Measuring client value

Forging close client relationships is important to Ramboll. A key method to measure this is our Client Satisfaction Survey (CSS).

In 2018, we measured client satisfaction on a total of 4,230 projects and scored 4.34 (from 5.0), an improvement from 4.33 in 2017. 

The CSS score has improved each year since the survey began in 2012.

This year, we also piloted a Client Loyalty Survey, making available a detailed analysis of clients’ engagement with Ramboll. 

According to the survey, 91% of clients were satisfied or very satisfied with their cooperation with Ramboll in 2018. 91% agreed or strongly agreed that their projects were handled by leading experts within their field and that Ramboll produces solutions that are tailored to their needs. And 83% agreed or strongly agreed that Ramboll provides sustainable services and solutions that add value to their business. 

Based on the survey, the Net Promoter Score (NPS), which measures the likelihood of a client recommending Ramboll to their peers, was +42. A score of +50 is considered excellent. 

Client Satisfaction Survey 4.34 on a scale of 1-5

Client satisfaction index

Customer satisfaction
According to client survey  91% were satisfied or very satisfied with their cooperation with Ramboll in 2018,  Data Protection Training Completed  79% Average for the entire Ramboll Group

Key Account programme

In 2018, our key accounts were systematised to include a common approach across the organisation. This involved identifying and approving nine Group accounts to ensure a fully aligned understanding and a common global framework for key account management. 

The target that key accounts should grow at twice the overall organic growth of the company was achieved with a growth of 15% across Group accounts.

Another core element of our client-centric ambitions is a new global sales funnel management system which was launched in the first quarter of 2018. This global solution enables us to share client insights and identify opportunities for collaboration across our global company and will be a vital tool for the effective and systematic management of sales opportunities going forward.

Data protection

On 25 May 2018, the new EU General Data Protection Regulations (GDPR) came into effect. Due to GDPR and cyber risks globally, we have put extensive efforts into improving data protection during the last three years (2016 -2018) including integrating new data protection requirements into our workflows and IT processes and training our employees.

IN 2018 WE:

  • Launched new Global Data Protection Policy, Procedures and Guidelines embodying Ramboll’s commitment to protecting the privacy of our employees, clients, business partners as well as the citizens whose personal data we process
  • Implemented data privacy training which is sent out to employees continuously - by end of 2018, 79% of the employees had completed the training.
  • Developed an elaborate tool box with often needed tools and templates to support a common approach to data privacy throughout the organisation.

Data management and policies

We want to ensure that our clients, business partners and employees know that we take the necessary precautions when we handle their personal data. This also applies to any personal data we process concerning private citizens, whether the data is obtained as part of a survey or through our applications.

To ensure compliance with global and local legislation, commitment to the policy, procedures and guidelines is vital. To this end, Ramboll has appointed a Global Data Protection Manager, who is supported by local data privacy team to oversee and enable personal data protection compliance on a day-to-day basis.

IN 2019 WE WILL:

  • Ensure that data privacy is fully integrated into business processes.

Digital innovation for the benefit of clients

A sustainable future requires innovative solutions. By being innovative, Ramboll has the potential to transform the way we deliver value to our clients and how we address society’s major challenges such as air pollution, congestion, waste generation, resource scarcity and climate change. 

That’s why we take innovation seriously and our ambition is to become the digital leader in our industry. Throughout 2018, we have developed and implemented several key initiatives and programmes to this effect.

“Ensuring we can tap into the potential of our 15,000 employees has been one of the priorities of 2018”

Chief Innovation Officer, Hilde Tonne

Chief Innovation Officer, Hilde Tonne explains: 
“We established a strategy for digital innovation focusing on what we offer our clients, how we work to deliver it, as well as the way we foster and drive innovation. We have also formed a Digital Innovation team and put in place governance throughout the Group. Ramboll employs 15,000 experts and making sure we can tap into this enormous reserve of expertise has been one of our key priorities of 2018. To facilitate this potential, we launched a comprehensive innovation programme called the ‘Innovation Accelerator’. It aims to systematically facilitate new ideas within Ramboll and help rapidly grow those that will deliver real value. 

And it is an example of how we actively use our clients to drive and qualify innovation." 

In 2018, 276 employees submitted ideas and 70 participants from 16 countries were selected to test them. After four rounds of honing their ideas, teams then had the chance to pitch their ideas with the aim of taking them to market. 

According to Hilde Tonne, the Innovation Accelerator is “about ideation and creating ideas up to an incubator state where we are able to drive them into the business and establishing business development based on it. It’s about learning innovation techniques such as business modelling and LEAN start-up methodology. And it’s about engagement – going from 300 ideas to 3 means that there are a lot of people being engaged across the group.” 

This process ultimately brings us closer to our clients. “We are getting input from our clients, we are getting validation from them and we are getting feedback – it is important for the client to see what Ramboll can do for them from an early stage,” says Hilde Tonne. 

In 2018, we also focused on strengthening our expertise in Green BIM - Building Information Modelling - to aid the sustainable design of buildings and other applications. We also aim to become the industry leader within 'digital twins' - ground-breaking technology that allows a virtual copy of a process, product or service to be produced so features can be tested, and problems solved before they even occur. And we are increasing digital development and automation with the establishment of Digital Development Centre in India.

Throughout 2018, Ramboll has developed and implemented several key initiatives and programmes to reinforce our ambition of becoming the digital leader in our industry. Hilde Tonne, Chief Innovation Officer at Ramboll, explains.

Creating value for clients

In the UK, we helped our client Highways England realise significant cost savings with their Smart Motorways Programme (SMP). This involved designing new gantries for highways using advanced software that enabled them to be lightweight. As a result, design costs are estimated to fall by over 60% during the lifetime of the current programme. 

“The significance of the gantries design systems has been central in the development of the Smart Motorway concept, thus providing a standard of excellence to the wider motorway environment,” says Paul Unwin, Smart Motorways Programme, Major Projects, Highway England. 

In Norway, Ramboll has developed an app so engineers can easily scan the interior of a wastewater treatment plant, a process difficult to execute with traditional measurement methods. 

“The app is saving us a lot of trips to the construction site, but it is also saving us time, money and not least environmental impact,” says Erik Antonsen, Project Director at Statsbygg (the Norwegian Directorate of Public Construction and Property).

And in Finland, we have been working closely with clients and authorities to make mobility in Helsinki smarter by integrating urban planning, different modes of transport and digitalisation. By collaborating with clients such as the Helsinki Regional Transport and MaaS (Mobility as a Service), the focus has been shifted from vehicles to people.

For Krista Huhtala-Jenks, Head of Ecosystems and Sustainability at MaaS, smart mobility is about freedom. “We have been approaching it from different modes or silos, and MaaS changes all of that. We make it about the people.”

Helsinki

Making wind-energy cost-effective

Wind energy production constitutes over 2.5% of total worldwide electricity usage and is growing rapidly at more than 25% annually. However, there is still significant room for improvement, particularly in the developing world. To help achieve this, the industry is focusing on cost-cutting measures to make wind energy more attractive for clients.

Ramboll is working on innovative ways to tackle these challenges. To optimise the design of offshore wind foundations and turbines for instance, it is vital to have access to fast and robust data storage. The calculations performed by our in-house software program, Ramboll Offshore Structural Analysis Package (ROSAP), are so accurate that they can help cut the price of wind turbines and foundations by 20-30%. ROSAP harnesses the power of cloud computing to access larger data volumes and more computer power. 

“If we use cloud computing, we can factor in scenarios that involve earthquakes, icebergs, windmills, waves, currents and ocean conditions,” says Søren Juel Petersen, Wind Market Director at Ramboll. “Then we can learn more about what material conditions should be and avoid using as much steel, and, in that way, save money.”

Ramboll has a market share of around 60% in offshore wind foundations installed worldwide – foundations that have a bearing capacity capable of supporting turbines even in weak and earthquake-prone seabed soils. 

In 2015, the company became the first foreign advisor to design one of China’s largest offshore parks - SPIC Binhai North H1 in Jiangsu province, five hours north of Shanghai – and since then there have been three other Chinese design orders, and two orders for design in Taiwan and project development in Japan.

According to Zhang Yi, a project manager with the client Chinese State Power Investment Corporation, “Ramboll could supply a solution that was 20% cheaper than what the competitors had to offer and could deliver a better-thought-out solution, owing to its wide palette of competencies.” 

For several years Ramboll has also been using ‘digital twins’ to determine the condition of offshore structures such as oil platforms. Essentially, a digital twin is a digital copy of a structure that makes it possible to assess the structural health of an asset and provide valuable knowledge about its expected future behaviour. This helps save costs and optimises life-cycle management. 

Digital twin technology is now being used in the design of offshore wind turbines, where Ramboll can provide clients with visualisations of engineering models that help streamline the project development process and minimise time and resources.

Wind wave box render

Digital twin of wind turbine

CEEQUAL sustainability assessment scheme

CEEQUAL is an evidence-based sustainability assessment, rating and awards scheme that aims to deliver improved project specifications, design and construction for civil engineering projects. 

The assessment rewards project teams where there is clear collaboration between the client, designer and contractor to ensure that the team has effectively considered sustainable design within the project, going above and beyond the minimum environmental and social requirements. 

CEEQUAL also acts as an effective tool which can significantly influence a project team as they develop, design and construct the project, where it highlights aspects of the project which could incorporate more sustainable solutions. 

In the UK, Ramboll is providing CEEQUAL assessment and verification services for a range of important projects including the British Antarctic Survey Associated Projects, the Wirral Dock Bridges and the Gloucester Energy from Waste Plant.
Ramboll. RRS Sir David Attenborough. Image courtesy of British Antarctic Survey

RRS Sir David Attenborough. Image courtesy of British Antarctic Survey

Sustainable design

Ramboll demonstrates its commitment to sustainability through certifications for building construction, including well-known building certification schemes such as DNGB, BREEAM and LEED. 

Certification evaluates the three pillars of sustainability: environmental, social and economic impacts. It provides us with a methodical tool that encompasses the SDGs and makes sustainability tangible in our building and urban development projects. It supports the work on integrated design and multidisciplinary collaboration in our own organisation as well as with business partners and clients, and it can also be used as a dialogue tool to tailor the sustainability design to the specific building context.

Sustainability accreditation schemes, number of licensed assessors within Ramboll

2016

2017

2018

 

40

40

51

BREEAM

26

24

27

LEED

24

21

20

Miljöbyggnad

8

14

20

DGNB

9

14

19

BEAM Prof.

18

18

6

Cert. Energy Expert*

3

-

5

WELL Building Standard

5

3

4

CEEQUAL

4

3

3

ESTIDAMA

5

3

3

EPC

4

3

2

GSAS

5

4

2

Citylab

-

-

2

Code for Sustainable Homes

1

1

1

Green Star

1

1

1

GMM

1

1

1

FiGBC

2

1

1

Svanen

-

1

1

RTS – FINLAND

-

1

1

FITWEL AMBASSADOR

1

1

-

Envision

157

154

170

Total

Note: 
Some people may hold several certifications within the different accreditation systems, e.g. BREEAM Reviso and BREEAM AP.

*Under various national schemes