Boskalis Annual Report 2018

ANNUAL REPORT 2018 – BOSKALIS 47

Identifying and reporting potentially dangerous situations help us to take measures to create a safer workplace. Such safety awareness is stimulated by encouraging people to report dangerous situations using Safety Hazard Cards (SHOCs). This year, based on an analysis of our safety data, we identifed the top-4 safety risks faced by our employees. In doing so, we have identifed in which areas we need to increase awareness, ownership and improve processes to further improve safety performance. The YES Scan launched in 2018, is a practical tool that helps people reflect on possible safety issues for ‘Yourself, Equipment and Surroundings’ each time they start work. Since the launch of NINA in 2010 our safety performance has improved signifcantly. This year, the frequency of incidents resulting in absence from work (Lost Time Injury Frequency) further decreased from 0.06 in 2017 to 0.05 in 2018. The Total Recordable Injury Rate (TRIR) dropped from 0.55 in 2017 to 0.40 this year. The increase in the number of submitted SHOCs (11,445 in 2017 and 27,710 this year) is an encouraging sign that awareness and the willingness to report risks is increasing. QUALITY MANAGEMENT The Boskalis integrated quality management system Way of Working (WoW) was launched in August 2017. The system aims to achieve operational excellence based on a consistent client approach, with a clear focus on providing safe and sustainable solutions. WoW is crucial for optimizing our tender and project processes. It integrates health and safety, environment and social responsibility aspects, such as the inclusion of stakeholder interests, in our work. This year we focused on the implementation of the program throughout the company. In order to embed WoW in our processes, WoW training was given to over 1,200 colleagues. In addition, intensive StartUp workshops for tender and project teams were organized and the ‘Navigator’ software tool – part and parcel of WoW – was made available to all business units. This means that we have in place an effective and transparent support system to record and share information throughout our organization. In order to assess the implementation of WoW, as well as our environmental management system, nearly all business units were audited this year. They received ISO 9001:2015, ISO14001:2015 and OHSAS18001 certifcation. Ongoing introductory training sessions, Project and Tender StartUp workshops and Train-the-Trainer sessions will ensure the further embedding of WoW within all our processes. HUMAN CAPITAL After a reduction of our overall headcount in 2016 and 2017 in response to the challenging business environment, over the past year we have focused efforts on our Talent Strategy: reviewing which competencies we have in house and what expertise is For detailed reporting on our safety policy and safety performance, please refer to pages 36 to 47 of our CSR report.

required to fulfll our ambitions and keep our workforce prepared for the future. Based on the outcomes of the review, we updated our strategic workforce plan across four key areas:

ATTRACTING THE RIGHT TALENT In order to continue to attract the right people, for the right position, at the right time, we have to be able to offer interesting work, a culture of trust and recognition and opportunities to develop and grow. We also need to be visible and accessible in the market. Therefore, this year we expanded our recruitment processes with an employee referral program and an #experienceboskalis recruitment event. ENGAGING OUR EMPLOYEES At the end of the day, it is our people who assess how successful we have been at providing them an inspiring working environment, with career prospects and a work-life balance in line with their aspirations. As we look to raise the bar and monitor our progress, a survey is being prepared and will be held amongst our employees at the beginning of 2019. In addition to gaining insight on what drives our employees to work for us, the survey will also explore how our employees view important themes, such as social responsibility or environmental management. CREATING EQUITABLE REWARDS AND RECOGNITION Having an equitable and competitive compensation and benefts package in place helps us attract and retain talent. As next-step within the strategic workforce plan, in 2019 we will be revising our policies on rewards and recognition. This will include benchmarking our terms of employment. ENABLING CAREER ASPIRATIONS To maximize the full potential of our people and to satisfy employee needs, we stimulate internal career moves. We believe such mobility boosts knowledge-sharing and our power to innovate. In order to make it easier for employees to grow in line with their ambitions and capabilities, we focus on training and development opportunities and talent identifcation, as well as specifc career mobility initiatives. In 2018 we implemented the following initiatives: launched in September 2018 and is intended to create more transparency and awareness regarding vacancies and available training and courses. A new Pool Management 2.0 approach was implemented. It is designed to stimulate the mobility between projects and staff departments and will identify and actively boost team diversification in relation to roles and nationalities. The establishment of an international talent pool for vital project positions within the Dredging division was initiated in 2017 and formalized this year. As well as providing our international specialists the opportunity to further their career, the pool helps us find and recruit highly qualified hands-on specialists for projects worldwide. Internal Mobility A Career Center platform for Boskalis employees was