S U S TA I N A B I L I T Y R E P O RT 2 0 1 3
S U S TA I N A B I L I T Y R E P O RT 2 0 1 3
Royal Imtech N.V.
Quinterium Offices I
Kampenringweg 45a
2803 PE Gouda
P.O. Box 399
2800 AJ Gouda
The Netherlands
Telephone +31 182 54 35 43
[email protected]
www.imtech.com
Corporate Social Responsibility
Telephone +31 182 54 35 04
[email protected]
www.imtech.com/csr
Design & production
Domani B.V., Weesp, The Netherlands
Printing
Drukkerij Zwaan Printmedia, Wormerveer, The Netherlands
Photography
Crossness Sewage Treatment Thames (Imtech UK), page 8
Service employee at Green Gas installation (Imtech Netherlands), page 16
Wind power plant worker, looking at wind farm (Imtech UK), page 22
Welder at work (stock photo), page 26
Service employees at the REM Mermaid, an Offshore Supply Vessel
in the harbour of IJmuiden, the Netherlands (Imtech Marine), page 32
CONTENTS
Preface from the CEO
3
1. About Imtech
Profile and mission
The context of Corporate Social Responsibility
4
4
6
Introduction 8
2. Corporate Social Responsibility at Imtech
9
3. Summary of the CSR data 2013
14
4. Domains and topics
17
Market 18
GreenTech19
Supply Chain
20
Environment
23
Carbon footprint (CO2)24
Employees
Business Ethics
Health & Safety
27
28
31
Society
Corporate Citizenship
33
35
5. About this report
36
Attachments
39
GRI G3.1 table
40
Glossary46
1
KEY ISSUES 2013
50% of our most material projects (in size and risks)
have a GreenTech label.
The percentage of the cross-divisional framework contract
with the
Code of Sustainable Supply
rose from 36% to almost 50%.
Our total
CO2 footprint in 2013 is 95.7 kton.
78.8% derives from mobility and 21.2% is from
our locations worldwide.
100% of our top management participated in an
integrity training programme.
The average
sick leave percentage of Imtech
employees is 3.3%.
In 2013 we had
472 Lost Time Injuries and 0 fatal injuries.
103 community investment initiatives were reported
by our divisions.
2
Preface
from the CEO
2013 was a year of transition for Imtech. Some parts
of our organisation improved their results in profitable
markets, while other parts operated in more difficult
circumstances and had to restructure their business.
Apart from the differences in markets and countries
we also faced internal and external challenges that
impacted our organisation as a whole.
At the beginning of 2013 we were
faced with irregularities in Poland and
Germany that affected all our
stakeholders. The share price dropped
and our reputation came under
pressure. The events made
us review our way of working.
With the aim of dealing openly
with that chapter and closing it, we
decided to disclose the irregularities
in a Report to Shareholders that
was published in June 2013.
Simultaneously, we implemented new procedures and
regulations, strengthened our organisation with new
management, and introduced a transparent culture
in which responsibility is accepted.
‘As a technical
services
provider,
we can make
a positive
contribution.‘
We are dealing with the internal issues, but we are also
aware of the external challenges of how to provide an
increasing population with the basics of life when natural
resources are dwindling. We are convinced that new,
innovative technology can play a key role in finding
solutions. As a technical services provider, we can make
a positive contribution. This is why we take our corporate
responsibility seriously and have made it a core
component of our activities. Our GreenTech projects are
a good example of this and you can read about them in
chapter 4 of this report.
In this sustainability report we address our most
important social and environmental issues and provide
fair accounts of our performance. You will read where
we stand and what our ambitions are. You will also read
the feedback of our clients on our performance and
sustainable solutions. There is still a lot to accomplish
and we will continue to do our part by building a vital
and sustainable organisation.
Gouda, 17 March 2014
Gerard van de Aast
CEO
A second reason for the transition at Imtech is that
some of our businesses operate in difficult markets that
are hindered by the ongoing economic crisis. We have
adapted our organisation to the market situation, which
resulted in the loss of 2,300 jobs in 2013. We regret this
loss of jobs, yet at the same time, we realise that this
restructuring was the only way to protect our right to
exist and ensure the employment of Imtech’s remaining
26,000 employees.
3
1 ABOUT IMTECH
Profile
Royal Imtech N.V. is a technical services
provider in the fields of electrical services, ICT and
mechanical services. Imtech, with around 26,000
employees, achieves an annual revenue of approximately
5 billion euro and serves around 24,000 customers.
Imtech is able to cluster the electrical, ICT and mechanical
technologies across and throughout the full width and
depth of the technology spectrum into integrated and
multidisciplinary solutions. This results in
differentiating strengths and makes value creation
possible.
The achievement of added value is at the heart of
Imtech’s strategy. This added value translates into a
life-cycle approach aimed at reducing the customer’s total
cost of ownership (the cost of technical solutions
throughout the entire exploitation period). Imtech focuses
on intensive multidisciplinary cooperation with customers
and within the chain by attaining preferred technology
partner positions.
Imtech is active in the European markets
for buildings, industry, ICT, traffic and infrastructure and
the global marine markets. Imtech’s key European
countries are Austria, Belgium, Germany, Finland, Ireland,
Luxembourg, the Netherlands, Norway, Spain, Sweden
and the UK.
Imtech is a leading partner in the European
‘GreenTech’ market (green technology) and
generates around 50% of total revenue of its most
material projects (in size and risks) with a GreenTech
label.
Imtech follows a pro-active strategy in the field
of Corporate Social Responsibility.
Imtech’s shares are listed on the NYSE Euronext in
Amsterdam.
4
Total revenue and other income
split per market segment
Private buildings 28%
Public buildings 12%
Care & Cure 6%
Specials 3%
Industry 28%
Infra & Traffic 14%
Marine 9%
Other 0%
Total revenue and other income
split per technology
Electrical engineering 40%
Mechanical engineering 36%
ICT 17%
Other 7%
Total revenue and other income
split by country
Germany 27%
The Netherlands 20%
Sweden 15%
UK 14%
Belgium 4%
Finland 3%
Ireland 3%
Spain 2%
Norway 2%
Other countries 10%
ABOUT IMTECH
Total revenue and other income
split per activity
Mission
Imtech’s mission is threefold:
Technology that improves society
Design, Engineering & Consultancy 9%
Implementation 64%
Maintenance, Services & Management 21%
Trade 0%
Other 6%
Total revenue and other income
split per cluster
Imagining our society without technology has become
impossible. Technology offers solutions with high added
value for society’s fundamental problems in the fields of
energy, environment, fine particles and water. Technology
contributes towards improving mobility, (health) care and
education, in the field of security, in research laboratories
and research centres, in the pharmaceutical industry, in
the development of clean and safe automobiles and in
the food production industry. We are active right across
the social spectrum and develop integrated technological
solutions that contribute towards a sustainable society.
We accept our Corporate Social Responsibility, which is
why CSR is an integral component of
our strategy.
Technology that improves business
Benelux 14%
Germany & Eastern Europe 19%
UK & Ireland 15%
Nordic 18%
Spain 3%
Turkey 0%
ICT 15%
Traffic 8%
Marine 8%
Knowing what the customer wants is crucial. This is why
we are a decentralised organisation that is close to its
24,000 customers. We strive to achieve added value
through our thorough knowledge not only of
our customers’ processes, but also of the markets in
which they operate. Customers can concentrate fully on
their core business while we take responsibility for their
technology infrastructure throughout the entire
exploitation phase. Cooperation with the customer and
within the supply chain, together with technological
(process) innovation, leads to value creation and an
optimum total cost of ownership.
Technology that works
Number of employees
split by country
Germany 19%
The Netherlands 19%
Sweden 17%
UK 11%
Belgium 4%
Finland 2%
Ireland 3%
Spain 5%
Norway 2%
Other countries 18%
Technological solutions must work and deliver measurable
results. Our expertise stretches back over more than 150
years. As a technology services provider we stand at the
threshold of innovations, such as decentralised power
plants, energy efficiency and platform automation
in shipping. We have an installed base of countless
projects and references. The professionalism of our
employees is crucial to ensure that the technology works.
5
The context of Corporate Social Responsibility
We operate in a worldwide business context that gives us the opportunity
to respond 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.
We accept that the rapid technology-driven progress the world has
undergone in the past 200 years
has caused some of the problems
now being faced.
We are convinced that new,
innovative technology can play
a key role in finding solutions.
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.
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.
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 examined
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.
It was clear from the irregularities
in some parts of the organisation
that were discovered early 2013
that our governance and business
controls were not sufficiently
effective. We strengthened our
GRC framework and decided
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.
The Governance, Risk and
Compliance (GRC) rulings and
legislation around
the world are placing renewed
emphasis on good governance
and ethical behaviour. Imtech has
expanded rapidly over the last
10 years and our new Board of
Management concluded that the
GRC framework was no longer
in proportion with the size and
complexity of Imtech’s business.
6
THE CONTEXT OF CORPORATE SOCIAL RESPONSIBILITY
Context
Imtech’s response
CSR Topics at Imtech
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.
7
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.
This is the first Imtech sustainability
report that measures the performance of
the entire organisation. Including all our
units was not easy as Imtech has
businesses around the world, but we
completely reorganised the process so as
to maximise transparency.
This report has been written for our
stakeholders - customers, employees,
shareholders, students, non-governmental
organisations (NGOs), suppliers and
anyone who is interested in Imtech.
In 2013 we re-examined Imtech’s
sustainability approach and identified our
most important topics based on various
analyses. We decided to focus first on
a reliable reporting process in order
to build a solid basis for the further
development of the topics. You can read
about the new process in chapter 2 of this
report. You will also find a summary of
data and an explanation of the topics
that we address.
In 2013 our sustainability approach was
discussed in great detail with many
stakeholders. Based on those discussions
we redesigned our approach. We would
like to thank all the stakeholders who
critically and constructively contributed
towards this process. Together we are
improving our performance, but it is just
the beginning. We would like to continue
our dialogue and invite you to give us
your feedback on our non-financial
performance, either in meetings or via
e-mail: [email protected].
Dorien Wietsma
Director Corporate Communication & CSR
8
Crossness Sewage Treatment Thames (Imtech UK)
CORPORATE SOCIAL RESPONSIBILITY AT IMTECH
2 CORPORATE SOCIAL RESPONSIBILITY
AT IMTECH
Mission
Our CSR mission is derived from Imtech’s overall mission
of developing technology that improves business and
society. We aim to become the preferred technology
partner of our customers through delivering integrated
technical solutions that help reduce the total cost of
ownership of their facilities.
To Imtech, Corporate Social Responsibility means helping
to meet the world’s growing economic, environmental
and social needs in responsible ways. By focusing on
business-related topics we can make a difference.
We are committed to delivering integrated technical
solutions in a responsible manner for customers in our
markets, our employees, the environment and the
society in which we operate.
■■ Market: By developing and offering new,
innovative solutions we help our customers
achieve their sustainability goals. By introducing
our Code of Sustainable Supply we influence
the supply chain in which we are a link and contribute
towards a responsible supply chain.
■■ Environment: By measuring our own CO2 emissions
we gain insight into the impact of our operations
and can formulate realistic goals for reducing
the negative effect on the environment.
■■ Employees: By facilitating a safe work environment
and developing a proactive safety culture, we support
our employees’ health. And by introducing clear
guidelines on ethical behaviour we create an open
and transparent culture in which responsibility is
accepted.
■■ Society: By communicating with our stakeholders we
strengthen our corporate citizenship and maintain
our social license to operate, and by offering our
resources, such as expertise and technology, to
society we are able to help solve social challenges.
Strategy
In line with Imtech’s overall strategy in which operational
excellence is one of the cornerstones, the CSR strategy
is designed to ensure we obtain complete and reliable
data on the topics we consider most critical for Imtech.
The CSR strategy has been developed at a corporate level
in close cooperation with our divisions. Our divisions will
be responsible for its implementation in their specific
situation at a local level. The strategy defines four domains
in which we want to create win-win situations: market,
environment, employees and society. In these domains we
have identified six topics, each with key performance
indicators that will enable us to measure our performance
accurately and report the results. Chapter 4 of this report
gives more information on the domains and topics,
including our performance, targets and actions.
Ambition
We aim to create win-win situations for the market, the
environment, our employees and society by innovating
and introducing solutions that:
■■ Help customers achieve their sustainability goals;
■■ Preserve the environment and scarce resources;
■■ Enhance our employees’ well-being;
■■ Engage stakeholders and support local initiatives
that solve social challenges.
CSR governance and responsibilities
The Board of Management is responsible for the CSR
targets and performance. A newly-appointed CSR director
reports to the CEO and works closely with the directors of
the divisions (Executive Council) and Imtech’s international
CSR Team. Each division director has appointed a contact
person as a member of the international CSR Team.
The CSR Team members have formed divisional CSR
Taskforces. The members of the Taskforces are responsible
for collecting the required data. Once the data has been
collected the controllers play an important role - they
Figure 1: CSR domains and topics
Market
GreenTech
Supply Chain
Environment
CO2
Employees
Business Ethics
Society
Corporate
Citizenship
Health & Safety
9
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 international 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.
Development of CSR policy & approach
In 2013 we re-examined Imtech’s entire CSR approach.
After the irregularities in some parts of our organisation,
mentioned in the preface from the CEO and an intensified
focus on reliability and operational excellence, it became
apparent that our sustainability approach was no longer
valid as we did not measure our topics throughout the
entire group. Data was only partially collected, which
resulted in extrapolated figures. There was a need to
develop a CSR policy that addresses our most material
issues and is supported throughout the entire group,
based on various analyses, including stakeholder dialogue,
benchmarking, media analysis and a risks-opportunities
analysis. As we were committed to give a reliable account
of our performance in 2013, we involved every Imtech
business around the world. We distributed a reporting
manual with consistent definitions on key performance
indicators and we trained the CSR team and their local
taskforces. During this process we decided to introduce
more focus because in previous years the approach had
been quite diverse and inconsistent in the way data was
collected. Key in our approach is the theme ‘less is more’.
The CSR approach within Imtech now focuses 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.
Stakeholder dialogue
Before we re-designed our CSR policy we consulted
different stakeholders to check whether our
environmental, social and community approach 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 international
Councils at Imtech. Some of Imtech’s external advisors
were also consulted including MVO-NL, VBDO, KPMG
Sustainability, Between-Us, and the Dutch Green Building
Council (DGBC). Imtech has partnerships with MVO-NL
and DGBC. In addition, we consulted customers to get
their feedback on the importance of sustainability. Their
views are highlighted in chapter 4 of this report. Finally
we carried out a perception survey among journalists.
In short, the feedback resulted in various conclusions,
such as:
■■ The new Board of Management has introduced a new
direction of openness and transparency, operational
excellence, accountability and responsibility. These key
elements need to be reflected in both the financial
and the non-financial reporting;
■■ The non-financial reporting did not represent the
total group and some results were questionable.
The approach needs to be professionalised;
■■ Imtech should not only communicate its
opportunities, but also its risks and threats;
■■ There were many ad-hoc initiatives: Imtech needs
focus. Less is more.
Board of
Management
Executive Council
CSR Team
CSR Taskforces
10
Expert Group
Controllers
Figure 2: CSR governance at Imtech
CORPORATE SOCIAL RESPONSIBILITY AT IMTECH
As described in this report, all suggestions were taken
seriously and put into practice. In 2014 we will expand
our stakeholder dialogue regarding the evaluation of the
2013-results. We also aim to formalise the stakeholder
dialogue and involve other groups, for example Imtech’s
Tender Board, students on the labour
market, and young talent at Imtech
(Young Capital group).
Imtech’s CSR approach differs from the above mentioned
examples in two ways:
■■ We redefined and measured ‘GreenTech’ as a label
for our sustainable projects in order to define smart
goals to increase this percentage;
■■ We combine a bottom-up with a top-down approach
and will further diversify and tailor our approach
per division.
Benchmarking
Benchmarking was also part of the
re-examination of our approach. We
analysed the sustainability approach of
ten players in the sectors in which we
operate: Vinci Energies, Cofely (GDF
Suez), Spie, Caverion (YIT Group),
Bravida, TBI, Stork Technical Services,
Bilginger, Balfour Beatty and Siemens.
In a nutshell, 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.
The GRI and the Dow Jones Sustainability Index are the
guidelines most often used as CSR standards.
Each year the Transparency Benchmark of the Ministry
of Economic Affairs in the Netherlands scores the
level of transparency of the 500 biggest companies.
In 2013 Imtech ranked 88th. The benchmark examines
ten categories. The graph below shows Imtech compared
to the organisations in the Top-20 and the mean of the
sector. Imtech has a high score for relevance and strategy,
but a low score for reliability of its figures, management
approach and social reporting. As reported in this chapter
and in chapter 4, in 2013 we addressed these issues to
improve our transparency.
‘We are
committed to
give a reliable
account
of our
performance.‘
Next year we aim to improve our score in this benchmark
by continuing to increase transparency. We will also
introduce an internal benchmark for the first time and
present the results of each division compared to the
overall results of the group. By sharing best-practices we
will deepen the discussion on the ambitions and goals
per division.
Figure 3: Imtech compared to the Top-20 in the Transparency Benchmark
of the Ministry of Economic Affairs in the Netherlands
Profile and value chain
10
Contextual cohesion
9
8
Strategy and policy
7
6
5
4
Stakeholders’ involvement
3
2
Management structure and
management approach
1
Reliability
Results
Clarity
Imtech
Top-20 sector average
Social reporting policy
Relevance
11
Figure 4: Media analysis - Tone of voice of articles about Imtech
January - June 2013
July - December 2013
(Slightly) positive 9%
Neutral 27%
(Slightly) negative 64%
Media Analysis
We conducted a media analysis of 2013 to analyse the
perception of the press. Being headquartered in Gouda
meant that in the Netherlands in particular (and to a
lesser extent in Germany) Imtech received a lot of media
attention following the irregularities in some parts of the
group. That is why we decided to limit this analysis to
the Netherlands and Germany. In total 1,253 articles
were published in the main Dutch newspapers and 24 in
Germany. In the first half of the year 64% of the articles
were (slightly) negative. In the second half of the year this
percentage dropped to 46%. The Report to Shareholders
on the investigations was widely covered and the
conclusion that the problems were caused by a lack
of business controls and a ‘good news culture’ were
frequently mentioned in the coverage. The articles also
included concern regarding the number of job losses,
updates on the restructuring programmes, positive
coverage about new orders, shareholders’ support of
the successful rights issue and the other measures that
were implemented rapidly by the new management.
In the other countries in which we operate it was totally
different as the papers published hardly anything
negative about Imtech.
The media analysis in the Netherlands and Germany
stresses the importance of our new CSR topic ‘business
ethics’ that has been added to our new approach. The
analysis also underpins our commitment to reporting
complete and reliable data in a balanced way, including
‘good’ as well as ‘bad’ news.
12
(Slightly) positive 23%
Neutral 31%
(Slightly) negative 46%
Risks-opportunities analysis
Based on the internal and external input we identified six
CSR topics by exploring Imtech’s risks and opportunities,
as well as their level of impact (see
table on page 13). These topics strongly
support our aim to be a responsible
technology partner.
Revision of CSR programme
Based on the stakeholder dialogue,
benchmarking, media analysis and
risks-opportunities analysis we have
revised our topics, KPIs, results and
targets. Our CSR programme is now
more suited to the current situation at
Imtech (see Figure on page 9).
‘We have
revised our
topics, KPIs,
results and
targets.‘
The analyses have substantiated our CSR topics and
resulted in the inclusion of a new topic - ‘business ethics’
- and the exclusion of three previously addressed topics;
‘paper usage’, ‘waste reduction’ and ‘CSR standards’. In
view of our motto ‘less is more’, we prefer to have less
topics to begin with so we are able to measure them
throughout the entire organisation. Although we might
consider including these topics again in the future, we
have decided to focus first on implementing a reliable
reporting process that will ensure a solid basis for the
further development of the topics.
CORPORATE SOCIAL RESPONSIBILITY AT IMTECH
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 suppliers.
relations in the supply chain.
Financial and environmental risks of
We help our customers with mitigating
GreenTech
Environment
negative impact on the environment
climate change and reduce our own
CO2
as a result of our operations.
carbon footprint.
Financial and reputational risks, and
We raise the awareness of business ethics
the risk of negative media exposure
and create a culture in which people
due to unethical behaviour.
take responsibility.
Social, financial, and litigation risks
We enhance employee vitality by providing
of job-related accidents.
a safe working environment.
Reputational damage arising from
business disruptions have a negative
impact on shareholder value.
our social 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
A successful stakeholder engagement
Corporate
Society
strategy helps to maintain
Citizenship
These and other risks are described in more detail in our Annual Report 2013, which is available on our website: www.imtech.com.
Transparent Communication
In 2013 we communicated the transition process
internally and externally and various Councils at Imtech
were regularly updated on the progress. We also met with
NGOs to involve them in this process. Next year we will
develop the communication strategy further so as to
report on our performance and goals. We will update the
corporate website and Intranet, publish sustainability
reports per division, highlight our GreenTech projects in
various publications and share best-practices in the
internal and external 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.
Presentation of the CSR data
In 2013 we measured the key performance indicators
of six topics in four domains. On the following pages
you will find a summary of the topics, key performance
indicators, results and targets. For some topics we have
kept the previously defined targets and report on
progress. For other topics no smart goals had been
defined before, so we can’t report progress. We will do
that next year.
In chapter 4 we highlight the four domains, including
a management statement and an indication of the
financial impact of the topics on the business value
drivers for our company. 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.
13
3
SUMMARY OF THE CSR DATA 2013
CSR TOPICS
KPIs 2013
Market
GreenTech
Percentage of total revenue of our most material projects (in size and risks) with
a GreenTech label.*
Supply Chain
Percentage of cross-divisional framework contracts with a signed
Code of Sustainable Supply (CoSS).
Percentage of divisional framework contracts that include the Code of Sustainable
Supply (CoSS).
Environment
Carbon footprint (CO2)
Total carbon footprint (kton / per FTE).
Employees
Business Ethics
Percentage of top management that participated in an integrity training programme.
Number of reports relating to (alleged) violations of the code of conduct.
Number of reports that lead to dismissal(s).
Health & Safety
Number of fatal injuries.
Number of Lost Time Injuries (LTI).
Number of injuries not leading to absence.
Severity Rate (SR).
Injury Frequency index (IF).
Society
Corporate Citizenship
*
14
Number of community investment initiatives.
The figures of 2012 and 2013 are not comparable. In 2012 we estimated the GreenTech percentage of our total revenue by assessing partially
collected data resulting in an extrapolated figure. In 2013 we redefined GreenTech and its cirteria and we limited the scope to our most material projects
(in size and risks) which are subject to the assessment of the Tender Board and are included in Imtech’s Risk Management System.
SUMMARY OF THE CSR DATA 2013
RESULTS 2013
RESULTS 2012
STRATEGIC TARGETS 2014 - 2015
50%
30%
■■
■■
46.6%
36%
■■
103 kton
(3.5 ton per FTE)
■■
35%
95.7 kton
(3.7 ton per FTE)
100%
29
7
■■
■■
■■
■■
■■
■■
■■
■■
■■
■■
Netherlands
Belgium
Luxembourg
Germany &
Eastern Europe
UK & Ireland
Nordic
Spain
ICT
Traffic & Infra
Marine
0
472
697
116.2
3.4
24
26.4
10% annual increase of GreenTech projects.
Increase awareness of GreenTech solutions.
Increase the percentage of cross-divisional framework contracts with
signed Code of Sustainable Supply (CoSS) to 60%.
■■ Increase the percentage of divisonal framework contracts that include
the CoSS to 60%.
■■ Auditing suppliers that signed the CoSS.
■■ Publish an updated version of the CoSS in 2015.
5% reduction of the CO2 footprint per FTE compared to 2013.
100% participation of employees in Imtech divisions in an integrity
training programme.
■■ 100% roll out of the GRC programme in Imtech divisions.
■■
1
■■
■■
■■
■■
■■
■■
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.
Assess each division in 2014 (using our self-assessment tool).
Share best-practises and progress on safety performance in
4 cross-divisional groups and meetings.
20.1
2.9
11.2
10.2
0.2
5.9
6.9
103
Defining a stakeholder engagement strategy.
Development of a new sponsoring approach.
■■ Development of a mechanism to share best-practices.
■■
■■
15
16
DOMAINS AND TOPICS
4 DOMAINS AND TOPICS
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
Impact on
business value
drivers
Business
opportunity
Lower
as preferred
reputational
risk
supplier
Intensify
GreenTech
Initial
Reduced
investment
(energy) costs
Supply
relationship
Chain
with reliable
suppliers
Business
opportunity
Reputational
opportunity
as reliable
partner
17
Market
Imtech accepts that the rapid technology-driven progress the world has undergone in the past
200 years has caused some of the problems now being faced including climate change and dwindling
natural resources. We are convinced that new, innovative technology can play a key role in finding
solutions. 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.
Research* shows that the worldwide market for green
technology has grown by an average of 11.8% a year
since 2007 and is now worth over EUR 2 trillion. By 2025
it will have more than doubled to EUR 4.4 trillion.
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 economy in
which the green tech industry and other sectors work
together in the supply chain for mutual benefit: the
growing number of innovations in traditional industries
promotes the development of new, and the refinement
of existing, green technology.
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
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.
In previous years we estimated that 30% of our total
revenue was GreenTech. In 2013 we calculated a
percentage of 50%. The figures of 2012 and 2013 are
not comparable. In 2012 we estimated the GreenTech
projects of our total revenue by assessing partially
collected data resulting in an extrapolated figure. In 2013
we redefined GreenTech and its criteria and we limited
the scope to our most material projects (in size and risks)
which are subject to the assessment of the Tender Board,
included in Imtech’s Risk Management System and
assessed on GreenTech criteria. Based on desk research
and interviews with internal and external stakeholders,
a group of young professionals from our Young Capital
*
18
Programme at Imtech assessed this concept in order to
devise a definition that is applicable and workable for all
Imtech divisions worldwide. In line with our commitment
to report reliable figures representing the entire group, we
changed the definition of GreenTech and introduced
a different measuring system.
At Imtech 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’.
‘We see
innovation
as one of
the most
important
ingredients
to strengthen
our market
position.‘
Each year Imtech executes thousands of
projects around the world. So we need
to define the scope in order to be able
to assess the GreenTech projects. Based
on a readiness assessment we 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. In the past the Tender Board
only studied the risks involved in a
project. Now 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. From now on we will consistently
measure our performance based to this definition and
scope so that we can identify a trend in the coming years.
GreenTech project
Friesland Campina Innovation Center
(Imtech Netherlands)
In July 2013 we realised the FrieslandCampina Innovation
Center together with our construction partner Hurks.
This center is built with a BREEAM ‘very good’ certificate
Roland Berger in GreenTech Atlas 3.0 for Germany’s Federal Ministry for the environment (2012).
DOMAINS AND TOPICS
GreenTech
Highlights in 2013
oung professionals at Imtech accepted an assignment to assess Imtech’s ‘GreenTech’ projects
Y
and advised a different approach.
■■ In 2013 we redefined GreenTech and we linked the topic to our Risk Management System.
■■
KPI 2013
■■
Percentage of total revenue of our most material
projects (in size and risks) with a GreenTech label.*
Strategic targets 2014-2015
■■
■■
*
10% annual increase of GreenTech projects.
Increase awareness of GreenTech solutions.
Result 2013
50%
Activities that support our targets
Sharing best-practices in our divisions.
Highlighting innovative solutions in communications.
■■ Improve mechanism to assess projects on GreenTech
criteria.
■■
■■
Only projects included in Imtech’s Risk Management System are assessed on GreenTech criteria.
which represents our effort to come with innovative
and sustainable solutions to optimise the technical
installations of this new building. For example, we
installed special ventilation
and lighting systems, solar
panels and thermal energy storage.
GreenTech project
Elbarkaden
(Imtech Germany & Eastern Europe)
Imtech Germany & Eastern Europe was the general
contractor for implementing the Elbarkaden in Hamburg.
The office and apartment complex is the new home of
the German headquarters of Greenpeace among others.
The environmental quality was awarded the DGNB
(German Sustainable Building Council) Gold pre
certification. The innovative energy concept, which
includes solar, wind and geothermal technologies, will use
less than 100 kWh/m²*a. primary energy.
In 2014 we aim to further improve the energy and
material efficiency of Imtech’s most material projects.
We will share best-practices among our divisions and
highlight innovative solutions in our communications.
Supply Chain
It is our ambition to influence the chain of supply in which
we operate and contribute towards a responsible supply
chain. This led us to introduce our Code of Sustainable
Supply (CoSS) in 2012. We are part of a supply chain that
is becoming increasingly complex with a network of
national and international suppliers (including service
providers and sub-contractors). In our Code of Sustainable
Supply (CoSS) we have formulated our ambitions. We
would like 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 comply with the CoSS and we will help them
to achieve this.
The Code of Sustainable Supply (CoSS) clarifies what
Imtech expects from its suppliers with respect to
sustainability. It describes the targets we want to achieve
in areas such as health & safety, ethics and labour.
The CoSS is published on our website www.imtech.com.
The deployment of the CoSS started in 2012. Our internal
procurement guidelines require that the CoSS is included
in every framework contract of Imtech. Exceptions are
only allowed when properly approved. To facilitate
compliance with respect to this guideline the CoSS has
been fully integrated in the templates used by our
19
Procurement professionals when drawing-up framework
contracts.
At the beginning of 2013 just over a third of the
cross-divisional framework contracts contained the CoSS.
By the end of 2013 this has grown to 46.6%. In addition
the CoSS inclusion in divisional framework contracts was
also emphasised during 2013. Just over 10% of the
divisional framework contracts contained the CoSS at the
beginning of 2013. By the end of 2013 this has increased
to 35%. In total, during 2013 the number of framework
contracts that included the CoSS more than doubled from
169 to 343. This growth shows that Procurement
professionals within Imtech talked about the CoSS with
their suppliers and were capable of getting the CoSS
accepted by Imtech’s suppliers. It should
also be stated that in some cases the
CoSS has not been accepted by
suppliers, in general because those
suppliers have their own sustainability
codes. In these cases the suppliers’
sustainability codes have been assessed
as an alternative to the CoSS and have
largely been accepted.
‘Our ambition
is to influence
the supply
chain in which
we operate.‘
Next steps regarding increasing
sustainable supply have been planned for 2014 and
include auditing suppliers that accepted the CoSS in
respect of the extent to which they actually comply with
the CoSS. The objective is to have the CoSS accepted in at
least 60% of all framework contracts in 2015.
Supply Chain
Highlights in 2013
Launch of new templates for framework contracts to facilitate CoSS compliance.
149 of the 320 cross-divisional framework contracts include the CoSS.
■■ In 2013 the percentage of the cross-divisional framework contracts containing the CoSS rose from 36% to 46.6%.
■■ Increase in number of divisional suppliers that accepted our CoSS.
■■
■■
KPI 2013
Result 2013
Percentage of cross-divisional framework contracts
with signed Code of Sustainable Supply (CoSS).
■■ Percentage of divisional framework contracts with
signed Code of Sustainable Supply (CoSS).
46.6%
Strategic targets 2014-2015
Activities that support our targets
Increase the percentage of cross-divisional framework
contracts with signed Code of Sustainable Supply
(CoSS) to 60%.
■■ Increase the percentage of divisional framework
contracts that include the CoSS to 60%.
■■ Auditing suppliers that signed the CoSS.
■■ Publish an updated version of the CoSS in 2015.
■■
■■
■■
35%
■■
■■
■■
■■
■■
20
Sharing best-practices in divisions.
Development of ‘How to procure sustainably’ manual.
Embedding of working with Procurement-KPIs (target
setting and monitoring).
Additional focus on complying with internal
Procurement guidelines that amongst others state that
CoSS should be included in framework contracts,
unless exceptions have been approved.
Execution of cross-divisional project that focuses on
auditing suppliers with respect to the CoSS.
Evaluation and adjustment of the CoSS, amongst
other based on findings of supplier audits.
Frederico Molina (CEPSA Spain):
‘We think that Imtech is an
innovative company.’
What kind of work is Imtech doing for CEPSA?
‘Imtech is one of the main contractors for maintenance of
our facilities in Campo de Gibraltar, at the largest refinery
in Spain and two petrochemical plants.’
How would you define your cooperation with
Imtech?
‘Our cooperation with Imtech is quite satisfactory. The
proof of it is the ongoing renewal over the years of
Imtech’s contract with CEPSA.’
Which sustainability issues are most important for
your company in its daily activities and how does
Imtech approach those issues?
‘One of the four values that are a part of CEPSA’s culture
is sustainability. As far as sustainability is concerned, we
emphasize the respect for people and an efficient use of
natural resources. We expect Imtech to achieve an
accident rate in our plants better than average in this
sector. With regard to natural resources, the best way to
help our company is to increase the reliability of our
plants, and thus their availability, because the shut-down
and start-up processes originated by the breakdown of
equipment are where most energy is wasted.’
What do you think of Imtech as a company?
‘We think that Imtech is an innovative company that can
help us a lot in the ongoing process of improving the
competitiveness of our industry.’
Frank Hofmeister (Hofmeister GmbH):
‘We needed a powerful partner’
Hofmeister is a prominent German design and
construction group. The company was looking for a
strong and reliable partner for the construction of a new
furniture store. Hofmeister found this partner in Imtech.
Why did your company choose Imtech?
‘Because of the size of the project. It was a huge project,
so we needed a powerful partner. Our previous
experiences with Imtech had been good. We have always
been particularly impressed by their personal and reliable
co-operation, which guarantees project progress even in
conflict situations.’
Did sustainability play an important role in the
project?
‘Yes. For us energy efficiency was extremely important.
Imtech achieved this using the state-of-the-art technology
and equipment.’
This year has been a turbulent one for Imtech. What
do you make of these events?
‘We monitored the events with great concern, but
ultimately they didn’t influence the project activities or the
result. Imtech took swift and consistent action and we are
convinced that the company will emerge stronger from
this crisis.’
21
22
DOMAINS AND TOPICS
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
Initial
CO2
investement
of measuring
Business
opportunity
as preferred
(responsible)
partner
23
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 develop an energy policy that reduces our carbon footprint
and strengthens our competitiveness.
Carbon footprint (CO2)
The previously defined strategic target at Imtech was
15% reduction of CO2 emissions per employee compared
to 2011. In 2012 Imtech reported a carbon footprint of
103 kiloton (3.5 ton per FTE). As this figure was based on
data collection in just a couple of divisions it was an
extrapolated figure. In 2013 we took the next step and
measured our footprint throughout the entire group and
expanded our scope by including GHG-scope 3 emissions.
This means that the figures related to previous years are
no longer comparable with the recent figure.
In 2013 Imtech’s carbon footprint amounted to
95,744 tonnes (3.7 tonnes per FTE). This figure is based
on the data of all our divisions worldwide.
Our footprint consists of:
■■ Mobility (company vehicles, rental cars, air travel);
■■ Locations (energy and gas usage).
In addition to setting divisional CO2 reduction targets we
have defined an energy policy that includes the strategic
target of reducing our carbon footprint by 5% per FTE
in 2015, compared to 2013.
GHG-scope
CO2 emissions
Scope 1
Scope 2
Scope 3
71,065 tonnes
11,552 tonnes
13,127 tonnes
CO2 emissions per source
Company vehicles, fuel
consumption on locations 74.3%
Electricity / heating on locations 12%
Having a clear picture of our carbon footprint means
we can now target to reduce the emissions.
Air travel, business travel by
privately owned vehicles 13.7%
Carbon footprint (CO2)
Highlights in 2013
49% of our total electricity consumption is ‘green’.
42.5% of the total gas usage on the locations of Imtech Germany & Eastern Europe is carbon compensated.
■■ 78.8% of our carbon emissions derives from mobility. 21.2% from our (office) locations.
■■
■■
KPI 2013
■■
■■
Total carbon footprint in absolute tonnes.
Total carbon footprint per FTE.
Strategic targets 2014-2015
■■
24
5% reduction of the CO2 footprint per FTE compared
to 2013.
Result 2013
95,744 tonnes
3.7 tonnes per FTE
Activities that support our targets
■■
■■
Sharing best-practices in our divisions.
Gain insight into divisional CO2 footprints and
formulate divisional CO2 reduction targets for
2014-2015.
Koos van Leijden (Artis Zoo Amsterdam):
‘We always solve things
together. We are a true team.’
Natura Artis Magistra in Amsterdam is involved with
large-scale renovations, which will create more space for
animals and plants, for education and for cultural
heritage. Koos van Leijden is managing the construction
team on behalf of Artis, within which Imtech is
responsible for engineering.
What is cooperation like with people from Imtech?
‘Good. A construction team can only function well if we
dare to discuss things openly with each other. I want
everyone to confront each other if something doesn’t go
well and then help each other to resolve this. Of course it
does happen that you sometimes don’t understand each
other. But we always solve things together. We are a true
team. This means we are able to achieve a lot, despite the
complexity, time pressure and tight schedule.’
What could still improve?
‘Artis is very involved in sustainability, in this project too.
Imtech has installed an aquifer thermal energy storage
system which means that the building will be cooled with
water. Together we think that sustainability is more than
just putting a sustainability stamp on every nut and bolt.
Yet I noticed in these kinds of projects that we need to be
clearer about mutual expectations.’
Charles Gevers (TenneT):
‘Delivery certainty and safety
are crucial for us.’
Imtech will be renovating a number of Dutch electricity
network 380kV transformer stations, contracted by
electricity supplier TenneT. Charles Gevers is Manager
Corporate Procurement at the company that supplies
electricity to the Netherlands and a large part of Germany.
‘The people at Imtech know what they’re talking about.’
Imtech has been through a turbulent period. What
do you think about this?
‘To me it seems that Imtech has responded in an alert and
transparent way. I really have the impression that issues
are being organised well and the right people are being
placed in the right places.’
Why was Imtech chosen?
‘Two issues are crucial for us. One is delivery certainty: we
need a partner who can guarantee that there are always
enough people available, so that the network doesn’t fail.
Two: we want to ensure that the work is carried out in
100% safety. We also focus on other criteria, such as
sustainability. The share of sustainable energy is increasing,
which means that equipment needs to be in line with this.’
What tips do you have for our management?
‘Focus on what you are good at. Imtech has expanded
a lot through acquisitions, which has created a colourful
‘pearl necklace’ of activities. It could be concluded that
some of these ‘pearls’ don’t suit the company.’
25
26
DOMAINS AND TOPICS
Employees
Management statement
‘People make the difference in an organisation like Imtech. We aim to strengthen
our organisation so that the best people want to work for Imtech in a safe and open
culture in which responsibility is accepted. By introducing the three cornerstones
of business ethics – integrity, loyalty and critical thinking – we are building an open
culture that allows our employees to effectively deal with ethical issues and dilemmas
that might arise in the business. We are continuing 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
Impact on
business
Impact on
business value
drivers
Sustainability
Topic
Business
Ethics
Positive
litigation risk
and costs
Increased
shareholder
satisfaction
Health &
Increased
market value
Increased
Increased
customer
margin
satisfaction
Impact on
business value
drivers
Increased
capacity to
Increased
Reduced
reputation
Impact on
business
employee
be a reliable
safety and
business
satisfaction
partner
Safety
Lower
Reduced
accident and
litigation risk
absenteeism
and costs
Increased
productivity
27
Employees
Imtech has expanded rapidly during the last ten years. In adapting our organisation culture to the size
and complexity of our business we are focusing on two important topics ‘business ethics’ and ‘health
& safety’. Both topics demand an open and proactive attitude. By introducing new programmes and
procedures we are raising the ethical and safety awareness of the entire group.
Business Ethics
The discovery, in early 2013, of irregularities within Imtech
made it clear that Imtech’s governance and business
controls were no longer in proportion with the size and
complexity of its business. In 2013 we strengthened our
Governance, Risk and Compliance (GRC) framework
and we designed an ethics programme that will lead to
greater awareness and support our employees deal
properly with ethical issues and dilemmas.
The programme includes fit-for-purpose training and
awareness programme for all Imtech employees that
Business Ethics
Highlights in 2013
We introduced a training on Business Ethics.
We designed a GRC programme for all Imtech divisions and installed Divisional GRC teams to implement the
revised/new rules and regulations.
■■ Every division appointed a Compliance Officer.
■■ The Code of Conduct and Whistleblower policy were revised.
■■ We underlined the importance of business ethics in our corporate magazine that was distributed to approx.
26,000 employees.
■■
■■
KPI 2013
Result 2013
Percentage of top management that participated in
an integrity training programme.
■■ Number of reports relating to (alleged) violations of
the code of conduct.
■■ Number of reports that lead to dismissal(s).
100%
Strategic targets 2014-2015
Activities that support our targets
100% participation of employees in Imtech divisions
in an integrity training programme.
■■ 100% roll out of the GRC programme in Imtech
divisions.
■■
■■
■■
29
7
■■
■■
■■
■■
28
Development of awareness and classroom training
materials and e-learning modules on Code of
Conduct.
Schedule training and awareness sessions on Code of
Conduct for all employees in 2014.
Quarterly analysis of reported (suspected) misconduct
to determine focus areas on further improvement.
Quarterly analysis of reported gifts & entertainment to
determine focus areas for awareness.
Further development of KPIs on ethical behaviour and
compliance.
DOMAINS AND TOPICS
includes traditional classroom sessions, dilemma training
and e-learning. The sessions started in the second half of
2013 and the initial roll-out to all employees is expected
to be finalised in 2014.
The company-wide business ethics programme focuses
on achieving the right balance of our business principles
of integrity, loyalty and critical thinking. The definitions
of the principles are included in our
annual report. In 2013 we revised
our Code of Conduct based on these
principles with the intention of
helping every employee understand
and follow relevant compliance
and integrity rules and know when
and where to ask for advice or
report a breach of the Code.
The Whistleblower policy was also
revised. Both documents, as well
as more information on the GRC
framework, are available on our
website.
‘We keep
emphasising
the
importance of
a proactive
safety
culture.‘
In 2014 we will finalise the roll-out of the GRC
programme, including training of all employees on
business ethics.
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.
In 2013 we strengthened our Health & Safety plan, set
corporate goals and redefined the responsibilities and
working method of the new Board of Management
(BoM), the Executive Council (EC) and the divisional
Health & Safety Team.
Working method
The Board of Management is responsible for Health &
Safety at Imtech. To improve 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
Monitors progress and discusses
performance with divisions
Responsible for implementing
corporate goals in the divisions
Empowers H&S team members
to work on the goals
Informs the BoM of progress
and best practices
Responsible for implementing
the goals in divisional plans
Aligns tools and systems
Shares best practices and provides
feedback on progress
29
Corporate H&S Goals 2014
In 2013 we updated the Health & Safety action plan, focusing on five needs: clarifying, aligning, improving, monitoring
and sharing. Based on these needs we have identified a number of existing indicators and six corporate goals for 2014:
Needs
Indicators
Corporate H&S goals 2014
1. Clarify
expectations
Key targets 2014
focus on:
■■ Zero fatal injuries
■■ Reduction of LTIs
■■ Reduction of IF
rate
■■ Reduction of
severity rate
■■ Sickness rate
■■
■■
■■
■■
■■
Implement and specify key
targets in divisional H&S plans.
Gain insight into divisional
actions and management
systems.
Structure the H&S reporting
process.
Implement safety principles in
GRC programme.
Assess each division (using
self-assessment tool).
Activities that support our targets
■■
■■
■■
■■
■■
■■
■■
2. Align
H&S with
organisation
Management systems
(comply or explain).
■■
Share best-practices in four
cross-divisional groups and
meetings.
■■
■■
3. Improve
safety culture
H&S principles, safety
leadership
programme.
■■
■■
■■
4. Monitor
progress &
benchmarking
H&S reporting,
assessment and
benchmarking.
5. Share
knowledge
Communication
process.
30
■■
■■
Workshop in H&S Team.
Permanent item on agenda of
BoM/EC and Supervisory Board.
Collecting annual top-3 priorities
per division.
Draw up an inventory of the
H&S systems.
Implement and evaluate a new
reporting manual.
Develop information tool
non-financial figures (IRIS).
Organise an Imtech Safety day
to raise awareness.
Adopt safety principles in
integrity programme.
Workshop in H&S Council,
including instructions.
Evaluation of/discussion on
results in EC.
Communicate to Young Capital
meeting (1x).
Communicate to Works Council
(2x).
Communicate on Imtech
Safety-day (1x).
Presentation in magazines,
websites etc.
DOMAINS AND TOPICS
Health & Safety
Highlights in 2013
Imtech Traffic & Infra maintained level 3 on the ‘Safety Ladder’, a scale developed by ProRail to indicate what level
of safety an organisation has reached. This tool determines what the maturity of safety awareness of the
organisation is.
■■ We won a contract at Shell Pernis based on our safety performance.
■■ Imtech Netherlands rolled-out an e-learning tool for the NEN-3140 regulation.
■■ Imtech Marine was assessed on the Achilles First Point Assessment (FPAL) in 2013 and its score improved compared
to the previous assessment in 2009 on this topics ‘Quality’, ‘Health & Safety’, ‘Environment’ and ‘Competence
& Training’. FPAL is a supply chain management community, used by major buying organisations in the oil
& gas sector.
■■
KPI 2013
Result 2013
Number of fatal injuries
Number of Lost Time Injuries (LTI)
Number of injuries not leading to absence
Severity Rate (SR)
Injury Frequency index (IF) per division:
■■ Netherlands
■■ Belgium
■■ Luxembourg
■■ Germany & Eastern Europe
■■ UK & Ireland
■■ Nordic
■■ Spain
■■ ICT
■■ Traffic & Infra
■■ Marine
0
472
697
116.2
3.4
24
26.4
20.1
2.9
11.2
10.2
0.2
5.9
6.9
HR key figures
2013
2012
Number of FTEs as at 31 December
Number of employees aged 30-44
Average age of employees (in years)
Retention rate
Average length of service per employee (in years)
Percentage of female employees
Average sick leave per employee
26,168
39.6%
40.7
91.8%
8.3
11.9%
3.3%
28,022
41.6%
41.1
92.0%
9.4
11.5%
3.1%
31
32
DOMAINS AND TOPICS
Society
Management statement
‘As a global company our employees are citizens of many communities. With the
rise of social media, which gives local stakeholders more power, 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
Higher
stakeholder
attraction on
satisfaction
labor market
Increased
business
opportunities
as responsible
partner
33
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 Organizations (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 2013 we dealt with local issues in some parts of our
organisation (as described in the preface from the CEO)
that had the potential to escalate quickly, damage our
reputation and become globally relevant. With the rise
of social media we have little time to react and mitigate
negative consequences of an incident. This underlines the
importance of transparent and regular communication
with local stakeholders so potential issues can be
identified and addressed before they intensify.
An effective approach to engaging with local stakeholders
is not only about mitigating risks; it also offers
opportunities. Stakeholder engagement processes help to
build trust, which facilitates a cooperative relationship
with customers, local authorities and associations.
Following the re-examination of our CSR approach
we will develop a stakeholder engagement strategy
as an important component of our CSR programme.
In 2013 we faced intense media attention in a couple
of countries due to irregularities in some parts of our
organisation. A perception survey among journalists
showed that there was a need to transparently
communicate on a regular basis, so we regurlarly
organised press meetings to update the media. We also
openly explained the issues to our customers and
implemented various customer focus programmes
because we believe that clarity on all issues helps
strengthen the brand and, therefore, helps us
retain existing customers and attract new customers.
As a technical solutions provider, we see opportunities 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.
34
As a technical solutions provider we feel responsible
for playing a part in helping to solve social challenges
by offering our resources, such as technical expertise
and knowledge, through community investment initiatives
and sponsorships.
In 2013 we re-examined our approach to community
investment and sponsoring, and we compiled an
inventory of all our initiatives
worldwide. We discovered that Imtech
invests mainly in sport sponsoring. In
view of the restructuring programmes
in various parts of our organisation and
the fundamental transformation the
organisation is currently undergoing
with our focus on operational
excellence and reducing working
capital, we decided to terminate most
of our sport sponsoring contracts. We
are adopting a more modest approach
and that should be reflected in our
sponsoring as well. Next year we will introduce a new
sponsoring strategy in which priority is given to (local)
community engagement rather than sports.
‘All over the
world Imtech
is engaged
in various
community
initiatives.‘
All over the world Imtech is engaged in various
community initiatives, such as technical education for
young people, donations to child care institutions,
cooperation to integrate people with an intellectual
disability in the labour market, fundraising activities by
our own employees and many more good causes. We see
that stakeholder engagement is most effective when it is
truly embedded in daily business operations. To share
best-practices we will develop a mechanism so that our
divisions can share lessons learned with the rest of the
group. This will inspire the adoption of successful
stakeholder-engagement strategies as an important
component of our CSR approach.
DOMAINS AND TOPICS
Corporate Citizenship
Highlights in 2013
■■
■■
■■
■■
■■
■■
■■
■■
■■
■■
Imtech Germany and Imtech’s head office in Gouda introduced a Christmas Wishing Tree: 45 underprivileged
children from Hamburg and Gouda were invited by Imtech to celebrate Christmas at Imtech and received of some
Christmas gifts. Employees bought and gave away the presents.
Imtech Marine sponsored an annual community event aimed at the mentally and physically handicapped people.
Imtech Spain collaborates with Down Syndrome Foundation of Madrid in order to collaborate with the
integration of people with intellectual disability in the labor market, and signed a cooperation agreement.
Imtech Spain signed an agreement with Randstad Foundation since May 2012 to May 2013 in order to employ
people with a disability in our company.
Imtech Traffic & Infra donated to Orphans homes in Split – Maestral and Zagreb – Nazorova (instead of buying
Christmas presents to customers).
Imtech UK supported the Oliver Hind Club, where Youth in the local area are encouraged to join in sports sessions.
Some of the kids, when adults, are offered training and have taken work at our business.
Imtech ICT supported Rinkebyakademien; a local initiative and school that work for decreasing the distance
between school and working life for students growing up in segregated suburbs outside Stockholm. We contribute
with mentors and IT-support.
Imtech Luxembourg cooperated and donated to ALUPSE, a nonprofit organisation that reflects and act on the
problems of child abuse in Luxembourg.
Imtech Belgium organised ‘Imtech for life’. The Imtech staff raised Euro 11.5k for 6 different charities last
December by walking or cycling.
In the Netherlands we are partner of the Energy Valley Top Club, a public/private network organisation to
accelerate projects and knowledge transfer in pursue of developing green energy activities in the Netherlands
northern region. An example is the installation of solar panels on the roof of the Euroborg stadium in Groningen.
KPI 2013
■■
Number of community investmenst initiatives.
Result 2013
103
Strategic targets 2014-2015
Activities that support our targets
■■
Defining a new stakeholder engagement strategy.
Development of a new sponsoring approach.
■■ Develop of a mechanism to share best-practices.
■■
■■
■■
Terminate sport sponsoring contracts.
Share best-practices on community investment.
■■ Organise 4 different stakeholder dialogues.
35
5 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
Recent initiatives such as the Global Reporting Initiative’s
G4 reporting guidelines, highlight the concept of financial
materiality of sustainability. In our re-examination and
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.
Definitions domains and topics
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.
The four domains and six topics that matter most to our
business, described in chapter 4 are defined as follows:
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.
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.
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.
36
ABOUT THIS REPORT
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.
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.
IV. Society
In this domain we engage stakeholders and support
local community initiatives that contribute to solve social
challenges.
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.
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
2013. In 2013, we reviewed our activities in Turkey,
resulting in a divestment of our Turkish company AE
Arma-Elektropanç, partly in 2013 and partly in 2014.
We excluded this business from the CSR reporting process
for 2013.
more Imtech entities. In that case, the prime contractor
of this joint venture must include the data (for 100%) in
its report.
Locations
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.
Suppliers and sub-contractors
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 2013 to
31 December 2013. The reference date is 31 December
2013 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.
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 November 2013).
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.
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
37
GRI
We comply to 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 2013, we report consistent with the
Sustainability Reporting Guidelines G3.1 of the GRI in
accordance with level B. We aim to comply with the
recently launched G4 principles for our 2014 sustainability
report.
External assurance
To present a reliable picture of our data and explanatory
notes we aim to verify our 2014 sustainability report with
an external assurance. In preparation, we have asked our
auditor to execute a ‘readiness assessment’ on our 2013
sustainability report.
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, the Supervisory Board and the Works
Council.
38
AT TA C H M E N T S
39
GRI G3.1 table
Profile
Disclosure
Description
Level of
reporting
Page
FR
FR / AR
3
9-38
FC / BC
FR / AR
AR
4-5
Strategy and Analysis
1.1
1.2
Statement from the most senior decision-maker of the organisation.
Description of key impacts, risks and opportunities.
Organisational Profile
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
2.10
Name of the organisation.
Primary brands, products, and/or services.
Operational structure of the organisation, including main divisions, operating
companies, subsidiaries, and joint ventures.
Location of organisation’s headquarters.
Number of countries where the organisation operates, and names of countries
with either major operations or that are specifically relevant to the sustainability
issues covered in the report.
Nature of ownership and legal form.
Markets served (including geographic breakdown, sectors served, and types of
customers/beneficiaries).
Scale of the reporting organisation.
Significant changes during the reporting period regarding size, structure
or ownership.
Awards received in the reporting period.
BC
PR / AR
4
FR / BC
FR / AR
4
4
FR
FR / AR
4, 10, 37
9-13
NR
Report Parameters
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
3.13
1
40
Reporting period (e.g., fiscal/calendar year) for information provided.
Date of most recent previous report (if any).
Reporting cycle (annual, biennial, etc.).
Contact point for questions regarding the report or its contents.
Process for defining report content.
Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities,
joint ventures, suppliers).
Any specific limitations on the scope or boundary of the report.
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced
operations, and other entities that can significantly affect comparability from
period to period and/or between organisations.
Data measurement techniques and the bases of calculations, including
assumptions and techniques underlying estimations applied to the compilations
of the indicators and other information in the report.
Explanation of the effect of any re-statements of information provided in earlier
reports, and the reasons for such re-statement (e.g. mergers/acquisitions,
change of base years/periods, nature of business, measurement methods).
Significant changes from previous reporting periods in the scope, boundary,
or measurement methods applied in the report.
Table identifying the location of the Standard Disclosures in the report.
Policy and current practice with regard to seeking external assurance for
the report.
18 June 2013
FR
37
FR¹
FR
10, 37
FR / BC
8
FR 6-7, 9-13, 36
FR
37
FR
FR
37
9-13, 37
FR
37
FR
9-13
FR 9-13, 36-37
FR
FR
40-45
38
Profile
Disclosure
Description
Level of
reporting
Page
FR / AR
9-10
Governance, Commitments and Engagement
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
4.13
4.14
4.15
4.16
4.17
Governance structure of the organisation, including committees under the
highest governance body responsible for specific tasks, such as setting
strategy or organisational oversight.
Indicate whether the Chair of the highest governance body is also an
executive officer.
For organisations that have an unitary board structure, state the number
and gender of members of the highest governance body that are independent
and/or non-executive members.
Mechanisms for shareholders and employees to provide recommendations
or direction to the highest governance body.
Linkage between compentsation for members of the highest governance
body, senior managers and executives.
Processes in place for the highest governance body to ensure conflicts of
interest are avoided.
Process for determining the composition, qualifications and expertise of the
members of the highest governance body and its comittees, including any
consideration of gender and other indicators of diversity.
Internally developed statements of mission or values, code of conduct
and principles relevant to economic, environmental and social performance
and the status of their implementation.
Procedures of the highest governance body for overseeing the organisation’s
identification and management of economic, enviromental and social
performance, including relevant risks and opportunities and adherence or
compliance with internationally agreed standards, codes of conduct and
principles.
Processes for evaluating the highest governance body’s own performance,
particularly with respect to economic, environmental and social performance.
Explanation of whether and how the precautionary approach or principle is
addressed by the organisation.
Externally developed economic, environmental and social characters, principles,
or other initiatives to which the organisation subscribes or endorses.
Memberships in associations (such as industry associations) and/or national/
international advocacy organisations.
List of stakeholder groups engaged by the organisation.
Basis for identification and selection of stakeholders with whom to engage.
Approaches to the involvement of stakeholders, including the frequency per
type and group of stakeholders.
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.
AR
AR
AR
AR
AR
AR
FR / AR
FR / AR
9-13, 17,
23, 27-29,
33
9-10
AR
AR
FR
PR
10-11, 31,
35, 38
10
FR
FR
FR
10-11
10-11
10-11
FR
10-11,
17-36
LEGENDA FR = Fully reported, PR = Partially reported, NR = Not reported, FC = Front cover, BC = Back cover, AR = See annual report
41
Profile
Disclosure
Description
Level of
reporting
Page
PR / AR
33-35
PR
6-7, 13,
23-24
Economic
EC1
EC2
EC3
EC4
EC5
EC6
EC7
EC8
EC9
Direct economic value generated and distributed, including revenues, operating
costs, employee compensation, donations and other community investments,
retained earnings, and payments to capital providers and governments.
Financial implications and other risks and opportunities for the organisation’s
activities due to climate change.
Coverage of the organisation’s defined benefit plan obligations.
Significant financial assistance received from government.
Range of ratios of standard entry level wage by gender compared to local
minimum wage at significant locations of operation.
Policy, practices, and proportion of spending on locally-based suppliers at
significant locations of operation.
Procedures for local hiring and proportion of senior management hired from
the local community at significant locations of operation.
Development and impact of infrastructure investments and services provided
primarily for public benefit through commercial, in-kind, or pro bono
engagement.
Understanding and describing significant indirect economic impacts, including
the extent of impacts.
AR
NR
NR
NR
NR
FR
33-35
FR
6-35
NR
NR
PR
PR
PR
FR
24
24
24
18-19, 24
Environmental
EN1
EN2
EN3
EN4
EN5
EN6
EN7
EN8
EN9
EN10
EN11
EN12
EN13
EN14
EN15
EN16
EN17
EN18
42
Materials used by weight or volume.
Percentage of materials used that are recycled input materials.
Direct energy consumption by primary energy source.
Indirect energy consumption by primary source.
Energy saved due to conservation and efficiency improvements.
Initiatives to provide energy-efficient or renewable energy based products and
services, and reductions in energy requirements as a result of these initiatives.
Initiatives to reduce indirect energy consumption and reductions achieved.
Total water withdrawal by source.
Water sources significantly affected by withdrawal of water.
Percentage and total volume of water recycled and reused.
Location and size of land owned, leased, managed in, or adjacent to, protected
areas and areas of high biodiversity value outside protected areas.
Description of significant impacts of activities, products, and services on
biodiversity in protected areas and areas of high biodiversity value outside
protected areas.
Habitats protected or restored.
Strategies, current actions, and future plans for managing impacts on biodiversity.
Number of IUCN Red List species and national conservation list species with
habitats in areas affected by operations, by level of extinction risk.
Total direct and indirect greenhouse gas emissions by weight.
Other relevant indirect greenhouse gas emissions by weight.
Initiatives to reduce greenhouse gas emissions and reductions achieved.
FR
NR
NR
NR
NR
18-19, 24
NR
NR
NR
NR
FR
FR
FR
24
24
24
Profile
Disclosure
Description
EN19
EN20
EN21
EN22
EN23
EN24
Emissions of ozone-depleting substances by weight.
NOx, SOx, and other significant air emissions by type and weight.
Total water discharge by quality and destination.
Total weight of waste by type and disposal method.
Total number and volume of significant spills.
Weight of transported, imported, exported, or treated waste deemed hazardous
under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage
of transported waste shipped internationally.
Identity, size, protected status, and biodiversity value of water bodies and related
habitats significantly affected by the reporting organisation’s discharges of water
and runoff.
Initiatives to mitigate environmental impacts of products and services, and
extent of impact mitigation.
Percentage of products sold and their packaging materials that are reclaimed
by category.
Monetary value of significant fines and total number of non-monetary sanctions
for non-compliance with environmental laws and regulations.
Significant environmental impacts of transporting products and other goods and
materials used for the organisation’s operations, and transporting members of
the workforce.
Total environmental protection expenditures and investments by type.
EN25
EN26
EN27
EN28
EN29
EN30
Level of
reporting
Page
NR
NR
NR
NR
NR
NR
FR
6-35
NR
NR
FR
24
NR
Social: Labor Practices and Decent Work
LA1
LA2
LA3
LA4
LA5
LA6
LA7
LA8
LA9
LA10
Total workforce by employment type, employment contract, and region,
broken down by gender.
Total number and rate of new employee hires and employee turnover by age
group, gender, and region.
Benefits provided to full-time employees that are not provided to temporary
or part-time employees, by major operations.
Percentage of employees covered by collective bargaining agreements.
Minimum notice period(s) regarding significant operational changes, including
whether it is specified in collective agreements.
Percentage of total workforce represented in formal joint management-worker
health and safety committees that help monitor and advise on occupational
health and safety programs.
Rates of injury, occupational diseases, lost days, and absenteeism, and number
of work-related fatalities by region and by gender.
Education, training, counseling, prevention, and risk-control programs in place
to assist workforce members, their families, or community members regarding
serious diseases.
Health and safety topics covered in formal agreements with trade unions.
Average hours of training per year per employee by gender, and by employee
category.
PR
5, 31
PR
31
NR
NR
NR
NR
FR
31
NR
NR
NR
LEGENDA FR = Fully reported, PR = Partially reported, NR = Not reported, FC = Front cover, BC = Back cover, AR = See annual report
43
Profile
Disclosure
Description
LA11
Programs for skills management and lifelong learning that support the continued
employability of employees and assist them in managing career endings.
Percentage of employees receiving regular performance and career development
reviews, by gender.
Composition of governance bodies and breakdown of employees per employee
category according to gender, age group, minority group membership, and other
indicators of diversity.
Ratio of basic salary and remuneration of women to men by employee category,
by significant locations of operation.
Return to work and retention rates after parental leave, by gender.
LA12
LA13
LA14
LA15
Level of
reporting
Page
AR
NR
NR
NR
NR
Social: Human Rights
HR1
HR2
HR3
HR4
HR5
HR6
HR7
HR8
HR9
HR10
HR11
Percentage and total number of significant investment agreements and contracts
that include clauses incorporating human rights concerns, or that have
undergone human rights screening.
Percentage of significant suppliers, contractors and other business partners that
have undergone human rights screening, and actions taken.
Total hours of employee training on policies and procedures concerning aspects
of human rights that are relevant to operations, including the percentage of
employees trained.
Total number of incidents of discrimination and actions taken.
Operations and significant suppliers identified in which the right to exercise
freedom of association and collective bargaining may be violated or at
significant risk, and actions taken to support these rights.
Operations and significant suppliers identified as having significant risk for
incidents of child labor, and measures taken to contribute to the effective
abolition of child labor.
Operations and significant suppliers identified as having significant risk for
incidents of forced or compulsory labor, and measures to contribute to the
elimination of all forms of forced or compulsory labor.
Percentage of security personnel trained in the organisation’s policies or
procedures concerning aspects of human rights that are relevant to operations.
Total number of incidents of violations involving rights of indigenous people and
actions taken.
Percentage and total number of operations that have been subject to human
rights reviews and/or impact assessments.
Number of grievances related to human rights filed, addressed and resolved
through formal grievance mechanisms.
PR
19-20
PR
19-20
NR
PR
NR
28
NR
NR
NR
NR
NR
PR
28
PR
33-35
Social: Society
SO1
SO2
44
Percentage of operations with implemented local community engagement,
impact assessments, and development programs.
Percentage and total number of business units analysed for risks related to
corruption.
NR
Profile
Disclosure
Description
SO3
Percentage of employees trained in organisation’s anti-corruption policies and
procedures.
Actions taken in response to incidents of corruption.
Public policy positions and participation in public policy development and
lobbying.
Total value of financial and in-kind contributions to political parties, politicians,
and related institutions by country.
Total number of legal actions for anti-competitive behavior, anti-trust, and
monopoly practices and their outcomes.
Monetary value of significant fines and total number of non-monetary sanctions
for non-compliance with laws and regulations.
Operations with significant potential or actual negative impacts on local
communities.
Prevention and mitigation measures implemented in operations with significant
potential or actual negative impacts on local communities.
SO4
SO5
SO6
SO7
SO8
SO9
SO10
Level of
reporting
Page
FR
28-29
FR / AR
NR
28-29
NR
AR
NR
NR
NR
Social: Product Responsibility
PR1
PR2
PR3
PR4
PR5
PR6
PR7
PR8
PR9
Life cycle stages in which health and safety impacts of products and services are
assessed for improvement, and percentage of significant products and services
categories subject to such procedures.
Total number of incidents of non-compliance with regulations and voluntary
codes concerning health and safety impacts of products and services during
their life cycle, by type of outcomes.
Type of product and service information required by procedures, and percentage
of significant products and services subject to such information requirements.
Total number of incidents of non-compliance with regulations and voluntary
codes concerning product and service information and labeling, by type of
outcomes.
Practices related to customer satisfaction, including results of surveys measuring
customer satisfaction.
Programs for adherence to laws, standards, and voluntary codes related to
marketing communications, including advertising, promotion, and sponsorship.
Total number of incidents of non-compliance with regulations and voluntary
codes concerning marketing communications, including advertising, promotion,
and sponsorship by type of outcomes.
Total number of substantiated complaints regarding breaches of customer
privacy and losses of customer data.
Monetary value of significant fines for non-compliance with laws and
regulations concerning the provision and use of products and services.
NR
NR
NR
NR
NR
PR
34-35
NR
NR
NR
LEGENDA FR = Fully reported, PR = Partially reported, NR = Not reported, FC = Front cover, BC = Back cover, AR = See annual report
45
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.
46
Corporate citizenship
Our responsibility towards communities in which our
operations have impact. Our activities in this regard are
defined as our ‘community investment’.
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.
Donations
The act of giving to a fund or cause without receiving
anything in return.
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 travels.
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
Harm or damage done or sustained, especially bodily
harm.
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 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 ‘integrity’ (code of conduct).
IRIS
Imtech Reporting and Information System.
Lost Time Injury (LTI)
Injuries resulted in absence (lost time) over 1 day: the
injured person fails to turn up for work on his next day or
shift. Time taken to attend hospital does not constitute
lost time.
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 (= an interruption of work or
absence of less than 1 day (less than 8 hours) exclusively).
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).
SB
Supervisory Board.
47
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).
Sponsoring
If we pay for or contribute to the costs involved in staging
an event in return for advertising or marketing
opportunities.
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.
Whistle-blower policy
A policy by which individuals can raise any concerns that
they may have about employee behaviour in the business
or the way in which the business is run.
48
Design & production
Domani B.V., Weesp, The Netherlands
Printing
Drukkerij Zwaan Printmedia, Wormerveer, The Netherlands
Photography
Crossness Sewage Treatment Thames (Imtech UK), page 8
Service employee at Green Gas installation (Imtech Netherlands), page 16
Wind power plant worker, looking at wind farm (Imtech UK), page 22
Welder at work (stock photo), page 26
Service employees at the REM Mermaid, an Offshore Supply Vessel
in the harbour of IJmuiden, the Netherlands (Imtech Marine), page 32
S U S TA I N A B I L I T Y R E P O RT 2 0 1 3
S U S TA I N A B I L I T Y R E P O RT 2 0 1 3
Royal Imtech N.V.
Quinterium Offices I
Kampenringweg 45a
2803 PE Gouda
P.O. Box 399
2800 AJ Gouda
The Netherlands
Telephone +31 182 54 35 43
[email protected]
www.imtech.com
Corporate Social Responsibility
Telephone +31 182 54 35 04
[email protected]
www.imtech.com/csr

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