Henrietta Mansell
Director
Henriette is a passionate consultant who realizes sustainable change in traditional environments. With experience in the energy sector and a keen sense of organization and creativity, she brings structure to complex transitions. Her social commitment is evidenced by work in Rwanda and Nepal.
Marjolein ten Haaft
Manager
Marjolein is passionate about the heat and energy transition; she specializes in defining and implementing strategies and plans to address the challenges faced by heat companies, energy suppliers, and grid operators.
Celina Kramer
Consultant
In recent years, Celina has done several innovation and strategy-related projects in food & agri. She believes in a data-driven approach and is currently working for Warmtelinq.
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Cover image: WarmtelinQ / Vincent Basler
How do you prepare an organization to operate the Netherlands' first open heat transport network? Together with Gasunie, nlmtd is working on the operational readiness of WarmtelinQ - where technology, collaboration, and change come together.
It’s a pivotal time to work on the energy transition, especially at an organization like Gasunie, where many significant changes are converging. The shift from natural gas to hydrogen, the transport and storage of CO₂, and now the movement of heat – all are crucial steps in making the Netherlands more sustainable.
In this article, we focus on one of these links: WarmtelinQ, the Netherlands’ first open heat transport network. This innovative system transports residual heat from the Port of Rotterdam to heat distribution companies in The Hague and Leiden. It is designed for expansion and is expected to supply heat to approximately 120,000 homes through connected heat companies.
The project has reached an advanced stage. Most of the pipeline work for the first phase is already completed, the pump station in Delft is finished, and work is actively progressing on the Heat Transfer Stations (WOSs) at Kethelplein in The Hague. WarmtelinQ is nearing the “Ready for Operations” stage, at which Gasunie will be fully prepared to manage the system.
Open excavation of WarmtelinQ The Hague. Image: WarmtelinQ / photography Ward Oranje
Together with a passionate team, nlmtd is working on Gasunie’s Business Readiness, ensuring that not only the technology but also the organization and people are ready for this new phase.
Project management support: structure and collaboration
Within WarmtelinQ’s Business Readiness team, about eight professionals work full-time to prepare for the operational phase. From nlmtd, we help this team to collaborate effectively, build knowledge, and make progress transparent.
We organize team days and monthly collaboration days to strengthen connections and encourage cooperation. Through regular team meetings, knowledge sessions, and field visits, we ensure that everyone stays well informed about what is happening and can learn from one another.
In addition, we assist in setting up an integrated plan and monitor processes and in preparing status reports. This creates a clear picture of where the project stands on its way to complete Business Readiness. We introduce agile principles within the team, considering using a Kanban board, daily stand-ups, and quarterly days to reflect and improve continuously.
Change management: bringing people into the transition
The success of WarmtelinQ depends not only on technology and contracts, but also on how well the organization functions once the heating supply begins. In addition to the Heat Transport Services (WTS) project team, many employees of the existing Gasunie organization will soon contribute to the operation of the heat network.
This means that diverse processes, from billing to dispatching, from maintenance to emergency management, must be set up and tested on time. To achieve this, we apply the Prosci change methodology. This ensures that end users are hooked up on time and are taken along step by step from Awareness to Ability, and ultimately Reinforcement.
We conduct stakeholder analyses and impact assessments, develop change plans, and organize communication and training activities that connect to real-world situations. Through adoption measurements, we gain insight into where end users are and what they still need to be prepared for the start. Sponsors and department managers are also actively supported and activated to fulfill their role as change leaders.
Operational Readiness Assessment: the final step before launch
The transition from realization to operation is a crucial moment. From the first day of heat supply, all internal processes must function smoothly: from heat demand and production forecasting to control, balancing, metering, and billing.
To ensure this carefully, the team has developed a straightforward approach. We map all business processes and operational scenarios, track implementation and testing progress, and coordinate with both internal and external stakeholders.
Upon completion of the realization phase, we conduct a formal Operational Readiness Assessment (ORA). With this, we demonstrate that the organization is ready for the transition to operation, and give formal approval for the start of the operation phase and heat supply.
Ready together
The combination of project management, change management, and operational readiness ensures that WarmtelinQ is not only technically, but also organizationally and humanly ready for successful operation.
At nlmtd, we believe that energy transition is not just about infrastructure, but above all about people, cooperation, and future-proof organizations. We are proud to contribute to this groundbreaking project, an essential step towards a more sustainable and warmer Netherlands.
Want to know how we can help your organization start or grow in the new heat market? Please get in touch with Marjolein, Gijs, or Henriette; we are happy to think along with you.
