The main reason for the reorganization is the challenge we face in the Netherlands. Our infrastructure is aging, traffic on the networks is increasing, and the climate is changing. Additionally, there is a shortage of space, nitrogen space, raw materials, budget, and a tight labor market.

Coherent Future Perspective

The plan is based on a coherent set of actions that lead to adjustments in the process, structure, and culture. Asset management will become the core process, and the organization will be adjusted accordingly.

The reorganization will lead to clearer management, less duplication of work, and higher productivity. Functions will shift, and people may receive different tasks. This way, Rijkswaterstaat can add approximately 750 FTE (full-time positions) to the primary process; our essential services and products for the public and society.

‘Less talking, more doing outside’

Director-General Martin Wijnen: ‘We seize this opportunity to organize ourselves better, to collaborate optimally. To make a difference with less coordination and more actions. We will get moving together, become more efficient. Less talking, more doing outside. A lot is going well, and we will build on that. But we must now invest to make the systemic leap that is necessary.

This takes effort and time, but with the plan that is now in place, we can truly realize the needed extra production. It is an absolute necessity to become more efficient and effective and to achieve the maintenance task of our infrastructure. More effective as an organization, more job satisfaction for employees. And that translates into stronger collaboration with the Ministry of Infrastructure and Water Management, our partners, the market, knowledge institutes, and the entire infrastructure sector.

In the third quarter of 2025, the implementation phase of the reorganization will start. The reorganization will proceed quickly but very carefully. Rijkswaterstaat expects to be ready by January 1, 2028, at the latest.