Outlook
Our achievements in 2024 demonstrate the success of our strategy, Stronger25. We expect it to deliver further opportunities for growth in 2025. Our new strategy will launch in the second half of the year, taking us towards 2030. We have consulted widely with internal and external stakeholders as we develop the new strategic plan. The major business trends we see are recognised by clients, who emphasise they are looking for partners who understand their challenges and can offer tangible solutions.
Market Trends
Five key market trends will continue to shape our strategy and activities in 2025.
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The scarcity of skilled labour, technical developments and changing employee desires are reshaping the labour market. Recruitment and retention need to be adjusted to these changing desires, and we need to reconsider our delivery model.
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Trends connected to rapid digital developments - automation and AI – drive innovation and efficiency. They also change and increase competition.
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Geopolitical unrest and conflict, as well as the changing political landscape in Europe, increase uncertainty and the demand for flexibility. Deglobalisation will remain prominent, leading to further reassessments of energy, supply chains and transport.
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Even while political consensus waivers over environmental commitments, the energy transition will continue alongside increased awareness and regulation, supported by CSRD requirements.
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We anticipate accelerating demand for resilience and sustainability solutions across the globe due to regulations becoming more stringent and because the severity of climate events is accelerating faster than predicted.
Our 2025 ambitions
Our strategic priorities for 2025 remain the same as for 2024 but with some new elements: People first, Enhancing Society Together, Solid performance, and Embracing digital.
People first
Our focus on attracting and retaining talent will continue to be a priority in 2025, in response to the issue of labour scarcity. We aim to maintain high levels of employee engagement and will track the market’s reaction to our rewards programme. Over 2025, we intend to increase the profit share for employees. We are securing our reputation as employer of choice, providing a great place to work, and a supportive, inclusive working environment where our people are involved in inspiring work driven by purpose. Our activities to support the professional and leadership development of our people help them pursue their ambitions and reach their career goals within our organisation. Implementing new ways of working improves the ease of doing business and makes our work more efficient. Working smarter makes the best use of our human capital and we are employing digital tools and automation where possible. We are expanding our recruitment to bring in talent from a wider range of backgrounds. This creates more opportunities for innovation in our multi-disciplinary solutions. The feedback from our Employee Engagement and ED&I surveys will guide our initiatives to shape our working environment and practices according to the needs of all our people.
Enhancing Society Together
Following another year of unprecedented extreme weather events, the relevance of our mission remains as strong as ever. The market for sustainable solutions is expanding, not only due to new legislation but also driven by consumers, who are becoming increasingly vocal about sustainable business practices. We are showing the way forward in our own greening activities. We will continue assessing project proposals using our purpose matrix and will refuse projects that we expect to have a negative impact. Our aim is to improve our positive impact score on projects. We intend to allocate part of our net profit into a new fund dedicated to financing global research and innovation in water and climate resilience. Environmental legislation, particularly in Europe, will play a more important role in the speed of public investment. Organisations are looking to us for assistance, drawing on our proven expertise in decarbonising industry and buildings, circular economy innovations and the energy transition. The Asia-Pacific region and Australia are important regions for further expansion, particularly in respect of climate adaptation strategies and sustainability.
Solid performance
We were proud to start 2025 with our financial goals having already been reached through our exceptional performance in 2024. We are continuing to pursue profitable growth across our Global Leading Markets aiming for 9% growth. There are good opportunities in areas including: aviation in response to the global increase in air travel; data centres to cope with the growth in AI; climate resilience and the energy transition; and the urgent need for smart, sustainable measures to replace or extend the lifespan of ageing infrastructure such as roads, bridges and tunnels. Defending and growing our position requires strong relationships with clients, based on understanding the complexities related to their physical assets and addressing them with integrated propositions. We are investing in a new enterprise and resource planning system (ERP) that will support our commitment to simplify and streamline our business activities. Acquisitions and the outcome of our R&D activities boost our performance by extending and strengthening our portfolio.
Embracing digital
Competitive and economic pressures will remain strong drivers in our commitment to embed digital technologies and automation in our ways of working. We will continue to pursue a data- driven way of working, accelerating digital skill adoption, and growing our digital solutions for clients. Our vision on data and AI involves leveraging digital technologies to create value for our clients, improve efficiency, productivity and user experience. We are prioritising a joint data platform as the foundation of our digital ambition in a coordinated and centralised way. Artificial Intelligence is impacting all areas of our activities and providing new opportunities for our projects. We expect rapid development in AI-powered consultancy and design tools, and are positioning ourselves to incorporate them, allowing our people to add value through their technical knowledge and creativity. These are the sought-after services required by our clients. There is growing recognition of the benefits our digital twin technology offers to a wide range of markets - from managing the life cycle of a complex asset to minimising risks in production environments. We expect this to continue in 2025.
Important milestones
From mid-2025 we are changing the name of our company. Royal HaskoningDHV will become Haskoning. Haskoning strengthens and futureproofs our brand, supporting our ambition to grow internationally. It is short and easy to remember, embodying our history, our DNA and the heritage of all the companies that we have welcomed over the years. The qualities of excellence, trust and integrity that are such essential features of our company will continue to be at the heart of Haskoning.
Other key milestones in 2025 include the launch of our new strategy, implementation of our ERP strategy and alignment with CSRD requirements. We are excited by the imminent move to our new office in Delft, the Netherlands. We have worked hard on repurposing this historic building that will be a prominent showcase of our capabilities.
Amersfoort, the Netherlands
18 March 2025
Executive Board
Marije Hulshof (CEO)
Jasper de Wit (CFO)
Erik Oostwegel (CCO)