Die Niederlande sind die Geburtsstätte der CO₂ Performance Ladder, in der sie seit über fünfzehn Jahren erfolgreich eingesetzt wird, um nachhaltige Beschaffung und CO₂-Reduktion voranzutreiben. Dieses bewährte Instrument hilft Organisationen, ihre CO₂-Emissionen zu senken und sich gleichzeitig einen Wettbewerbsvorteil bei öffentlichen Ausschreibungen zu sichern.
Die CO₂ Performance Ladder wurde 2009 in den Niederlanden eingeführt und hat sich seither zum führenden Nachhaltigkeitsinstrument im Beschaffungswesen des Landes entwickelt. Entwickelt von ProRail, dem niederländischen Betreiber der Eisenbahninfrastruktur, hat die Ladder auch in andere Sektoren Einzug gehalten, wobei Hunderte öffentliche und private Organisationen sie nutzen, um ihren CO₂-Fußabdruck zu reduzieren.
Die Ladder belohnt Unternehmen, die konkrete Maßnahmen zur Emissionsminderung ergreifen, indem sie ihnen einen Wettbewerbsvorteil bei öffentlichen Beschaffungen verschafft. Sie wurde von niederländischen Auftraggebern weitgehend übernommen und ist damit ein integraler Bestandteil nachhaltiger Beschaffungspolitiken. Seit 2011 wird die Ladder von der gemeinnützigen Stiftung für klimafreundliche Beschaffung und Wirtschaft (SKAO) verwaltet, die deren Weiterentwicklung und internationale Verbreitung kontinuierlich vorantreibt.
Mehr als 8.000 Organisationen besitzen bereits ein CO₂ Performance Ladder-Zertifikat, und mehr als 300 niederländische Auftraggeber nutzen die CO₂ Performance Ladder bei Ausschreibungen. Im Laufe der Jahre hat dieses Instrument maßgeblich zum Klimaschutz in den Niederlanden beigetragen und zu messbaren CO₂-Reduktionen in zahlreichen Branchen geführt. Aufgrund seiner Effektivität wird es nun auch in mehreren anderen europäischen Ländern eingeführt.
„Der Haupt-Erfolgsfaktor der CO₂ Performance Ladder liegt darin, dass bei geringen Kosten eine enorme Menge an vermiedenen CO₂-Emissionen erzielt wird.“
– Nico de Vries, Ehemaliger Vorstandsvorsitzender – Royal BAM Group
Über SKAO
Die CO₂ Performance Ladder wird von SKAO, der Stiftung für klimafreundliche Beschaffung und Wirtschaft, verwaltet. SKAO sorgt für die kontinuierliche Weiterentwicklung und Implementierung der Ladder – sowohl in den Niederlanden als auch international.
Bitte kontaktieren Sie uns, wenn Sie Interesse an einer Mitwirkung haben oder weitere Informationen zu unserem internationalen Projekt benötigen. Wir helfen Ihnen gerne weiter!
The early initiators – Patrick Buck (ProRail), Jan Hendrik Dronkers (Ministry of Infrastructure and Water Management) and Nico de Vries (Royal BAM Group) – reflect on the development of the Ladder. What are the key success factors and what is required to successfully implement the CO2 Performance Ladder?
The early initiators – Patrick Buck (ProRail), Jan Hendrik Dronkers (Ministry of Infrastructure and Water Management) and Nico de Vries (Royal BAM Group) – reflect on the development of the Ladder. What are the key success factors and what is required to successfully implement the CO2 Performance Ladder?
Jacqueline Cramer knows all about socially responsible procurement. As Minister of Housing, Spatial Planning and Environment, she laid the foundations for sustainable public procurement by public authorities. And as board member of the Foundation for Climate-Friendly Procurement and Business (SKAO), she was closely involved in the success of the CO2 Performance Ladder after her ministerial term. She is convinced that the Ladder will also be successful abroad: “The success factors in the Netherlands will also apply abroad.”
Cramer has always stressed the importance and necessity of sustainable public procurement: “It is an essential steering instrument to encourage the market to become more sustainable and innovative,” she says. On top of that, the public sector in the Netherlands purchases tens of billions of euros worth of products and services every year. From office chairs to water treatment plants. Couple environmental requirements to those purchases and the sustainable impact can be huge.
Sustainable public procurement was therefore one of Cramer’s main spearheads during her term as minister of Housing, Spatial Planning and Environment (2007-2010). For instance, she put an ambitious target on the agenda: 100% sustainable procurement by 2015. Unfortunately, this target was not achieved, but Cramer did lay the foundation for a more sustainable procurement policy in the Netherlands. Under her supervision, for instance, procurement criteria were formulated for 55 product groups, which are still used today.
“Main goal was to get people moving. That worked. More sustainable procurement policies got off the ground and important steps were taken”
Incentive to become more sustainable
Still, far from all governments today are seizing their purchasing power to encourage sustainability in the market. Procurement policy is still too non-committal in this respect. A pity, thinks Cramer. “Municipalities can embrace it, but also just brush it aside,” she says. “As long as there is no obligation, reward or other incentive, things will continue to move a bit slower than you hope.”
So when Cramer first came across the CO2 Performance Ladder, she was immediately enthusiastic. After all, the Ladder did offer such an incentive, in the form of the fictitious award advantage. And Cramer was impressed by what this triggered in the market.
“I immediately saw the CO2 Performance Ladder as an important instrument, especially for the construction sector. This is a highly regulated market, where everything is laid down in norms, standards, regulations, you name it. All those regulations make sustainability and innovation difficult,” Cramer said.
“The CO2 Performance Ladder offered a way to get the market moving”
Distinctive
And it succeeded. Despite the fact that the CO2 Performance Ladder was launched in economically difficult years (when sustainability was still mainly seen as expensive), the tender instrument managed to grow year on year. According to Cramer, this was because the Ladder fits perfectly with the construction sector’s sensitivities . “Construction companies are eager to finish high on the Ladder. On the one hand because the fictitious discount in tenders is very interesting for them. On the other, because they don’t want to lag behind their competitors. Standing out from your competitors has always been essential in the construction industry. Previously, construction companies mainly distinguished themselves on time and budget, but thanks to the CO2 Performance Ladder, sustainability was suddenly added.”
In addition, when the CO2 Performance Ladder was developed, the industry was really listened to. The tendering instrument came about in consultation and it was possible for the industry to criticise and suggest corrections. “That greatly increased acceptance of the Ladder,” says Cramer. “The sector did not feel that something was imposed on them, but experienced the Ladder as something of their own.”
Insight and roadmap
Anyone who starts working with the CO2 Performance Ladder can quickly achieve level 3 or 4 certification. And the costs associated with that are almost always less than what you can get in return. That too is an important reason for the success, says Cramer: “Getting in is relatively easy, the threshold is low. But once you get involved, you automatically orient yourself based on what else is possible. And you can do this in your own time and at your own pace. That, of course, is particularly attractive for companies.”
Another important advantage of the CO2 Performance Ladder is that it requires companies to map out their CO2 footprint and provides the tools to reduce it. That was certainly quite progressive in the early stages, says Cramer: “That often proved to be a real eye opener for companies (‘Oh, are our emissions there!?’). The Ladder allows them to map their emissions without being called to task about it. And it provides them with the possible routes to sustainability, but companies can choose for themselves how and at what pace they take them.”
Cramer does expect the CO2 Performance Ladder to face a significant challenge in the coming years. “The construction sector is innovating and there are all kinds of sustainable initiatives coming up, such as the Dutch Concrete Agreement,” she says. “All these different initiatives should not work against each other or get in the way, but rather strengthen each other. All these different initiatives and interests must therefore be coordinated well in the coming years.”
Not one on one
The big question, of course, is: will the above advantages also have value abroad? Cramer expects so. “The construction sector is highly regulated in other countries too, for example. And there, too, the sector faces a huge sustainability challenge. Then an instrument like the CO2 Performance Ladder is more than welcome. It gives market parties the impetus to start working on sustainability and CO2 reduction, without them feeling that it is being imposed on them.”
Cramer does caution that each country is different, with its own social, cultural and political context. “So don’t adopt the CO2 Performance Ladder one-to-one, but take into account things like national procurement policies, the political context and the wishes of the business community.”
“I am convinced that the success factors in the Netherlands will also apply in other countries”
Jacqueline Cramer knows all about socially responsible procurement. As Minister of Housing, Spatial Planning and Environment, she laid the foundations for sustainable public procurement by public authorities. And as board member of the Foundation for Climate-Friendly Procurement and Business (SKAO), she was closely involved in the success of the CO2 Performance Ladder after her ministerial term. She is convinced that the Ladder will also be successful abroad: “The success factors in the Netherlands will also apply abroad.”
Cramer has always stressed the importance and necessity of sustainable public procurement: “It is an essential steering instrument to encourage the market to become more sustainable and innovative,” she says. On top of that, the public sector in the Netherlands purchases tens of billions of euros worth of products and services every year. From office chairs to water treatment plants. Couple environmental requirements to those purchases and the sustainable impact can be huge.
Sustainable public procurement was therefore one of Cramer’s main spearheads during her term as minister of Housing, Spatial Planning and Environment (2007-2010). For instance, she put an ambitious target on the agenda: 100% sustainable procurement by 2015. Unfortunately, this target was not achieved, but Cramer did lay the foundation for a more sustainable procurement policy in the Netherlands. Under her supervision, for instance, procurement criteria were formulated for 55 product groups, which are still used today.
“Main goal was to get people moving. That worked. More sustainable procurement policies got off the ground and important steps were taken”
Incentive to become more sustainable
Still, far from all governments today are seizing their purchasing power to encourage sustainability in the market. Procurement policy is still too non-committal in this respect. A pity, thinks Cramer. “Municipalities can embrace it, but also just brush it aside,” she says. “As long as there is no obligation, reward or other incentive, things will continue to move a bit slower than you hope.”
So when Cramer first came across the CO2 Performance Ladder, she was immediately enthusiastic. After all, the Ladder did offer such an incentive, in the form of the fictitious award advantage. And Cramer was impressed by what this triggered in the market.
“I immediately saw the CO2 Performance Ladder as an important instrument, especially for the construction sector. This is a highly regulated market, where everything is laid down in norms, standards, regulations, you name it. All those regulations make sustainability and innovation difficult,” Cramer said.
“The CO2 Performance Ladder offered a way to get the market moving”
Distinctive
And it succeeded. Despite the fact that the CO2 Performance Ladder was launched in economically difficult years (when sustainability was still mainly seen as expensive), the tender instrument managed to grow year on year. According to Cramer, this was because the Ladder fits perfectly with the construction sector’s sensitivities . “Construction companies are eager to finish high on the Ladder. On the one hand because the fictitious discount in tenders is very interesting for them. On the other, because they don’t want to lag behind their competitors. Standing out from your competitors has always been essential in the construction industry. Previously, construction companies mainly distinguished themselves on time and budget, but thanks to the CO2 Performance Ladder, sustainability was suddenly added.”
In addition, when the CO2 Performance Ladder was developed, the industry was really listened to. The tendering instrument came about in consultation and it was possible for the industry to criticise and suggest corrections. “That greatly increased acceptance of the Ladder,” says Cramer. “The sector did not feel that something was imposed on them, but experienced the Ladder as something of their own.”
Insight and roadmap
Anyone who starts working with the CO2 Performance Ladder can quickly achieve level 3 or 4 certification. And the costs associated with that are almost always less than what you can get in return. That too is an important reason for the success, says Cramer: “Getting in is relatively easy, the threshold is low. But once you get involved, you automatically orient yourself based on what else is possible. And you can do this in your own time and at your own pace. That, of course, is particularly attractive for companies.”
Another important advantage of the CO2 Performance Ladder is that it requires companies to map out their CO2 footprint and provides the tools to reduce it. That was certainly quite progressive in the early stages, says Cramer: “That often proved to be a real eye opener for companies (‘Oh, are our emissions there!?’). The Ladder allows them to map their emissions without being called to task about it. And it provides them with the possible routes to sustainability, but companies can choose for themselves how and at what pace they take them.”
Cramer does expect the CO2 Performance Ladder to face a significant challenge in the coming years. “The construction sector is innovating and there are all kinds of sustainable initiatives coming up, such as the Dutch Concrete Agreement,” she says. “All these different initiatives should not work against each other or get in the way, but rather strengthen each other. All these different initiatives and interests must therefore be coordinated well in the coming years.”
Not one on one
The big question, of course, is: will the above advantages also have value abroad? Cramer expects so. “The construction sector is highly regulated in other countries too, for example. And there, too, the sector faces a huge sustainability challenge. Then an instrument like the CO2 Performance Ladder is more than welcome. It gives market parties the impetus to start working on sustainability and CO2 reduction, without them feeling that it is being imposed on them.”
Cramer does caution that each country is different, with its own social, cultural and political context. “So don’t adopt the CO2 Performance Ladder one-to-one, but take into account things like national procurement policies, the political context and the wishes of the business community.”
“I am convinced that the success factors in the Netherlands will also apply in other countries”
Ger van der Wal and Johan van Dalen are in the books as the founding fathers of the CO2 Performance Ladder. From the initial idea to its elaboration and rollout… They are responsible for allowing the CO2 Performance Ladder to rapidly grow into a successful sustainability instrument. How did the initial phase of the Ladder go? Ger and Johan (both now happily retired) reminisce.
It is 2007. Al Gore’s film An Inconvenient Truth is still fresh in everyone’s mind. And climate change is a hot topic, even in the business world. Not surprising therefore that the subject comes up during a dinner of managers and directors from the railway industry. Ger was also at the table, then still head of the Procurement, Cost Management and Purchasing department (AKI) at the Dutch railway manager ProRail.
“At the time, we were already quite satisfied with how ProRail was doing in the area of sustainability. At the same time, a large part of our finances (about 90 percent, equivalent to 2 billion euros) went to external parties. We asked ourselves: how can we encourage them to do the right things? Everyone at the table looked at me. After all, I was responsible for relations with external parties.”
The start of the CO2 Performance Ladder
After that, the subject sank in for a while, Ger remembers. Until the Royal BAM Group (one of the largest construction groups in the Netherlands) announced its CO2 footprint, as one of the first companies in the country. It reminded him that ProRail also had work to do: “I thought: go and do something, Ger.” No sooner said than done. From 2008 to the spring of 2009, ProRail developed a new sustainability instrument to encourage contractors to reduce their CO2 emissions. The CO2 Performance Ladder was born.
Johan was immediately enthusiastic about the initial design of the Ladder and soon became responsible for its development. “We found a number of things important,” he says. “Firstly, we wanted to give contractors as much freedom and space as possible. They had to be able to decide for themselves how they were going to reduce their CO2 emissions. The Ladder also had to encourage companies to work together, share knowledge and make a joint impact in the value chain. Certification turned out to be a good way of achieving that.”
“We wanted to give contractors as much freedom and space as possible. They had to be able to decide for themselves how they were going to reduce their CO2 emissions”
It was also important that sustainability and CO2 reduction would not take place only on a project basis. The CO2 Performance Ladder had to encourage companies to embed sustainability in their entire business operations. “The director of a dredging company explained it nicely to me at the time. ‘We operate all over the world,’ he said. Do we have to bring our most efficient ships from all over the world in order to win a tender? That is illogical, creates more CO2 emissions and does not really help. By rewarding companies for making their entire business operation more sustainable, we circumvented the problem.
Convincing the management and the market
Once the first version of the CO2 Performance Ladder was on the table, the task was to convince ProRail’s internal organisation of its added value. Ger and Johan had the wind at their backs in that respect, Ger says: “Climate change and sustainability were already in the heads of the board members, they applauded our initiative. But the first reaction of the financial director was of course: ‘what will it cost?’” After all, a fictitious award advantage of 10 per cent on a budget of EUR 2 billion suggests a possible cost of EUR 200 million. “But we were able to demonstrate quickly and simply that the maximum extra cost would be 0.33%,” says Ger. The CO2 Performance Ladder was therefore fairly uncontested within ProRail.”
The next step: convincing the market. That was no difficult task either. There was a simple reason for this: ProRail controlled roughly 95 per cent of the railway market and many contractors were almost entirely dependent on the railway manager. So when ProRail announced the CO2 Performance Ladder, there was little resistance from the market. Contractors set to work with the Ladder energetically in fact. “ProRail had a lot of freedom to make its own decisions. And thus also to simply put the CO2 Performance Ladder on the market.”
Proud of the certificate
But that was certainly not the only reason for the Ladder’s success. It didn’t take long, for instance, for contractors to become intrinsically enthusiastic about the Ladder and to discover and exploit the opportunities. Johan: “Every company had at least a few enthusiasts. They realised that they could save money by using the Ladder, by picking the low-hanging fruit (i.e. by investing in energy saving).”
More and more companies turned out to be proud of their Ladder certificate and started actively communicating about it. “They made it a question of public image and let it work to their advantage,” adds Ger. “That enthusiasm with which the market picked up the CO2 Performance Ladder was an important success factor.”
“Companies realised that they could save money by using the Ladder”
A market-compliant instrument
The CO2 Performance Ladder also fits very much with what companies do, how they do it and why they do it. That, too, proved to be an important key to success, according to Johan: “The Ladder is a market-compliant instrument. It gives companies room to make their own choices, rewards innovation and progressiveness, focuses on matters such as efficiency, process control, competition and cooperation… All elements that fit in well with what companies are and what they stand for. “When you develop a sustainability tool, it’s important to put yourself in the shoes of the companies it affects,” Johan continues. “We succeeded well in that, I think. We soon noticed that companies appreciated and embraced the CO2 Performance Ladder.”
Handing over the baton
Eventually it became necessary to transfer the CO2 Performance Ladder to an independent foundation. “The Ladder took up more and more of our time, while it was not our core task. In the meantime, Rijkswaterstaat also wanted to work with it and interested municipalities came knocking at our door.”
In other words, it was time to hand over the Ladder to a party that could focus on it full-time. That became the Foundation for Climate Friendly Procurement and Business, or SKAO for short.
Starting small, with big ambitions
Under the auspices of SKAO, the CO2 Performance Ladder has steadily grown in the Netherlands. And neighbouring Belgium is now also experimenting with it. Johan is not surprised: “The CO2 Performance Ladder is an important instrument in every phase of the climate transition. In the initial phase, it can set the climate transition in motion, in various sectors. At a later stage, it provides the knowledge and cooperation infrastructure to take follow-up steps. And it encourages companies to continue integrating new innovations into their business operations.”
“Build up slowly and give companies space, get everyone on board. So start small, to end up big”
For countries working with the CO2 Performance ladder in the future, Ger concludes with a gold tip: “If you build up slowly and give companies the space to prepare, you will get everyone on board. So start small, for example by introducing the Ladder in one sector. At the same time, clearly communicate that the CO2 Performance Ladder is suitable for every sector. That way, the companies in that one sector will feel like the frontrunners and companies in other sectors can prepare themselves for what’s to come.”
Ger van der Wal and Johan van Dalen are in the books as the founding fathers of the CO2 Performance Ladder. From the initial idea to its elaboration and rollout… They are responsible for allowing the CO2 Performance Ladder to rapidly grow into a successful sustainability instrument. How did the initial phase of the Ladder go? Ger and Johan (both now happily retired) reminisce.
It is 2007. Al Gore’s film An Inconvenient Truth is still fresh in everyone’s mind. And climate change is a hot topic, even in the business world. Not surprising therefore that the subject comes up during a dinner of managers and directors from the railway industry. Ger was also at the table, then still head of the Procurement, Cost Management and Purchasing department (AKI) at the Dutch railway manager ProRail.
“At the time, we were already quite satisfied with how ProRail was doing in the area of sustainability. At the same time, a large part of our finances (about 90 percent, equivalent to 2 billion euros) went to external parties. We asked ourselves: how can we encourage them to do the right things? Everyone at the table looked at me. After all, I was responsible for relations with external parties.”
The start of the CO2 Performance Ladder
After that, the subject sank in for a while, Ger remembers. Until the Royal BAM Group (one of the largest construction groups in the Netherlands) announced its CO2 footprint, as one of the first companies in the country. It reminded him that ProRail also had work to do: “I thought: go and do something, Ger.” No sooner said than done. From 2008 to the spring of 2009, ProRail developed a new sustainability instrument to encourage contractors to reduce their CO2 emissions. The CO2 Performance Ladder was born.
Johan was immediately enthusiastic about the initial design of the Ladder and soon became responsible for its development. “We found a number of things important,” he says. “Firstly, we wanted to give contractors as much freedom and space as possible. They had to be able to decide for themselves how they were going to reduce their CO2 emissions. The Ladder also had to encourage companies to work together, share knowledge and make a joint impact in the value chain. Certification turned out to be a good way of achieving that.”
“We wanted to give contractors as much freedom and space as possible. They had to be able to decide for themselves how they were going to reduce their CO2 emissions”
It was also important that sustainability and CO2 reduction would not take place only on a project basis. The CO2 Performance Ladder had to encourage companies to embed sustainability in their entire business operations. “The director of a dredging company explained it nicely to me at the time. ‘We operate all over the world,’ he said. Do we have to bring our most efficient ships from all over the world in order to win a tender? That is illogical, creates more CO2 emissions and does not really help. By rewarding companies for making their entire business operation more sustainable, we circumvented the problem.
Convincing the management and the market
Once the first version of the CO2 Performance Ladder was on the table, the task was to convince ProRail’s internal organisation of its added value. Ger and Johan had the wind at their backs in that respect, Ger says: “Climate change and sustainability were already in the heads of the board members, they applauded our initiative. But the first reaction of the financial director was of course: ‘what will it cost?’” After all, a fictitious award advantage of 10 per cent on a budget of EUR 2 billion suggests a possible cost of EUR 200 million. “But we were able to demonstrate quickly and simply that the maximum extra cost would be 0.33%,” says Ger. The CO2 Performance Ladder was therefore fairly uncontested within ProRail.”
The next step: convincing the market. That was no difficult task either. There was a simple reason for this: ProRail controlled roughly 95 per cent of the railway market and many contractors were almost entirely dependent on the railway manager. So when ProRail announced the CO2 Performance Ladder, there was little resistance from the market. Contractors set to work with the Ladder energetically in fact. “ProRail had a lot of freedom to make its own decisions. And thus also to simply put the CO2 Performance Ladder on the market.”
Proud of the certificate
But that was certainly not the only reason for the Ladder’s success. It didn’t take long, for instance, for contractors to become intrinsically enthusiastic about the Ladder and to discover and exploit the opportunities. Johan: “Every company had at least a few enthusiasts. They realised that they could save money by using the Ladder, by picking the low-hanging fruit (i.e. by investing in energy saving).”
More and more companies turned out to be proud of their Ladder certificate and started actively communicating about it. “They made it a question of public image and let it work to their advantage,” adds Ger. “That enthusiasm with which the market picked up the CO2 Performance Ladder was an important success factor.”
“Companies realised that they could save money by using the Ladder”
A market-compliant instrument
The CO2 Performance Ladder also fits very much with what companies do, how they do it and why they do it. That, too, proved to be an important key to success, according to Johan: “The Ladder is a market-compliant instrument. It gives companies room to make their own choices, rewards innovation and progressiveness, focuses on matters such as efficiency, process control, competition and cooperation… All elements that fit in well with what companies are and what they stand for. “When you develop a sustainability tool, it’s important to put yourself in the shoes of the companies it affects,” Johan continues. “We succeeded well in that, I think. We soon noticed that companies appreciated and embraced the CO2 Performance Ladder.”
Handing over the baton
Eventually it became necessary to transfer the CO2 Performance Ladder to an independent foundation. “The Ladder took up more and more of our time, while it was not our core task. In the meantime, Rijkswaterstaat also wanted to work with it and interested municipalities came knocking at our door.”
In other words, it was time to hand over the Ladder to a party that could focus on it full-time. That became the Foundation for Climate Friendly Procurement and Business, or SKAO for short.
Starting small, with big ambitions
Under the auspices of SKAO, the CO2 Performance Ladder has steadily grown in the Netherlands. And neighbouring Belgium is now also experimenting with it. Johan is not surprised: “The CO2 Performance Ladder is an important instrument in every phase of the climate transition. In the initial phase, it can set the climate transition in motion, in various sectors. At a later stage, it provides the knowledge and cooperation infrastructure to take follow-up steps. And it encourages companies to continue integrating new innovations into their business operations.”
“Build up slowly and give companies space, get everyone on board. So start small, to end up big”
For countries working with the CO2 Performance ladder in the future, Ger concludes with a gold tip: “If you build up slowly and give companies the space to prepare, you will get everyone on board. So start small, for example by introducing the Ladder in one sector. At the same time, clearly communicate that the CO2 Performance Ladder is suitable for every sector. That way, the companies in that one sector will feel like the frontrunners and companies in other sectors can prepare themselves for what’s to come.”
‘We had the wind at our backs’. Start of the CO₂ Performance Ladder
Interview
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The early initiators – Patrick Buck (ProRail), Jan Hendrik Dronkers (Ministry of Infrastructure and Water Management) and Nico de Vries (Royal BAM Group) – reflect on the development of the Ladder. What are the key success factors and what is required to successfully implement the CO2 Performance Ladder?
