Wij zijn kameraden! Wij gedragen ons, werken samen en ondernemen als kameraden. Kameraadschap omvat een sterke diepgevoelde verbondenheid. Daarbij is aantrekking belangrijker dan overtuigen. “DE INTRINSIEKE MOTIVATIE”. Onze kameraden zijn deskundig op hun vakgebied. Wijzelf, partners en klanten zijn kameraden. Kameraden gaan door het vuur voor elkaar. Kameraden onderkennen waar zij goed in zijn en waar zij niet goed in zijn. Vanuit deze bewuste rechtvaardigheid gaan wij met elkaar om en behalen resultaatWij leveren producten en diensten in de fysieke leefomgeving die beter zijn dan de huidige standaard. Beter voor de natuur, mens en publiek geld.Leveren van aantoonbaar geverifieerde producten van onze partnerkameraden:Wij houden dit nog even spannend!Onze diensten:Het winnen van tenders:Tendermanagement, Faciliteren van winnende samenwerkingen, Vormen van project specifieke consortia, Risicomanagement, EMVI-strategie bepalen, Implementeren en borgen, Review EMVI-plannen.Het realiseren van projecten door eigenaarschap te nemen over:Projectmanagement, Contractmanagement, Risicomanagement, Projectbeheersing, Omgevingsmanagement, Technisch management, Kwaliteitsmanagement, Auditing.Interim:Leiden commerciële afdeling, Leiden en ondersteunen bedrijfsbureau, Binden van uw topklanten, Vermarkten dienst/product, Bewust implementeren CSRD, Bouwen en implementeren van kwaliteitsmanagementsystemen, Bouwen en implementeren duurzaamheidsprogramma’s, Succesvol subsidies aanvragen, Sparringpartner professionals.

Concept Start-up that aims to contribute to solving the global plastic waste and pollution problem by offering ways to (re)use / recycle effectively, efficiently and ‘on the spot’. For this purpose, a 'containerized piece of equipment (with all its associated concepts)’ called Fuse has been developed and put to use in projects. Fuse produces multifunctional fit-for-purpose building materials at off-grid location(s). See website.Involvement 2018 - 2020* Creator of “the idea” behind The Great Plastic Bake Off ; * Founder - together with two co-founders ; * Full elaboration from conceptual idea to marketable concept ; * Building and setting up all necessary business structures, so that co-directors (and associated third parties) could continue to make it a success after 2020 ; * Network orchestration - connecting the right parties, so that co-directors (and associated third parties) could continue to make it a success after 2020.After 2021 (active) shareholder and ambassador.

Project services & Strategic advice.Markets : Dutch delta technology (GWW), Construction, Heavy industry and Demolition & decommissioning.Call (+31 6 33 59 06 17) or e-mail (ton@tonmorijn.com) me for details.

Mijn rol was 'het schrijven van (EMVI)plannen in het aanbestedingsproces'. Ik hield me daarom bezig met 'alles wat je moet doen / vragen / bestuderen om een goed plan te kunnen schrijven'. Mijn aanpak vond zijn oorsprong in 'het project risico management'.

As part of the global Legal & Risks team, my pursuits focus on ‘improvement and further implementation of risk based thinking and acting’ in the core process; projects. In this advisory role my base is Utrecht head office, reporting to one of six Executive Board of Management members, director Legal & Risk. I work closely together with the sales / tendering group, the operations group (project management), the legal group (contract management), the Insurance manager, the Internal control group and with a team of regionally located ‘project risk management facilitators’. Within the boundaries of project risk management, my activities have the following focus areas:- Methodology and tooling (way of working);- Creating/ adapting/ defining ‘management system documentation’ and ‘business controls’; - Change management; internal communication / internal sales;- Regional risk management implementation and improvement;- Hands on support (Facilitating project risk assessments and creating risk response plans);- Development of training and development material;- ICT challenges regarding ‘record storing and retrieval’;- Periodically collect / analyze / summarize and report.

My scope was to ‘align, actualize and improve business processes’. For this I worked closely together with the Executive Board of Management in Utrecht, regional management teams, the worldwide SHE-Q organisation and my team in Schiedam. Content wise this task existed of ‘main subjects’ and ‘a number of more specific improvement projects’.Main subjects-Design and implement the worldwide ‘Business Support Framework’ that serves as mainframe for ‘key controls’ and ‘key performance indicators’.-Coordinate ‘creation and maintenance’ of worldwide quality management system, including the implementation of required tooling (SharePoint <> Mavim-Rules). -Coordination of auditing; by clients, 3rd party certification bodies and internally.-Defining the sustainability mission, vision, strategy, goals and actions. Development of a policy for sustainability reporting (KPI set) and the required tooling is part of this as well. I have done this both at SHV and at Mammoet level.-Monitoring of and reporting about improvement initiatives – linked to the implementation of the corporate strategy – within the company’s different disciplines/departments.Specific improvement projects-Development of methodology and tooling for project risk management and the roll out within sales and operations. By means of workshops, training and hands-on support.-Further development of the worldwide crisis management process and the coordination of training regional crisis teams.-SharePoint implementation.-Coordination of the execution of a worldwide safety culture assessment and the development of concepts for renewal of corporate safety management.

Within the Dutch market of Dredging, Civil Engineering and Road construction clients (governments) choose to reward contractors new projects based on ‘quality of service’ more and more. Meaning, ‘Acquiring a new project’ partly depends on ‘value of quality’ nowadays. The other part of course is price. To be able to assess potential contractors on 'quality of service', clients formulate a 'project-specific-quality-challenge' (question), most of the times consisting of a number of criteria (topics). In diverse tender teams I studied several (potential) projects and looked at the client-question in multidimensional ways. As a (creative) deviser I contrived and formulated the 'quality answer' and processed it into catchy tender documentation. Others did the calculations.Writing sensible (selling) documents enabled me to deepen my knowledge about a variety of topics. Such as: Contract Management, Project Management, Risk Management, Technical Content (design, project preparation & execution), Sustainability, License Management and Document Management.

In this period I have dedicated myself to the writing process of (contract) preparation documents for dredging, road construction and landscape restructuring projects (RAW-bestekken). For this I have had meetings with clients and other stakeholders, I have done fieldwork and studied and interpreted reporting’s about soil/ ground, underground infrastructure, archaeology, ecology, etc.

My focus was ‘the administrative processing of data, belonging to the auxiliary equipment (help-devices), required for vertical and horizontal transport used on Mammoets projects throughout the world’, in ERP-system SAP.To get to know the systems, I started with a hands-on job. For three large-scale gantry projects I prepared and actually shipped out the required items (of auxiliary equipment) to Saudi Arabia. This was a big administrational challenge, also including the coordination of physical labelling all equipment with aluminium ID-plates. To prevent logistical problems later on in the project, I travelled to Bergen-Norway to ‘on site’ physically label a crane as well.After researching the ways of working of the AE planning department in Schiedam, I designed ‘standard ways of working’ and captured these in writing. I have shared this knowledge throughout ‘the Mammoet World’ travelling to the UK, Germany, Middle East, Canada and the USA.In the process of standardizing the AE process, I worked together with the Board Of Management and 5 colleagues in other departments who were optimizing business processes as well. Finally, I was allowed to organise two different multiday events for the worldwide AE-planners and their superiors in Schiedam. For these events I had developed a substantive course.

In Dubai I have coordinated the implementation of and certification for quality standard ISO 9001:2000 for Mammoet in the Middle East. The assignment was clear; arrange the certificate! In 2½ month time I therefore have written a Quality Manual and ‘sold this’ within the company. Early June 2006 the initial audit took place successfully.

The project consisted of: - A newly build yard area that used to be a dry dock.- 3 smaller parts of the yard.- RoRo-quay.- 31 mooring constructions along the quay.- Lighting columns.- Rails for overhead cranes - Several different restoration activities on quays and pavement.My job was to prepare, coordinate, communicate and validate work by 3rd party construction companies such as; Boskalis, Van Hattum en Blankevoort, Volker Stevin Rail & Traffic, Bresser & Van het Wout. When construction was finalized I redesigned and supervised the logistic process on the yard of Mammoet Europe in Schiedam.

Creating required security systems, administrational and physical, for compliance with the ISPS-code on yard of Mammoet in Schiedam. “The International Ship and Port Facility Security Code (ISPS Code) is a comprehensive set of measures to enhance the security of ships and port facilities, developed in response to the perceived threats to ships and port facilities in the wake of the 9/11 attacks in the United States. The ISPS Code is implemented through chapter XI-2 Special measures to enhance maritime security in the International Convention for the Safety of Life at Sea (SOLAS), 1974. The Code has two parts, one mandatory and one recommendatory”.

In the second year of my MSc study I was given the opportunity to research ‘possibilities and advantages of (key) performance indicators in the planning & (inventory) control process of the auxiliary equipment department of Mammoet Europe’. Because I was eager to establish a ‘shift in trade’ and to be introduced in the ‘somewhat rough world of heavy lifting and civil engineering’, I accepted the challenge to write my master thesis about this topic. Something I understood naturally because of my personality and way of working. A win-win was born. I was willing and able to research and answer the questions Mammoet had. Mammoet gave me opportunities and facilitated me to take it from there. As it showed later on in my career, this has proven to be a ‘productive chess move’. Nowadays, whenever I encounter the topic kpi’s, I refer back to 4 (of many) pages I created during this year that capture the core of working with (key) performance indicators. Since I believe in sharing knowledge, see below…