From contractor to co-developer
Aertssen bets on brownfields,circularity and energy hubs
Aertssen Group has built a reputation as a heavyweight in infrastructure works, earthmoving, demolition works, road construction, environmental works, asbestos removal, remediation, foundation and shoring techniques and dewatering. The Belgian family business also provides lifting solutions with mobile and crawler cranes, multimodal transport and heavy logistics and in-house engineering. With activities in over 30 countries and a strong presence in the Middle East, Aertssen Group continues to invest in innovation, sustainability and talent development. This broad expertise and integrated approach also position the Group as a valuable co-developer—particularly on brownfield sites where technical complexity, permitting challenges and social acceptance are decisive factors.
“We choose to co-invest when a project has sufficient scale and when the permitting path is realistic,” says Yves Aertssen. “In those cases, we take an active role as co-developer, always with full transparency on methods, costs and risks. “‘In together , out together’ isn’t just a slogan, it’s our philosophy.”
Aertssen’s move beyond contracting is deliberate. At its core, the group is first and foremost a contractor, with many projects delivered in that role alone. Yet when a site is large, technically complex and backed by a credible permit route, Aertssen will share risk with a development partner. “Developers often invite us in when they want a partner at the table with specialist expertise in remediation or demolition,” says Yves Aertssen. “It’s a balanced exchange: they spread risk, we provide expertise.”
“‘In together , out together’ isn’t just a slogan, it’s our philosophy.” Y. Aertssen
Lessons learned on long-term brownfields
Few aspects of Belgian real estate are more unpredictable than permitting. “Lead times of over ten years are not unusual,” admits Aertssen.
“That demands patience and reliable partners.” ‘De Zaat’ in Temse illustrates both challenge and opportunity. Once a derelict shipyard, it has become a lively 85-hectare mix of housing and SME space, redeveloped with Cordeel over nearly 25 years. “We’ve always followed the rhythm of the market,” Aertssen explains. “You could push it through in half the time, but then you wouldn’t get a project the community truly embraces .” Some lessons came at a cost. On one site, remediation started early to show goodwill, but only to find that permits and local support never came.
“We spent the money too soon,”he says. “That’s something we won’t repeat. You need the full picture before committing heavy investment.”
For Aertssen, the brownfield covenant is a key instrument a voluntary agreement between developers, landowners, the Flemish government and local authorities, designed to speed up redevelopment by providing legal certainty, clear timelines and coordinated support. “It creates a framework, reduces uncertainty and helps align public and private partners,” says Aertssen.
Sustainability is no longer optional. “For us, circular demolition means genuine reuse, not just responsible disposal,” says Aertssen. Bricks are carefully separated and reused in new projects; when reuse isn’t feasible, they are processed on-site into secondary material. “Nothing ends up in landfill,” he emphasizes. Increasingly, entire building components are salvaged, although aligning supply with demand remains a challenge.
Electrification is progressing rapidly, especially in urban environments.. Aertssen Group is certified at Level 5 on the CO₂ Performance Ladder, the highest standard, commitment to measurable targets across Scope 1, 2 and 3 emissions. These KPIs are embedded directly into tenders. “It ensures that bidders with ambitious sustainability goals aren’t penalized for higher upfront costs—they can actually gain an advantage in evaluations,” Aertssen explains.
Brownfields as future energy hubs
The future of brownfields extends beyond housing or SME parks—they hold potential as decentralized energy hubs.
At Aertssen’s own sites, solar panels, wind turbines and battery systems are already being integrated to power an increasingly electrified machine fleet and, potentially, to support grid balancing. “We pilot these technologies ourselves, but always seek partnerships,” says Aertssen. “ The capital-intensity is too high for a single player, and shared learning strengthens the entire sector.”
Stakeholders, permitting and the “S” in ESG
Delays in project development often stem from legal appeals. “Too often, anyone can block a permit for very little money,” observes Aertssen. He advocates for stricter thresholds but also emphasizes the power of early and transparent dialogue with local communities. “Listening openly and taking input seriously can turn opponents into allies,” he notes.
This inclusive approach will be central to the redevelopment of SVK in Sint-Niklaas, a heavily polluted, centrally located brownfield that Aertssen co-acquired with the Beerens family through Stones. Representing nearly a quarter of the city’s surface, the site holds potential for new housing, public amenities and employment zones. “It’s a unique opportunity to create real value for the city,” says Aertssen.
When asked about their contribution to complex redevelopment projects , Aertssen is clear: Property advisors like CEUSTERS play a pivotal role in bridging the gap between development and long-term use. “A good property advisor and manager makes sure that a site doesn’t just look good at handover, but it continues to function optimally for tenants, residents and investors, he explains. Their involvement in daily operations, maintenance and tenant relations is what ultimately safeguards value over the long term,”.
Affordability and new housing models
Housing affordability is a pressing challenge. Aertssen doesn’t hold residential stock long-term but recognizes the market’s shift toward rental. “ Home ownership is no longer within reach for everyone,” says Aertssen. “Rental is becoming part of the new normal. We therefore design our projects with built-in flexibility enabling investors and operators to step in with ease.”
Diversifying across industries & continents
While property development is a modest activity within Aertssen Group, it fits naturally alongside the company’s broader operations. Infrastructure and contracting remain the backbone, with the crane division supporting large-scale lifting projects such as wind turbine assembly. The transport and logistics arm has evolved into a trusted partner for original equipment manufacturers (OEMs), handling the assembly and movement of heavy machinery before delivery to distributors. Diversification has even carried Aertssen across the Atlantic, with a logistics base in Savannah, Georgia.
Internationally, the company followed key clients to the Middle East as early as 2006, where it is now firmly established on major industrial and real estate projects, providing both contracting and high quality machine rental with operators. Together, these divisions position Aertssen as a true one-stop partner —from building pits and energy infrastructure or full-scale redevelopment.
Behind Aertssen’s diversification lies a people-first philosophy. With more than 2,300 employees, the family-owned group takes pride in treating staff equally —whether in Belgium or abroad. “ No matter where they work, every colleague is part of our Aertssen family,” says Aertssen.
The company invests in fair pay, professional development and long-term opportunities.
This approach reflects Aertssen’s heritage as a family business. The story began over 60 years ago when Aertssen’s grandfather, a farmer in Oorderen, was displaced by Antwerp’s port expansion. Faced with starting over, he bought a crane and a truck and launched a contracting business. The second generation broadened activities and today the third guides the group forward—anchored in long-term vision, technical excellence and a deep responsibility toward its people. “E, S and G all matter,” says Aertssen. “If we want to keep growing, we must grow with our people— fairly, consistently and with a long-term view. That’s the only way forward.”
“If we want to keep growing, we must grow with our people.”
