Royal Imtech N.V. Report Sustainability.

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1 Royal Imtech N.V. Sustainability Report 2014

2

3 Royal Imtech N.V. Sustainability Report Sustainability Report

4 02 Sustainability Report 2014

5 Content Preface from the CEO Imtech at a glance 07 Imtech profile 07 How we create value 08 The context of Corporate Social Responsibility 11 Introduction Corporate Social Responsibility at Imtech Summary of the CSR data Domains and topics Market 21 GreenTech 23 Supply Chain 24 Environment 27 Carbon footprint (CO 2 ) 28 Employees 31 Business Ethics 33 Health & Safety 37 Society 39 Corporate Citizenship About this report 43 Independent Auditor s Assurance Report 46 Attachments 49 GRI G4 table 50 Glossary 58 Sustainability Report

6 Key figures 55% of our most material projects (in size and risks) have a GreenTech label. (50% in 2013) The percentage of the cross-divisional framework contracts with the Code of Sustainable Supply rose from to 66% 61% Our total CO 2 footprint in 2014 is 78.7kton (85.5 kton in 2013) in % derives from mobility and 18% is from our locations worldwide. 75% of our employees participated in an integrity training programme. In 2014 we had 429 Lost Time Injuries (2013: 471) and 1 fatal injury (2013:0). In the Transparency Benchmark of the Dutch Ministry of Economic Affairs Imtech rose from 88th the place Top 50 to the The average sick leave percentage of Imtech employees is 3.5% (2013: 3.4%) 04 Sustainability Report 2014

7 Preface from the CEO Dear Reader, The year 2014 has been an important one for Imtech in its on-going journey to recovery. Thanks to the confidence and support of our stakeholders and the continuous efforts of our people, we have stabilised our financial position and strengthened the sustainability of our business. The sale of our ICT division and rights issue, along with the implementation of new agreements with our lenders, have normalised our financial situation. Having turned this important corner, we are now focused entirely on making a difference for our customers, by providing the highest quality solutions and services. Despite these advances, our year was also tragically marked by the loss of one of our colleagues at Imtech VS Teknik in Sweden. Our safety culture is one of our top priorities, so we are determined to learn from this incident and reinforce our practices to better protect the safety and wellbeing of our people and contractors. To this end, we held Safety Stop discussions at all our project sites worldwide and accelerated the implementation of new procedures and trainings. These efforts are described in more detail in chapter 4 of this report. The subject of ethics also continued to receive our close attention, as we dealt with legacy issues from the past. We are pleased to report that the steps taken since 2013 to improve our approach to governance, risk and compliance, and to promote a culture of transparency and personal responsibility are already yielding results. We are seeing the steady transformation of our culture, into one that is fully aligned with our company values. At the same time, our markets also continued to respond to long-term global challenges, such as changing demographics, climate change and environmental degradation. As a leading technical services provider, we are convinced that we have an important role to play in helping our customers address these issues. Our use of innovative and more sustainable technology is central in this regard, as are our internal measures to increase energy efficiency. Our GreenTech projects are good examples of this trend, which you can also read more about in this report. This is our second stand-alone Sustainability Report. It contains an overview of our performance against key social and environmental targets and describes our plans for improving on them in the years ahead. Although we recognise that Imtech still has much to accomplish in recovering its operational performance, we remain committed to our sustainability goals. With our strong fundamentals in place, we look forward to continue to make a positive contribution for the benefit of our stakeholders. We are seeing the steady transformation of our culture into one that is fully aligned with our company values. Throughout the year, many of our markets continued to experience high levels of uncertainty. This required us to continue adapting our organisation to meet these conditions in the best possible way. This regrettably resulted in job losses, which have been necessary to secure our competitiveness in the market and the future of our company. Gouda, 17 March 2015 Gerard van de Aast, CEO Sustainability Report

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9 Imtech At a glance Imtech profile Royal Imtech N.V. is a European technical services provider in the fields of electrical, automation and mechanical solutions. With approximately 22,000 employees, Imtech holds attractive positions in the buildings and industry markets in the Netherlands, Belgium, Luxembourg, Germany, Eastern Europe, Sweden, Norway, Finland, the UK, Ireland and Spain, the European market of Traffic as well as in the global marine market. Imtech offers integrated and multidisciplinary total solutions that lead to better business processes and more efficiency for customers and the customers they, in their turn, serve. Imtech also offers solutions that contribute towards a sustainable society - for example, in the areas of energy, the environment, water and traffic. Imtech shares are listed on Euronext Amsterdam. Our core value proposition: Electrical Automation Mechanical Design Engineering System Integration Installation Testing & Commissioning Operate & Maintain Buildings Industrial Traffic & Infra Marine Energy Water Sustainability Report

10 How we create value We create economic, social and environmental value through delivering integrated technical solutions. The expertise of our employees assist our customers in reducing the total cost of ownership of their facilities and help them achieve their sustainability goals. We aim to create an environment in which our people feel passionate about taking ownership and delivering results for the communities in which we operate. input Human capital Intellectual capital (expertise of our employees) 22,193 (FTEs) Energy + mobility CO2 footprint: 78.7 kton CO2 through assets / locations: 14.2 kton CO2 through our fleet: 64.5 kton Procurement 18% 82% Spend on raw materials & goods: 1,173 mln + 1,088 mln third parties Projects Prioritising margin over volume: 3.9 billion euro Customer intimacy and partnerships (joint ventures, (preferred) supplier(s) 08 Sustainability Report ,193 FTE 78.7 kton 1,173 mln billion es tri un co

11 our organisation output Financial key figures Employee skills Operational EBITDA margin: (0.8%) Operational EBITDA: (31.9) mln euro Cash flow: (213) mln euro ar M Customer value & retention Competences 55% Recurring business 100+ Incompany programs on operational excellence GRC Programme In du str ial 100+ Employee well-being Employee retention: 90% Sickness rate: 3.5% 75% GreenTech Almost 55% of total revenue of our most material projects (in size and risks) 55% 8x En 8 R&D / Test labs & Competence centres 3.5% er gy Innovation value Tr affi c& In fra 1 e-learning programme on integrity, critical thinking and loyalty: 75% covered 55% W at er Electrical + Mechanical + Automation, and integrated solutions Training human capital (213) mln in e Project management and execution (design, engineering, supply, assembly & construction, installation, commissioning, asset & site management, service & maintenance, training) 450 ld in gs Locations: approx. 450 in 35 countries Community value 83 initiatives in local-for-local corporate citizenship Bu i Assets Sustainability Report

12 10 Sustainability Report 2014

13 The context of Corporate Social Responsibility We operate in a worldwide business context that gives us the opportunity to work in a responsible way. The worldwide context determines the topics on which we focus. Context Imtech s Response CSR Topics at Imtech All over the world major challenges are being faced - how to protect dwindling natural resources and how to reduce greenhouse gases that harm the environment. As a technical services provider we can make a positive contribution by offering our customers innovative solutions. GreenTech We offer sustainable solutions for customers combating climate change and preserving biodiversity. We are convinced that new, innovative technology can play a key role in finding solutions. 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 we work in a chain of partners we can influence and contribute towards achieving a responsible and sustainable supply chain. CO 2 emissions impact our climate. By identifying the source of our carbon emissions we can focus on reducing our negative impact. Supply Chain We have introduced our Code of Sustainable Supply and examine its effectiveness. CO 2 We have measured Imtech s global carbon footprint with the aim of reducing our emissions in various ways. The Governance, Risk and Compliance (GRC) rulings and legislation around the world are placing renewed emphasis on good governance and ethical behaviour. We strengthen our GRC framework in order to give employees guidance on handling ethical issues that might arise in the course of doing business. Business Ethics We have designed a programme that will lead to greater ethical awareness, underpin consistency in application and deal properly with ethical issues and dilemmas. Technical operations in the fields of energy, industry, infrastructure and buildings are subject to a variety of safety risks for those who do the work. We want to ensure that all our employees and any involved third parties are properly protected so that the risks of job-related accidents are limited. Health & Safety Safety is a top priority at Imtech. We have reinforced our Health & Safety plan, including corporate goals so as to continue building a proactive safety culture. The global rise of social media - which gives stakeholders more power, has resulted in a constant 24/7 real-time news flow that puts the spotlight on companies at all times. We communicate with stakeholders thus allowing them to address potential issues before they intensify and minimising the risk of blow-ups. Ultimately, a stakeholder engagement strategy helps us maintain our social license to operate. Corporate Citizenship We aim to communicate with our stakeholders transparently and frequently so a concern can be addressed before it becomes an issue. Worldwide local authorities are increasingly withdrawing from the concept of the welfare state and seeking to share the responsibility for citizens with local companies. We want to accept our responsibility by sharing our resources to help solve social challenges. We aim to support the local communities of which we are a part through investment in projects and knowledge exchange. Sustainability Report

14 Introduction At Imtech, Corporate Social Responsibility (CSR) means helping to meet the world s growing economic, environmental and social needs in responsible ways. We do that by focusing on business related topics where we can make a difference and create win-win situations. This is our second sustainability report that measures the performance of the entire organisation. This report has been written for our stakeholders customers, colleagues, shareholders, students, non-governmental organisations (NGOs), suppliers, partners and anyone who is interested in Imtech. In 2014 we focused on operational excellence and continued to improve the quality of our reporting process in order to build a solid basis for the further development of the topics that we address. We asked KPMG to provide limited assurance on selected indicators on our 2014 sustainability report. We continuously focus on further strengthening of our global approach on all CSR topics mentioned in this report. As we aim to add value to our customers by offering sustainable solutions, we asked their feedback on our services. In this report, we include quotes of customers about our service on various projects within our organisation. It highlights the economic, environmental and social value that we add in many different ways. During the year, our sustainability approach was discussed with various stakeholders in order to analyse the materiality of our topics. Based on those discussions we have set a number of new, more ambitious goals for the future. We would like to thank all the stakeholders who critically and constructively contributed towards this process. Together we are improving Imtech s performance. We would like to continue our dialogue and invite you to give us your feedback on our performance, either in meetings or via Dorien Wietsma Director Corporate Communication & CSR Royal Imtech N.V. 12 Sustainability Report 2014

15 Corporate Social Responsibility at Imtech At Imtech, Corporate Social Responsibility (CSR) means helping to meet the world s growing economic, environmental and social needs in responsible ways. We do that by focusing on business related topics where we can make a difference. Mission Our CSR mission is derived from Imtech s overall mission of developing technology that improves business and society. We aim to be the preferred technology partner of our customers through delivering technical solutions that help reduce the total cost of ownership of their facilities. Strategy In line with Imtech s overall strategy in which operational excellence is one of the cornerstones, the CSR strategy is designed to ensure that we obtain complete and reliable data on the non-financial topics we consider most critical for Imtech. In 2014 we further improved our reporting process. The CSR strategy is developed at a corporate level in close cooperation with our divisions. Our divisions are responsible for implementation in their specific situation at a local level. The strategy defines four domains in which we want to make a difference: market, environment, employees and society. In these domains we focus on 6 topics, each with key performance indicators that will enable us to measure our performance accurately and report the results. 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 introducing solutions that help customers achieve their sustainability goals; preserve the environment and scarce resources; enhance our employees well-being; and engage stakeholders and support local initiatives that solve social challenges. Governance and responsibilities The Board of Management is responsible for the CSR targets and performance. In 2014 the Supervisory Board has been updated on the topics in every meeting. The CSR director reports to the CEO and works closely with the directors of the divisions (Executive Council) and Imtech s global CSR Team. Each division director has appointed a contact person as a member of the CSR Team. Each CSR Team member has formed a divisional Figure 1: CSR domains and topics Market Environment Employees Society GreenTech Carbon footprint (CO 2 ) Business Ethics Corporate Citizenship Supply Chain Health & Safety Sustainability Report

16 Controllers Expert Group CSR Taskforce. The members of the Taskforces are responsible for collecting the required data. Once the data has been collected the controllers verify and validate the CSR data and results. The division directors are responsible for the results of their own division. In addition to the CSR Team there are various other global teams within Imtech that focus on Health & Safety, Human Resources, Communication, Control, Governance, Risk & Compliance and Procurement. Together with the Investor Relations director they form the Expert group that provides input for the CSR topics. Figure 2: CSR governance at Imtech Board of Management Executive Council Development of CSR policy & Materiality Analysis In 2014 we further built on the CSR approach that has been revised in We continued to address our most material issues which are supported throughout the entire group, based on a materiality analysis including stakeholder dialogues, benchmarking, media analysis and a risks-opportunities analysis. In addition, we further developed the quality of our reporting process, amongst others on the basis of the interim review findings of KPMG. Based on the findings we extended and updated our reporting manual with consistent definitions on key performance indicators and we trained our employees. The CSR approach within Imtech continues to focus on the identification of business-related developments, collecting reliable data based on the identified topics, visualising best-practices, and yearly reporting of our performance and progress. We will repeat this materiality analysis yearly. CSR Team CSR Taskforces Materiality Analysis Materiality Analysis What did we do? Main findings Our response a. Stakeholder dialogue Meetings with in- and external parties. b. Benchmarking Internal benchmark with seven divisons as well as external benchmark with six competitors in our markets and best performing companies. c. Media analysis We measured the tone of voice in the media and analysed their interest. Issues are material and need further development. We all address similar topics, relevant to our sector. Imtech distinguishes from the others in three ways. This analysis underlines the materiality of our topic Business Ethics and our approach to transparent communication. As described in this report, all suggestions were taken seriously and put into practice. Based on these analyses, we have adjusted our approach and ambitions. Chapter 4 of this report describes the measures and adjustments that we made. d. Risks-opportunities analysis We derived this analysis from a broader risk analysis included in our annual report. The risk-opportunities analysis underlines the materiality of all of our CSR topics, and support our aim to be a responsible technology partner. 14 Sustainability Report 2014

17 a. Stakeholder dialogue As part of our materiality analysis, we consulted different stakeholders during the year, to check whether our environmental, social and community approach met their expectations and worked as well in practice as on paper. The CSR director held internal meetings with Board members, the Executive Council, the management teams of our divisions, Young Imtech, the Works Council and the various global Councils at Imtech. Some external stakeholders were also consulted including the Dutch Ministry of Economic Affairs, VBDO, KPMG Sustainability and customers to get their feedback on the importance of sustainability and our 6 topics. Their views are highlighted in chapter 4 of this report. In short, the feedback resulted in various conclusions, such as: The definition of Imtech s GreenTech projects needed some more clarification (see Chapter 4); The reporting on Health & Safety needed to be improved and extended with additional KPIs; Validation processes needed to be improved in various business units; Imtech s materiality analysis needed to be described more in-depth; Consider integrated reporting as to illustrate that the non-financial and financial topics interrelate. As described in this report, all suggestions were taken seriously and put into practice. In 2015 we will start integrating our financial and non-financial report for we recognise the financial impact of the non-financial topics on the business value drivers for our company and we aim to make that more visible in the future. This integrated report will make us more aware of our performance and it will affect the value perception of stakeholders. b. Benchmarking In 2014 we introduced an internal benchmark and presented the results of each of our divisions compared to the overall results of the group in the various management teams. By sharing best-practices we deepened the discussion on the ambitions and goals per division. In a nutshell, we found that each division had made significant progress in its reporting method, for the first time including all business units. This resulted in complete and reliable data for the Imtech Group, which has been our main focus in the previous year. We also found that performance differs between divisions. For example, the Health & Safety performance of our division Imtech UK & Ireland is well developed thus serves as a best-practice for the other divisions. The benchmark made all divisions aware of their performance in comparison with the other divisions and gave clear insight in the various levels of performance on our 6 topics. In addition we analysed the non-financial performance of players in the sectors in which we operate: Vinci Energies, Cofely (GDF Suez), Spie, Caverion, and Bilfinger Berger. Like last year, we found that each company s vision focuses on the long-term and is linked to its corporate strategy. The most relevant topics are related to the business and support customer focus and global challenges. The topics are comparable to the topics that had also been on Imtech s agenda in the previous years. Most topics center around the environment and employees. In all businesses safety is a top priority. Imtech s CSR approach differs from the above mentioned examples in three ways: Imtech appears to be more transparent in disclosing figures on health & safety performance, business ethics and supply chain management; Imtech defined and measured GreenTech as a label for its sustainable projects in order to define smart goals to increase this percentage; Imtech combines a bottom-up with a top-down approach and will further diversify and tailor its approach per division. Each year the Transparency Benchmark of the Ministry of Economic Affairs in the Netherlands scores the level of transparency of the 244 largest companies. In 2013 Imtech ranked 88th and our goal was to significantly improve our score by continuing to increase transparency. In 2014 Imtech rose to the Top-50. The benchmark examines ten categories. We have increased our score for transparency about our company profile and management approach but we had a lower score for reliability of the 2013 figures, mainly due to the fact that we did not have our data independently assured. To increase transparency and reliability of our data, we asked our accountant to assess our 2014 data and as a result we now include an assurance report from our accountant in this report (see pages 46 47). Next year we aim to further improve our score in this benchmark. Sustainability Report

18 By sharing best-practices we deepen the discussion on our ambitions and goals. c. Media analysis We monitored and analysed the articles and perception of the press. Being headquartered in Gouda and stocklisted in Amsterdam, it means that in the Netherlands Imtech receives most media attention. That is why we decided to limit this analysis to the Netherlands. articles are neutral to slightly positive compared to 45% in 2013). In the other countries in which we operate it was totally different in 2014 as the media published hardly anything about Imtech. The media analysis in the Netherlands reflects our firm commitment to transparently communicate about legacy items. It also In 2014, in total 699 articles were published in the main Dutch newspapers about Imtech (508 items in 2013). 47% of the coverage included articles on the rights issue and our debt reduction program and 42% refer to legacy issues in some parts of the group. The articles on the legacy issues negatively impact our reputation and underline the importance of addressing the CSR topics like business ethics and community investment. The tone of voice in 2014 is slightly less negative compared to 2013 as a result of an increased amount of neutral and positive coverage about Imtech s recovery plan and completing its debt reduction program (50% of the HY HY HY Tone of voice 40 Imtech per half year 50 HY (Slightly) positive Neutral (Slightly) negative Pos Neutral Neg Risks-opportunities analysis Risks Opportunities CSR topics Domains Financial and reputational risks of partnerships with third parties or suppliers. Financial and environmental risks of negative impact on the environment as a result of our operations. Financial and reputational risks, and the risk of negative media exposure due to unethical behaviour. Social, financial, and litigation risks of job-related accidents. Reputational damage arising from business disruptions have a negative impact on shareholder value. Reputational and social risks of neglecting our social responsibility are a threat to our license to operate. We contribute towards sustainable relations in the supply chain. We help our customers with mitigating climate change and reduce our own carbon footprint. We raise the awareness of business ethics and create a culture in which people take responsibility. We enhance employee vitality by providing a safe working environment. A successful stakeholder engagement strategy helps to maintain our social license to operate. We help to solve social challenges by offering our expertise and technology to society. Supply Chain GreenTech CO 2 Business Ethics Health & Safety Corporate Citizenship Market Environment Employees Employees Society These and other risks are described in more detail in our Annual Report 2014, which is available on our website: 16 Sustainability Report 2014

19 underlines the importance of the topic business ethics that has been further developed in 2014 (see chapter 4 of this report). d. Risks-opportunities analysis The risk-opportunities analysis (see page 16) is derived from a more extensive risk analysis included in our annual report and underlines the materiality of our CSR topics. These topics strongly support our aim to be a responsible technology partner. Development of CSR programme The internal and external input from the stakeholder dialogue, benchmarking, media analysis and risks-opportunities analysis has substantiated our CSR topics and resulted in the decision to stick to the previously addressed topics (see figure 1 page 13). Transparent Communication In 2014 we developed a CSR communication strategy to report on our performance and goals. We mainly focused on internal communication and organised dialogues with all divisions on our results and ambitions. We updated our corporate website and intranet, distributed a summary of the sustainability report of last year per division and shared best-practices in meetings with our stakeholders. This sustainability report presents our social and environmental performance separately. Our financial performance is reported in Imtech s Annual Report. Both reports can be downloaded from our website: Next steps Adding value to our customers Imtech UK & Ireland Project: Imtech signs contract for 3MW Anaerobic Digestion plant in Hertfordshire. Tony Wilson, Director of Construction and Operations at Tamar Energy: We selected Imtech for their robust EPC delivery solution. Imtech has significant expertise in delivering complex projects in a cost-effective and innovative way. The ex-power station site is exceptionally complex, with numerous challenges, including a flood plain location, ecological considerations, high pressure gas main through the centre of the site, adjacent 400kVa high voltage overhead power lines, in ground power lines and an adjacent historic asbestos landfill. Using its experience of previous schemes, Imtech has already shown us how it will be able to deal with these complex issues and add value to this project and others, going forward. Presentation of the CSR data In 2014 we measured the key performance indicators of 6 topics in 4 domains for the second time. On the following pages you will find a summary of all topics, key performance indicators, results and targets. Since we report on the same indicators, we can now report our progress and the trend compared to the previous year. In order to be able to compare our results with the results of 2014, we have excluded the results of Imtech ICT in our 2013 figures as this division has been divested in Next year we will continue to strengthen our performance on the topics. We will extend our reporting on health & safety with an additional indicator: the number of near misses. We have set one definition and clear key performance indicators and from January 2015 onwards we will measure the number and nature of the near misses. We will also deepen the discussions on our KPIs and targets, as to inspire our people to focus on the desired behavior. In 2015, we will develop an approach to integrate the financial and non-financial results as we aim to integrate our reporting in an integrated annual report In chapter 4 we highlight the four domains, including management statements of our Board on each domain and an indication of the financial impact of the topics on the business value drivers for our organisation based on the input and output of our organisation (see pages 8 9). This indication is by no means exhaustive, but it demonstrates how we make the link between sustainability factors and company costs and revenues. Per domain we present our topics including highlights, targets and actions. In conclusion, chapter 5 comprises background information on our CSR reporting process and definitions of words and concepts used in this report. Sustainability Report

20 Summary of the CSR data 2014 Market GreenTech Supply Chain 55% * 50% 66% * 61% Percentage of total revenue of our most material projects (in size and risks) with a GreenTech label Percentage of cross-divisional framework contracts that include the Code of Sustainable Supply (CoSS) STRATEGIC TARGETS % increase of GreenTech projects. Increase awareness of GreenTech solutions. 51% * Percentage of divisional framework contracts that include the Code of Sustainable Supply (CoSS). Environment Carbon footprint (CO 2 ) STRATEGIC TARGETS Increase the percentage of cross-divisional framework contracts that include the Code of Sustainable Supply (CoSS) to 70%. Increase the percentage of divisonal framework contracts that include the CoSS to 60%. Audit suppliers that signed the CoSS. (3.54 ton per FTE) * * (3.59 ton per FTE) * Part of KPMG assurance. Please see assurance report on pages Total carbon footprint (kton / per FTE) STRATEGIC TARGETS % reduction of the CO 2 footprint per FTE compared to Sustainability Report 2014

CONTENTS. Preface from the CEO 3. 1. About Imtech 4 Profile and mission 4 The context of Corporate Social Responsibility 6.

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