Interview with Kaspar Richter, Head of Unit “Sustainable Competitiveness, Netherlands”, Secretariat-General of the European Commission – Reform and Investment Task Force (SG REFORM)  

Building Information Modelling (BIM) is increasingly recognised as an important instrument to support the modernisation of public procurement, improve value for money in public investment, and contribute to the digital and green transition of the construction sector. Through the Technical Support Instrument (TSI), SG REFORM provides targeted support to Member States in the preparation and implementation of reforms, including those related to BIM. 

Kaspar Richter is Head of Unit for Sustainable Competitiveness, Netherlands at SG REFORM and he works on the implementation of both the Technical Support Instrument in this thematic area and as the Dutch National Recovery and Resilience Plan. From 2013 to 2015, he contributed to reform programmes in Greece at the Directorate-General for Economic and Financial Affairs (DG ECFIN). Prior to joining the European Commission, he spent 13 years at the World Bank, working on reform and development assignments in Africa, Asia and Europe. He holds a PhD in Economics and an MSc in Econometrics and Mathematical Economics from the London School of Economics, and a degree in Economics and Political Science from Freie Universität Berlin. 

In this interview, Kaspar Richter outlines the role of SG REFORM, explains how the Technical Support Instrument has supported BIM-related reforms across Member States, and shares key considerations for administrations planning similar initiatives. 

Question 1 – Could you briefly introduce SG REFORM and its main objectives in supporting reforms across the EU? 

SG REFORM as part of the European Commission Secretariat-General operates primarily through two instruments: the Recovery and Resilience Facility and the Technical Support Instrument (TSI). The focus here is on the Technical Support Instrument, which provides practical and hands-on support to public administrations in EU Member States for the design and implementation of reforms for more than a decade, complementing the Commission’s legislative and policy coordination roles 

Four characteristics are central to the Technical Support Instrument. 

First, it is demand-driven. Member States decide whether to request support, which helps ensure political commitment and ownership of the reforms. 

Second, it is flexible in scope. The instrument covers a wide range of policy areas, including public procurement, digitalisation, sustainability, competitiveness, social policy, investment, and public administration reform. Support can be provided at different stages of the reform process, from initial design to implementation and assessment. 

Third, demand for the instrument exceeds available resources. Requests are therefore subject to a selection process, with priority given to initiatives expected to deliver significant reform impact. 

Finally, the instrument does not require national co-financing. SG REFORM uses its own budget to provide the expertise needed to support the reforms, while beneficiary administrations are expected to ensure active engagement, cooperation and concrete follow-up actions during but most importantly after the project implementation period. 

Question 2 – How does SG REFORM support the adoption of Building Information Modelling (BIM) across Member States? 

We see BIM as a critical reform enabler. It is a key instrument to improve value for money in public investment, particularly in the construction sector, and therefore highly relevant from a public procurement perspective. For this reason, we have always been very interested in supporting Member States that want to advance on this agenda. 

Since 2017, SG REFORM has supported around ten BIM-related projects across seven Member States: Bulgaria, Estonia, Lithuania, Poland, Czechia, Greece, and Spain. These projects have addressed different aspects of BIM implementation, depending on national needs—ranging from public real estate and transport infrastructure to railways, governance, and public procurement frameworks. 

One early example is Lithuania, where we worked with the authorities in 2017–2018 to introduce principles of digital construction across the planning, design, construction, and use of public real estate. This collaboration helped establish a common BIM framework and mobilise cohesion funding for implementation. In recent years, Lithuania has introduced mandatory BIM requirements in the public sector. 

A more recent example is Greece, where we initially supported the preparation of a national BIM strategy and roadmap. This was followed by concrete support for implementation, including the rollout of the roadmap. A key element of this project was the creation of a national governance structure led by the Ministry of Infrastructure, involving other ministries such as Environment and Development, which are essential for planning, permitting, and financing. 

We do not work on BIM in isolation. We collaborate closely with DG GROW, which is the lead service for both the construction sector and public procurement, as well as with the EU BIM Task Group and the BIM Public Officials Group. This ensures coherence at European level and allows us to feed country-specific lessons into broader discussions. 

Best practice exchange and peer learning are also central to our approach. For example, Poland’s BIM work in large transport infrastructure projects offered very concrete lessons on contracting, while Greece benefited from exchanges with Italy and Portugal, as well as insights from BIM implementation in Brazil. These exchanges help Member States learn from different models and implementation pathways. 

Question 3 – From your perspective, what are the key benefits that administrations gain from SG REFORM support? 

SG REFORM has experience from more than 2,000 reform projects, which allows it to bring structured reform support and project management expertise to Member States. 

The provision of tailored technical support, aligned with the specific needs and constraints identified by public administrations, is a key advantage. This approach supports the achievement of concrete reform milestones. Examples include Spain’s adoption of its BIM Plan for Public Procurement in June 2023 and Greece’s corresponding milestone in June 2024. 

A second contribution is the strengthening of administrative capacity and governance. BIM-related reforms often require coordination across multiple public bodies and the development of new skills within administrations. Training activities are therefore frequently included. In Poland, for example, a BIM project in the railway sector included a comprehensive training programme. In Greece, a training initiative initially targeted at public-sector engineers expanded significantly and attracted participation from both public and private sector professionals with more than 1000 engineers actively involved. 

The European perspective brought by SG REFORM, including access to comparative experience and peer learning across Member States, is one of our most significant value propositions. This can help accelerate learning processes and ensure alignment with developments at EU level. 

Together, these elements contribute to increased momentum and visibility for reforms and support their effective implementation. 

Question 4 – What lessons or messages would you like to share with administrations considering similar initiatives? 

Based on experience with Technical Support Instrument projects, several factors are particularly important for administrations considering similar initiatives, from the initial design of reforms to their effective implementation and follow-up, to deliver impact, ensure ownership, and achieve sustainable results 

First, political commitment and ownership by the relevant authorities are essential, especially for cross-cutting reforms such as BIM. 

Second, administrations should have a clear assessment of technical, legal, skills, and capacity gaps to define support requests that are targeted, realistic, and achievable. 

Third, stakeholder engagement is critical. Particularly in BIM, effective implementation requires the involvement of industry, academia, and professional organisations alongside various public authorities. 

Finally, BIM should be approached as a systemic reform, rather than solely as a technical or digital solution. Successful implementation requires deep changes in governance, processes, and skills. 

SG REFORM’s cooperation with Member States extends beyond individual projects. Through continued collaboration, peer learning, and participation in European fora, including the Public Buyers Community, the Commission helps ensure that reforms are not only delivered but sustained over time. Taken together, these lessons highlight that successful reform depends on a combination of strong ownership, careful planning, inclusive engagement, and a long-term, structural approach—elements that are essential for administrations seeking to achieve meaningful and lasting change.