HR key figures 2013 2012
Number of FTE's as at 31 December 26,168 28,022
Number of employees aged 30-44 (%) 39.6% 41.6%
Average age 40.7 41.1
Retention age 91.8% 92.0%
Average length of service per employee (in years) 8.3 9.4
Percentage of female employees 11.9% 11.5%
53 Health & Safety working method
The Board of Management is responsible for Health & Safety within Imtech. The directors of the divisions in the Executive Council (EC) are responsible for the achievement of the goals in the divisions. The HSS managers of the divisions (H&S Team) implement the goals in their divisional plans. The H&S Team meets three times a year to align tools and systems, share best practices and provide feedback on progress. In 2013, we reinforced the Health & Safety targets and we report on our performance in the sustainability report, available at our website: www.imtech.com/csr.
To improve our performance and develop a proactive safety culture the working method has been reinforced as follows:
■ Responsible for implementing
the goals in divisional plans Aligns tools and systems
Shares best practices and provides feedback on progress
■
H&S Team
■ Responsible for corporate
H&S performance Defines corporate goals and actions
Monitors progress and discusses performance with divisions
■
■ Responsible for implementing
corporate goals in the divisions Empowers H&S team members to work on the goals
Informs the BoM of progress and best practices
■
EC BoM
HR in 2014
2013 was a year of transition with several restructuring programmes being implemented. In 2014 we will reassess our HR principles, tools and approach so as to further strengthen human resource management within Imtech. Employment conditions
Imtech has a focus on decentralised entrepreneurship with many responsibilities, duties and powers of authority being delegated to local management levels. Our employment conditions package is market- competitive and aimed at optimum individual performance and personal development. The divisions develop and implement their own strategies within the Corporate framework. Although the businesses are autonomous they have similar strategic and functional agendas. The group promotes and facilitates synergy across the businesses and coordinates and supports the business units’ target setting. One important initiative implemented during 2013 was the development of a new remuneration programme for senior and top management that is in-line with the new reality within Imtech. To achieve more transparency the new system concentrates more on tangible results, with a sharp focus on cash conversion and EBITDA.
European Works Council and representative bodies The European Works Council and other representative bodies play an important role in Imtech’s employment conditions. Every division has its own representative structure with forms of participation and consultation. To a great extent the local representative structures echo those of the European Works Council (EWC). The EWC’s agenda is, to a degree, determined by the priorities of our various Councils and HSE and CSR policies. The Central Works Council (CWC) forms a natural bridge to the EWC. The central elections for the Works Council in the Netherlands will be organised in April 2014. Work safety
Employee Health and Safety (H&S) is a critical topic at Imtech and a top priority in our daily work. The target is zero fatalities and no incidents that harm people, or put our neighbours or facilities at risk. We want to become an organisation in which people take responsibility for their own and other’s safety. In line with our strategic objectives of operational excellence, rebuilding our reputation and building for the future, in 2013 we reviewed our safety culture, set new goals and reassessed our H&S working method and approach.
Imtech has expanded rapidly during the past 10 years, driven by acquisitions. In 2013 Imtech’s management concluded that its Governance, Risk & Compliance (GRC) framework was no longer in proportion with the size and complexity of its business. The discovery, in early 2013, of irregularities within Imtech also made it clear that Imtech’s governance and business controls were not sufficiently effective. These are the reasons why Imtech has strengthened its GRC framework.
Imtech has defined the scope of GRC in its GRC framework as shown in the chart above.
The GRC framework reflects three levels: (1) the enhanced GRC approach required to fulfil Imtech’s stakeholders’ expectations and regulatory obligations, (2) the executive level that sets Imtech’s strategy and aligns Imtech’s vision, values, people and culture, and (3) the GRC organisation within Imtech, which is based on the following principles:
■ Governance Oversight: sets the structure for the
ongoing operation of the governance framework and provides the hierarchy for reporting and monitoring in line with Imtech’s decentralised management model;
■ Management System: embeds the governance
principles into day-to-day business activities by setting clear and simple policies that support training activities, the quality of business controls and performance requirements;
■ Risk Management: sets the organisation’s risk
acceptance levels in respect of strategic, project, operating and compliance risks and aligns behaviour with Imtech’s strategy and expectations; and
■ Incident Management: prevents and deters
misconduct within the organisation by supporting the appropriate reporting of and timely and adequate handling of all matters that may cause harm or damage to the organisation’s reputation. Futhermore, these GRC principles are completed by Internal Audit, which enables independent assurance on defined objectives, risks and controls, communication and conformance reporting, which focuses on monitoring the progress of GRC at the organization, including taking corrective actions if necessary.
During 2013 these areas were clearly defined and covered in implementation plans drawn-up for the group and each of the divisions. Significant progress in various areas was made in 2013 and further implementations will be effected in 2014. During 2013, being a transitional year, our GRC framework has not yet been at the desired level.