYi idea of zero distance to users, where employees themselves engage directly with citizens, learn from their questions, and design practical solutions for their homes.

In December 2024, REL took another decisive step by adopting steward ownership. This governance model binds its mission into the legal structure of the company. Profits are now reinvested in purpose rather than extracted, and REL cannot be sold to outside parties. The founders framed the decision as a way to safeguard the organization’s independence and ensure that its focus on the energy transition would not be compromised by future financial or strategic pressures. It was not only an ownership change but also a declaration that autonomy and purpose are inseparable.

The transition strengthened financial and cultural transparency. Employees already had wide latitude in their work through Holacracy, but steward ownership gave that freedom a long-term guarantee. Teams could continue to makedecisions knowing that their efforts would remain tied to the original mission. This reinforced decentralization not onlyin operations but in governance itself, creating conditions where people could experiment, act on customer feedback, and trust that their impact would endure.

REL’s role in the energy transition makes it highly attractive to larger market players. By embedding its mission in itsownership model, the organization ensures it will not be absorbed into structures that prioritize profit over sustainability. Steward ownership closes the door to short-term pressures and secures continuity for employees and communities alike.

The combination of self-management and steward ownership resonates deeply with the RenDanHeYi philosophy. Teams at REL operate with clear ownership of outcomes and act directly with users, reflecting the principle of entrepreneurial responsibility. Transparency is embedded in the way information is shared and discussed across the organization. Profit sharing takes the form of reinvestment into mission, reinforcing collective value creation rather than individual extraction. REL shows that when autonomy in work is matched by autonomy in ownership, growth can strengthen rather than dilute purpose.

REL’s story stands out because it links organizational innovation directly to the everyday work of the energy transition in the Netherlands. The move to steward ownership was not only about securing autonomy for employees but also about protecting the continuity of services that help households insulate their homes, install solar panels, and lower energy consumption. By embedding its mission in ownership, REL makes sure these efforts cannot be redirected by short-term financial interests. In this sense, governance becomes a form of climate action. REL shows how an enterprise can align its internal freedom with a long-term commitment to society, ensuring that both people and the planet benefit from its growth.