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

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1 SUSTAINABILITY REPORT 2013

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3 CONTENTS Preface from the CEO 3 1. About Imtech 4 Profile and mission 4 The context of Corporate Social Responsibility 6 Introduction 8 2. Corporate Social Responsibility at Imtech 9 3. Summary of the CSR data Domains and topics 17 Market 18 GreenTech 19 Supply Chain 20 Environment 23 Carbon footprint (CO 2 ) 24 Employees 27 Business Ethics 28 Health & Safety 31 Society 33 Corporate Citizenship About this report 36 Attachments 39 GRI G3.1 table 40 Glossary 46 1

4 KEY ISSUES % 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 CO 2 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

5 Preface from the CEO As a technical services provider, we can make a positive contribution 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 Simultaneously, we implemented new procedures and regulations, strengthened our organisation with new management, and introduced a transparent culture in which responsibility is accepted. 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 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. 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 3

6 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. Total revenue and other income split per market segment Total revenue and other income split per technology Private buildings 28% Public buildings 12% Care & Cure 6% Specials 3% Industry 28% Infra & Traffic 14% Marine 9% Other 0% Electrical engineering 40% Mechanical engineering 36% ICT 17% Other 7% 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. Total revenue and other income split by country Imtech s shares are listed on the NYSE Euronext in Amsterdam. Germany 27% The Netherlands 20% Sweden 15% UK 14% Belgium 4% Finland 3% Ireland 3% Spain 2% Norway 2% Other countries 10% 4

7 ABOUT IMTECH Total revenue and other income split per activity Total revenue and other income split per cluster Design, Engineering & Consultancy 9% Implementation 64% Maintenance, Services & Management 21% Trade 0% Other 6% Benelux 14% Germany & Eastern Europe 19% UK & Ireland 15% Nordic 18% Spain 3% Turkey 0% ICT 15% Traffic 8% Marine 8% Mission Imtech s mission is threefold: Technology that improves society 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 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. 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% Technology that works 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

8 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. 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. GreenTech We offer sustainable solutions for customers combating climate change and preserving biodiversity. Supply Chain We have introduced our Code of Sustainable Supply and examined 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. 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. 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. 6

9 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

10 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 csr@imtech.com. Dorien Wietsma Director Corporate Communication & CSR 8 Crossness Sewage Treatment Thames (Imtech UK)

11 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 CO 2 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 Environment Employees Society GreenTech CO 2 Business Ethics Corporate Citizenship Supply Chain Health & Safety 9

12 Controllers Expert Group 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. Figure 2: CSR governance at Imtech Board of Management Executive Council CSR Team CSR Taskforces 10

13 CORPORATE SOCIAL RESPONSIBILITY AT IMTECH We are committed to give a reliable account of our performance. 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). 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. 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. 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. 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 Contextual cohesion Stakeholders involvement Strategy and policy Management structure and management approach Reliability Results Imtech Top-20 sector average Clarity Relevance Social reporting policy 11

14 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% (Slightly) positive 23% Neutral 31% (Slightly) negative 46% 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. 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. 12

15 CORPORATE SOCIAL RESPONSIBILITY AT IMTECH 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. 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. Supply Chain GreenTech CO 2 Business Ethics Health & Safety Corporate Citizenship Market Environment Employees Employees Society Reputational and social risks of neglecting our social responsibility are a threat to our license to operate. We help to solve social challenges by offering our expertise and technology to society. These and other risks are described in more detail in our Annual Report 2013, which is available on our website: 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: 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

16 3 SUMMARY OF THE CSR DATA 2013 CSR TOPICS KPIs 2013 Market GreenTech Supply Chain Percentage of total revenue of our most material projects (in size and risks) with a GreenTech label. * 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 (CO 2 ) Total carbon footprint (kton / per FTE). Employees Business Ethics Health & Safety 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). 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 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. 14

17 SUMMARY OF THE CSR DATA 2013 RESULTS 2013 RESULTS 2012 STRATEGIC TARGETS % 30% 10% annual increase of GreenTech projects. Increase awareness of GreenTech solutions. 46.6% 35% 36% 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 kton (3.7 ton per FTE) 103 kton (3.5 ton per FTE) 5% reduction of the CO 2 footprint per FTE compared to % % participation of employees in Imtech divisions in an integrity training programme. 100% roll out of the GRC programme in Imtech divisions. 0 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. Netherlands Belgium Luxembourg 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. Germany & Eastern Europe UK & Ireland Nordic Spain ICT Traffic & Infra Marine Defining a stakeholder engagement strategy. Development of a new sponsoring approach. Development of a mechanism to share best-practices. 15

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19 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 CO 2 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 GreenTech Initial investment opportunity as preferred supplier Reduced (energy) costs Reputational opportunity Supply Chain Intensify relationship with reliable suppliers Lower reputational risk Business opportunity as reliable partner 17

20 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 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. 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 We see innovation as one of the most important ingredients to strengthen our market position. * Roland Berger in GreenTech Atlas 3.0 for Germany s Federal Ministry for the environment (2012). 18