Deltares Strategic Plan 2015-2018

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4 People, facilities and software make Deltares
potential into practical solutions, must become a
core competence. The internal organisation will
encourage this process. In addition, the organi-
sation must provide the professionals and the
working procedures with extremely effective
support so that efficiency can be combined with
h y and a strong learning capability.
T nisational conditions - external
orientation, optimal internal collaboration and
room for creativity, efficacy, the deepening of
knowledge fields and professional support - can
sometimes come into conflict and could result in
complex control and management structures.
We are emphatically opposed to moving in this
direction.
The opportunities that society and the market
provide for us guide our strategic decisions. We
make the most of these opportunities by
engaging in close contact with our stakeholders
and targeted marketing activities. Our internal
line organisation puts employees first and, with
support from HRM, ICT, Finance and Control,
Facility Management and the Communications
department, ensures that we have a professional
and inspiring working environment. The
management has an effective approach to the
implementation of the strategic policy, which is
therefore primarily determined by the require-
ments of the market and society. We are not
introducing any formal structure for the
42 Deltares Strategic Plan