Pipeline Technology Journal - 2/2024 RESEARCH • DEVELOPMENT • TECHNOLOGY 29 As we move forward, the lessons from the WAL pro- ject and our ongoing efforts to embrace the digital era underpin our commitment to ensuring a sustainable and secure energy future for Germany. We shape en- ergy supply, today and in the energy mix of the future. References 1. Bansmann, L. (2021). Führen in der COVID-19-Pandemie. Personalpsychologie, 10. DOI:10.25968/OPUS-1949 2. Bentley, T.A., Teo, S.T.T., McLeod, L., Tan, F., Bosua, R., Gloet, M. (2016). The role of organizational support in teleworker well- being: A socio-technical systems approach. Applied Ergonomics, 52, 207- 215. https://doi.org/10.1016/j.apergo.2015.07.019. 3. Felfe, J. (2008). Mitarbeiterbindung. Hogrefe Verlag. 4. Jämsen, R., Sivunen, A., Blomqvist, K. (2022). Employees’ perceptions of relational communication in full-time re- mote work in the public sector. Computers in Human Behavior, 132. https://doi.org/10.1016/j.chb.2022.107240 5. Kellner T, Albrecht T, Löffl J. (2020). Wie Arbeitest Du Heute? Veränderungen von Arbeits- und Organisationsstrukturen durch die Einführung von Home-Office in Zeiten der Covid- 19 Pandemie. Lemgo: Technische Hochschule Ostwestfalen- Lippe University of Applied Sciences and Arts Institut für Wissenschaftsdialog. doi:10.13140/RG.2.2.24636.05767 6. Krämer, K., & Pfizenmayer, A. (2020). Interne Kommunikation in Zeiten von Covid-19: wie die Pandemie die interne Kommunikation ve- rändert hat – eine qualitative Studie. ZHAW Zürcher Hochschule für Angewandte Wissenschaften. https://doi.org/10.21256/zhaw-2393 7. Statistical Research Department. (2020). Arten von technischen, or- ganisatorischen und mitarbeiterbezogenen Problemen bei der Homeoffice-Nutzung in der Corona-Krise 2020. Quoted from de.sta- tista.com. Statistiken zu den Auswirkungen des Coronavirus (COVID-19) auf das gesellschaftliche Leben | Statista 8. Zoonen, V. W., & Sivunen, A. E. (2021). The impact of re- mote work and mediated communication frequency on iso- lation and psychological distress. European Journal of Work and Organizational Psychology. Advance online publica- tion. https://doi.org/10.1080/1359432X.2021.2002299 Author Gunnar Brandin Open Grid Europe (OGE) Head of Technical Projects Gunnar.Brandin@oge.net • Promotion of work-life balance The importance of a work-life balance has to be empha- sized and remote employees have to be encouraged to establish boundaries between work and personal life. Flexible work arrangements have to be provided and employees’ well-being has to be supported by promot- ing self-care practices and mental health resources. • Fostering of a sense of belonging Opportunities for collaboration, team projects and cross-functional interactions have to be created. Remote employees have to be encouraged to actively participate in discussions, share ideas, and contrib- ute to the overall goals and objectives of the team and organization. • Supportive management Managers have to be empowered to be accessible, ap- proachable, and supportive to remote employees. Managers have to be trained in digital management skills, including effective virtual communication, ac- tive listening, and empathy, in order to build strong re- lationships with their teams. 4. Conclusion In conclusion, our journey through the intricacies of en- ergy security, project management, and organizational ad- aptation has revealed a multifaceted landscape. The WAL project stands as a testament in overcoming challenges, setting new benchmarks, and ensuring Germany's energy security. Beyond the WAL project, we continue to navigate through ongoing projects, where the intricacies of plan- ning, execution, and political support continue to shape the trajectory of Germany's energy landscape. Furthermore, OGE as a company continuously deals with the hurdles rising from increased working from home. The digital shift demands not just efficient pro- ject management but also adept leadership in foster- ing a connected workforce. In summary, this overview captures not just a successful project but an ongoing journey of adaptation and resilience. It provides guid- ance for energy leaders, project managers, and organ- izations dealing with the challenges of energy security, complex projects, and the impact of remote working.