Boskalis jaarverslagen 2011


Promoting the safety, personal development opportunities and well-being of our people are our primary social objectives.


The safety of our own employees and those of our subcontractors is our top priority. Boskalis has a progressive safety program which is held in high regard in the industry and by our clients.

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Our central safety objective is ‘No Injuries No Accidents’: NINA. Which is why we chose this as the name of our safety program, which was introduced in a large-scale internal campaign in 2010.

Safety culture

Through NINA we are working on structurally taking safety to the next level.
What makes NINA special is that it aims to bring about a culture change. Whereas SHE-Q (Safety, Health, Environment and Quality) tends to focus more on following procedures, NINA requires commitment from within. Or, put simply, NINA is not about ‘we have to’ but about ‘we want to’. To achieve this the program holds each employee personally responsible for their own contribution to safety. NINA rests on five personal values, all phrased in the ‘I’ form. Together they ensure that safety can be discussed openly by all employees, regardless of their position. The values are underpinned by five short and sharply worded rules to help prevent incidents.

NINA was introduced to the organization in mid-2010, as described in detail in our 2010 CSR report. In July 2011 ‘1 year NINA’ celebrations were held across the organization – at head office, on the projects and on board our ships. At the head office Peter Berdowski gave his views on ‘1 year NINA’. In short: NINA lives and breathes, NINA inspires and NINA breaks down barriers. In the space of a year we were able to achieve a clear and very positive development in how safety is perceived.
This was preceded by a session with the senior management to mark ‘1 year NINA’. The session looked at what we have achieved and where there are points for attention and opportunities for development. The conclusion was that a lot has been achieved, that NINA contributes to openness in the organization and brings both the various business units and the management and the employees closer together. All those present reconfirmed the management commitment to the further development of NINA.


With the implementation of NINA starting in 2010, the associated training program was also launched. In 2011 over 500 managers attended a training course focusing on the role of the manager in NINA and translating this into everyday practice. Since 2010 over 1,500 managers from within the organization as well as from subcontractors have followed a NINA training course.
In addition dozens of NINA workshops have been held for staff on board of ships, on projects and from the corporate staff departments.


In 2011 we made the preparations for rolling out both the safety policy according to the NINA principles and the quality policy to SMIT. Various workshops were organized with the management teams of the business units in the Netherlands and Singapore to assess feasibility. The harmonization of the policy will be introduced in stages with the initial focus on SMIT’s project-oriented business units.

Partly in the context of the integration around 60 SHE-Q managers, specialists and representatives of Boskalis and SMIT from five continents attended the three-day internal SHE-Q conference, which was based around the theme ‘Sharing Intelligence’. The objectives were networking, knowledge-sharing and discussion of developments in the business and the SHE-Q policy.
Away from the integration process, safety is high on the agenda at both SMIT and Lamnalco.

Safety performance

Reporting, recording and following up on incidents is very important to us. Safety has always been a spearhead of our policy. This is evidenced by the steady downward trend in LTIF
– the figure that expresses the number of incidents resulting in absence from work for every 200,000 hours worked – over the past few years. In 2011 there was a remarkable continuation of this trend, with LTIF falling from 0.67 in 2010 to 0.3 – a decline of 55%.

For SMIT and Lamnalco LTIF is still reported on separately.
In 2011 the figure for SMIT was 0.42 and for Lamnalco an exceedingly low 0.03. A summary of the LTIF figures can be found in the appendix.
Comprehensive incident reporting can be used to make changes to structurally prevent future risks. At both business units safety enhancement is the topic of a wide range of ‘Lessons Learned’ sessions, training courses and communications.
In addition to the aforementioned sharp downward trend in LTIF 2011 saw the wider introduction of so-called ‘Safety Hazard Observation Cards’ (SHOCs), which employees can use to report dangerous situations. The number of SHOC reports has risen sharply, from 1,800 in 2010 to 4,900 in 2011. ‘Near miss’ reporting also increased, to over 300 occurrences in 2011.

NINA encourages reporting on such situations to allow pro-active adjustments to be made. We are now seeing strong growth in both areas. Given that both the SHOCs and the ‘Near misses’ can be seen as a measure of the proactive perception of safety within the organization, this is clearly a reflection of a more open safety culture.
Accident analyses: annual accident analyses help us to further increase safety. The analyses show that in 2011, as in previous years, over 75% of accidents were caused by

  • falling, tripping and slipping
  • being hit by an object
  • getting jammed.

Certification: certification shows that we comply with recognized safety standards. Boskalis is certified according to ISM, ISO 9001, ISO 14001 and OHSAS 18001 or VCA for our Dutch companies. Various sections of SMIT and Lamnalco are also certified. For a list of the various certificates we hold, please refer to the appendix.

Awards: in 2011 Boskalis received various safety awards. A list is included in the appendix.


NINA certainly has a unifying effect; the distance between employees, and between the management and the work floor, has diminished. Employees find it increasingly easy to approach one another about their responsibility for their own safety and that of their colleagues. The organization has become more open, which means that NINA also contributes towards transparency. We are proud of what we achieved in 2011. The challenge for 2012 is to embed our safety standard even deeper into the organization and to introduce it in the safety requirements we set for subcontractors.

Personal development

Boskalis offers its staff ample opportunities for personal development. We have good reasons for this.

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he range of infrastructure activities and maritime services offered by Boskalis continues to broaden, partly as a result of the integration with SMIT. In addition, our role is changing and increasingly we are becoming a partner to our clients and the companies we cooperate with. The skills and expertise of our staff must be in tune with this. Our extensive training programs, in which we lead our sector, help them to develop the right skills for further growth. Periodic career development and performance reviews are held with employees.

All our instruction and training courses are based on the ‘action learning’ principle: new knowledge is put straight into practice. But actual practice is also brought into the training process, with real-life cases from the work situation being used as training material. In addition we make as much use as possible of the knowledge present within our own organization: experts from our own organization contribute to training programs, for example by giving all or part of the training or through internal coaching of one of the participants. An increasingly important side effect of our training programs is expanding the internal network of the participants. We try to encourage this by structuring training programs in such a way that connecting with other disciplines is an integral part.

Staff training & development

The training programs and knowledge exchanges in 2011 revolved around the integration with SMIT and the joint development of skills. Many courses were attended by a mixed Boskalis/SMIT group of participants. We focused on a broadening and strengthening of management skills, contractual knowledge and commercial skills, partly through the new courses Tender coordination and Engineer Management (11 participants) but also through the existing International Contracting Management Course (24 participants) held by the TiasNimbas business school.
Our Boskalis Leadership Development Program (BLDP) was another example of successful integration in action in 2011. Twenty senior managers from Boskalis and SMIT took part in this course, whose agenda revolved around personal development, teambuilding and internal networking. By working together on assignments with a shared interest the participants were able to experience the similarities in their jobs and feel a greater connection. Also see pages the article BLDP: successful integration in action.

The recently launched Finance Development Course for project controllers and finance managers (14 participants) is another example of an integrated training program for employees of Boskalis and SMIT.

Knowledge exchange

In addition to training and development we consider mutual knowledge exchange to be an important path for development. Initiatives in 2011 included two knowledge exchange days organized for employees and project managers of Boskalis and SMIT Transport, Heavy Lift and Salvage. We want to do more of this in the coming years. The Salvage Seminar organized during the year for the fleet management departments of both organizations is another example of an initiative centered around knowledge exchange.
In addition our involvement in the Building with Nature program gives rise to an intensive exchange of knowledge in the area of engineering and design with other companies, various knowledge institutes and university partners. This allows our people participating in this program to broaden their knowledge and skills.


A work climate centered on motivation, pleasure in work and involvement is important for attracting and retaining motivated staff.

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Employee representation

At the end of 2011 eighteen new members were appointed to the Boskalis and SMIT works councils. In three of the electoral groups the number of candidates equaled the number of seats. In one electoral group (SMIT employees) there were more candidates than seats and elections were held.
In 2011 a start was made on merging the Boskalis and SMIT works councils into a single works council for the whole of Boskalis. This general works council started operating at the end of 2011. The SMIT harbour towage services will keep their own works council for the time being.

Employment benefits

Our staff can rely on a good retirement provision. We operate various pension plans, detailed information on which can be found in the list of ‘Defined benefit pension schemes’ on pages 96-99 of our 2011 Annual Report.

At the end of 2011 official preparations got underway to realize a Transfer of Undertaking for office and shore staff of SMIT Nederland B.V. This concerns 288 employees who joined the Boskalis workforce with effect from 1 January 2012. A request for advice on this Transfer of Undertaking was submitted to the Works Council, which issued a positive advice at the end of 2011.

Health and vitality

We look after our people and respect downtime and working hours. We invest in their health and vitality by providing good living, recreational and medical facilities on projects, healthy and safe working conditions, the means to communicate with people (friends and family) back home and first-rate equipment.

Malaria prevention policy: we want to prevent our employees contracting malaria and therefore raise the awareness in high-risk areas such as Africa, South America and Asia. And so in 2011 we developed a malaria prevention policy. This will be incorporated into the Boskalis quality program which supplements our NINA safety program. Employees being deployed to areas where malaria is present, will be given information and preventative medication ahead of their departure. In addition general precautionary measures have been introduced on projects in high-risk areas and we urge any member of staff who is feeling unwell to do a quick scan because acting swiftly mitigates the consequences of the disease.

AIDS prevention policy: we operate an AIDS prevention program aimed at providing accurate information and lowering the infection rate. The program provides guidance in work situations with an increased risk of infection and is also aimed at offering protection at work to employees who have been diagnosed with AIDS. We organize regular local information sessions to reduce the chance of becoming infected with the disease, for example in 2011 for our employees in Africa.

Added to My report add to My report Source: CSR Report 2011, Our social performance, page 28