As a group, we believe in a living environment in which sustainability is central. This concerns both the projects and the people and environment involved. Our ambition is to make society more sustainable and to build in such a way that people can liveand work there healthily and happily.
The tight housing market and the continuously growing demand for infrastructure are putting pressure on the construction sector. Building production must increase and, at the same time, the existing property must be made more sustainable. Climate change, labour shortages and the growing importance of health and welfare are developments that demand our ability to adapt. We are faced with the challenge of managing the increasing need for construction in the midst of an energy transition.
As a construction group, we can make a positive contribution to our living environment by developing solutions for these challenges, such as circular housing concepts, energy-neutral infrastructure or improving air quality in buildings with the help of sensing. VolkerWessels is convinced that a diverse portfolio of projects, a balanced mix of activities in the four home markets and a relatively large base of small projects is the best way to make an optimal contribution to society.
Our strategy focuses on:
- Client-centric business model
- Employer of choice
- Operational excellence
- Digitalisation and innovation
1. Client-centric business model
Our business model is tailored to our clients. We continue to focus on our core competencies: for our companies to successfully deliver a large pipeline of local projects in their local markets. We complement this work with large and small multidisciplinary projects, which enable us to excel by sharing the knowledge and expertise to collaborate within our group. We believe this is key to achieving the best results.
2. Employer of choice
Our people are the bedrock of our company. We want to be, and remain, the employer of choice for our people. In a competitive job market it is important that our people feel they are heard and seen and that we are able to find and retain new talent. We do this by focusing on leadership, the ongoing development of our people and transparent collaboration. We offer development tracks for all disciplines. This is how we aim to be, and remain, the employer of choice.
3. Operational excellence
We want to be the best construction company in terms of design, preparation, execution and service & maintenance. We achieve this through the continuous development of our organisation, through ongoing improvement in systems and processes and by leveraging the scale and knowledge of the entire group. This creates a flexible, learning organisation that will adapt time and again to the ever-changing environment, enabling us to hand over a stronger and more sustainable company to the next generation.
4. Digitalisation and innovation
We want to be a leader in terms of digitalisation, industrialisation and innovation and place these developments at the heart of our operational management in order to retain our leading role. We expect that our sector will change more in the next few years than it has done in the previous 30. This will require us all to change the way we think and act. We therefore actively encourage the development and marketing of innovation.