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Market Environment Employees Society

GreenTech CO₂ Business Ethics Corporate _Citizenship

49 CSR Results, KPIs and targets

In 2013 we measured the key performance indicators of six topics. In the table on the next pages, you will find a summary of the topics, key performance indicators, results and targets. More information on the results and ambitions can be found in our sustainability report 2013. we have identified six topics, each with some key

performance indicators that will enable us to measure our performance accurately and report these results. 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.

CSR 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 Responsibilities

The Board of Management is responsible for the sustainability 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 has appointed a senior manager as a contact person and a member of the international CSR Team. This team formed divisional taskforces which are responsible for collecting the required data. Once the data has been collected the controllers play an important role - they verify and validate the figures and results. In addition to the CSR Team there are various other international teams within Imtech that focus on Health & Safety, Human Resources, Communication, Control & Risk and Compliance and Procurement. Together with the Director Investor Relations they form the Expert Group that provides input for the sustainability topics.

Board of Management Executive Council CSR Team CSR Taskforces Cont rollers Expert Group

CSR topics KPIs 2013 Results 2013 Results 2012 Strategic targets 2014 - 2015

Market

GreenTech Percentage of total revenue of our most material projects (in size and risks) with a GreenTech label.*

50% 30% ■ 10% annual increase of GreenTech projects. ■ Increase awareness of GreenTech solutions.

Supply Chain 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).

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 2015.

Environment

Carbon footprint (CO₂) Total carbon footprint (kton / per FTE). 95.7 kton

(3.7 ton per FTE)

103 kton (3.5 ton per FTE)

■ 5% reduction of the CO₂ footprint per FTE compared to 2013.

Employees

Business Ethics 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).

100% ■ 100% participation of employees in Imtech divisions in an integrity

training programme.

■ 100% roll out of the GRC programme in Imtech divisions.

29 7

Health & Safety Number of fatal injuries. 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.

■ 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.

Number of Lost Time Injuries (LTI). 472

Number of injuries not leading to absence. 697

Severity Rate (SR).

Injury Frequency index (IF). ■ Netherlands

■ Belgium ■ Luxembourg ■ Germany & Eastern Europe ■ UK & Ireland ■ Nordic ■ Spain ■ ICT

■ Traffic & Infra ■ Marine 116.2 3.4 24 26.4 20.1 2.9 11.2 10.2 0.2 5.9 6.9 Society

Corporate Citizenship Number of community investment initiatives. 103 ■ Defining a stakeholder engagement strategy.

■ Development of a new sponsoring approach. ■ Development of a mechanism to share best-practices.

* _{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.

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CSR topics KPIs 2013 Results 2013 Results 2012 Strategic targets 2014 - 2015

Market

GreenTech Percentage of total revenue of our most material projects (in size and risks) with a GreenTech label.*

50% 30% ■ 10% annual increase of GreenTech projects. ■ Increase awareness of GreenTech solutions.

Supply Chain 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).

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 2015.

Environment

Carbon footprint (CO₂) Total carbon footprint (kton / per FTE). 95.7 kton

(3.7 ton per FTE)

103 kton (3.5 ton per FTE)

■ 5% reduction of the CO₂ footprint per FTE compared to 2013.

Employees

Business Ethics 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).

100% ■ 100% participation of employees in Imtech divisions in an integrity

training programme.

■ 100% roll out of the GRC programme in Imtech divisions.

29 7

Health & Safety Number of fatal injuries. 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.

■ 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.

Number of Lost Time Injuries (LTI). 472

Number of injuries not leading to absence. 697

Severity Rate (SR).

Injury Frequency index (IF). ■ Netherlands

■ Belgium ■ Luxembourg ■ Germany & Eastern Europe ■ UK & Ireland ■ Nordic ■ Spain ■ ICT

■ Traffic & Infra ■ Marine 116.2 3.4 24 26.4 20.1 2.9 11.2 10.2 0.2 5.9 6.9 Society

Corporate Citizenship Number of community investment initiatives. 103 ■ Defining a stakeholder engagement strategy.

■ Development of a new sponsoring approach. ■ Development of a mechanism to share best-practices.

* _{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.

2013 was a turbulent year for many Imtech employees. Most of our divisions had to adapt to difficult market conditions in some areas of our business, which resulted in the loss of 2,300 jobs. In addition, the irregularities in some parts of our organisation that came to light at the beginning of 2013 and put our reputation under pressure, also affected our employees. During the year we further strengthened the HR-principles that form the basis of our HR policy, including mutual trust, personal development, leadership, the right people in the right place,

employment conditions and work safety. Mutual trust

In line with this principle that promotes openness, respect, cooperation and the maxim ‘agreed is agreed’, we introduced the Integrity Training & Awareness programme on business ethics (page 55 ‘Risk

Management’). The objective of this programme, which applies to all our employees, is to create a common understanding of the subject of integrity throughout the organisation, including the cultivation of knowledge and understanding of our corporate values and rules of conduct. It includes the introduction and implementation of the ‘Governance, Risk & Compliance framework that will lead to a better management and control of our organisation in terms of behaviour, attitude and compliance with rules and procedures.

Personal development

We believe that the personal growth of our employees leads to the growth of our company. One of the ways to empower our employees is through the project

management programme. As, in general, Imtech is a project organisation, project management skills are key for its success. The increasing complexity of our projects, the associated risks and the strategic focus on operational excellence have resulted in an increased focus on the development of our project management skills. In 2013 we offered a training programme based on the principles

of the International Project Management Association (IPMA). The support and involvement of our senior management in this programme is crucial for the implementation of the newly-acquired skills. Leadership

One of Imtech’s HR principles is the continuous improvement of its leadership. In 2013 not only was Imtech’s complete Board of Management replaced and expanded from two to four members, but 60% of its senior management also changed. In addition, the Corporate staff was strengthened with new Directors of Governance, Risk & Compliance, Corporate Communication and CSR, Internal Audit and Corporate Finance.

In 2013 we continued our management trainee programme. This programme combines personal development, (technical) skills development and a good understanding of our organisation’s structure and activities. A regular inflow of young management potentials with a good grasp of the business world is important to ensure our long-term continuity. In 2013 several divisions participated in this programme. The right people in the right place

Imtech is a people business, which means that its human capital is one of the most important aspects to be addressed. Job losses and restructuring plans in most divisions are bringing teams in-line with the market situation. The Board of Management plays an important role in top management appointments. The goal of Imtech’s HR policy for executives (HR Executives Principles) is a clear and consistent process in respect of the career development of the members of the top management. This starts with the recruitment procedure and ends with dismissal procedures and includes clearly formulated do’s and don’ts regarding the Board of Management, Executive Council members and HR.