Looking Back at 2025: Healthy and Proud
At the end of the year, I like to take a step back. Not to sit back and relax, but to reflect together on what we’ve achieved and where we want to go. SERIS Nederland is a private security company and a facilities services provider. We provide security guards, mobile patrol officers, receptionists, and fire safety officers, among other services. We also offer all the support services needed to ensure our clients’ locations operate safely, hospitably, and professionally. In 2025, it became clear once again that we are not only successful but are actively building a healthy, future-proof organization within the Dutch security market.
Our revenue grew by about ten percent compared to 2024. That’s a great result, but I think how we grew is just as important: deliberately, in a controlled manner, and with both feet firmly on the ground. We only take on work that we know we can deliver to a high standard. Sometimes that means saying “no,” so that we can continue to say “yes” in a sustainable way to our employees, our clients, and the quality of our work.
Growth in staff: twice as many new colleagues
One of the clearest signs that we’re on the right track is our workforce growth. In 2025, we welcomed twice as many new colleagues as we did in all of 2024. This speaks volumes about our standing as an employer in the security and facilities sector in the Netherlands.
Moreover, it’s not just a story of recruitment, but also of career advancement. With our new operational organizational model, we’ve seen a lot of internal career growth. Employees who previously focused mainly on hands-on tasks now have more responsibility, more influence, and more room to develop.
Sometimes, this appreciation is even more evident: in 2025, we were able to welcome back several colleagues who had worked elsewhere for a while and made a conscious decision to return to SERIS. Their motivation was often as simple as it was powerful: “SERIS simply does things better.”
That is perhaps one of the finest compliments an organization can receive.
New organizational model: closer to colleagues and clients
One of the most significant internal changes in 2025 was the revision of our operational organizational model. Whereas we previously worked with coordinators and team leaders, we now work with Regional Managers, Contract Managers, and Regional Team Leaders.
Regional managers have clear responsibility for their territory and can respond more quickly to both customers and employees.
Contract managers are responsible for a single major key account. They know that client inside and out, serve as the primary point of contact, ensure that agreements are upheld, and contribute to strategic decision-making.
Regional team leaders are responsible for multiple clients—often small and medium-sized businesses—within a region. They ensure that these clients receive the same level of attention and quality as our key accounts, and they maintain close ties with the teams and day-to-day operations.
Employees have noticed, in very concrete terms, that their managers have become more visible and easier to reach. A comment from one of our MTOs summed it up nicely: “The new organizational model has made SERIS much more visible to us on the shop floor. My colleagues and I see this as a positive step forward.”
Clients are noticing the difference, too. They tell us that it’s easier to reach out to us, that having Regional Managers on hand ensures quick follow-up on questions and greater flexibility in our collaboration.
2025: A Breakout Year for Mobile Surveillance
When I look back on 2025, one aspect really stands out: our Mobile Surveillance had an exceptionally good year.
In a tight labor market, with significant pressure on staffing and schedules, our security guards have worked tirelessly not only to maintain the quality of our services but, in many cases, to improve them. Night after night, shift after shift, responding to alarms, conducting patrols, and providing follow-up that clients can count on—that is where mobile security makes a real difference.
To be honest, the tight labor market is putting extra pressure on our people. I cannot and will not deny that. That is precisely why we are so committed to being a great employer. By investing in schedules, support, development opportunities, and a healthy work-life balance, we ensure that employees stay with us longer and that new colleagues quickly feel at home. In 2026, we will continue to invest heavily in this—not as a luxury, but as a prerequisite for sustainable growth.
Quality and certifications as a solid foundation
Growth is great, but it’s only sustainable if the foundation remains solid. We reaffirmed this once again in 2025: we successfully completed all our audits and recertifications, including ISO 9001, the Security Quality Mark, and Level 3 of the CO₂ Performance Ladder.
These aren’t just checklists on paper, but the result of daily discipline: procedures that work, people who know what they’re doing, and an organization committed to continuous learning. In an industry where trust is crucial, I believe it’s important that we can demonstrate that our quality is independently verified and systematically ensured.
Innovation and AI
2025 was also a year in which we made significant strides in the areas of innovation and technology in security. A prime example is the development of the Security Gateway, which allows us to implement ISPS-compliant security through a smart combination of compliance, efficiency, and support for our employees.
In addition, we have made a conscious decision to invest in the use of AI within our organization. Initially, this was to significantly improve our internal processes—such as planning, reporting, information provision, and support for operational teams. By organizing routine and administrative work more efficiently, we create more room for what people do best: professional interaction, keen observation, and effective collaboration on-site. One principle remains central to this: technology is supportive; people come first.
Listening to employees and helping the industry move forward
Sustainable growth starts with listening to your own people. In 2025, we conducted four employee satisfaction surveys. Not as a mere formality, but as a serious tool for gauging how things are going and identifying areas for improvement.
The results showed a steady upward trend. This is a testament to our colleagues and to the managers who are open to feedback. But it also comes with a responsibility: when employees tell us what they need, we must act on it. In 2025, we continued to focus on areas such as schedules, work-life balance, and support in the workplace.
We don’t limit our focus to our own organization. We believe it’s important to actively contribute to the development of the entire security sector in the Netherlands. That’s why, among other things, I am:
- Chair of the Social Fund for Private Security (SFPB)
- member of the board of the Dutch Security Industry
- member of the negotiating delegation for the Collective Bargaining Agreement for Private Security
I am also proud that one of our planners is an active member of the Scheduling Working Group established by the Dutch Security Industry and the trade unions. This working group is exploring a new scheduling system for the entire sector, with a greater focus on work-life balance, workability, and future-proof employability.
Social impact: more than just a few examples
To me, being a healthy company means more than just good financial results. It’s also about the role you play in society—especially at the local level, in the regions where you operate.
In 2025, we made a social impact in various ways. In reality, we do more than I can list here, but I’d like to highlight a few examples.
We were a sponsor of FC Dordrecht and Sliedrecht Spor. For us, that’s more than just a logo on a jersey. Sports bring people together, foster local pride, and offer young people a place to grow. We’re happy to contribute to that.
In addition, we have expanded our partnership with Fonds Bijzondere Noden . This fund supports people who would otherwise fall through the cracks; situations where a relatively small contribution can make a big difference. We have also donated a substantial amount to the Gaarkeuken in Rotterdam, an organization that has been providing hot meals for years to people who desperately need them.
Initiatives like these don’t generate immediate revenue, but they say a lot about who we want to be as SERIS: an organization that is deeply rooted in society, takes responsibility, and aims to shape its impact in an even more conscious and organized way in the years to come.
Looking Ahead to 2026: SERIS Netherlands’ Strategic Growth
With 2025 serving as a solid foundation, we are looking ahead to 2026. Our goal is clear: to achieve a growth rate of approximately 15 percent compared to 2025, but in a healthy and sustainable manner. This means we will continue to be selective about the work we take on, how we structure our teams, and how we maintain a balance between growth and quality.
- To all our colleagues: thank you for your dedication, loyalty, and professionalism. You are the face of SERIS, day in and day out.
- To our clients: thank you for your trust and cooperation. Thanks to you, we get to prove our worth every day.
- To future colleagues and new partners: Does this story resonate with you, and would you like to contribute to a safe, professional, and socially responsible security organization? If so, I warmly invite you to get in touch with us.
Managing Director of SERIS Netherlands
