What started as a typical IT development job turned into one of Capgemini’s most successful projects of the past year in driving sustainability forward. How? Stay tuned and find out in this interview with Jeroen van Bruggen (NEa), coordinator renewable energy and fuels and project manager for the bio-fuel registry and Christo Martens (Capgemini), engagement manager of the bio-fuel registry development.
Background of the NEa
The Kyoto Protocol (1997) compels its participants to fight climate change, and more concretely to reduce CO2-emissions. In a European context this was implemented by the Emission Trading Scheme (ETS) in 2005. The NEa was founded to execute and oversee the ETS in the Netherlands.
A relatively new branch of the NEa activities is renewable energy for transport. Fuel suppliers should mix a certain percentage of biofuels (or other forms of renewable energy) in their fuels and prove that these biofuels have been produced in a sustainable manner. This is a consequence of the EU directive stating that in 2020 at least 10% of all fuels used for transport and logistics should be renewable. The NEa facilitates and monitors the fulfillment of this obligation in the Netherlands and reports about the results.
Background of the project
What was the aim of the project? Jeroen: To have an efficient, user-friendly tool to monitor if companies fulfilled their obligations to supply renewable fuels to the Dutch transport market. Until now, companies had to submit extensive spreadsheets with the required information, which was an administrative burden for the companies and made it hard to monitor for the NEa. Especially the trading system of renewable energy units was not transparent and therefore hard to follow. Now that a new legal system has been introduced and the project has successfully delivered a brand new online registry, life will be a lot easier for companies and the reliability of the data will increase. For instance, a mistake in the creation of a renewable energy unit is far more traceable and easier to repair.
What made this project so much fun?
Jeroen: To be part of the entire project from idea to implementation. To apply an innovative approach, to reduce the resistance it raises by showing how it makes an ongoing project transparent. Within Scrum you always know what you are getting (and) when you are getting it, instead of trying to specify all the functionality beforehand and creating apparent but not real certainty.
Drivers for success
Why was this project so successful? Jeroen and Christo: Because of the following three reasons:
- On the technical side: Using Mendix which allowed rapid development and led to on-time delivery of more than the requested functionality.
- On the people side: Using Scrum:Scrum (which is truly innovative within the Dutch government, especially within the ministries of Infrastructure & Environment and Economic Affairs) with a star team of 9 highly motivated and skilled analysts and developers including a full time product owner from NEa.
- On the personal engagement side: A vision formulated prior to the project on the personal, team and organization level. This aligned the goals on every layer and made decision making within the project and day-to-day work a lot easier. It also created a strong personal commitment of the team to the goals of the NEa.
Outlook for the future
Jeroen: This project was an excellent result! [As indicated by the maximum OTACE score of 5.0] The NEa will continue on this track.
Sustainability at Capgemini
Is organized into 5 pillars: Community Engagement, People Culture, Values and Ethics and Environmental Sustainability and Client Services. This project promotes environmental sustainability within the Dutch society by helping our client reach its goals.
If you would like to know more about sustainability at Capgemini, be sure to contact the author of this article or Annelies Hermens, our CSR and Sustainability lead.