Boskalis_Annual_Report_2016

ANNUAL REPORT 2016 – BOSKALIS 45

Prevention is a crucial part of safety awareness. Most accidents can be prevented if people are fully aware of the (potential) risks associated with the tasks at hand. In order to achieve a safer working place employees are encouraged to report dangerous situations using Safety Hazard Observation Cards (SHOCs). The number of SHOCs in 2016 was 7,354, with 703 near misses also being reported in the year under review. We view SHOC and near misses reports as a measure of the proactive safety culture within the organization. NINA encourages reporting of such situations, allowing us to make proactive adjustments. Repeat incidents can be prevented by analyzing the causes. In line with our industry the list of most common incidents is headed by tripping, falling and slipping. The number of entrapment incidents is also relatively high, particularly with regard to hands and fingers. In an attempt to prevent these incidents from reoccurring we introduced the new Mooring Workbox and Safe Mind Workbox, which provide practical training methods and tools. QUALITY MANAGEMENT During 2016 we made great strides in developing a new uniform quality management system: the Boskalis Way of Working. The system is centered on an integrated business process and a uniform customer approach. The basic principle of the system is to keep quality as close as possible to the primary processes. The system is based on and will be implemented to complement existing processes, tools and certifications. The Boskalis Way of Working will be introduced across the company in the course of 2017. DEVELOPMENTS IN 2016 In light of the strongly deteriorated market conditions a fleet rationalization study was conducted in the first half of 2016. Because these conditions are expected to persist in the coming years the decision was taken to adapt the size and composition of the Boskalis fleet. In the period up to mid-2018 a total of 24 vessels will be taken out of service: ten at Dredging and fourteen at Offshore Energy. As a result, around 650 jobs will be lost worldwide in this period, mostly involving crewmembers of the vessels concerned. At the end of the year under review more than 250 jobs had been discontinued. The timing of the remaining workforce reduction is partly dependent on factors including the current deployment of vessels and national legislation. TALENT MANAGEMENT Our field of work is largely project-based, and knowledge and capital intensive. Talented, enterprising and highly skilled employees are the key to our success, which is why talent management plays a crucial role in the way we operate our business. Talent management encompasses all the activities we develop in the areas of recruitment, performance management, training and development, and compensation and benefits. All our HUMAN CAPITAL For detailed reporting on our safety policy and safety performance please refer to our CSR report.

efforts in these areas are aimed at ensuring the best possible match between our employees’ skills and the qualifications needed to execute our business plan and our strategy.

PERFORMANCE MANAGEMENT An important part of developing talent consists of recording and supporting the personal development of our staff. In 2016, as part of our HR information system Workday, we started rolling out the performance management module, so that the entire performance management cycle is now conducted in a uniform and interactive way.

TRAINING AND DEVELOPMENT Trainee programs for young talent

As a leading international company that undertakes high-profile projects, we hold a great attraction for young people. We offer a trainee program for graduates with a technical or financial/ economic background, who are further trained at our company under the supervision of a mentor. They are introduced to a wide range of our business activities and follow training modules to increase their knowledge and develop their personal skills. A group of 25 trainees is currently gaining experience on various projects in different teams within the divisions during three six-month periods. Young Professional programs In order to expand our knowledge and expertise, we attract experienced young professionals. In addition, we invest in developing the competencies of our own young professionals, for example in the areas of planning, calculation, risk management and contract management. Our training portfolio is constantly developing so that we can continue to meet the needs in the market. In 2016 we once again selected a group of young professionals for the Boskalis Offshore Professional Program, which involves imparting knowledge specific to the offshore sector in modules based on actual Boskalis cases. In addition, a group of cost engineers continued their two-year post-graduate degree, combining their learning experiences with working practice. Boskalis also launched an ICT Young Professional program, in which a group of employees is taking part. The program is aimed at giving an impulse to the further professionalization of the ICT department. Management Development programs Leadership and personal development are a constant point of attention within the organization. Developing personal leadership, building an internal network and encouraging innovation and entrepreneurship are important core values in our management development programs. From February to December 2016, a group of experienced tender and sales managers of various nationalities participated in the Boskalis Contracting Academy. The aim of the Boskalis Contracting Academy is to create further awareness and common understanding of procedures, processes and approaches in relation to tender and sales management. In 2016 Boskalis started preparations for a new Boskalis Operational Development Program (BODP). This program is scheduled to start by the end of the first quarter of 2017. The BODP target group consists of fifteen to twenty project managers from the Dredging & Inland Infra, Offshore Energy and Salvage