Croonwolter&dros works with a systematic approach

When it comes to innovative solutions and forms of cooperation in infra, Croonwolter&dros repeatedly comes to mind. The TBI company has long been committed to sustainable working. With a horizontally programmed organization, in which there is room for innovative ideas, the company looks for solutions that contribute to achieving the targets set for 2030 and 2050. 

And with success. A common thread running through all our efforts is that knowledge is shared and that companies and people who need help in making the transition to a more sustainable way of working can count on support. The internal organization evolves along with the sustainability ambitions and the ever-changing market demands. For example, the Technology & Development department has been set up to help clients achieve their goals even better. We speak with Celeste Martens, known from Asset Management, now Manager Technology & Development, and with Remmy Uffen, Manager Commercial & Tendering Infra.

Busy with tomorrow and the day after tomorrow

Remmy opens the conversation, "In my department we are working on tomorrow's work, Celeste's department is working on the day after tomorrow." Celeste adds, "We work supply and demand driven. When Remmy signals something important, he puts it to us. We then look into it and look as far ahead as possible. From our years of expertise and power of innovation, we thus work on solutions that contribute to the clients' goals, for example working even more sustainably." Remmy notes that they keep a sharp eye on what governments are planning and publishing activities and act accordingly. "For us, the focus is on 2030 and beyond, in other words, the day after tomorrow. Our sustainable ambitions serve cooperation and development, on the way to a better world."

How did the Technology & Development department come about? Celeste: "We selected people who are curious, have intrinsic motivation to work on the (social) issues, think in solutions but also don't forget to validate problems and solutions with our customers." Remmy adds: "We have intensive coordination internally and keep each other informed of all developments. For example, we are currently seeing a lot of movement in the government, which is facing the biggest renovation and replacement task in history. Much infrastructure from the 1960s and 1970s is reaching its 'end of lifecycle' and needs to be renovated or replaced. The condition is that this is done efficiently, with as little disruption as possible and, of course, sustainable. These are factors that are right up Croonwolter&dros' alley; we can fall back on our knowledge of previous projects, the expertise of our people and our innovative strength. We deploy solutions such as digital twins, testing, simulation and optimizing communication with stakeholders."

Focus areas of Technology and Development

If we look at the focus areas in the Technology & Development Department, they are Asset Management, Industrialization, Sustainability, Digitization and Innovation Culture. These programs have a lot of common ground. Celeste: "Digitalization is extremely important if you want to work sustainably, but it does not stand alone. Within the theme of industrialization, modular construction also delivers a lot. Do you build in a planned modular way, so that elements can easily be reused after their 'end of life cycle', or do you build in series with the emphasis on circularity? Within sustainable construction, themes never stand alone. It is the right mix that determines whether you work as optimally as possible. This is only possible if we share our knowledge and, above all, work together very intensively, so that the best choices are made throughout the chain."

Remmy agrees and adds: "We will start working together more in a different attitude, looking to the future. We are going to distribute risks and opportunities better and make each other smarter." Celeste cites as an example the agenda launched by the Department of Public Works: "Innovate together faster with focus. "That's exactly how we work," she concludes. "We want to anticipate what's coming. That has to be in the culture of your organization. This is not just about sound business operations, this is about future generations. Future-proofing is a moral obligation we all have. As Croonwolter&dros, we don't want to be the best in the Netherlands, but we do want to be the best for the Netherlands. With a long-term focus and sustainable continuity."

Standardization is desirable

Celeste and Remmy indicate that the approach at Croonwolter&dros has also changed when it comes to providing solutions. "Where we used to come by with our own solutions, we now listen more and go out and investigate," Remmy outlines. "We don't push our solution, but take an empathetic approach. 'What is the context of the project and what interests are at stake?' So it's not just about technology." Celeste: "From an idea, we first validate the problem (understand what it's really about) and then we validate the solution."

According to Remmy, it is desirable to standardize as much as possible. "By seeing if something can be solved with a generic approach within the set frameworks, you don't have to keep reinventing the wheel. That, by definition, is sustainable work. And ... generic can also be innovative. Moreover, it leaves you more time to work on longer-term plans." Collaboration has always been a spearhead for Croonwolter&dros, it is and it will remain so, according to Celeste and Remmy. "Through our enthusiasm, we take partners along in growth. We do that in an agile and empathetic way. The cooperation between Commercial & Tendering and Technology & Development puts us in an excellent position to link up with developments in the market and the resulting needs of our clients," Remmy concludes.