Professor Hans van Kranenburg and associate professor Sjors Witjes work with other colleagues in the Nijmegen School of Management on energy transition, circular economy and sustainable business. It sounds green and responsible, almost activist. But that is pretence. Van Kranenburg: 'If you are activist, you stand for one truth. But there are different perspectives, you have to take them all on board.' Witjes: 'We need all parties: companies, organisations, citizens and government. We have to do it together.'
Having a home, but no power. This is increasingly the case nationwide, because the electricity grid is full. In Nijmegen, too, the delivery of new-build houses is stagnating because they cannot be connected to the power grid. 'This shows how the direction of the energy transition is failing. There is insufficient cooperation,' says Van Kranenburg, professor of Strategy at Business Administration.
The energy landscape has changed radically in recent decades and the number of parties involved - stakeholders in jargon - has increased enormously. Before, you only had power plants and grid operators, now suppliers of wind, solar and other renewable energy sources have been added. But even private individuals can now supply power to the grid. That the transition is going by fits and starts is therefore not surprising, say Hans Van Kranenburg and his colleague Sjors Witjes, associate professor of Strategy. Witjes: 'It is a messy process, with many parties and interests. It is difficult to organise. That is precisely why a common goal is so important. That is what is often missing now.'
The transition must be environmentally, socially and economically feasible. Van Kranenburg underlines how much that requires from organisations. They have to adjust their strategy and policy, but also hire other people or train people. In short, it also requires a lot in terms of 'human capital management', says Van Kranenburg. 'Often there is also resistance. Nobody wants a wind farm in their backyard. Our task as scientists is to investigate how to manage such a process well and steer it in the right direction.' They compiled the insights in the book 'Organising the Dutch Energy Transition' (published by Routledge in April).
To make schoolchildren, companies and the general public aware of how complex that process is, the two researchers also developed a board game: Energetic! Witjes: 'It is a kind of cross between Monopoly and Settlers of Catan, but with knowledge cards that list interesting facts about the Dutch energy market. At its core, the game is about strategy and cooperation. As a player, you build on three factors: support, people and money. With these, you can build solar fields or wind farms, for instance. This can be done individually, or as a collective. The latter is much more effective, just like in real life. Our aim is for all secondary schools to include the game in their curriculum'.
You are also trying to raise awareness among companies. But in the end, don't companies mainly want to make a profit?
Van Kranenburg: ’Of course. Organisations need to be profitable, that is paramount. But companies have more responsibilities. I specialise in 'responsible organisation'. As a company, you not only have an economic responsibility, but also a social and ecological duty. Nobody gives you the right as a company to pollute the environment. But working conditions must also be responsible. As a company, you have to take good care of your people. It's about the whole palette. That can all go perfectly well with making a profit. Companies also used to have a social role. Philips in Eindhoven built houses, libraries, sports parks and provided scholarships to employees' children. Companies need to take up that social role much more again.'
Your research projects often involve all kinds of social partners such as waste management company Dar, Alliander and TenneT. Do you also work with Shell?
'We are no longer allowed to do that,' both answer in chorus. Sustainability is one of the Radboud University's strategic themes and Shell does not fit in there, is the thought. Van Kranenburg: 'I think that's a bad thing. We cannot expect Shell to radically change course overnight. That would be disruptive. People forget that there is a whole circle of companies and organisations around Shell. Think of the suppliers. Taking Shell out of business would cost society billions in benefit costs alone for all those people who lose their jobs. And remember, there is still a huge market for oil. We use it for numerous products.'
Witjes: 'Instead of ostracising Shell, we need to get the company moving. And remind the oil company even more of their responsibility; to employees, to customers, but also to nature and the environment.'
Van Kranenburg says the university can go down a notch in terms of activism. 'If you are activist, you no longer engage in debate. Then the dialogue stops. But there is no one truth. There are always different perspectives. You have to take them all on board.' Witjes adds: 'That is exactly our role in the energy transition issue. Nobody has the overview yet: companies don't, organisations don't, but neither does the government. We position ourselves (as educational and knowledge institutions, ed.) as 'sustainability navigator', we can show the way. But in doing so, we need all parties: companies, organisations, citizens and the government. Each must take up their role.'
Text: Inge Mutsaers