On 6–7 October 2025, over 75 public-sector professionals met in Amsterdam for the 39th NETLIPSE Network Meeting, hosted by Rijkswaterstaat and Royal Schiphol Group. The historic West-Indisch Huis provided the perfect backdrop to explore Europe’s future challenges in delivering major infrastructure projects. We warmly thank our hosts for their hospitality, the speakers for their contributions, and all participants for their active engagement.

Below you will find the report of what was discussed during the Network Meeting.

All presentations are available in the Knowledge Hub.

Photos from the event can be accessed via this link.

Opening and Keynote: Scaling Renewal, Building Resilience

Hans Ruijter opened the meeting by setting a clear tone: Europe’s renewal wave demands delivery at scale and in collaboration.

In the keynote, Martin Wijnen (Director General, Rijkswaterstaat) outlined four intertwined challenges shaping the Dutch infrastructure agenda: climate change, ageing assets (especially bridges from the 1950s–90s), system resilience (exposure to threats, including cyber risk), and the renovation challenge of keeping networks operational while upgrading them for tomorrow’s demands. Rijkswaterstaat’s response centers on Delivering, Simplifying, Connecting: professionalising asset management, leveraging data and innovation, and standardising with production-line approaches for bridges, locks, and tunnels.

Sybren Hahn (Chief Infrastructure Officer, Schiphol Airport) described the reality of renewing one of Europe’s busiest hubs with zero redundant capacity. The pathway to productivity: strip out complexity, standardise designs and processes, and import skills and inspiration from other industries. Innovation pilots in automation and robotics must now scale to make a step-change in delivery.

Pau Lian Staal-Ong (Network Director, NETLIPSE) welcomed delegates and introduced the network. She explained that NETLIPSE exists to improve the delivery of large infrastructure projects across Europe by sharing knowledge and experience. She then outlined NETLIPSE’s core activities: twice-yearly Network Meetings, IPAT Project Assessments focused on practical improvements for project teams, and developing project managers’ capabilities. Finally, NETLIPSE also organises bespoke workshops on request, drawing on a network of experienced professionals involved in delivering major infrastructure projects.

Replacement and Renovation

Joost van de Beek (Programme Director Bridge Portfolio, Rijkswaterstaat) showed why “strutting” of bridges is increasingly common in The NEtherlands as bridge cohorts reach end-of-life. Extending individual assets by 20–30 years won’t “flatten the curve” as there will be a second peak right at that time; the solution is a programmatic approach that streamlines the entire flow from inspection to renewal.

Michiel van Goor (Project Director Lounge 1, Schiphol Airport), explained how to build while staying operational in a single-terminal airport that cannot shut down major passenger flows. Their phasing logic balances three lenses: constructability, operations continuity (tight work planning, permitting and stakeholder loops), and business continuity.

Friederike Schaffrath (Head of Road Planning Rhineland Branch, Die Autobahn GmbH) outlined Germany’s shift from one-off projects to series production of bridge replacements. The programme’s aim is clear: keep bridges safe and available while cutting traffic restrictions. Building blocks to achieve this include a Bridge Competence Centre, a push on digitalisation, and data-driven prioritisation of projects.

Ine de Schutter (Mobility Expert, Lantis), highlighted smart building logistics to cut disruption: physically separating construction and local traffic to protect cyclists and reduce traffic jams, shipping materials by water, and using temporary bypass routes. She also described modal-shift measures (new cycle paths and bus lanes) and underlined that co-ordination across works and mobility measures is essential.

Cost Drivers of Major Infrastructure Projects

Rea Robey (Deputy Director, NISTA) and Chris Durham (Deputy Chief Economist, NISTA) set out structural cost drivers seen in UK projects that are widely reflected across Europe. They highlighted four in particular: lack of strategic direction, inefficient consenting and compliance, a constrained supply chain, and client and sponsorship challenges. They note that unfortunately, exemplar projects don’t translate into sector-wide productivity gains.

Marco Stoltenborg (Sr. Developer, Airport Strategy & Development, Royal Schiphol Group) led a workshop on the Schiphol Masterplan, noting that many critical assets will reach end-of-life in the coming decades, making demolition and reconstruction unavoidable. The core challenge is balancing asset renewal and maintenance with continuous operations. Schiphol’s answer is to create manoeuvring capacity, the flexibility in people, space, and sequencing needed to renew assets while staying open. The Masterplan sets a clear vision for future infrastructure development, backed by a stable, robust and feasible project pipeline that enables delivery over time.

Mark Roelofsen (Team Manager, Infrastructure Research & Evaluations, AT Osborne) led a session on why major projects need clear roles to ensure effective interaction between the project team, its client(s) and the political sphere. With the use of a role model developed by AT Osborne, the group discussed the distinct “worlds” these three actors operate in, and what each must do to navigate them well, so that the project can be delivered effectively.

Clara Caroli (Head, Milan Technical Office, Ministero delle Infrastrutture e dei Trasporti) explained how Italy’s Extraordinary Commissioners and the Conferenza dei Servizi have streamlined approvals, cutting time and cost even as regulations grow more complex and stakeholder sensitivity rises. In the workshop, the group compared best practices and regulatory approaches that could speed up approvals in other countries.

Sophie Jacobs (Advisor, Portfolio Management, ProRail) and Linda Nell (Manager, Master Planning, ProRail) explained that in the Netherlands a train-free period must be requested and approved two years in advance, which makes a stable long-term plan essential. They showed how ProRail’s comprehensive master plan brings everything under one roof: a resource-scarcity framework, a project submission and approval process, portfolio optimisation, and the continuous assessment of critical resources. The discussion focused on long-term planning as a lever to tackle constrained supply chains and meet future demand.

Site Visit Schiphol Airport Projects

Arjan Bieshaar (Project Director Multi-Modal Hub & Baggage, Royal Schiphol Group) led a site visit across Schiphol’s major works, showing how a 24/7 hub delivers construction while staying fully operational. Stops included the new A-Pier (under construction), the South Development (a new terminal and baggage storage), the Multi-Modal Hub (additional station access to relieve Schiphol Plaza) and the Power Masterplan, a large transformer installation, carefully integrated into its surroundings, that secures the airport’s power needs and is central to Schiphol’s sustainability strategy.

Network Dinner

During the Network Dinner, the Chair and Vice-Chair roles passed from Hans Ruijter (Rijkswaterstaat) and Pekka Petäjäniemi (Finnish Transport Infrastructure Agency) to their successors, Jochen Eid (Die Autobahn GmbH) and Helle Lange (Danish Road Directorate). After reflections on an impressive 8+ years of service, the delegates celebrated the new appointments. We wish Jochen and Helle every success in their joint chairship!

Learning & Innovation

Anna Tarhonen (Development Manager, Finnish Transport Infrastructure Agency) and Christina Richter (Coordinator Innovation, Die Autobahn GmbH) showed how recent IPAT Assessments have led to more efficient delivery, saving time and cost on some of the projects reviewed. They also reflected on how lessons from individual reviews were translated into organisation-wide improvements, and what other client organisations can learn from embedding IPAT Assessment findings into their own structures.

Eelco Negen (Project Manager A16 Rotterdam, Rijkswaterstaat) introduced the A16 Rotterdam learning programme, where Prof. Marcel Hertogh and Prof. Alfons van Marrewijk (TU Delft) carried out a long-term review through interviews during delivery. The project adopted a joint ownership model between client and contractor. Key enablers were co-location, structured onboarding for newcomers, and regular team-development workshops with an external coach, forming a “1,000 days” cycle that turns learning into daily practice. The agreed playbook is simple: analyse quickly, co-create options, weigh the consequences, then discuss contract/settlement, always putting the project first. Alongside this, the team focused on maintaining stakeholder support, engaging dissent early, acting fast (including compensation where needed), and aiming for “not hearing, not smelling, not seeing” impacts.

Collaboration in Complex Projects

Mia Simon (Project Management Advisor, AT Osborne) led a playful, interactive workshop to help participants identify their thinking style and understand how different styles shape collaboration on projects. In a group exercise, participants explored how opposing styles can create conflict, and how aligning styles can prevent it and make problem-solving a shared responsibility.

Prof. Anna Kadefors (KTH Royal Institute of Technology) shared research on relational contracting (partnering, ECI, alliances, IPD). She described a sector “pendulum”: rapid roll-outs, a backlash, then a swing back to traditional models, stalling learning. This points out that the challenge isn’t a single success, but consistent performance over time and across the industry. Finland stands out for steady progress without major backlashes.

Toomas Alle (Technical Director for Estonia, RB Rail AS) showed how Rail Baltica manages complexity across national and organisational boundaries. He outlined the collaboration set-up with RB Rail AS as central coordinator with national implementing bodies and a cross-border governance. Lessons learned include securing priority status and enabling legislation, plan thoroughly (“think slow, act fast”), use transparent stakeholder engagement, and tailor cross-border contracts to local law while keeping shared objectives.

Jelger Vos (Project Manager, ProRail) explained that Amsterdam Zuid has moved from a single project to a programme of separate work packages. This has reduced dependencies and improved control, although timelines have become longer. To speed up design, the team set up BOSS, a joint design organisation with one team working in the same location, a single design budget and shared accountability. Early results show faster approvals and less rework, while clear role division and firm budget management remain important.

Announcement Spring 2026 Network Meeting

Gilbert Peiker (Head of Network Planning and Digitalisation of Road Infrastructure, Bavarian State Ministry of Housing, Building and Transport) announced that the Spring 2026 NETLIPSE Network Meeting will take place in Munich on 20–21 April. The event will be hosted by the Bavarian State Ministry of Housing, Building and Transport together with Die Autobahn GmbH des Bundes. We look forward to welcoming you there!