In line with the shareholder, Ballast Nedam endorses in 2016 the IFC (International Finance Corporation) Performance Standards on Environmental and Social Sustainability.
The Policy describes IFC’s commitments, roles and responsibilities related to environmental and social sustainability. To comply with the policy we have to deal with the following eight Performance Standards:
1. Assessment and Management of Environmental and Social Risk and Impact
2. Labor and Working conditions
3. Resource Efficiency an Pollution Prevention]
4. Community Health, Safety and Security
5. Land Acquisition and Involuntary Resettlement
6. Biodiversity Conservation and Sustainable Management of Living Natural Resources
7. Indigenous People
8. Culture Heritage
This new strategic focus is reflected in the CSR (Corporate Social Responsibility) policy for 2017. For 2016 Ballast Nedam has focussed more on the firm requirements to improve its performance in CSR matters of relevance to our market. We brought the various CSR objectives closer to the business and associated them more with the projects. The urgency of these market demands will then be recognized more fully and ultimately conveyed to the place at which they are most relevant.
Ballast Nedam implements its CSR policy on a company-wide basis. We focus on a clear organizational structure, the establishment and maintenance of an efficient management information system and specific, relevant actions which have a positive impact on our organization, our stakeholders and the environment.
Our CSR policy is organized as follows:
• The directors, including divisional directors, are responsible for all CSR issues within their business unit.
• The policy on key performance indicators (KPIs) and formulated objectives has been implemented throughout the organization.
• The CSR results are taken into consideration in the remuneration of the directors, including divisional directors. The target letter to management states that KPIs for non-financial matters must account for one-third.
• The assurance results are measured at division and company level and consolidated at holding company level. The KPIs and the objectives form an integral part of the quarterly reporting, making CSR more firmly embedded in our operations.
Below is a summary of the CSR objectives we set in 2015, the results achieved in 2016 and the objectives for 2017.
|Intended goal||KPI||Result in 2016||Objective for 2017|
|Energy, CO2 and air quality||Energy efficiency and use of sustainable energy||
CO2 (scope 1&2) / Dutch revenue
|29.6%||24% reduction compared to 2008|
Initiatives in the value chain of activities
|Waste management, recycling and materials||Reducing material consumption and increasing separation percentage||
Number of ongoing projects with waste management plan
|Human Resources||A healthy, safe and motivating working environment for all employees||
Percentage of absenteeism
Held performance appraisals
|Safety||We aspire to an injury-free Ballast Nedam||
Hours worked without lost time incidents
|Integrity||We comply with all applicable rules, regulations and ethical standards and operate a zero tolerance policy||All employees attend a meeting or presentation concerning integrity at least once a year||100%||100%|
|Innovation||Take full advantage of the organization's innovative capacity to deliver added value for the customers||
- Sustainable innovations;
- Innovations within projects;
- Cross project innovations
|Community relation management||In projects we must provide comfort and clarity and not cause nuisance||
Number of ongoing projects reported to Bewuste Bouwers at year-end
Average audit grade
|Community Investment||We contribute with our activities to the education and employment of young people and people who are socially disadvanted||
Number of Social Return projects
Contribution to educational projects