Boskalis Annual Report 2020


HEALTH AND SAFETY This year we celebrated the 10 year anniversary of our behavior- based safety program No Injuries No Accidents (NINA), born out of a desire to see our people and the people we work with return home safely from work every day. NINA helps us achieve this goal by making people more aware of their own responsibility towards safety and stimulating a working environment in which safety, responsibilities and potentially hazardous situations are openly discussed and reported. The NINA safety culture is embedded throughout the organization. representatives and subcontractors have received NINA safety trainings. In 2020, we talked to some 600 employees about their needs and concerns around safety and this dialog showed us again that safety is first and foremost about behavior. As a result, we implemented tools that, for example, help our employees to communicate effectively with stakeholders. This emphasis on behavior helps implementation to be long-lasting and not just rule-driven. Other improvements to our safety program this year included the addition of an e-learning to create general safety awareness. This will be particularly valuable to our flexible workforces, subcontractors and third parties and proved useful during the COVID-19 pandemic. NINA maintains an ongoing focus on safety leadership. In 2019 the focus was on senior management and this effort will continue for our Dredging & Inland Infra business, but in 2020 we extended the scope to include operational middle management, which will remain the focus in 2021. We also added personal development goals and an ‘expedition training’ that addresses a particular safety challenge of a particular project. NINA has a proven track record of success. Since its launch, the frequency of incidents resulting in absence from work (Lost Time Injury Frequency) has decreased significantly, from 0.68 in 2010 to 0.05 in 2020, and our Total Recordable Injury Rate (TRIR) dropped from 1.33 to 0.32 in this same period. The continuing high number of submitted Safety Hazard Observation Cards, 19,754 in 2020, indicates that people are committed to contributing to further improvement and building on lessons learned, which is one of the NINA values. A core part of NINA is SafeMind that focuses on human behaviors such as working on autopilot or making assumptions. SafeMind is directly connected to the YES scan, a practical tool that helps people reflect on possible safety issues for ‘Yourself, Equipment and Surroundings’ each time they start work. The YES scan was included in the e-learning this year. We also introduced a card game, the NINA team game, that challenges players’ responses to particular safety issues. Another initiative this year was printing the NINA logo on the lower part of the left sleeve of coveralls, reminding the wearer of their own responsibility to safety at work. To ensure that the NINA program is embedded throughout our operations, 15 NINA trainers regularly travel to projects all over the world and our NINA tools are available in 20 languages. We hold regular staff engagement activities and trainings. Since its inception in 2010, over 17,000 employees, client

By mid-April, we had established our own PCR testing procedure in collaboration with the Corporate Travel Clinic in Rotterdam, the Netherlands. By testing colleagues using facilities on board our own vessels in the Port of Rotterdam, we could establish if crews were healthy and could provide relief for projects and vessels in Europe. For projects outside of Europe, the testing facility was later expanded to Amsterdam Airport Schiphol. We also set up a test facility on the Papendrecht campus in the Netherlands. The Corporate Travel Clinic implemented similar facilities for crews before they boarded vessels, and for employees working on projects. To support employees during extended periods of quarantine, we developed a Quarantine Guidelines toolbox, giving practical advice and tips for their wellbeing. We also created a dedicated Quarantine Support Team at our headquarters in Papendrecht and a Quarantine Support Portal. Many of our employees worked from home and were able to remain connected to their own departments, but contact with other departments and colleagues was inevitably reduced. To counter this, we initiated an online Stay Connected activity program with ‘contact moments’ that would usually be associated with face-to- face activities, such as team outings, festive days and beach clean-ups. In the summer of 2020, Boskalis organized a Stay Connected live event, inviting employees who normally worked in Papendrecht and were working at home, to get together, socially distanced, with their teams. Breakfasts, lunches and afternoon drinks sessions were held in two marquees erected on the campus, with a maximum of 30 people at one time. Within days, all sessions were fully booked and the event was extended for a number of extra days. In total,1,700 employees attended the event. Recognizing the need to focus on the wellbeing of our employees throughout the pandemic, we launched an interactive Vitality Portal, where employees can find a diverse package of information, services and activities to support their vitality and encourage an optimal work/life balance. By sharing their own particular issues, whether that be around stress, exercise, or food, Boskalis posted custom tutorials on the platform. Employees can also enlist the help of a coach via the portal, and join relevant webinars. In November, we held a COVID-19 survey among some 2,000 employees, most of them working from home, to monitor wellbeing, vitality, productivity and continuity, as well as to gain insights into what they needed to stay engaged and effective. This helped us to quickly identify the steps we needed to take to adapt our organizational management in a time of uncertainty. Just before Christmas, around 4,500 colleagues and family members in over 60 countries tuned in to the six-hour Boskalis Worldwide Connected radio show to stay connected, have fun and raise money for charity. The event was a mix of music, interviews, quizzes, live links with colleagues on vessels and projects, and members of the Board took turns in the studio to add to the interaction. By donating an amount of money for every listener and each contribution from employees, the radio show raised EUR 50,000 for Save the Children.


Made with FlippingBook Publishing Software