
Thank You!
The 37th NETLIPSE Network meeting was a great succes! Over the course of two days, public professionals from 10+ countries gathered to delve into the latest developments in infrastructure delivery.
Our thanks go out to the Finnish Transport Infrastructure Authority for hosting the Network Meeting in Rovaniemi, Finland. We also want to thank all presenters, workshop facilitators, contributors and participants that shared their insights, challenges, and best practices. It’s this exchange of ideas that inspires us to try new things and help shape the future of infrastructure delivery in Europe!
Below you will find a summary of the presentations that were given.
You can download the photo’s of the event through this button:
Summary of presentations
1. Opening Network Meeting
Opening & Introduction NETLIPSE
- Hans Ruijter / Rijkswaterstaat (NL)
- Pau Lian Staal-Ong / NETLIPSE (NL)
Hans Ruijter welcomed all the delegates and opens the Network Meeting, followed by and introduction of NETLIPSE by Pau Lian Staal-Ong.
Pau Lian explained that NETLIPSE is a non-profit network consisting of public client organisations. NETLIPSE focusses on knowledge development and knowledge exchange on managing and organising large infrastructure projects in Europe.
NETLIPSE has 4 main activities:
- Conducting IPAT® Assessments
- Organising bi-annual Network Meetings
- Provide Expertise to Client and Project Delivery Organisations
- Support Research Initiatives
Welcome Address and Introduction to Lapland – Above Ordinary
- Jaakko Ylinampa / Lapland’s Centre for Economic Development, Transport and Environment (FI)
Jaakko Ylinampa welcomed NETLIPSE delegates to Rovaniemi, and highlighted the vital role transport infrastructure plays in supporting Lapland’s economy. He emphasised how investments in tourism, sports events, mining, manufacturing, and energy projects all rely on robust transport networks.
Finland’s recent NATO membership has introduced new challenges, with regional roads now serving as critical access routes to the largest military rehearsal area in Western Europe. At the same time, this presents a significant opportunity: CEF (Connecting Europe Facility) funds can be leveraged to upgrade and renovate the road network, ensuring it meets both strategic military and economic needs.
Dual-Use Upgrade of the Milano – Genova Highway
- Carlo Vaghi – Milano Serravalle (IT)
Carlo Vaghi explained the critical importance of Military Mobility and the necessity to adapt the Binasco Viaduct to modern technical standards. The current weight limitation of 65 tonnes hinders dual-use requirements, creating a bottleneck in the 2,000 km transport corridor and affecting the competitiveness of seaports connected by the A7 Highway. Upgrading the 80-meter-long Binasco Viaduct will eliminate this obstacle, supporting both military and civilian transport.
The project was made possible by funding through the CEF Military Mobility Call, which covered 50% of the costs. In total, CEF Military Mobility has allocated €1.74 billion to 95 dual-use infrastructure projects, making it a critical funding mechanism where other resources are unavailable. However, with EU/CEF funding for military mobility being limited for the next three years, national and local support through traditional funding channels will be essential to continue adapting infrastructure for dual-use purposes.
2. Future Proof Infrastructure
Enhancing Infrastructure Resilience – Lessons from the Malpensa Airport Project
- Massimo Corradi / SEA Milan Airports (IT)
Massimo Corradi emphasised the critical importance of designing and constructing infrastructure that can withstand the impacts of climate change, including extreme weather events, rising temperatures, and sea-level rise. Essential infrastructure—such as roads, bridges, airports, and energy systems—must remain safe and operational during extreme conditions. The economic consequences of infrastructure downtime were starkly illustrated in 2021 when Cargo City at Milan Malpensa Airport flooded due to heavy rainfall.
The European Commission has been instrumental in supporting climate resilience through funding and co-financing programs. A prime example is the Re-MXP Project at Milan Malpensa Airport, which mitigates risks from earthquakes and flooding while incorporating a smart monitoring system. This system enables real-time monitoring of infrastructure behavior, supporting maintenance, optimizing inspection, and streamlining repair activities to ensure long-term resilience and operational continuity.
The Tideway Legacy Programme
- John Sage / Tideway (UK)
John Sage outlined how the Tideway project has evolved into a pioneering initiative, going beyond traditional infrastructure to create a lasting, sustainable legacy for London. Focusing on reconnecting the city with the River Thames, Sage highlighted the project’s commitment to sustainability and delivering social value, including the EPIC safety programme, community initiatives, and the Thames Skills Academy. The £4.5 billion Thames Tideway Tunnel, designed to address London’s sewer challenges, was delivered using an innovative funding model that ensures long-term private sector investment while maintaining affordable costs for consumers.
Tideway’s legacy is embedded in its contracts and financing, linking performance to the delivery of social and environmental benefits. Key achievements include creating public riverside spaces, using excavated materials to develop wetlands, and training over 23,000 people in safety culture. With an estimated £7–13 billion social return, the project underscores the importance of integrating social value from the start, using both qualitative and quantitative measures to track success.
Wicked Problems & Weird Solutions
- Robin Wauters – Lantis (BE)
Robin Wauters emphasised the importance of forward-thinking strategies in infrastructure development to ensure projects remain relevant amidst societal changes, technological advancements, and evolving environmental conditions. Traditional approaches often fail to adapt to rapidly shifting demands, leaving infrastructure outdated by completion. Increasing challenges—such as heightened stakeholder expectations, stricter regulatory requirements, capital and labor scarcity, and external disruptions like inflation or trade wars—compound the complexity, creating a “wicked problem” with no single solution.
To address these challenges, Wauters advocated for a practical framework using new strategies such as Systems Thinking, Design Thinking, Agile Methodology, Collaborative Approaches, and Adaptive Leadership.
Panel Discussion on Future Proof Infrastructure
- Hans Ruijter / Rijkswaterstaat (NL)
- Massimo Corradi / SEA Milan Airports (IT)
- John Sage / Thames Tideway (UK)
- Robin Wauters / Lantis (BE)
The panel discussion moderated by Hans Ruijter covered practical approaches to tackling challenges in infrastructure projects.
When asked about managing expectations with traditional clients, the panel emphasized the value of gently guiding them through decision-making and involving politicians in project governance to ensure everyone stays aligned.
For projects in less populated areas where a strong business case may be lacking, panelists suggested looking for additional benefits beyond the immediate goals and seeking co-financing options like EU/CEF funding to make the project financially viable. They noted that having a clear benefits case helps gain stakeholder support and keeps the project on track, even if political leadership changes.
Finally, to ensure a project delivers on its long-term legacy, panelists recommended embedding legacy goals into the project’s structure from the start. For example, Tideway tied its legacy delivery to its financing, making it an integral part of the project rather than an extra cost.
3. Infrastructure Projects in Finland
Delivering Infrastructure Projects in Finland
- Miia Kari / Väylä (FI)
Miia Kari introduced Väylä’s project portfolio in Finland, focusing on the unique challenges of infrastructure development in Northern Finland. The region’s remote location, harsh climate, and vast distances create distinctive conditions for construction and maintenance.
During autumn, workers face risks from darkness, icy roads, and extreme cold, necessitating nearby warming shelters and reliable communication tools like satellite phones. In winter, construction halts due to frozen seas, with only specialised vessels operating in icy conditions. Summer provides a window for asphalting, but it’s limited to mid-June through September. While 24-hour sunlight in summer boosts productivity, long distances and narrow roads, coupled with high transport costs, add logistical challenges year-round.
The soil, frozen for seven months, causes frost heave that damages roads built before modern guidelines. In some areas, like along the Vt21 road, permafrost requires special construction techniques to prevent damage. Additional challenges include navigating sensitive Sámi cultural regions and reindeer husbandry areas, requiring collaboration with local teams and translation of plans into Sámi languages. Environmental considerations, such as protected species and nesting birds, can also delay or reshape construction plans.
These factors underline the complexity of developing resilient and sustainable infrastructure in Northern Finland, requiring careful planning and adaptation to the region’s unique conditions.
Laurila-Tornio-Haaparanta Electrification
- Jukka Päkkilä / Väylä (FI)
- Terhi Honkarinta / Väylä (FI)
Terhi Honkarinta and Jukka Päkkilä highlighted the challenges of integrating rail infrastructure between Finland and Sweden, focusing on the Tornio-Haparanda connection. This project, the only rail link between the two countries, involves electrifying and upgrading 22 km of track in Finland and 1.5 km in Sweden, alongside modernising the Tornio and Haparanda passenger platforms. Construction began in spring 2023 and is set to finish in 2024, with a total budget of €38 million, funded by Finnish and Swedish agencies, municipalities, and emergency authorities. The aim is to enable passenger train services between the two countries, enhance rail transport efficiency for industry, and improve level crossing safety.
A key challenge is aligning Finnish and Swedish systems, which differ in rail gauge, signalling, and voltage. The Tornio Railway Bridge, a 410-meter structure over 100 years old, required modifications to support electrification, along with minor repairs. Approximately two-thirds of the bridge lies in Sweden, making it necessary to adapt designs and approvals to meet regulations in both countries. Installing Finnish systems on Swedish soil added complexity, requiring collaboration between the Finnish Transport Infrastructure Agency (FTIA) and Trafikverket. Frequent meetings helped build understanding and resolve issues, though finding the right people and processes took time. The project demonstrates the importance of international cooperation in overcoming technical and regulatory differences to improve cross-border connectivity.
4. Leadership
Creating Sustainable Team Environments
- Marie-Claire Horden / ProRail (NL)
- Frans van Wegen / ProRail (NL)
In their interactive workshop, Marie-Claire Horden and Frans van Wegen discussed the challenges project managers face when their dedication to delivering results can lead to burnout and strain on both themselves and their teams.
Frans shared insights from the Amersfoort West rail project, where a seven-week, non-stop construction period put immense pressure on the team, with up to 700 technicians working daily. Despite careful planning, the intense workload and constant communication demands led to exhaustion for many team members.
To support team well-being, ProRail has implemented several best practices, including having a dedicated well-being manager, providing training in soft skills like setting boundaries, creating more permanent teams to improve collaboration, conducting regular health checks, offering peer consultation, and introducing a Master/Journeyman programme where senior staff mentor younger colleagues.
Playing With Complexity
- Eddy Westerveld / AT Osborne (NL)
In his interactive workshop, Eddy Westerveld explored the difference between “complicated” and “complex” projects. While “complicated” projects have many interconnected components, “complex” projects evolve over time, with changing insights, external influences, and uncertainty. This dynamic complexity challenges traditional project management approaches, as it makes long-term planning impossible and decision-making uncertain.
Eddy argued that trying to maintain complete control over projects is both unrealistic and undesirable. Instead, a balance between control and interaction is needed. Too much focus on control can reduce adaptability, while too much focus on interaction can slow progress. The key to success lies in combining these strategies, tailored to each project’s specific goals and context.
Eddy concluded that project governance often fails to manage uncertainty effectively, with a lack of timely insights and communication about risks. He pointed out that current processes, such as the Dutch Gate Process (MIRT), can lead to cost overruns and scope creep, as uncertainty and communication challenges between policy and execution teams persist.
5. Opening Day 2
Long term benefits of Rail Investment in Northern England
- Paul Fishwick / Department for Transport (UK)
In his presentation, Paul Fishwick shared several case studies from England, focusing on how to secure long-term value from infrastructure investments. He emphasised the importance of collaboration between cities, railways, and the Department for Transport (DfT) to align railway project with broader initiatives, such as urban regeneration. Stations can be transformed into key community assets and gateways to the city, benefiting both local authorities and the wider public.
Paul highlighted that each entity has its own area of expertise, and it’s crucial to assign roles based on which entity is best suited for the job.
Paul also discussed the importance of post-project reviews and the challenges of managing expectations for long-term returns or benefits that can’t be expressed financially. Flexibility, resilience, and scenario planning are essential to ensure that projects remain successful even in the face of uncertainty, as seen in the impact of the cancellation of parts of the HS2.
6. Project Lessons
Lessons from A44 VKE 11 IPAT Assessment
- Jochen Eid / The Autobahn GmbH (DE)
Jochen Eid presented the recent IPAT Assessment of the A44 VKE11 highway project in Germany, which is part of a large infrastructure programme connecting the west and east of the country. This is the final project of 17 major initiatives, with completion expected by 2043.
The assessment showed that the project is in a critical phase, with a motorway plan from 50 years ago now facing challenges. Jochen explained that the timing of the IPAT Assessment was ideal, helping the team refocus, identify quick improvements, and uncover opportunities to move forward. The external assessment provided valuable, honest feedback and helped the project team recognise opportunities to move forward. Jochen also highlighted the importance of learning from different perspectives to improve project management practices.
Another key takeaway is to select projects for IPAT Assessments that are either well-managed or at a critical point where external intervention can help address challenges.
Lessons from PHS Den Bosch – Vught IPAT Assessment
- Ton Bierbooms / ProRail (NL)
The recent IPAT Assessment of the PHS Den Bosch–Vught project in the Netherlands provided valuable insights into this significant rail initiative. The project, aimed at increasing train frequency between the region and the urban centre of the Netherlands, involves sinking the tracks at Vught station, a location with historical importance linked to World War II. Construction of temporary tracks is set to begin in 2024, following a lengthy 12-year planning phase marked by extensive stakeholder engagement.
The IPAT process included a site visit by bike and interviews with the municipality and project stakeholders. Participants appreciated the constructive feedback, which was described as a “health check” rather than a traditional audit, focusing on team optimisation and project improvement. The international perspective of the IPAT team and its collaborative approach were highlighted as key benefits, offering new ideas and encouraging honest reflection.
7. Pressure Cooker
Overcoming Challenges to Successful Dutch and Finnish ERTMS Implementation
- Juha Lehtola / Väylä (FI)
- Maarten Kok / ProRail (NL)
Juha Lehtola and Maarten Kok introduced the ERTMS (European Rail Traffic Management System), outlining its potential to make train traffic safer, more efficient, and environmentally friendly. ERTMS also supports smarter traffic management and greater use of data to drive automation. However, implementing this system in countries like the Netherlands and Finland comes with significant challenges:
- Costs: Budget shortfalls, underestimated complexity, and concerns over the cost-benefit ratio for rolling stock owners.
- Planning: Simultaneous operation of old and new systems places a heavy resource load, with fragile timelines and risks from unplanned disruptions.
- Contracting Country Wide Roll-Out: Lengthy contracts, evolving requirements, and the challenge of implementing thousands of kilometres of track with limited resources.
Suggestions from the pressure cooker session:
Costs:
- Begin with smaller projects, such as two pilot lines, to improve cost predictions.
- Create financial milestones for better oversight and funding confidence.
- Embrace full operational adaptation to ERTMS to realise its benefits fully, including changes to maintenance, operations, and training.
Planning:
- Learn from European experiences and prioritise storytelling to highlight the system’s benefits, like safer and faster trains.
- Start with pilots on less critical sections and plan for redundancy to accommodate older trains during transition periods.
- Prepare for unexpected errors by acknowledging the complexity of interfaces between IT, infrastructure, and rolling stock.
Contracting Country Wide Roll-Out:
- Focus on knowledge exchange by involving experienced contractors and fostering cooperation between civil engineering and ICT.
- Prioritise areas with the most significant potential benefits and use smart tendering to incentivise quality work. Be aware that system suppliers are not automatically skilled project managers.
- Spread out implementation phases geographically and encourage cross-border cooperation to share best practices.
8. Sustainable Infrastructure
Green Mobility Model
- Helle Lange / Vejdirektoratet (DK)
Helle Lange introduced Denmark’s Green Mobility Model (GMM), a tool supporting strategic planning for large infrastructure projects. The GMM provides data on nationwide traffic patterns, helping project managers evaluate options like emissions, road pricing, and infrastructure needs.
By offering fact-based insights, it aids in comparing scenarios and guiding long-term decisions. While outcomes depend on assumptions, the model enables project teams to present clear, evidence-backed information to policymakers, improving decision-making and ensuring sustainable, future-ready planning.
9. Closing
Announcement: 2025 Spring Network Meeting
Warsaw, Poland – 19–20 May 2025
- Monika Milwicz / Ministry of Investment and Economic Development (PL)
Monika Milwicz announced that the 38th NETLIPSE Network Meeting will be held in Warsaw, Poland, hosted by the Ministry of Development Funds and Regional Development. This organisation manages the implementation of European Funds and oversees Poland’s regional development policy. Warsaw, a city with rich historical significance, will host its fourth NETLIPSE Network Meeting, continuing its tradition of supporting collaboration and knowledge-sharing within the network.
Photo Gallery
Day 1
Day 2