Fugro
InContext Consultancy Group > Fugro

Fugro

Fugro is a global leader in geological surveys for the energy sector, construction industry, and maritime sector.

Fugro is a global leader in geological surveys for the energy sector, construction industry, and maritime sector. Within the organisation, Fleet Services handles the maintenance of specialised survey vessels and is also responsible for the safety and health of the crew on board. We spoke with Remko Kloos, Global Director of Fleet Services, about the collaboration with and the added value of InContext.

‘Path to Profitable Growth’

After many years of growth, the COVID-19 crisis hit in early 2020, affecting vessel availability and support staff. The revenue decline led to a strategic reorientation, where Remko Kloos saw opportunities to make decision-making within the organisation more effective.

Smarter and better

The ambition of Fleet Services to successfully embed this change was immense. Remko said: “Decisions were always made high up in the organisation, which limited agility and responsiveness. That doesn’t work in our business; our people need a certain degree of freedom to do their jobs well and act swiftly. I wanted to ensure this change was firmly established without negatively impacting the business—that was paramount.”

Fugro had previously collaborated successfully with InContext, so the step to a new partnership was quickly made. The assignment for InContext was to shape the concept of self-managing teams, working with management and employees, and then support the implementation with coaching for the self-managing teams and management.

“To keep the business running continuously in a complex and challenging environment and to focus on that, InContext had to take a very proactive role.”

Smarter and better

Freedom, Progress, and Synergy

Remko acknowledged that he had given InContext a challenging task: “It was important that InContext worked proactively and independently. This also required immense flexibility because the teams’ priority was always the business.”

“In working towards self-managing teams, the individual conversations and team sessions were very powerful and valuable, essentially a first step in the strategy.”

Transition Started Immediately

To delegate decision-making lower in the organisation and make teams operate more effectively, a clear vision and strategy development were initiated. Aligning with Fugro’s values—customer focus, excellent execution, teamwork, and good citizenship—a mix of ‘thinking’ and ‘doing’ emerged. The ambition was shaped through individual conversations and team sessions where everyone could and was encouraged to contribute. Remko stated: “In working towards self-managing teams, this was very powerful and valuable and essentially a first step in the strategy. As a client, I particularly wanted to ensure effective communication, progress, and engagement.”

Balance

Keeping the business running continuously posed significant challenges for InContext. As the COVID-19 crisis began, the market started to recover, presenting great opportunities for Fleet Services and simultaneously putting pressure on the implementation of the strategy. But InContext proved its ability to find smart solutions. If part of the team couldn’t travel, hybrid sessions were arranged. If the team was in a busy period, shorter sessions in small groups were organised. If changes were getting sidelined due to the pressure, effective communication tools were developed to maintain focus.

“InContext created a safe environment where pain points and the need for change were exposed with great respect for people. That balance was essential.”

Pride

Remko Kloos looks back on the process with satisfaction and pride. There is a solid strategy in place, the business is running well, and employees have actively contributed. Remko said: “I am proud of how we involved employees and how management team members now lead their teams. InContext played a crucial role in that. We got to know each other better, and a safe environment was created where pain points and the need for change were exposed with great respect. That balance was incredibly valuable.”

Pride

Significant Progress

The results at the end of the collaboration are undeniable. Remko said: “I have a close-knit management team where people work with heart and soul, where they know, trust, and rely on each other.” How does this manifest in practice? “I see colleagues approaching each other more easily, asking for help, listening better, and daring to ask for feedback.”

“InContext has exceeded my initial expectations.”

Reflection

Remko reflects positively on the collaboration with InContext, noting that there was a strong focus on progress and results while considering the circumstances. “InContext always involved me at the right moments, allowing me to adjust as needed or to think together about the next steps,” Remko added. “I expect a partner to take responsibility and engage me when necessary. InContext did this consistently and made the process better than I initially expected. I look back on the collaboration with great pleasure”.

With great thanks to Remko Kloos, Global Director Fugro Fleet Services, Dennis Bastiaenen, Jeroen van Berkom, and Thijs Bosselaar.

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