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Boskalis jaarverslagen 2012

Our value chain

In our value chain we are guided by our Statement of General Business Principles, which is based on international guidelines such as the Universal Declaration of Human Rights. We endorse the principles of the International Labour Organization, the UN Global Compact and the OECD Guidelines for Multinational Enterprises.

The value chain below shows where our impact can be material and which key topics are important. These topics will be discussed further on in this report. In order to show our impact, we distinguish the following three stages in our primary processes. We will explain this in greater detail elsewhere in this section. 

Clients and suppliers are our most important chain partners. Cooperation in the chain enables us to create awareness and understanding, exchange ideas and combine innovations that make our chain more sustainable.

Clients

Our most important client groups, to whom we supply a wide range of (integrated) solutions or services, are to be found in the following sectors:

  • Energy: oil, gas and wind energy companies, mining firms and related EPC-(sub)contractors;

  • Ports: port and terminal operators, governments, shipping companies, agents and insurance companies;

  • Infrastructure: (international) project developers and (local and regional) governments.

Suppliers

Boskalis maintains relationships with around 1,375 suppliers for the central procurement of machinery and hydraulics, electro & survey equipment, wearing and construction parts, and facility goods and consumables. Around 260 of these are strategic suppliers accounting for 90% of the purchasing volume. Our suppliers are bound by a code of conduct and we perform annual implementation scans to ensure compliance. We look at this in more detail in the ‘Responible Business Conduct’ section.

Partnerships

Boskalis is involved in a large number of cross-sectoral partnerships in the chain, the main ones being: 

  • The Ecoshape foundation, a partnership with public authorities, knowledge centers, businesses and an NGO. Boskalis has invested EUR 3,750,000 in the Building with Nature program over the past seven years. 

  • Partnerships with Van Voorden, Vosta, Allard and Magotteaux resulting in the establishment of cradle-to-cradle chains for worn-out impellers, dredging pumps and pick points, as a result of which 704,000 kilograms of material was recycled in 2015. (See also the case study on our corporate website.)

  • Partnership with Van Beelen for the recycling of worn-out floating dredging lines. (See also the case study on our corporate website.)

  • Partnership with GoodFuels, established in 2015, focusing on the development of a drop-in marine biofuel to meet the highest sustainability standards which could lead to significant emissions. 

  • Partnership with NGO Shipbreaking Platform for the sustainable dismantling of our ships. (See also the case study on our corporate website.)‚ Partnership with NGO North Sea Foundation, through which we are the main sponsor of the Boskalis Beach Cleanup Tour.

  • Partnership with NGO Prosea marine eduction Foundation, for the joint delivery of Marine Environmental Awareness training courses for our fleet personnel and office staff. 

In addition to the above, we have partnerships with sector organizations, educational institutions and knowledge centers, and engage with NGOs at a local level in countries including Nigeria and South Africa.

Quality management

Certification shows that we comply with internationally recognized management, environmental and safety standards. Almost all Boskalis business units are certified according to ISM, ISO 9001, ISO 14001 and OHSAS 18001, or VCA for our Dutch operations. A list of the various certificates we hold is included in the SHE-Q data in the Appendix.

In line with the new divisional structure, in 2015 we worked on a (new) integrated quality management system which supplements our existing tools, processes and certifications. The purpose of the new system is to allow Boskalis to achieve, together with its clients, even greater success as a company. Implementation will take further shape in the current year.

Impact, risks and opportunities

In our value chain, a successful execution of our strategy relies on effective management of both risks and opportunities. We have taken steps to ensure that risks and opportunities are identified, quantified and monitored, particularly in relation to the preparation and execution of projects, and these activities are managed centrally from the head office in Papendrecht. In order to show our impact, we distinguish the following three stages in our primary processes.

Stage 1: Initiative/Design/Tender

Early involvement in a project enables us to work with the client to create a design that is as sustainable as possible and to select the working methods best suited to the technical requirements and statutory environmental standards.

Stage 2: execution

This is the stage in which we have the most impact on people, the environment and society. We create value through:

  • construction and maintenance of ports and waterways, offshore services and towage services;

  • land reclamation activities;

  • coastal defense and riverbank protection work;

  • wreck removal, salvage and emergency response at sea. Our activities in these areas are characterized by relatively high safety risks and their execution can affect local communities, the environment and ecologically vulnerable areas. This report sets out how we deal with these risks and how we seek to mitigate them.

Stage 3: Mobilization/demobilization

Sometimes the equipment we deploy on our projects has to be mobilized over great distances and subsequently demobilized after the completion of the project. An efficient logistical process allows us to reduce fuel consumption and the associated burden on the environment, as well as to save costs. In addition, we seek to perform our logistical operations as safely as possible.

For a detailed description of the risk management and control processes related to the principal strategic, operational and financial risks.

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