Interview Frank Jansen: Looking back at his 24-year journey at NAG
After 24 years of dedication to the NAG, Frank Jansen will say goodbye on 12 December. In this interview, Frank shares his personal and professional journey, reflecting on his time at the NAG and providing insights into developments in the aviation sector, where sustainability has become a guiding principle.
From a young age, Frank dreamed of a career in aviation. His interest grew when he received advice during his HAVO studies to become an air traffic controller. This was further confirmed when he practised delta flying, where he not only discovered his passion for aviation but also learned to navigate the challenges of the atmosphere.
These experiences laid the foundation of his career and led him to various positions within the aviation sector. He worked at GeoSense, a small private company in Zestienhoven, conducting air quality measurements with small aircraft. Frank’s task was to modify these aircraft and personally conduct the measurements. He continued his career at Fokker Space, developing the business of Earth observation instruments and the recently launched European Robotic Arm.
1. Looking back on your start at the NAG, what were your biggest ambitions and dreams at that time?
I joined the NAG in 2000, thanks to Jan Muller, who was the chairman at the time. Before my time at the NAG, I worked at NISO, the Netherlands Industrial Space Organisation, which is now SpaceNed. In 1999, we co-organised the IAF, the largest space congress in the world, now known as the IAC, which took place in Amsterdam. That positive experience truly inspired me and after that adventure, I decided to take the leap to the NAG.
At that time, the NAG was small, with about 25 members and primarily focused on organising airshows for SMEs. Founded in 1976 to give Dutch companies a voice in the offset of the F-16 acquisitions, it was a place where the voices of smaller companies were also heard. However, I realised that we needed to further develop and unite the entire aviation industry. I believed that by joining our forces, we could make a greater impact on the government and in the international market.
We achieved this impact by firstly involving the MRO sector. Later on, we were asked to see if the NAG could also represent the airport infrastructure sector. This was a great milestone that led to the current position of the NAG. We now have three strong groups: the manufacturing industry, maintenance industry and airport infrastructure, representing more than 95% of the turnover made by all Dutch players in these sectors combined.
With major players like GKN Fokker, Vanderlande and KLM Engineering & Maintenance on board, we also attracted smaller parties. Having big players involved meant people listened more closely.
A significant lesson I learned is that as a director, you need to be cautious with your own ambitions. It’s not about you, it’s about the interests of the members and understanding their wishes and goals. Our team has always focused on the members, their needs have always been at the top of our agenda. This collective effort has made our work valuable. We truly want to make a difference for the sector and I am proud of what we have achieved.
2. How have you seen the organisation grow and change over the years? What moments or decisions have most contributed to the development and success of the NAG?
As mentioned, the NAG was initially primarily an SME organisation. We began by bringing larger organisations such as Fokker on board, they started as advisors on the board and later became full members. The same happened with KLM E&M for the MRO segment. Additionally, we incorporated the airport infrastructure sector so that all segments of the aviation industry were represented within the association.
A key moment was our move in 2016 from the FME building to Yes!Delft, as we wanted to expand our focus to start-ups as promising new players, bringing inspiration into our ecosystem. At that time, we hoped many start-ups would emerge, but it turned out to be less straightforward. For young students, starting a business in aerospace appeared to be more challenging than expected. It often requires significant financial investment and lengthy timelines, making it quite demanding. However, we actively engaged with the knowledge aspects of the ecosystem, which provided valuable insights. The few start-ups that did enter aerospace have now become inspiring players, enriching our ecosystem.
With our move to the WTC this year, our goal was to have one home base with our partners LiT project office and LRN. We also wanted to be geographically closer to the government. Since our members account for 95% of the turnover of the Dutch aviation industry, we genuinely have a significant voice with the government. It is both beneficial and unique to represent such a substantial percentage and to be directly linked with the government.
3. Are there people within the NAG who you believe have played a special role?
Certainly. As previously mentioned, Jan Muller played an inspiring role. We always kept in contact; unfortunately, he recently passed away. Jan was always curious about what was happening within the association and provided great ideas based on his impressive experience. I’ve observed this intense involvement in all the chairpersons that followed: Dick Starink, René van Doorn and now Lex Besselink.
Each chairman has left their mark on the NAG, bringing different perspectives and backgrounds that have been crucial in realising the association’s objectives. It’s noteworthy that these chairpersons receive only an expense allowance yet commit at least two days a week, often more, to their roles, reflecting their genuine passion. Their dedication elevates the NAG, which is truly inspiring.
Additionally, the staff at the NAG plays a vital role. Each team member brings a unique approach to their tasks, adding personal touches that enhance our initiatives. This creative freedom allows them to go above and beyond, significantly increasing the NAG’s impact with our stakeholders.
4. When you think back on your time at the NAG, what was the highlight for you?
I can’t single out just one moment; each year brings its own highlights and I feel truly fulfilled in this role. Each year, there are moments that leave me thinking, “That was a remarkable experience!” The interaction with our members makes the NAG so enjoyable to me. Together, we explore the international markets and although everyone works hard, we always find time for social activities too.
A memorable moment was when we were in Seattle for a trade fair exactly on 9/11 in 2002. We came downstairs in the hotel and everyone was watching the television in shock. The fair didn’t go ahead on the first day and on the second day, everything felt different as everyone talked about their connections in Seattle or New York. That was surreal and unforgettable.
We’ve also had the privilege of spending time with our King on three occasions in Brazil, Germany and Portugal, which was wonderful. Another memorable moment was when the minister signed the order for the JSF at our booth in Paris. It’s always exciting to be on a trade mission when someone suddenly announces, “I just received my first order request!” Although it’s challenging to secure business within such a short time frame, our members do succeed so now and then, creating opportunities that show we understand their needs. Our work supports the sustainable development of their businesses and being able to support that is very rewarding.
A more recent highlight was the surprise leadership award I received from Tom Kallman during the last Farnborough Airshow. We’ve worked together on many exhibitions around the world. Tom helped us link our members to their USA counterparts. This award shows how important it is to link the NAG to international sister organisations. In my view, this is of huge relevance to our members. In practically every part of the world, we are now able to help our members through our contacts with similar organisations.
5. What were the biggest challenges?
Covid was a major challenge, a period without meetings and market visits. However, we made progress by setting up the RDM scheme, a development fund of €150 million for the aviation, automotive and maritime industries, in collaboration with the top sector HTSM. Fortunately, we resumed activities quickly, but the impact of Covid is still noticeable. Many people were laid off, resulting in companies now facing staff shortages, especially as these employees were often nearing retirement. This has led to a loss of knowledge. Furthermore, the supply chain remains a challenge; components and materials are still difficult to obtain.
Additionally, there is a need to enhance our knowledge in various areas, such as quality systems and human resources and to align it with the aviation sector. We have now set up 13 working groups focused on specific areas of expertise. Over the past year, we have also been actively involved in the ‘Groeifonds’ to strengthen our ecosystem and connect it with the international market, particularly in sustainable aviation. This strengthens the position of our members and others whom we consider potential members, thereby enabling us to contribute more effectively to the Dutch aviation industry.
To tackle all these challenges, we need creativity and must maintain good contact with the government, which is essential for the international positioning of our sectors.
6. What message would you like to give the NAG team?
Keep doing what you’re doing with the same commitment and maintain the team spirit. Prioritise the members and their interests. Shape the agenda of the NAG around improving the competitive position of our members and providing access to concrete business opportunities.
For Paul, I hope he experiences as much happiness in his role as I have had over the past 24 years.