CSR Report 2014 pdf

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Royal Imtech N.V.
Sustainability
Report 2014
www.imtech.com/csr
Royal Imtech N.V.
Quinterium Offices I
Kampenringweg 45a
2803 PE Gouda
P.O. Box 399
2800 AJ Gouda
The Netherlands
T +31 182 54 35 43
[email protected]
www.imtech.com
Corporate Social Responsibility
T +31 182 54 35 43
[email protected]
www.imtech.com/csr
Royal Imtech N.V.
Quinterium Offices I
Kampenringweg 45a
2803 PE Gouda
P.O. Box 399
2800 AJ Gouda
The Netherlands
Design & production
Telephone +31 182 54 35 43
Domani B.V., Weesp, The Netherlands
[email protected]
www.imtech.com
Photography
Carel Kramer, The Netherlands
Corporate Social Responsibility
Van der Kloet, The Netherlands
Telephone +31 182 54 35 43
Jeff Cheng, Singapore
[email protected]
Hasse Bengtsson, Sweden
www.imtech.com/csr
Royal Imtech N.V.
Sustainability
Report 2014
www.imtech.com/csr
Sustainability Report 2014
01
02
Sustainability Report 2014
Content
Preface from the CEO
1. Imtech at a glance
05
07
Imtech profile
07
How we create value
08
The context of Corporate Social Responsibility
11
Introduction12
2. Corporate Social Responsibility at Imtech
3. Summary of the CSR data 2014
4. Domains and topics
13
18
Market GreenTech
Supply Chain
21
23
24
Environment
Carbon footprint (CO2)
27
28
Employees
Business Ethics
Health & Safety
31
33
37
Society
Corporate Citizenship
39
40
5. About this report
43
Independent Auditor’s Assurance Report
46
Attachments49
GRI G4 table
50
Glossary58
Sustainability Report 2014
03
Key
figures
The percentage of the cross-divisional
framework contracts with the Code of
55%
Sustainable Supply
50%
66%
rose from
of our most material
projects (in size and risks)
have a GreenTech label.
(50% in 2013)
Our total CO2 footprint
in 2014 is
78.7
kton
to
75%
of our employees participated
in an integrity training
programme.
(85.5 kton in 2013)
82%
18%
in 2014
derives from mobility and
is from our
locations worldwide.
In the Transparency Benchmark
of the Dutch Ministry of
Economic Affairs Imtech rose from
the
88th
to the
04
place
Top 50
Sustainability Report 2014
In 2014 we had
429
Lost Time Injuries (2013: 471)
and
1
fatal injury (2013:0).
The average sick leave
percentage of Imtech
employees is
3.5%
(2013: 3.4%)
Preface
from the CEO
Dear Reader,
The year 2014 has been an important one for Imtech in
its on-going journey to recovery. Thanks to the
confidence and support of our stakeholders and the
continuous efforts of our people, we have stabilised our
financial position and strengthened the sustainability of
our business.
The sale of our ICT division and rights issue, along with
the implementation of new agreements with our
lenders, have normalised our financial situation. Having
turned this important corner, we are now focused
entirely on making a difference for our customers, by
providing the highest quality solutions and services.
Despite these advances, our year was also tragically
marked by the loss of one of our colleagues at Imtech VS
Teknik in Sweden. Our safety culture is one of our top
priorities, so we are determined to learn from this
incident and reinforce our practices to better protect the
safety and wellbeing of our people and contractors. To
this end, we held ‘Safety Stop’ discussions at all our
project sites worldwide and accelerated the
implementation of new procedures and trainings. These
efforts are described in more detail in chapter 4 of this
report.
The subject of ethics also continued to receive our close
attention, as we dealt with legacy issues from the past.
We are pleased to report that the steps taken since 2013
to improve our approach to governance, risk and
compliance, and to promote a culture of transparency
and personal responsibility are already yielding results.
We are seeing the steady transformation of our culture,
into one that is fully aligned with our company values.
Throughout the year, many of our markets continued to
experience high levels of uncertainty. This required us to
continue adapting our organisation to meet these
conditions in the best possible way. This regrettably
resulted in job losses, which have been necessary to
secure our competitiveness in the market and the future
of our company.
At the same time, our markets also continued to respond
to long-term global challenges, such as changing
demographics, climate change and environmental
degradation. As a leading technical services provider, we
are convinced that we have an important role to play in
helping our customers address these issues. Our use of
innovative and more sustainable technology is central in
this regard, as are our internal measures to increase
energy efficiency. Our GreenTech projects are good
examples of this trend, which you can also read more
about in this report.
This is our second stand-alone Sustainability Report. It
contains an overview of our performance against key
social and environmental targets and describes our plans
for improving on them in the years ahead. Although we
recognise that Imtech still has much to accomplish in
recovering its operational performance, we remain
committed to our sustainability goals. With our strong
fundamentals in place, we look forward to continue to
make a positive contribution for the benefit of our
stakeholders.
‘We are seeing the steady
transformation of our culture into
one that is fully aligned with our
company values.’
Gouda, 17 March 2015
Gerard van de Aast, CEO
Sustainability Report 2014
05
06
Sustainability Report 2014
Imtech
At a glance
Imtech profile
Royal Imtech N.V. is a European technical services
provider in the fields of electrical, automation and
mechanical solutions. With approximately 22,000
employees, Imtech holds attractive positions in the
buildings and industry markets in the Netherlands,
Belgium, Luxembourg, Germany, Eastern Europe,
Sweden, Norway, Finland, the UK, Ireland and Spain,
the European market of Traffic as well as in the global
marine market. Imtech offers integrated and
multidisciplinary total solutions that lead to better
business processes and more efficiency for customers and
the customers they, in their turn, serve. Imtech also
offers solutions that contribute towards a sustainable
society - for example, in the areas of energy, the
environment, water and traffic. Imtech shares are listed
on Euronext Amsterdam.
Industrial
ca
io
ec
M
ut
A
Traffic & Infra
ha
om
ni
at
al
ic
tr
ec
El
Design
Engineering
System Integration
Buildings
l
n
Our core value proposition:
Installation
Testing & Commissioning
Operate & Maintain
Marine
Energy
Water
Sustainability Report 2014
07
How we create value
We create economic, social and environmental value
through delivering integrated technical solutions.
The expertise of our employees assist our customers in
reducing the total cost of ownership of their facilities
and help them achieve their sustainability goals.
We aim to create an environment in which our people
feel passionate about taking ownership and delivering
results for the communities in which we operate.
input
Human capital
Intellectual capital (expertise of
our employees) 22,193 (FTEs)
Energy + mobility
CO2 footprint: 78.7 kton
CO2 through assets / locations: 14.2 kton
CO2 through our fleet: 64.5 kton
Procurement
18%
82%
Spend on raw materials & goods:
1,173 mln + 1,088 mln third parties
Projects
Prioritising margin over volume:
3.9 billion euro
Customer intimacy
and partnerships (joint ventures,
(preferred) supplier(s)
08
Sustainability Report 2014
22,193 FTE
78.7 kton
€ 1,173 mln
35
€ 3.9 billion
es
tri
un
co
our organisation
output
Financial key figures
Employee skills
Operational EBITDA margin: (0.8%)
Operational EBITDA: (31.9) mln euro
Cash flow: (213) mln euro
ar
M
Customer value & retention
Competences
55% Recurring business
100+ Incompany programs on
operational excellence
GRC Programme
In
du
str
ial
100+
Employee well-being
Employee retention: 90%
Sickness rate: 3.5%
75%
GreenTech
Almost 55% of total revenue of
our most material projects
(in size and risks)
55%
8x
En
8 R&D /
Test labs & Competence centres
3.5%
er
gy
Innovation value
Tr
affi
c&
In
fra
1 e-learning programme on
integrity, critical thinking and
loyalty: 75% covered
55%
W
at
er
Electrical + Mechanical + Automation,
and integrated solutions
Training human capital
(213) mln
in
e
Project management and execution
(design, engineering, supply,
assembly & construction, installation,
commissioning, asset & site
management, service & maintenance,
training)
450
ld
in
gs
Locations: approx. 450 in 35 countries
Community value
83 initiatives in local-for-local
corporate citizenship
Bu
i
Assets
Sustainability Report 2014
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10
Sustainability Report 2014
The context of Corporate Social Responsibility
We operate in a worldwide business context that gives us the opportunity to work in a responsible way.
The worldwide context determines the topics on which we focus.
Context
Imtech’s Response
CSR Topics at Imtech
All over the world major challenges
are being faced - how to protect
dwindling natural resources and
how to reduce greenhouse gases
that harm the environment.
As a technical services provider
we can make a positive contribution
by offering our customers innovative
solutions.
GreenTech
We offer sustainable solutions for
customers combating climate change
and preserving biodiversity.
We are convinced that new,
innovative technology can play
a key role in finding solutions.
As we work in a chain of partners
we can influence and contribute
towards achieving a responsible
and sustainable supply chain.
Supply Chain
We have introduced our Code
of Sustainable Supply and examine
its effectiveness.
CO2 emissions impact our climate.
By identifying the source of our
carbon emissions we can focus on
reducing our negative impact.
CO2
We have measured Imtech’s global
carbon footprint with the aim of
reducing our emissions in various
ways.
The Governance, Risk and Compliance
(GRC) rulings and legislation around
the world are placing renewed
emphasis on good governance
and ethical behaviour.
We strengthen our GRC framework
in order to give employees guidance
on handling ethical issues that might
arise in the course of doing business.
Business Ethics
We have designed a programme that
will lead to greater ethical awareness,
underpin consistency in application
and deal properly with ethical issues
and dilemmas.
Technical operations in the fields
of energy, industry, infrastructure
and buildings are subject to a variety
of safety risks for those who do
the work.
We want to ensure that all our
employees and any involved third
parties are properly protected
so that the risks of job-related
accidents are limited.
Health & Safety
Safety is a top priority at Imtech.
We have reinforced our Health &
Safety plan, including corporate
goals so as to continue building
a proactive safety culture.
The global rise of social media which gives stakeholders more
power, has resulted in a constant
24/7 real-time news flow that puts
the spotlight on companies at
all times.
We communicate with stakeholders
thus allowing them to address
potential issues before they intensify
and minimising the risk of blow-ups.
Ultimately, a stakeholder
engagement strategy helps us
maintain our social license to operate.
Corporate Citizenship
We aim to communicate with
our stakeholders transparently
and frequently so a concern can
be addressed before it becomes
an issue.
Worldwide local authorities are
increasingly withdrawing from the
concept of the welfare state and
seeking to share the responsibility
for citizens with local companies.
We want to accept our responsibility
by sharing our resources to help
solve social challenges. We aim to
support the local communities of
which we are a part through
investment in projects and
knowledge exchange.
The driving forces in the GreenTech
industry are five megatrends that
will shape society and politics
worldwide over the coming decades:
demographic change, urbanisation,
globalisation, scarcity of resources
and climate change.
Sustainability Report 2014
11
Introduction
At Imtech, Corporate Social Responsibility (CSR) means helping to meet the
world’s growing economic, environmental and social needs in responsible ways.
We do that by focusing on business related topics where we can make a
difference and create win-win situations. This is our second sustainability report
that measures the performance of the entire organisation.
This report has been written for our stakeholders – customers, colleagues,
shareholders, students, non-governmental organisations (NGOs), suppliers,
partners and anyone who is interested in Imtech. In 2014 we focused on
operational excellence and continued to improve the quality of our reporting
process in order to build a solid basis for the further development of the topics
that we address. We asked KPMG to provide limited assurance on selected
indicators on our 2014 sustainability report. We continuously focus on further
strengthening of our global approach on all CSR topics mentioned in this
report.
As we aim to add value to our customers by offering sustainable solutions,
we asked their feedback on our services. In this report, we include quotes of
customers about our service on various projects within our organisation.
It highlights the economic, environmental and social value that we add in
many different ways.
During the year, our sustainability approach was discussed with various
stakeholders in order to analyse the materiality of our topics. Based on those
discussions we have set a number of new, more ambitious goals for the future.
We would like to thank all the stakeholders who critically and constructively
contributed towards this process. Together we are improving Imtech’s
performance. We would like to continue our dialogue and invite you to
give us your feedback on our performance, either in meetings or via e-mail:
[email protected]
Dorien Wietsma
Director Corporate Communication & CSR Royal Imtech N.V.
12
Sustainability Report 2014
Corporate Social
Responsibility
at Imtech
At Imtech, Corporate Social Responsibility (CSR) means helping
to meet the world’s growing economic, environmental and social
needs in responsible ways. We do that by focusing on business
related topics where we can make a difference.
Mission
Chapter 4 of this report gives more information on the
domains and topics, including our performance, targets
and actions.
Our CSR mission is derived from Imtech’s overall mission
of developing technology that improves business and
society. We aim to be the preferred technology partner
of our customers through delivering technical solutions
that help reduce the total cost of ownership of their
facilities.
Ambition
Strategy
In line with Imtech’s overall strategy in which
operational excellence is one of the cornerstones,
the CSR strategy is designed to ensure that we obtain
complete and reliable data on the non-financial topics
we consider most critical for Imtech. In 2014 we further
improved our reporting process. The CSR strategy is
developed at a corporate level in close cooperation
with our divisions. Our divisions are responsible for
implementation in their specific situation at a local level.
The strategy defines four domains in which we want to
make a difference: market, environment, employees and
society. In these domains we focus on 6 topics, each with
key performance indicators that will enable us to measure
our performance accurately and report the results.
We aim to create win-win situations for the market, the
environment, our employees and society by introducing
solutions that help customers achieve their sustainability
goals; preserve the environment and scarce resources;
enhance our employees’ well-being; and engage
stakeholders and support local initiatives that solve
social challenges.
Governance and responsibilities
The Board of Management is responsible for the CSR
targets and performance. In 2014 the Supervisory Board
has been updated on the topics in every meeting.
The CSR director reports to the CEO and works closely
with the directors of the divisions (Executive Council)
and Imtech’s global CSR Team. Each division director has
appointed a contact person as a member of the CSR
Team. Each CSR Team member has formed a divisional
Figure 1: CSR domains and topics
Market
Environment
Employees
Society
GreenTech
Carbon footprint
(CO2)
Business Ethics
Corporate
Citizenship
Supply Chain
Health & Safety
Sustainability Report 2014
13
CSR Taskforce. The members of the Taskforces are
responsible for collecting the required data. Once the
data has been collected the controllers verify and
validate the CSR data and results. The division directors
are responsible for the results of their own division. In
addition to the CSR Team there are various other global
teams within Imtech that focus on Health & Safety,
Human Resources, Communication, Control, Governance,
Risk & Compliance and Procurement. Together with the
Investor Relations director they form the Expert group
that provides input for the CSR topics.
Board of
Management
Executive Council
Expert Group
Controllers
Figure 2: CSR governance at Imtech
Development of CSR policy &
Materiality Analysis
In 2014 we further built on the CSR approach that has
been revised in 2013. We continued to address our most
material issues which are supported throughout the
entire group, based on a materiality analysis including
stakeholder dialogues, benchmarking, media analysis
and a risks-opportunities analysis. In addition, we further
developed the quality of our reporting process, amongst
others on the basis of the interim review findings of
KPMG. Based on the findings we extended and updated
our reporting manual with consistent definitions on key
performance indicators and we trained our employees.
The CSR approach within Imtech continues to focus on
the identification of business-related developments,
collecting reliable data based on the identified topics,
visualising best-practices, and yearly reporting of our
performance and progress. We will repeat this
materiality analysis yearly.
CSR Team
CSR Taskforces
Materiality Analysis
Materiality Analysis
What did we do?
Main findings
Our response
a. Stakeholder dialogue
Meetings with in- and
external parties.
Issues are material and
need further development.
b. Benchmarking
Internal benchmark with
seven divisons as well as
external benchmark with
six competitors in our
markets and best
performing companies.
We all address similar
topics, relevant to our
sector. Imtech distinguishes
from the others in three
ways.
As described in this report,
all suggestions were taken
seriously and put into
practice. Based on these
analyses, we have adjusted
our approach and
ambitions. Chapter 4 of
this report describes the
measures and adjustments
that we made.
c. Media analysis
We measured the tone
of voice in the media and
analysed their interest.
This analysis underlines
the materiality of our topic
‘Business Ethics’ and our
approach to transparent
communication.
d. Risks-opportunities
analysis
We derived this analysis
from a broader risk analysis
included in our annual
report.
The risk-opportunities
analysis underlines the
materiality of all of our
CSR topics, and support
our aim to be a responsible
technology partner.
14
Sustainability Report 2014
a. Stakeholder dialogue
As part of our materiality analysis, we consulted
different stakeholders during the year, to check whether
our environmental, social and community approach met
their expectations and worked as well in practice as
on paper. The CSR director held internal meetings with
Board members, the Executive Council, the management
teams of our divisions, Young Imtech, the Works Council
and the various global Councils at Imtech. Some external
stakeholders were also consulted including the Dutch
Ministry of Economic Affairs, VBDO, KPMG Sustainability
and customers to get their feedback on the importance
of sustainability and our 6 topics. Their views are
highlighted in chapter 4 of this report.
In short, the feedback resulted in various conclusions,
such as:
■■ The definition of Imtech’s GreenTech projects needed
some more clarification (see Chapter 4);
■■ The reporting on Health & Safety needed to be
improved and extended with additional KPIs;
■■ Validation processes needed to be improved in various
business units;
■■ Imtech’s materiality analysis needed to be described
more in-depth;
■■ Consider integrated reporting as to illustrate that the
non-financial and financial topics interrelate.
As described in this report, all suggestions were taken
seriously and put into practice. In 2015 we will start
integrating our financial and non-financial report for we
recognise the financial impact of the non-financial topics
on the business value drivers for our company and we
aim to make that more visible in the future. This
integrated report will make us more aware of our
performance and it will affect the value perception of
stakeholders.
b.Benchmarking
In 2014 we introduced an internal benchmark and
presented the results of each of our divisions compared
to the overall results of the group in the various
management teams. By sharing best-practices we
deepened the discussion on the ambitions and goals per
division. In a nutshell, we found that each division had
made significant progress in its reporting method, for
the first time including all business units. This resulted in
complete and reliable data for the Imtech Group, which
has been our main focus in the previous year. We also
found that performance differs between divisions.
For example, the Health & Safety performance of our
division Imtech UK & Ireland is well developed thus
serves as a best-practice for the other divisions.
The benchmark made all divisions aware of their
performance in comparison with the other divisions
and gave clear insight in the various levels of
performance on our 6 topics.
In addition we analysed the non-financial performance
of players in the sectors in which we operate: Vinci
Energies, Cofely (GDF Suez), Spie, Caverion, and Bilfinger
Berger. Like last year, we found that each company’s
vision focuses on the long-term and is linked to its
corporate strategy. The most relevant topics are related
to the business and support customer focus and global
challenges. The topics are comparable to the topics that
had also been on Imtech’s agenda in the previous years.
Most topics center around the environment and
employees. In all businesses safety is a top priority.
Imtech’s CSR approach differs from the above mentioned
examples in three ways:
■■ Imtech appears to be more transparent in disclosing
figures on health & safety performance, business ethics
and supply chain management;
■■ Imtech defined and measured ‘GreenTech’ as a label
for its sustainable projects in order to define smart
goals to increase this percentage;
■■ Imtech combines a bottom-up with a top-down
approach and will further diversify and tailor its
approach per division.
Each year the Transparency Benchmark of the Ministry
of Economic Affairs in the Netherlands scores the level
of transparency of the 244 largest companies. In 2013
Imtech ranked 88th and our goal was to significantly
improve our score by continuing to increase
transparency. In 2014 Imtech rose to the Top-50.
The benchmark examines ten categories. We have
increased our score for transparency about our company
profile and management approach but we had a lower
score for reliability of the 2013 figures, mainly due to the
fact that we did not have our data independently
assured. To increase transparency and reliability of our
data, we asked our accountant to assess our 2014 data
and as a result we now include an assurance report from
our accountant in this report (see pages 46 – 47).
Next year we aim to further improve our score in this
benchmark.
Sustainability Report 2014
15
‘By sharing best-practices we
deepen the discussion on our
ambitions and goals.’
c. Media analysis
We monitored and analysed the articles and perception
of the press. Being headquartered in Gouda and
stocklisted in Amsterdam, it means that in the
Netherlands Imtech receives most media attention.
That is why we decided to limit this analysis to the
Netherlands.
articles are neutral to slightly positive compared to 45%
in 2013). In the other countries in which we operate it
was totally different in 2014 as the media published
hardly anything about Imtech. The media analysis in
the Netherlands reflects our firm commitment to
transparently communicate about legacy items. It also
In 2014, in total 699 articles were published in the main
Dutch newspapers about Imtech (508 items in 2013).
47% of the coverage included articles on the rights issue
and our debt reduction program and 42% refer to
legacy issues in some parts of the group. The articles on
the legacy issues negatively impact our reputation and
underline the importance of addressing the CSR topics
like business ethics and community investment. The tone
of voice in 2014 is slightly less negative compared to
2013 as a result of an increased amount of neutral and
positive coverage about Imtech’s recovery plan and
completing its debt reduction program (50% of the
9
27
21
15
35
33
10
40
Tone of voice
Imtech per
half year
50
46
50
(Slightly) positive
Neutral
HY2
2013
HY1
2014
HY2
2014
(Slightly) negative
Risks-opportunities analysis
Risks
Opportunities
CSR topics
Domains
Financial and reputational risks of
We contribute towards sustainable
Supply Chain
Market
partnerships with third parties or
relations in the supply chain.
Environment
suppliers.
Financial and environmental risks of
We help our customers with mitigating
GreenTech
negative impact on the environment as
climate change and reduce our own
CO2
a result of our operations.
carbon footprint.
Financial and reputational risks, and
We raise the awareness of business
the risk of negative media exposure
ethics and create a culture in which
due to unethical behaviour.
people take responsibility.
Social, financial, and litigation risks
We enhance employee vitality by
of job-related accidents.
providing a safe working environment.
Reputational damage arising from
A successful stakeholder engagement
business disruptions have a negative
strategy helps to maintain our social
impact on shareholder value.
license to operate.
Reputational and social risks of
We help to solve social challenges by
neglecting our social responsibility
offering our expertise and technology
are a threat to our license to operate.
to society.
Business Ethics
Employees
Health & Safety
Employees
Corporate Citizenship Society
These and other risks are described in more detail in our Annual Report 2014, which is available on our website:
www.imtech.com.
16
Sustainability Report 2014
Neutral
Neg
64
HY1
2013
Pos
underlines the importance of the topic ‘business ethics’
that has been further developed in 2014 (see chapter 4
of this report).
Adding value to our customers
Imtech UK & Ireland
d. Risks-opportunities analysis
The risk-opportunities analysis (see page 16) is derived
from a more extensive risk analysis included in our
annual report and underlines the materiality of our
CSR topics. These topics strongly support our aim to
be a responsible technology partner.
Development of CSR programme
The internal and external input from the stakeholder
dialogue, benchmarking, media analysis and
risks-opportunities analysis has substantiated our CSR
topics and resulted in the decision to stick to the
previously addressed topics (see figure 1 page 13).
Transparent Communication
In 2014 we developed a CSR communication strategy
to report on our performance and goals. We mainly
focused on internal communication and organised
dialogues with all divisions on our results and ambitions.
We updated our corporate website and intranet,
distributed a summary of the sustainability report of last
year per division and shared best-practices in meetings
with our stakeholders. This sustainability report presents
our social and environmental performance separately.
Our financial performance is reported in Imtech’s Annual
Report. Both reports can be downloaded from our
website: www.imtech.com.
Next steps
Next year we will continue to strengthen our
performance on the topics. We will extend our reporting
on health & safety with an additional indicator: the
number of near misses. We have set one definition and
clear key performance indicators and from January 2015
onwards we will measure the number and nature of the
near misses. We will also deepen the discussions on our
KPIs and targets, as to inspire our people to focus on the
desired behavior. In 2015, we will develop an approach
to integrate the financial and non-financial results as we
aim to integrate our reporting in an integrated annual
report 2015.
Project:Imtech signs contract for 3MW Anaerobic
Digestion plant in Hertfordshire.
Tony Wilson, Director of Construction and
Operations at Tamar Energy: “We selected Imtech
for their robust EPC delivery solution. Imtech has
significant expertise in delivering complex projects
in a cost-effective and innovative way. The
ex-power station site is exceptionally complex, with
numerous challenges, including a flood plain
location, ecological considerations, high pressure
gas main through the centre of the site, adjacent
400kVa high voltage overhead power lines, in
ground power lines and an adjacent historic
asbestos landfill. Using its experience of previous
schemes, Imtech has already shown us how it will
be able to deal with these complex issues and add
value to this project and others, going forward.”
Presentation of the CSR data
In 2014 we measured the key performance indicators
of 6 topics in 4 domains for the second time. On the
following pages you will find a summary of all topics,
key performance indicators, results and targets. Since we
report on the same indicators, we can now report our
progress and the trend compared to the previous year.
In order to be able to compare our results with the
results of 2014, we have excluded the results of Imtech
ICT in our 2013 figures as this division has been divested
in 2014.
In chapter 4 we highlight the four domains, including
management statements of our Board on each domain
and an indication of the financial impact of the topics on
the business value drivers for our organisation based
on the input and output of our organisation (see pages
8 – 9). This indication is by no means exhaustive, but it
demonstrates how we make the link between
sustainability factors and company costs and revenues.
Per domain we present our topics including highlights,
targets and actions. In conclusion, chapter 5 comprises
background information on our CSR reporting process
and definitions of words and concepts used in this
report.
Sustainability Report 2014
17
Summary of the
CSR data 2014
Market
Supply Chain
GreenTech
55%*
66%*
50%
Percentage of total
revenue of our most
material projects
(in size and risks) with
a GreenTech label.
Percentage of
cross-divisional framework
contracts that include
the Code of Sustainable
Supply (CoSS).
2014 2013
■■
2014 2013
51%
STRATEGIC TARGETS 2014 – 2015
■■
*
10% increase of GreenTech projects.
Increase awareness of GreenTech solutions.
61%
Percentage of divisional
framework contracts that
include the Code
of Sustainable Supply
(CoSS).
STRATEGIC TARGETS 2014 – 2015
■■
Environment
Carbon footprint (CO2)
78.7*
85.5
(3.54
ton
per
FTE)*
2014 2013
STRATEGIC TARGETS 2014 – 2015
■■
18
5% reduction of the CO2 footprint per FTE
compared to 2013.
Sustainability Report 2014
■■
■■
Increase the percentage of
divisonal framework contracts
that include the CoSS to 60%.
Audit suppliers that signed
the CoSS.
(3.59
ton
per
FTE)
*
Total carbon footprint
(kton / per FTE).
Increase the percentage of
cross-divisional framework
contracts that include
the Code of Sustainable Supply
(CoSS) to 70%.
Part of KPMG assurance. Please see assurance report on pages 46 – 47.
Employees
Business Ethics
91*
11
Percentage of employees that
participated in an integrity
training programme.
*
75%*
Number of reports
relating to (alleged)
violations of the
code of conduct.
Number of
reports that
lead to
dismissal(s).
STRATEGIC TARGETS 2014 – 2015
■■
■■
100% participation of employees in Imtech divisions in an
integrity training programme.
100% roll out of the GRC programme in Imtech divisions.
Health & Safety
109*
Marine 10.6
Traffic & Infra
2.7 The Netherlands
Belgium
4.3
17.6
Severity Rate (SR).
429
*
Spain 13.7
Injury
Frequency
index (IF).*
Number of Lost Time
Injuries (LTI).
1*
Number of fatal
injuries.
744
Number of injuries not
leading to absence.
12.5
21.0
Nordic
Luxembourg
2.4
UK & Ireland
19.2
Germany & Eastern Europe
STRATEGIC TARGETS 2014 – 2015
• Implement and specify key targets in
divisional H&S plans.
• Gain insight in divisional actions and
management systems.
• Structure the H&S reporting process.
• Implement safety principles in GRC
programme.
•A
ssess each division (using our
self-assessment tool).
• S hare best-practises and progress on
safety performance in 4 cross-divisional
groups and meetings.
Society
Corporate Citizenship
83
Number of community
investment initiatives.
STRATEGIC TARGETS 2014 – 2015
■■
■■
■■
Defining a stakeholder engagement strategy.
Development of a mechanism to share best-practices.
Evaluating KPIs and targets on community investment.
Sustainability Report 2014
19
20
Sustainability Report 2014
Market
Management
statement
‘Sustainability is an amazing boost for innovation. Therefore it is
our ambition to stimulate innovation as an approach to working.
Any employee at Imtech with a good case for smart solutions for
our clients is more than welcome to introduce these at Imtech.
Innovations become visible in our ‘GreenTech’ projects.
As a technical services provider we offer our customers smart
solutions that reduce their CO2 emissions and help them meet
their sustainability goals. In introducing new solutions to the
market we cooperate with suppliers. We take responsibility for
the supply chain in which we operate.’
CSR topics and their financial impact
Sustainability
Topic
Impact on
business
Impact on
business value
drivers
Sustainability
Topic
Impact on
business
Business
opportunity as
preferred
supplier
GreenTech
Initial
investment
Reduced
(energy) costs
Reputational
opportunity
Impact on
business value
drivers
Lower
reputational
risk
Supply Chain
Intensify
relationship
with reliable
suppliers
Business
opportunity as
reliable
supplier
Sustainability Report 2014
21
‘It is our ambition to
offer innovative
solutions that help
our customers achieve
their sustainability
goals.’
Market
Imtech recognises that the rapid technology-driven
progress the world has undergone in the past 200 years
has caused some of the challenges now being faced
including climate change, dwindling natural resources
and establishing a circulair economy. We are convinced
that new, innovative technology can play a key role.
As a technical services provider we can make a positive
contribution towards this by offering our customers
smart solutions. We work in a chain of partners and
suppliers and we aim to contribute towards a responsible
chain.
New environmental policies, and increasing
environmental awareness in many countries of the
world lead to an increasing demand for environmentally
friendly solutions. The green tech industry will drive
growth in traditional industry sectors as an improvement
in energy and material efficiency ensures a strategic
edge over international competitors. The driving forces
in the green tech industry are five megatrends that
will shape society and politics worldwide over the
coming decades: demographic change, urbanisation,
globalisation, scarcity of resources and climate change.
We are convinced that these will ensure a
transformation toward a green and circulair economy
in which the green tech industry and other sectors work
together for mutual benefit. The growing number of
innovations in traditional industries promotes the
development of new, and the refinement of existing,
green technology. Imtech would like to play an
important part in this development as preferred partner
of our clients.
GreenTech
We see innovation as one of the most important
ingredients to strengthen our market position. It is our
ambition to offer innovative solutions that help our
22
Sustainability Report 2014
customers achieve their sustainability goals. One of the
ways we do that is through our so-called GreenTech
projects – the Imtech label for sustainable projects.
We define a GreenTech project as ‘a project where
the result for the client reduces the environmental
impact when compared to the current market standard
for conventional technology and conventional
implementation’. Each year Imtech executes thousands
of projects around the world. In order to be able to
assess the GreenTech projects we defined the scope
and decided to limit the number of projects in order to
increase the reliability of the results. We chose to focus
on our most material projects (in size and risks), which
are subject to the assessment of the Tender Board.
The Tender Board not only studies the risks involved
in a project, it also considers how we can use a smart
approach or innovative concepts to stay ahead of
the competition. All projects listed in Imtech’s Risk
Management System are assessed on GreenTech criteria.
Adding value to our customers
Imtech Traffic & Infra
Project:SolaRoad, the Netherlands
SolaRoad is being developed by the Netherlands’
TNO research institute, North Holland Province,
Ooms Civiel and Imtech Traffic & Infra.
inister Kamp: “SolaRoad is a world first that will
M
put the Netherlands on the map as a leader in
sustainable innovation.”
GreenTech
Highlights in 2014
A total of 194 projects were
assessed on GreenTech, 100 of
these projects did meet the
criteria and were awarded the
GreenTech label.
■■
■■
In general, GreenTech work-areas
of Imtech are the installation of
(combined) heat and power plants
(waste-to-energy), air handeling
units, geothermal cooling and
heating and energy-efficiency
measures in LEAD and BREEAM
buildings.
55%
*
Percentage of total revenue
of our most material
projects (in size and risks)
with a GreenTech label.
(2013: 50%)
*
Strategic targets 2014-2015
10% increase of GreenTech projects.
■■
■■
Increase awareness of GreenTech
solutions.
Activities that support our targets
Sharing best-practices in our divisions.
■■ Highlighting innovative solutions
in communications.
■■ Improve mechanism to assess projects
on GreenTech criteria.
■■ Collect customers’ feedback on our
GreenTech solutions.
■■
Part of KPMG assurance.
An example of a GreenTech project at Imtech Traffic & Infra is the development of the
so-called ‘SolaRoad’ in the Netherlands, the world’s first-ever road to convert sunlight into
electricity. This sustainable innovation generates solar energy by the road which can be used
to power street lighting, traffic lights, electric cars and even households.
In 2014, we calculated that 55% of the total revenue
of Imtech’s most material projects could be defined as
GreenTech projects (50% in 2013). As we aim to play
an important role on the green tech market, our
strategic target was a 10% annual increase of GreenTech
projects. The results are slightly lagging behind our
ambition, mainly due to difficult economic conditions in
the markets in which we operate. Remaining pricing
pressures sometimes hinder the use of innovative
solutions. It is apparent that the introduction of
Another example of GreenTech at
Imtech UK is the ‘Minworth Gas to Grid’.
Minworth is Severn Trent Water’s largest
wastewater treatment works, treating
the majority of the sewage arising from
the Birmingham area. We, in joint
venture with Laing O’Rourke, are
providing full EPC delivery of a biogas
upgrading facility to process 1,200 m3/hr
of excess raw biogas.
sustainable solutions takes time, so we have
compromised on the pace at which this should happen.
We have aligned the GreenTech targets with the other
CSR targets and made them biannual instead of annual.
To raise the awareness of GreenTech solutions, we have
shared best-practices and highlighted innovative
solutions in our communications, for example in our
magazine I’mtech and on our websites. In Germany, our
Research Centre developed a training on green tech
solutions and introduced the programme to a group of
managers. The feedback of this training was that there is
much more to this than just having certain ambitions,
it is also about how they are introduced to customers
and put into practice.
In 2015, we will continue to share best-practices on
GreenTech competences with our divisions, including
the lessons learned from the training in Germany.
In addition, we will ask customers to share their
experiences with our GreenTech solutions as to internally
raise the awareness of the importance of innovative
solutions for our customers.
Sustainability Report 2014
23
‘Supplier assessment
showed satisfactory
compliance with our
Code of Sustainable
Supply’
Supply Chain
It is our ambition to influence the supply chains in which
we operate and contribute towards responsible supply
chains. In our Code of Sustainable Supply (CoSS) we have
formulated our ambitions to positively influence these
supply chains. We aim to work on these ambitions
together with our suppliers who possess a great deal of
specific expertise in the area of sustainability. We do,
therefore, expect our suppliers to accept and to comply
with the CoSS and we will help them to achieve our
ambitions.
During 2014, we continued to focus on getting the
CoSS accepted by our suppliers. At the end of 2014,
66% of our cross divisional framework contracts
contained the CoSS. This exceeds the objective that was
set in 2013 to have the CoSS accepted in at least 60% of
all cross-divisional framework contracts in 2015.
Adding value to our customers
Imtech Netherlands
Project:Maintenance at Paleis Het Loo Nationaal
Museum, Nederland Openluchtmuseum,
Rijksmuseum Twente, Kröller-Müller
Museum and Museum Catharijneconvent.
Imtech Netherlands won the maintenance contract
for several museums in the Netherlands. The
contract was awarded through a European tender,
based on price and plan. These include securing
the updates of all technical systems.
Eric van de Ven, tender manager: “Imtech has a
special relationship with the Kröller-Müller
Museum. This museum is named after Helene
Kröller-Müller, who once donated her complete art
collection to the museum. Helene Kröller-Müller is
the daughter of Wilhelm Müller, founder of the
company Wm H. Müller & Co, that later on
developed into Internatio-Müller NV, and which is
Imtech today.”
The percentage of our divisional framework contracts
that include the CoSS increases a bit slower from 44% in
2013 to 51% in 2014. The reason for this slow increase is
that we first focussed on the cross divisional framework
contracts and later in the year we started to give more
attention to the divisional framework contracts. In 2015
we will continue to focus on the importance of our
principles in the CoSS including labour conditions, health
& safety, environmental issues, management systems and
business ethics. We expect a further increase of the
divisional framework contracts including the CoSS in the
coming year.
In order to understand the impact of our CoSS, we
assessed the extent to which suppliers that accepted
the CoSS, actually complied with the CoSS. Based on a
supplier self-assessment amongst 310 suppliers, with a
response rate of over 50%, it showed that the general
compliance is satisfactory. To be able to evaluate the
effectiveness of our CoSS, we also conducted a limited
number of audits ourselves and found no critical issues.
Based on the first findings of the supplier audits, there
did not seem to be a reason to adjust the CoSS at this
point in time, however we certainly need more input.
In 2015 we will continue to audit our suppliers in order
to keep a thorough view on the sustainability of the
supply chains in which we operate.
The CoSS is published on our website www.imtech.com
24
Sustainability Report 2014
Supply Chain
Highlights in 2014
■■
■■
■■
■■
*
In 2014 the percentage of the
cross-divisional framework
contracts containing the CoSS
was 66%.
51% of our divisional framework
contracts contain the CoSS.
Supplier self-assessments showed
that the general compliance with
CoSS is satisfactory.
Limited number of audits revealed
no critical sustainability issues.
Part of KPMG assurance.
66%
*
Percentage of cross-divisional
framework contracts that
include the Code of
Sustainable Supply (CoSS).
(2013: 61%)
Strategic targets 2014 – 2015
■■
■■
■■
Increase the percentage of
cross-divisional framework contracts
that include the CoSS to 70%.
Increase the percentage of divisional
framework contracts that include the
CoSS to 60%.
Audit suppliers that accepted the CoSS.
Activities that support our targets
Sharing best-practices across divisions
regarding further improving
sustainable supply.
■■
51%
*
Percentage of divisional
framework contracts that
include the Code of
Sustainable Supply (CoSS).
(2013: 44%)
■■
■■
Executing cross-divisional activities
that focus on auditing suppliers with
respect to the CoSS.
Continue to audit our suppliers to
monitor the supply chains in which
we operate.
Sustainability Report 2014
25
26
Sustainability Report 2014
Environment
Management
statement
‘All over the world we face major challenges of how to protect our
resources and how to reduce greenhouse gas emissions that
harm the environment. As a technical services provider we feel
responsible for our environmental footprint. By identifying the
cause of it, we can focus on reducing our negative impact. It will
help protect the environment and it is also a good business
driver. We see great potential for Imtech here, but we particularly
want to stay away from ‘window dressing’; we take our
responsibility for the environment seriously, because it pays off.’
Sustainability topic and its financial impact
Sustainability
Topic
Impact on
business
Impact on
business value
drivers
Reduced
costs
Carbon
footprint
(CO2)
Initial
investment
of measuring
Business
opportunity as
preferred
(responsible)
partner
Sustainability Report 2014
27
Environment
Europe is committed to reducing CO2 emissions in 2020
by 20% compared to 1990. Globally those goals vary, but
all over the world the environment is under pressure due
to the emissions of greenhouse gases. At Imtech we aim
to continue to reduce our carbon footprint and
strengthen our competitiveness.
Carbon footprint (CO2)
We feel responsible for the carbon footprint resulting
from our own business activities. 82% of our CO2
emissions derives from mobility (company vehicles, rental
cars1, air travel) and 18% of energy usage of our own
(office) locations. In 2014, Imtech’s total carbon footprint
amounted to 78.7 kton compared to 85.5 kton in 2013.
We reduced our total carbon footprint with almost 8%,
the carbon emission per employee (FTE) slightly
decreased from 3.59 ton in 2013 to 3.54 ton in 2014.
This is a slightly dissapointing result, the more because
we had a 6.7% reduction of employees in 2014 (22,193
FTEs in 2014 compared to 23,788 in 2013). In 2015 we
will continue to focus on CO2 reduction initiatives, such
as energy savings at our locations and greening our
fleet, in order to reach our strategic target 2015 to
reduce our carbon footprint per FTE with 5% (compared
to 2013).
GHG-scope
CO2 emissions
CO2 emissions
2014*
2013
Scope 1
58,718 tonnes
63,625 tonnes
Scope 2
8,478 tonnes
9,868 tonnes
Scope 3
11,482 tonnes
11,994 tonnes
Adding value to our customers
Imtech Netherlands
Project:IJsselland Hospital and Imtech
Netherlands enter into multi-year
contract.
eter Draaisma, chairman of the Board of
P
Management of the IJsselland Hospital: “A
hospital’s core business is caring for patients, not
technology. Imtech has proved to be a reliable
partner for technical installations and energy
management. Working together with an expert
partner taking care of all things technological
allows us to improve the efficiency and quality of
our technical installations while reducing energy
costs. The reason we chose Imtech as our partner at
the time is that Imtech was already doing this work
in hospitals. In addition, Imtech struck us as a
company with the same entrepreneurial mind-set
we have: solving problems, keeping our eye on the
goal and having the drive to get there. We have
confidence in this mindset.”
CO2 emissions per source*
Business travel
by privately
owned vehicles
6.8
Air travel 4.7
53.1
*
Sustainability Report 2014
use on
locations
Company
vehicles
1
28
14.1 Energy
Our divisions Germany & Eastern Europe and Nordic did not report on
rental cars in 2014.
Part of KPMG assurance.
Carbon footprint (CO2)
Highlights in 2014
53.2% of our total electricity
consumption derives from green
energy sources (2013: 49%).
■■
■■
■■
47.5% of the total gas usage on
the locations of Imtech Germany
& Eastern Europe is carbon
compensated (2013: 42.5%).
82% of our carbon emissions
derives from mobility. 18%
from our (office) locations.
78.7
*
Strategic targets 2014-2015
■■
Total carbon footprint
in absolute kton
(2013: 85,5 kton)
3.54
*
5% reduction of the CO2 footprint per
FTE compared to 2013.
Activities that support our targets
Sharing best-practices in our divisions.
■■
■■
■■
Gain insight into divisional CO2
footprints and formulate divisional CO2
reduction targets for 2015.
Continuing focus on CO2 reduction
activities.
ton per FTE
(2013: 3.59 ton per FTE)
*
Part of KPMG assurance.
‘At Imtech we aim to
continue to reduce our
carbon footprint and
strengthen our
competitiveness.’
Sustainability Report 2014
29
30
Sustainability Report 2014
Employees
Management
statement
‘At Imtech we recognise that people are our most important asset.
We aim to create an environment in which they are fully engaged
with the business and feel passionate about taking ownership
and delivering results. This means ensuring that people have
ample opportunities to develop the mind-set, skills and
competencies they require for personal and professional growth.
We are building an open culture that allows our employees to
effectively deal with ethical issues and dilemmas that might arise
in the business and we continue to focus on a proactive safety
culture by developing a healthy attitude at work, acting
responsibly and holding each other accountable for what we say
and do.’
Sustainability topics and their financial impact
Sustainability
Topic
Business
Ethics
Impact on
business
Impact on
business value
drivers
Positive
reputation
Reduced
litigation risk
and costs
Increased
shareholder
satisfaction
Increased
market value
Increased
customer
satisfaction
Increased
margin
Sustainability
Topic
Impact on
business
Impact on
business value
drivers
Increased
employee
safety and
satisfaction
Increased
capacity to
be a reliable
business
partner
Reduced
litigation risk
and costs
Health &
Safety
Lower
accident and
absenteeism
Increased
productivity
Sustainability Report 2014
31
Employees
Our employees continued to face challenging conditions
in 2014. The adjustments of our businesses to economic
circumstances have led to job losses, and the
irregularities from previous years have impacted our
value proposition as an employer. Against this backdrop,
we have worked hard to deliver a new framework that
enables us to have the best possible environment for our
people to deliver operational excellence in the years
ahead.
In 2014 we launched the Imtech Human Resources
Roadmap for the period 2014 – 2017 which empowers us
to deliver on our objectives and rebuild trust among our
stakeholders. It is a customer-focused approach that
prepares us to better serve our clients with
multidisciplinary and integrated solutions. The Roadmap
is anchored in Imtech’s new corporate values, which
were also re-defined at the end of 2014 and will be
rolled out in early 2015. These are the basis for creating
a safe and integer organisation. They define who we are
and describe our commitment to our customers and to
each other (for more information, please refer to our
Annual Report, HR chapter, www.imtech.com).
HR key figures
2014
2013
Number of FTEs as at 31 December
22,193
23,788
Number of employees aged 30-44 (%)
37.3%
38.9%
Average age of employees (in years)
41.3
40.9
Retention rate
90%
92%
8.5
8.7
Percentage of female employees
10.3%
11.1%
Average sick leave per employee
3.5%
3.4%
Average length of service per employee (in years)
Adding value to our customers
Imtech Marine
Imtech UK & Ireland
Project:Imtech Marine USA renews VSAT
Project:Imtech Inviron secures major south west
connectivity contract with Algoma Central
Corporation for a third time
Peter Winkley, Algoma Central Corporation Vice
President, Finance and CFO: “Algoma Central
Corporation is pleased to partner with Imtech
Marine to provide VSAT services to our Canadian
fleet of vessels. The contract renewal created a
private network with increased bandwidth for the
Algoma fleet, allowing Algoma to deploy wireless
Internet connectivity to our crew members on
board all vessels.”
32
Adding value to our customers
Sustainability Report 2014
contract with Alder King
Adam Davies, Associate and Head of FM at Alder
King: “We operate a rigorous tender process and
Imtech Inviron performed exceptionally well from
both a technical and financial perspective during
this process. On this basis we were very happy to
renew and expand our contract with the team. We
are confident that they will continue to provide an
excellent service to us, backed up by a big brand
with extensive experience, training and resources.”
Business Ethics
In 2014, we have further developed the awareness of the
importance of business ethics. One of the ways we have
done this, was by the development of training materials
and the introduction of e-learning modules on our Code
of Conduct. The feedback that we receive is positive as
our employees appreciate the opportunity to refresh
their knowledge. In 2015, we will continue to provide
our divisions with e-learning modules.
In 2014 the number of reports relating to (alleged)
violations of the code of conduct increased and amounts
to 91 (29 in 2013). This important increase indicates that
we are heading towards a culture in which people
speak-up and adopt ‘critical thinking’ as one of the basic
principles in business ethics.
In 2015 we will continue to measure our performance on
the existing KPIs on ethical behaviour and compliance as
to be able to report the same indicators over a longer
period of time and identify trends. In addition, we will
further develop and specify our KPIs as to be able to
better manage our progress.
The GRC programme that we designed in 2013, was
rolled-out in our divisions in 2014 and the various actions
were fully completed in 2 divisions. The other 5 divisions
are continuing to implement the outstanding actions
mainly relating to training and awareness on
anti-bribery and corruption, competition compliance and
export controls as well as the effectiveness of the third
party screening process.
Business Ethics
Highlights in 2014
■■
■■
■■
■■
*
Integrity training was rolled out
and followed by 75% of the
Imtech’s employees worldwide.
All employees were involved in
the GRC programme by the
introduction of the revised Code
of Conduct. The code has been
addressed in several meetings as
to explain the content.
Quarterly analysis of reported
suspected misconducts was done
to determine focus areas on
further improvement.
Quarterly analysis of reported
gifts & entertainment was done
to determine focus areas for
awareness.
Part of KPMG assurance.
91
*
Strategic targets 2014 – 2015
■■
Number of reports
relating to (alleged)
violations of the
code of conduct.
(2013: 29)
■■
100% participation of employees in
Imtech divisions in an integrity training
programme.
100% roll out of the GRC programme
in Imtech divisions.
Activities that support our targets
■■
Percentage of employees that
participated in an integrity
training programme.
75%
*
■■
11
Number of
reports that
lead to
dismissal(s).
(2013: 7)
*
■■
We will continue to develop the
e-learning modules on ethics and
integrity.
The GRC department will be
restructured and further strengthened
to address current as well as legacy
issues.
Change of culture based on core values
with ‘integrity’, ‘loyalty’ and ‘critical
thinking’ as integral elements.
Sustainability Report 2014
33
Health & Safety
Safety is a top priority at Imtech. Our technical
operations in the fields of energy, industry, infrastructure
and buildings are subject to a variety of safety risks. We
want to ensure that all our employees and any involved
third parties are properly protected so that the risks of
job-related accidents are limited, which is why we keep
emphasising the importance of a proactive safety
culture.
Early in the year, we were shocked by a fatal accident
involving a colleague at Imtech VS Teknik in Sweden.
This has reminded us of the utmost importance of
health & safety in our organisation. Worldwide we held
a ‘Safety Stop’ at all project sites to reflect on this tragic
accident and we have implemented further measures to
strengthen our practices. Safety is a deeply held value at
Imtech and is integral to the way we work. We are
determined to improve our performance in the period
ahead.
During the year, our Health & Safety organisation has
been reviewed, which gave us more insight in our
approach. We upgraded our reporting system that
provides us with quarterly insight in our main
performance indicators. The Supervisor Board monitors
H&S performance closely and on an on-going basis as a
standard topic in its meetings, and the same is done in
Board of Management and Executive Council meetings.
There is still ropom for improvement of our H&S data
quality management at all divisions. In 2015 especially
our divisions Germany & Eastern Europe, Nordic and
Traffic & Infra need to step up and improve their
H&S reporting across all of their business units.
While we are making progress, we are determined to
accelerate the improvement of our performance in 2015.
One way to raise our standard is by introducing our own
Imtech Safety Rules. In order to create a safer
environment we have started this process with Imtech’s
Top-80 and in 2015, we will launch our own safety
standard, enhancing clarity on the expected behaviour.
In addition, we will assess the possibility of including
Health & Safety key performance indicators in the
remuneration system of the Board of Management and
Executive Council of Imtech.
34
Sustainability Report 2014
Working method
The Board of Management is responsible for Health &
Safety at Imtech. To strengthen our performance and
develop a proactive safety culture we implemented the
following working method:
■■
BoM
■■
■■
■■
EC
■■
■■
■■
H&S
Team
■■
■■
Responsible for corporate H&S
performance
Defines corporate goals and actions in
the divisions
Monitors progress and discusses
performance with divisions
Responsible for corporate H&S
performance
Defines corporate goals and actions in
the divisions
Monitors progress and discusses
performance with divisions
Responsible for corporate H&S
performance
Defines corporate goals and actions in
the divisions
Monitors progress and discusses
performance with divisions
Corporate H&S Goals 2014
In 2014 we worked on six corporate goals:
Corporate Goals
Result(s) and highlights 2014
1. Specify key targets per division (IF, SR, etc.)
All divisions have set a target on their IF and SR performance
in their 2014 action plan. Only four divisions have reached
their target on IF and half of the divisions reached their
SR target. Targets have only partly been met and next year
we will sharpen the objectives as to accelerate our progress.
2. Insight in divisional actions and management systems
As a result of an interim-review in the beginning of 2014,
we have a clear overview of the maturity of the H&S
organisation and systems at divisional level. We collected the
top-3 priorities on health & safety per division and we draw up
an inventory of the H&S systems. We gained more insight into
divisional performance by the quarterly reporting process that
has been upgraded. We also discussed divisional actions and
management systems in the global Health & Safety Team
meetings.
3. Structure the H&S reporting process
We have upgraded our reporting organisation, further
aligning definitions and strengthening verification processes.
In 2014 a quarterly reporting scheme in IRIS has been set-up
and definitions were reviewed and renewed. In 2015 an
additional indicator will be added: the number of near-misses.
4. Implement safety principles in GRC program
The 8 H&S principles are embedded in the GRC programme.
This is done through sharing dilemma’s on Health & Safety
issues in a test in an internal magazine that has been
translated in five languages and distributed among all
employees of Imtech worldwide.
5. Assess each division (self assessment tool)
All divisions are using the Imtech H&S self-assessment tool.
The goal is to get insight in the safety culture. It is important
that divisions continue to use this tool in 2015 and expand
their target group. The results will be shared in the global
H&S Team.
6. Share best-practises in cross-divisional meetings
During the 3 Global H&S Team meeting and the Global CSR
Team meetings in 2014, best-practises were shared. Especially
Imtech UK & Ireland is a best-practise for all divisions. We also
shared results and best-practices on health & safety in seven
divisional management team meetings, in the Executive
Council, Works Council and European Works Council, and we
have held a Health & Safety stop in all divisions following the
fatal accident in Sweden to share the lessons learned.
Sustainability Report 2014
35
Our new corporate goals for 2015 are:
Corporate Goals 2015
Approach
1. IF: target per divison
■■
Based on divisional goals
■■
Specified per division
■■
Based on input divisions
2. Introduce and implement
Imtech safety rules
■■
Supported by
communication plan
3. Develop Remuneration
■■
Plan Imtech EC
Defining targets per
‘One way to raise our
safety standard is by
introducing Imtech
Safety Rules in 2015.’
division
■■
To be passed on to
divisional bonus systems
4. Enhance H&S culture
■■
Extending reporting (near
misses)
■■
Imtech H&S Day – one
Adding value to our customers
theme
■■
Imtech H&S Awards
Imtech Marine
Project:Imtech Marine’s HVAC system design on
board HelWin bèta platform enhances
significant energy and weight savings
Adding value to our customers
Imtech UK & Ireland
Project:AMP 6 contract award as part of joint
venture (LiMA: Laing O’Rourke and
Imtech, with support from Atkins).
S teven Fraser, United Utilities managing director:
“Our announcement is the result of a lengthy,
robust and rigorous selection process and we are
confident that Imtech is the right partner to help
deliver real improvements for our customers and
the environment during AMP6 and beyond.”
36
Sustainability Report 2014
p until the present time Imtech Marine has
U
equipped over 130 oil, gas and wind platforms
with HVAC systems. This motivated the Heerema
Fabrication Group to involve Imtech Marine in the
project’s tendering phase.
Ronald Wiebes, Yard Director Heerema
Zwijndrecht: “That experience and knowledge is
very welcome, most certainly in a relatively young
discipline such as wind energy. In this project,
Imtech realised significant energy and weight
savings by developing an alternative to the original
design. Imtech modified the pre-design. The
benefits are evident. Greater efficiency, better
budget fit and a more sustainable solution.”
Health & Safety
109
*
Severity Rate (SR).
(2013: 116.2)
1
*
Number of
fatal injuries.
(2013: 0)
744
Number of injuries not
leading to absence.
(2013: 697)
429
*
Number of Lost Time
injuries (LTI). (2013: 471)
Marine 10.6
Traffic & Infra
2.7 The Netherlands
Belgium
4.3
17.6
Spain 13.7
Injury
Frequency
index (IF).*
12.5
21.0
Nordic
Luxembourg
2.4
UK & Ireland
19.2
Germany & Eastern Europe
*
Part of KPMG assurance.
Sustainability Report 2014
37
38
Sustainability Report 2014
Society
Management
statement
‘As a global company our employees are citizens of many
communities. With the rise of social media, we are faced with
a constant 24/7 real-time news flow that puts us in the public
spotlight at all times, with only a small window of time to react.
As reputational damage arising from business disruptions has a
negative impact on shareholder value, we aim to communicate with
our stakeholders transparently and frequently. But it is not only
about mitigating risks, it also offers opportunities. Our high-tech
competences enable us to help solve social challenges by offering
our expertise and technology to society. Ultimately, our social
engagement strategy helps us maintain our social license to operate.’
Sustainability topic and its financial impact
Sustainability
Topic
Impact on
business
Impact on
business value
drivers
Lower
reputational
risk
Corporate
Citizenship
Increased
stakeholder
satisfaction
Higher
attraction on
labor market
Increased
business
opportunities
as responsible
partner
Sustainability Report 2014
39
Society
The rise of civil society, the speed and availability of
information, social media, mobile technologies and the
globalisation of local issues drive us to focus on local
stakeholder groups, such as customers, communities,
associations and Non-Governmental Organisations
(NGOs). This helps us build trust and credibility, improve
operational efficiency, reduce reputational risk, protect
our brand value and strengthen our social license to
operate.
Corporate Citizenship
In 2014 we dealt with legacy issues in some parts of our
organisation that had the potential to escalate quickly
and impact our reputation. With the rise of social media
we have little time to react and mitigate negative
consequences of an issue. This underlines the importance
of transparent and regular communication with our
stakeholders so potential issues can be identified and
addressed before they intensify. In 2014 we issued 29
press releases and organised 13 press and analyst
meetings to inform the media and analysts.
An effective approach to engaging with various
stakeholders is not only about mitigating risks; it also
offers opportunities. In 2014, we continued to openly
explain the issues to our customers, partners and
suppliers because we believe that clarity on all issues
helps strengthen our relationships and, therefore, helps
us retain existing customers and attract new customers.
In addition, we had dialogues with our shareholders and
NGO’s in general meetings.
Another opportunity for us is to strengthen our
relationship with local stakeholders by sharing our
resources. We are aware of the fact that local authorities
are increasingly withdrawing from the welfare state
concept and seeking to share responsibility for citizens
with local companies. As a technical solutions provider
we feel responsible to offering our resources, such as
technical expertise and knowledge, through community
investment initiatives and sponsorships.
In line with our focus on operational excellence and
reducing working capital, we decided to terminate most
of our sport sponsoring contracts and adopt a more
modest approach, being extremely prudent engaging in
new (sponsor)partnerships. We introduced a new policy
in which we defined corporate citizenship at Imtech. It
means that we recognise our social, educational and
environmental responsibilities to the communities in
which we seek a license to operate.
40
Sustainability Report 2014
Adding value to our customers
Imtech Netherlands
Project:Maintenance contract at the BovenIJ
hospital.
he BovenIJ Hospital signed a large multi-year
T
maintenance contract with Imtech as the main
contractor. Where previously separate assignments
were given to several companies, they now have
opted for one contractor. This offers the BovenIJ
hospital quality benefits.
Frans Smits, team leader of Purchasing at the
BovenIJ hospital: “By combining the fragmented
contracts we were able to achieve more
consistency. The hospital had a history of several
suppliers for building systems, including heating,
ventilation and lighting. By clustering all
maintenance and management activities at main
contractor responsible for all maintenance work on
our building installations, we not only have the
advantage of a single point of contact at Imtech,
we also achieve savings that we can invest in other
(care) purposes.”
This new approach provides clarity and focus, so the
number of community investment initiatives decreased
from 94 in 2013 to 83 in 2014.
All over the word Imtech is engaged in various
community initiatives, such as technical education for
young people and partnerships with institutions that
support integration of people with intellectual
disabilities and, for example, projects on green energy.
Our next steps in 2015 are defining a new stakeholder
engagement strategy, developing a mechanism to share
best-practices and organising different stakeholder
dialogues. We will also deepen the discussion on our
KPIs and targets as to inspire our people to focus on
social, educational and environmental initiatives that
support our license to operate, as well as add economic
and financial value to our shareholders.
Corporate Citizenship
Highlights in 2014
■■
■■
■■
Strategic targets 2014 – 2015
Imtech Germany and Imtech’s head office
in Gouda introduced a Christmas Wishing
Tree: underprivileged children from
Hamburg and Gouda were invited by Imtech
to celebrate Christmas at Imtech and
received some Christmas gifts. Employees
bought and gave away the presents.
The Dutch Knowledge Institute for
Number of community
Innovation TNO and Imtech Marine
investment initiatives.
signed an agreement in January 2015 in
(2013: 94)
which they expressed their intention to
work together on research and development
projects. It is a unique pooling of knowledge
and experience that will result in innovative
and sustainable solutions for the maritime
industry.
In 2014 we terminated the sport-sponsor
contracts with Bayern München and HSV.
83
■■
■■
■■
Defining a new stakeholder
engagement strategy.
Develop of a mechanism to share
best-practices.
Evaluating KPIs and targets on
community investment.
Activities that support our targets
Share best-practices on community
investment.
■■ Organisation of 4 different
stakeholder dialogues.
■■
Sustainability Report 2014
41
42
Sustainability Report 2014
About
this Report
This last chapter includes background information on the
realisation of this report, including materiality analysis, definitions
of the domains and topics, scope, target group, data collection
process, CSR standards and assurance.
Materiality analysis
Definitions domains and topics
Recent initiatives such as the Global Reporting Initiative’s
G4 reporting guidelines, highlight the concept of
financial materiality of sustainability. In our update of
the materiality of our topics, we analysed the financial
impact of the topics on the business value drivers for our
company in the discussions with our management. An
indication of the link between sustainability topics and
company costs and revenues is given in the introduction
of the four domains in chapter 4. It demonstrates how
we look for win-win situations, linking sustainability
factors with value drivers. For example, lowering energy
consumption in our operations results in significant
cost-saving opportunities and has a direct impact on our
bottom line. This focus on the most financially relevant
sustainability factors is essential, given our mission to
become the preferred technology partner of our
customers through delivering integrated technical and
sustainable solutions, which assist our customers in
reducing the total cost of ownership of their facilities.
We consider any intangible factor that can have an
impact on core business values, such as growth,
profitability and risk exposure, to be financially material.
Factors such as our ability to innovate, attract and retain
talent matter because they have significant impact on
our competitive position and long-term financial
performance.
I.Market
This is the domain of business opportunities where
we meet (potential) customers, partners, suppliers and
other parties in the supply chain, offering them technical
solutions and sustainable alternatives, such as GreenTech
solutions.
GreenTech: is the Imtech label for projects that reduce
the environmental impact. We aim to provide green
technology (GreenTech) across all Imtech divisions.
A GreenTech project is a project where the result for the
client reduces the environmental impact, when
compared to the current market standard for
conventional technology and conventional
implementation.
The reduction of environmental impact includes three
aspects;
■■
■■
■■
Prevention of pollution;
Efficiency in the use of water, materials and waste; and
Energy efficiency and reduction of greenhouse gas
(GHG) emissions (CO2).
Supply Chain: We operate in a chain of partners,
such as suppliers, manufacturers, and (sub)contractors,
cooperating in various projects.
The four domains and six topics that matter most to our
business, described in chapter 4 are defined as follows:
Sustainability Report 2014
43
II. Environment
This domain focuses on our own impact on the
environment. In order to determine the environmental
impact of Imtech, it is important to gain insight in our
direct and (in part) indirect greenhouse gas emissions:
the carbon footprint.
Carbon footprint: The total amount of greenhouse gas
emissions in a given period of an organisation, in this
case Imtech. CO2 is a greenhouse gas that is emitted in
a variety of processes including the burning of fossil
fuels. It is one of the major contributors to the
greenhouse effect. Imtech is reporting on GHG-scope
1, 2 and 3. Please see our glossary for the definitions.
III. Employees
This is the domain of the well-being of Imtech’s
employees where we focus on business ethics and
health & safety.
Business Ethics: the accepted set of moral values and
corporate standards of conduct in a business
organisation. In our newly released code of conduct you
can find the fundamental norms, rules, or values that
represent what is desirable and positive for the
organisation and help it in determining the rightfulness
or wrongfulness of its actions.
Acquisitions and divestment
Acquisitions will be included in the report immediately
after ‘control’ is obtained. In the case of divested entities
during the reporting year, these will not be included
in the report unless the divestment takes place on
31 December 2014. In 2014, we divested Imtech ICT and
therefore excluded this division from the CSR reporting
process for 2014. To be able to compare our 2014 results
with the 2013 results, we have adjusted our 2013 data
and excluded the results of Imtech ICT in our 2013
results.
Joint ventures
Only entities where Imtech has financial control will be
included in the report. A joint venture of an Imtech
operation with joint control will not be included in the
report, unless it involves collaboration between two or
more Imtech entities. In that case, the prime contractor
of this joint venture must include the data (for 100%) in
its report.
Locations
Health & Safety: the aim to reduce absence from work
due to illness and prevent any injury. Health & Safety
policies and transparent communication contribute
towards a proactive (safety) culture and increasing
awareness.
With regard to the data collection of the carbon
footprint, all carbon emissions of our locations that are
listed in IRIS (Imtech Reporting and Information System)
Real Estate module are reported.
IV. Society
In this domain we engage stakeholders and support
local community initiatives that contribute to solve social
challenges.
Suppliers and sub-contractors
Corporate Citizenship: Our responsibility towards
communities in which our operations have impact.
Our activities in this regard are defined as our
‘community investment’.
Scope
The CSR reporting scope is in compliance with the IFRS
(International Finance Reporting System) according to
which Royal Imtech N.V. is processing its financial
reports.
44
Sustainability Report 2014
We do not include the figures of our suppliers and/or
sub-contractors in our CSR data.
Reporting period
The reporting period is from 1 January 2014 to 31
December 2014. The reference date is 31 December 2014
for all CSR data.
Data collection
To collect data of all entities of Imtech worldwide, we
published an internal CSR reporting manual with clear
definitions of topics, KPIs and an explanation on the CSR
reporting processes. This manual sets out the attributes
of a well-run and sustainable Imtech.
Its purpose is to guide the priorities of our operating
divisions and to create a common language and set of
measures as an useful and practical basis for monitoring
progress against our goals. A summary of our
sustainability performance is published in the annual
report and more in detail in this sustainability report.
We have provided a training to explain the reporting
manual to our CSR team, local taskforces, controllers,
and expert-groups.
In 2015 we will focus on further improving our data
quality management. In general, but specifically for
Health & Safety in Germany & Eastern Europe, Nordic
and Traffic & Infra, we will strenghten our internal
controls for sustainability data at local, divisional and
group level to improve reporting and managing
sustainability performance.
We calculated the carbon footprint of all our entities
according to the GHG-protocol and applied the
conversion factors of the International Energy Agency
(publication of March 2014).
Imtech uses IRIS (Imtech Reporting and Information
System), our SAP/BPC reporting tool. All reporting
entities are using this database to collect and report the
data for the CSR topics.
GRI
We have applied the Sustainability Reporting Guidelines
of the Global Reporting Initiative (GRI); the world’s
most widely used CSR reporting framework. We believe
that adhering to these reporting principles will
contribute to achieve full transparency on our economic,
environmental, and social impacts. The GRI reporting
principles are the basis for our choices on CSR reporting
and ensure quality of the reported information,
including its proper presentation. In this 2014 report
we comply with the GRI G4 reporting guidelines,
accordance level ‘core’ (see pages 50 – 57).
External assurance
We have asked KPMG Sustainability to provide limited
assurance on selected indicators in this sustainability
report. The 2014 data that are part of the assurance
scope are marked with an ‘*’. KPMG’s assurance report is
included on page 46 – 47.
Target group
The target group of this sustainability report include
external stakeholders like customers, governments, local
authorities, investors, analysts, journalists, students,
NGOs and anyone who is interested in the CSR
performance of Imtech, as well as internal stakeholders
like our employees, Supervisory Board and Works
Council.
Sustainability Report 2014
45
Independent
Auditor’s
Assurance Report
To the readers of the Sustainability Report 2014 of
Royal Imtech N.V.
Responsibilities of the Board of
Management for the selected
indicators
Our conclusion
The Board of Management is responsible for the
preparation and fair presentation of the Sustainability
Report in accordance with the Sustainability Reporting
Guidelines G4 of the Global Reporting Initiative
supported by internally developed guidelines as
described in chapter 5, “About this Report”. It is
important to view the information in the Sustainability
Report in the context of these criteria. We believe these
criteria are suitable in view of the purpose of our
assurance engagement.
We have reviewed the indicators highlighted with an
asterix (*) in the Sustainability Report (hereafter: selected
indicators) of Royal Imtech N.V (hereafter: Imtech).
Based on our review, nothing has come to our attention
to indicate that the selected indicators are not
presented, in all material respects, in accordance with
the reporting criteria.
Basis for our conclusion
We conducted our review engagement in accordance
with the Dutch Standard 3810N: ‘Assurance
engagements relating to sustainability reports’.
Our responsibilities under Standard 3810N and
procedures performed have been further specified in the
paragraph titled “Our responsibility for the review of
the selected indicators.
We are independent of Imtech in accordance with the
‘Verordening inzake de onafhankelijkheid van
accountants bij assurance-opdrachten’ (ViO) and other
relevant independence requirements in The
Netherlands. Furthermore we have complied with the
‘Verordening gedrags- en beroepsregels accountants’
(VGBA).
We believe that the assurance evidence we have
obtained is sufficient and appropriate to provide a basis
for our conclusion.
46
Sustainability Report 2014
As part of this, the Board of Management is responsible
for such internal control as it determines is necessary to
enable the preparation of the selected indicators that
are free from material misstatement, whether due to
fraud or error.
Our responsibility for the review of
the selected indicators
Our objective is to plan and perform the review
assignment in a manner that allows us to obtain
sufficient and appropriate assurance evidence for our
conclusion.
Procedures performed to obtain a limited level of
assurance are aimed at determining the plausibility of
information and are less extensive than those for a
reasonable level of assurance.
The following procedures were performed:
Conducting a risk analysis, including a media search, to
identify relevant sustainability issues for Imtech in the
reporting period;
■■
■■
■■
■■
■■
■■
■■
■■
Reviewing the suitability of the internal reporting
guidelines including conversion factors used;
Evaluating the design and implementation of the
systems and processes for the collection, processing
and control of the selected indicators in the
Sustainability Report, including the consolidation of
the data;
Interviewing management and relevant staff at
corporate and divisional level responsible for
sustainability management and reporting;
Interviews with relevant staff at corporate and
divisional level responsible for providing the selected
indicators, carrying out internal control procedures on
the data and consolidating the selected indicators;
Conducting visits to locations of the company in the
Netherlands, United Kingdom, Sweden, Belgium,
Luxembourg and Spain to review the source data and
the design and implementation of validation
procedures;
Evaluating internal and external documentation,
based on sampling, to determine whether the selected
indicators in the Sustainability Report are supported
by sufficient evidence;
An analytical review of the data and trend
explanations submitted by all divisions for
consolidation at group level as far related to the
selected indicators.
During the assurance process we discussed the necessary
changes of the selected indicators and reviewed the final
version of the Sustainability Report to ensure that it
reflects our findings.
No assurance on comparative data
No assurance procedures were performed regarding the
2013 data included in the Sustainability Report. As a
result, we do not provide assurance on previous years’
data included in the Sustainability Report.
Amsterdam, 18 March 2015
KPMG Sustainability,
Part of KPMG Advisory N.V.
W.J. Bartels RA, Partner
Sustainability Report 2014
47
48
Sustainability Report 2014
Attachments
Sustainability Report 2014
49
GRI G4 table
Indicator
Description
Page / Reference
GENERAL STANDARD DISCLOSURES
STRATEGY AND ANALYSIS
G4-1
Statement from the most senior decision-maker of the organisation
about the relevance of sustainability to the organisation and the
organisation’s strategy for addressing sustainability.
ORGANISATIONAL PROFILE
G4-3
Name of the organisation.
G4-4
Primary brands, products and services.
G4-5
Location of the organisation’s headquarters.
G4-6
Number of countries where the organisation operates and names of
countries where either the organisation has significant operations or
that are specifically relevent to the sustainability topics covered in the
report.
G4-7
Nature of ownership and legal form.
G4-8
G4-9
G4-10
G4-11
G4-12
50
Markets served (including geographic breakdown, sectors served and
types of customers and beneficiaries).
Scale of the organisation, including:
a. Total number of employees
b. Total number of operations
c. Net sales
d. Total capitalisation broken down in terms of debt and equity
e. Quantity of products or services provided
a. Total number of employees by employment contract and gender.
b. Total number of permanent employees by employment type and
gender.
c. Total workforce by employees and supervised workers and by
gender.
d. Total workforce by region and gender.
e. Whether a substantial portion of the organisation’s work is
performed by workers who are legally recognised as self-employed,
or by individuals other than employees or supervised workers,
including employees and supervised employees of contractors.
f. Any significant variations in employment numbers (such as
seasonal variations in employment in the tourism or agricultural
industries).
Percentage of total employees covered by collective bargaining
agreements.
Description of the supply chain.
Sustainability Report 2014
p. 5
Royal Imtech N.V.
p. 7-9
See back cover
p. 7
p. 7
Annual report 2014:
p. 18-19
Annual Report 2014:
p. 10-14
Annual Report 2014:
p. 16-17
p. 32
The following information
is currently unavailable:
G4-10 c, e, f.
This information is
currently unavailable.
p. 8-9, 24-25
External
assurance
Indicator
G4-13
G4-14
G4-15
G4-16
Description
Page / Reference
Any significant changes during the reporting period regarding the
organisation’s size, structure, ownership, or its supply chain,
including:
a. Changes in the location of, or changes in, operations, including
facility openings, closings, and expansions
b. Changes in the share capital structure and other capital formation,
maintenance, and alteration operations (for private sector
organisations)
c. Changes in the location of suppliers, the structure of the supply
chain, or in relationships with suppliers, including selection and
termination
Whether and how the precautionary approach or principle is
addressed by the organisation.
Externally developed economic, environmental and social charters,
principles, or other initiatives to which the organisation subscribes or
which it endorses.
Memberships of associations (such as industry associations) and
national or international advocacy organisations in which the
organisation:
a. Holds a position on the governance body
b. Participates in projects or committees
c. Provides substantive funding beyond routine membership dues
d. Views membership as strategic
p. 44
Annual Report 2014:
p. 21-28, 35-42
IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES
G4-17
a. All entities included in the organisation’s consolidated financial
statements or equivalent documents.
b. Whether any entity included in the organisation’s consolidated
financial statements or equivalent documents is not covered by the
report.
G4-18
a. The process for defining the report content and the Aspect
Boundaries.
b. How the organisation has implemented the Reporting Principles
for Defining Report Content.
G4-19
All the material Aspects identified in the process for defining report
content.
G4-20
For each material Aspect, report the Aspect Boundary within the
organisation.
G4-21
For each material Aspect, report the Aspect Boundary outside the
organisation.
G4-22
The effect of any restatements of information provided in previous
reports, and the reasons for such restatements.
G4-23
Significant changes from previous reporting periods in the Scope and
Aspect Boundaries.
External
assurance
Annual Report 2014:
p. 67-79
p. 15, 23, 45
A full and complete insight
in Imtech’s memberships
of associations and
advocacy organisations
worldwide is currently
unavailable.
p. 28, 44-45
p. 13-17, 43-45
p. 13-17, 43-45
p. 43-45
p. 43-45
p. 17, 44
p. 17, 44
Sustainability Report 2014
51
Indicator
Description
STAKEHOLDER ENGAGEMENT
G4-24
List of stakeholder groups engaged by the organisation.
G4-25
Basis for identification and selection of stakeholders with whom to
engage.
G4-26
Approach to stakeholder engagement, including frequency of
engagement by type and by stakeholder group, and an indication of
whether any of the engagement was undertaken specifically as part
of the report preparation process.
G4-27
Key topics and concerns that have been raised through stakeholder
engagement, and how the organisation has responded to those key
topics and concerns, including through its reporting. Report the
stakeholder groups that raised each of the key topics and concerns.
REPORT PROFILE
G4-28
Reporting period (e.g.s fiscal or calendar year) for information
provided.
G4-29
Date of most recent previous report (if any).
G4-30
G4-31
G4-32
G4-33
Reporting cycle (such as annual, biennial).
Contact point for questions regarding the report or its contents.
a. ‘in accordance’ option the organisation has chosen.
b. GRI Content Index for the chosen option.
c. Reference to the External Assurance Report, if the report has been
externally assured.
a. Policy and current practice with regard to seeking external
assurance for the report.
b. If not included in the assurance report accompanying the
sustainability report, report the scope and basis of any external
assurance provided.
c. Relationship between the organisation and the assurance
providers.
d. Whether the highest governance body or senior executives are
involved in seeking assurance for the organisation’s sustainability
report.
Page / Reference
p. 14-15
p. 14-15
p. 14-15
p. 14-15
p. 44
18 March 2014
(reporting period
1 January 2013 to
31 December 2013)
Annually
p. 12, back cover
p. 46-47, 50-55
p. 45, 46-47, 50-57
GOVERNANCE
G4-34
Governance structure of the organisation, including committees of
p. 13-14
the highest governance body. Identify any committees responsible for Annual Report 2014:
decision-making on economic, environmental and social impacts.
p. 30, 67-79
ETHICS AND INTEGRITY
G4-56
Values, principles, standards and norms of behavior such as codes of
conduct and codes of ethics.
52
Sustainability Report 2014
p. 33
Annual Report 2014:
p. 39-40, 64-65, 67-79
External
assurance
Indicator
Description
Page / Reference
External
assurance
SPECIFIC STANDARD DISCLOSURES
ECONOMIC PERFORMANCE
G4 - DMA
G4-EC1
Direct economic value generated and distributed.
G4-EC2
Financial implications and other risks and opportunities for the
organisation’s activities due to climate change.
G4-EC3
Coverage of the organisation’s defined benefit plan obligations.
PROCUREMENT PRACTICES
G4 - DMA
G4-EC9
Proportion of spending on local suppliers at significant locations of
operation.
ENERGY
G4 - DMA
G4-EN3
G4-EN5
G4-EN6
Energy consumption within the organisation.
Energy intensity.
Reduction of energy consumption.
EMISSIONS
G4 - DMA
G4-EN15
Direct greenhouse gas (GHG) emissions (scope 1).
G4-EN16
Direct greenhouse gas (GHG) emissions (scope 2).
G4-EN17
Direct greenhouse gas (GHG) emissions (scope 3).
p. 8-9
Annual Report 2014:
p. 39-40
p. 8-9
Annual Report 2014:
p. 16-17, 81-163
p. 16, 22, 27
Annual Report 2014:
p. 41, 77-80
Annual Report 2014:
p. 81-163
p. 8-9, 16, 21, 24-25
Annual Report 2014:
p. 39-40
p. 8-9
p. 8-9, 11, 16, 22, 27-29
Annual Report 2014:
p. 40-41, 77-80
p. 28-29
p. 28-29
p. 28-29
p. 8-9, 11, 16, 22, 27-29
Annual Report 2014:
p. 40-41, 77-80
p. 28
Imtech only reports CO2
emissions. Other
greenhouse gas emissions
are considered not
material.
p. 28
Imtech only reports CO2
emissions. Other
greenhouse gas emissions
are considered not
material.
p. 28
Imtech only reports CO2
emissions. Other
greenhouse gas emissions
are considered not
material.
Yes
Yes
Yes
Yes
Yes
Yes
Sustainability Report 2014
53
Indicator
Description
Page / Reference
External
assurance
G4-EN18
Greenhouse gas (GHG) emissions intensity.
Yes
G4-EN19
Reduction of greenhouse gas (GHG) emissions.
p. 28
Imtech only reports CO2
emissions. Other
greenhouse gas emissions
are considered not
material.
p. 28-29
Imtech only reports CO2
emissions. Other
greenhouse gas emissions
are considered not
material.
TRANSPORT
G4 - DMA
G4-EN30
p. 8-9, 11, 16, 22, 27-29
Annual Report 2014:
p. 40-41, 77-79
Significant environmental impacts of transporting products and other p. 28-29
goods and materials for the organisation’s operations, and
transporting members of the workforce.
SUPPLIER ENVIRONMENTAL ASSESSMENT
G4 - DMA
G4-EN32
G4-EN33
p. 8-9, 21, 24-25
Annual Report 2014:
p. 77-79
Percentage of new suppliers that were screened using environmental p. 24-25
criteria.
The screening was done
on existing suppliers that
accepted our Code of
Sustainable Supply (CoSS)
Significant actual and potential negative environmental impacts in
p. 16, 24-25
the supply chain and actions taken.
Annual Report 2014:
p. 77-79
EMPLOYMENT
G4 - DMA
G4-LA1
Total number and rates of new employee hires and employee
turnover by age group, gender and region.
LABOUR/MANAGEMENT RELATIONS
G4 - DMA
54
Sustainability Report 2014
p. 8-9, 31, 32
Annual Report 2014:
p. 64-65
p. 32
The information on
turnover by age group,
gender and region is
currently not disclosed.
p. 8-9, 31
Annual Report 2014:
p. 64-65
Yes
Yes
Indicator
G4-LA4
Description
Page / Reference
External
assurance
Minimum notice periods regarding operational changes, including
whether these are specified in collective agreements.
In case of operational
changes Imtech gives our
people advance notice
within a reasonable notice
period depending on the
specific circumstances
related to the nature of
the change.
OCCUPATIONAL HEALTH AND SAFETY
G4 - DMA
G4-LA6
p. 5, 8-9, 16, 31, 34-37
Annual Report 2014: p. 24
Type of injury and rates of injury, occupational diseases, lost days, and p. 37
absenteeism, and total number of work-related fatalities, by region
Information by gender is
and by gender.
currently not available.
TRAINING AND EDUCATION
G4 - DMA
G4-LA10
Programs for skills management and lifelong learning that supports
the continued employability of employees and assist them in
managing career endings.
DIVERSITY AND EQUAL OPPORTUNITY
G4 - DMA
G4-LA12
Composition of governance bodies and breakdown of employees per
employee category according to gender, age group, minority group
membership, and other indicators of diversity.
SUPPLIER ASSESSMENT FOR LABOUR PRACTICES
G4 - DMA
G4-LA14
Percentage of new suppliers that were screened using labor practices
criteria.
G4-LA15
Significant actual and potential negative impacts for labour practices
in the supply chain and actions taken.
Yes
p. 8-9, 31
Annual Report 2014:
p. 64-65
p. 32-33
Annual Report 2014:
p. 64-65
p. 31
Annual Report 2014:
p. 30-33, 64-65
p. 32
Annual Report 2014:
p. 30-33
The information is
currently not available in
such detail.
p. 8-9, 21, 24-25
Annual Report 2014:
p. 77-79
p. 24-25
The screening was done
on existing suppliers that
accepted our Code of
Sustainable Supply (CoSS).
p. 16, 24-25
Annual Report 2014:
p. 77-79
Sustainability Report 2014
55
Indicator
Description
INVESTMENT
G4 - DMA
G4-HR1
Total number and percentage of significant investment agreements
and contracts that include human rights clauses or that underwent
human rights screening.
SUPPLIER HUMAN RIGHTS ASSESSMENT
G4 - DMA
G4-HR10
Percentage of new suppliers that were screened using human rights
criteria.
LOCAL COMMUNITIES
G4 - DMA
G4-SO1
Percentage of operations with implemented local community
engagement, impact assessments, and development programs.
ANTI-CORRUPTION
G4 - DMA
G4-SO4
Communication and training on anti-corruption policies and
procedures.
G4-SO5
Confirmed incidents of corruption and actions taken.
Page / Reference
p. 8-9, 21, 24-25
Annual Report 2014:
p. 77-79
p. 24-25
p. 8-9, 21, 24-25
Annual Report 2014:
p. 77-79
p. 24-25
The screening was done
on existing suppliers that
accepted our Code of
Sustainable Supply (CoSS).
p. 8-9, 11, 16, 39-41
p. 39-41
The information is
currently not available in
such detail.
p. 16-17, 31-33
Annual Report 2014:
p. 21-26, 35-42, 67-69
p. 32-33
p. 33
Annual Report 2014:
p. 78-79
ANTI-COMPETITIVE BEHAVIOR
G4 - DMA
G4-SO7
p. 16-17, 31-33
Annual Report 2014:
p. 21-26, 35-42, 67-79
Total number of legal actions for anti-competitive behavior, anti-trust, Annual Report 2014:
and monopoly practices and their outcomes.
p.78-79
COMPLIANCE
G4 - DMA
56
Sustainability Report 2014
External
assurance
p. 16-17, 31-33
Annual Report 2014:
p. 21-26, 35-42, 67-79
Yes
Yes
Indicator
G4-SO8
Description
Page / Reference
Monetary value of significant fines and total number of
non-monetary sanctions for non-compliance with laws and
regulations.
Annual Report 2014:
p.75-77
SUPPLIER ASSESSMENT FOR IMPACTS ON SOCIETY
G4 - DMA
G4-SO9
Percentage of new suppliers that were screened using criteria for
impacts on society.
G4-SO10
Significant actual and potential negative impacts on society in the
supply chain and actions taken.
External
assurance
p. 8-9, 21, 24-25
Annual Report 2014:
p. 75-79
p. 24-25
The screening was done
on existing suppliers that
accepted our Code of
Sustainable Supply (CoSS).
p. 16, 24-25
Annual Report 2014:
p. 75-79
Yes
Please visit our website to download our Annual Report 2014: www.imtech.com/investors.
Sustainability Report 2014
57
Glossary
(Alleged) violations
The number of violations / complaints / grievances
reported to the counsellor / compliance function
managers.
Business Ethics
The accepted set of moral values and corporate
standards of conduct in a business organisation.
BoM
Board of Management.
Carbon footprint
The total amount of greenhouse gas emissions in a given
period of an organisation, in this case Imtech.
CO2
A greenhouse gas that is emitted in a variety of
processes including the burning of fossil fuels. It is one of
the major contributors to the greenhouse effect.
Code of conduct
The fundamental norms, rules, or values that represent
what is desirable and positive for the organisation and
help it in determining the rightfulness or wrongfulness
of its actions.
Code of Sustainable Supply (CoSS)
The Procurement code of Imtech in which Imtech has
formulated its CSR ambitions for the supply chain. It
enables Imtech to ensure that sustainability principles
are applied throughout the supply chain.
Community investment initiatives
These include contributions such as donations, sponsor
activities, charitable initiatives, voluntary activities,
partnerships with charitable organisations, etc. We only
include corporate initiatives, not individual activities/
donations, i.e. limited to either Imtech-labelled or
Imtech-sponsored initiatives.
Conversion factor
The conversion factor is different for each energy flow
and each type of fuel. It is used to calculate CO2
emissions.
Corporate citizenship
Our responsibility towards communities in which our
operations have impact. Our activities in this regard are
defined as our ‘community investment’.
58
Sustainability Report 2014
Cross-divisional framework contracts
Are contracts for more than one division (at least two)
and that can be used for more than one project or are
not project-related at all (these framework contracts can
also be bonus agreements). Project-specific contracts are
contracts that have been made (and are only valid) for
one project.
CSR
Corporate Social Responsibility.
Divisional framework contracts
Are contracts of one division and can be used for more
than one project (of that specific division) or are not
project related at all.
EC
Executive Council.
Fatal injury
Death occurring within 30 days of an uninterrupted
period of absence following on from the incident if the
cause of death was a result of the injury.
GHG scope 1
Direct scope 1 sources are fossil fuels (e.g. petrol, oil and
coal) used at production facilities and for the vehicles
owned and leased by the company. This means the
places where the company directly controls its climate
impact.
GHG scope 2
Indirect scope 2 sources are the company’s consumption
of electricity and district heating on (office)locations.
GHG scope 3
Other indirect sources in scope 3 cover employee
business travel (privately owned vehicles and air travel).
GRC
Governance, Risk and Compliance.
Green electricity
Energy produced from renewable or non-polluting and
non-hazardous technologies such as air turbines
(windmills), water power, biomass, landfill gas and
solar-cells.
Greenhouse Gas (GHG)
Are gases released into the atmosphere that are
responsible for the greenhouse effect, i.e. global
warming. In addition to CO2 there are other types of
greenhouse gases: water vapour, methane, nitrous oxide,
ozone and F-gases.
GreenTech
The Imtech label for projects that reduce the
environmental impact.
GreenTech project
A project where the result for the client reduces the
environmental impact, when compared to the current
market standard for conventional technology and
conventional implementation.
GRI
Global Reporting Initiative.
Health & Safety
The aim to reduce absence due to illness and prevent
any injury.
HR
Human Resources.
H&S
Health & Safety.
Injury (at work)
Every injury at the workplace, including travel during
work time. A separate injury is registered for each
person involved. Travel to and from work is excluded.
Injury Frequency index (IF)
Number of Lost Time Injuries + fatal injuries
x 1 million / Total number of working hours.
Integrity training programme
A training programme (online and/or offline) for
employees, with the purpose to train the attendees on
the topic of ‘business ethics’ (code of conduct).
IRIS
Imtech Reporting and Information System.
Lost Time Injury (LTI)
An injury whereby the employee involved cannot resume
work on the day that the injury happened and (at least)
the next working day.
NGO
Non Governmental Organisation. An organisation that is
independent of the government and pursues social aims.
Number of injuries at work not leading to absence
An injury whereby the employee involved resumes work
on the same or the next day.
Other (‘grey’) electricity
Average grid electricity (commodity).
Project (GreenTech)
The entire project for the client, not just Imtech’s part of
the project. This includes all projects, also the
maintenance projects/contracts where Imtech does not
have an actual influence on the choices made by the
client.
Reduction of environmental impact
The reduction of environmental impact enholds three
aspects; 1. Prevention of pollution, 2. Efficiency in the
use of water, materials and waste, and 3. Energy
efficiency and reduction of greenhouse gas (GHG)
emissions (CO2).
Retention rate
The percentage of employees who were employed at the
beginning of the reporting period and remain with the
company at the end of the reporting period.
SB
Supervisory Board.
Severity rate (SR)
Number of lost working hours / Number of Lost Time
Injuries.
Sickness rate
Total (calendar)days of absence due to illness / Average
FTE x the number of calendar days in the period (number
of employee days).
Sustainability Report 2014
59
Supply Chain
We as Imtech operate in a chain of partners, such as
suppliers, manufacturers and (sub)contractors. We are
cooperating in various projects.
Violation
A breach of (in this context) the code of conduct.
60
Sustainability Report 2014
Royal Imtech N.V.
Quinterium Offices I
Kampenringweg 45a
2803 PE Gouda
P.O. Box 399
2800 AJ Gouda
The Netherlands
Design & production
Telephone +31 182 54 35 43
Domani B.V., Weesp, The Netherlands
[email protected]
www.imtech.com
Photography
Carel Kramer, The Netherlands
Corporate Social Responsibility
Van der Kloet, The Netherlands
Telephone +31 182 54 35 43
Jeff Cheng, Singapore
[email protected]
Hasse Bengtsson, Sweden
www.imtech.com/csr
Royal Imtech N.V.
Sustainability
Report 2014
www.imtech.com/csr
Royal Imtech N.V.
Quinterium Offices I
Kampenringweg 45a
2803 PE Gouda
P.O. Box 399
2800 AJ Gouda
The Netherlands
T +31 182 54 35 43
[email protected]
www.imtech.com
Corporate Social Responsibility
T +31 182 54 35 43
[email protected]
www.imtech.com/csr
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