DOCSLIB.ORG

Integrated Report 2020 Royal BAM Group Nv, Runnenburg 9, 3981 AZ Bunnik, P.O

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Integrated Report 2020 Royal BAM Group Nv, Runnenburg 9, 3981 AZ Bunnik, P.O Integrated Report 2020 Royal BAM Group nv, Runnenburg 9, 3981 AZ Bunnik, P.O. Box 20, 3980 CA Bunnik, the Netherlands, +31 (0)30 659 89 88, [email protected], www. bam.com, established at Bunnik, the Netherlands, Trade register number 30058019 Layout Boulogne Jonkers Design, Zoetermeer, the Netherlands Printing Veenman+, Rotterdam, the Netherlands Illustrations Ossip van Duivenbode - MVRDV (cover), Rob Glastra - MVRDV (2,3), Mark Prins – Phenster (6), Trevor Palin (8), Marcel Steinback (15), Thames Tideway Tunnel – John Zammit (18), JL Deru, photo-daylight. com (23), Dries Van den Brande (28), JL Deru, photo-daylight.com (33) Studio Hoge Heren (35), Serge Brison (43), Michael Boulogne (44), Crossrail (51), Michel Kievits fotografie (52), Brian Lougheed Photography (55), Mark Prins – Phenster (61), Evgeni Fabisuk (62), Mix Architectuur (80), Topview (184), Jochen Strüber (196), Neil Warner Photography (200), Trevor Palin (206), Philippe van Gelooven (209), Marcel van Kerckhoven (217). 17-02 BAM is subject to the structure regime as intended in Part 4, Book 2 of the Dutch Civil Code. The Executive Board Report as intended in Part 9 of Book 2 of the Dutch Civil Code consists of chapters 1-5, 8.4, 9.1 and 9.7. Integrated Report 2020 2 Royal BAM Group nv Contents 1 Message from the CEO 6 2 Value creation 8 2.1 Business model 9 2.2 Strategy 2016-2020 11 2.3 Strategy 2021-2023 12 2.4 Stakeholder engagement and material themes 14 3 Business performance 18 3.1 Financial performance 19 3.2 Social performance 26 3.3 Environmental performance 36 3.4 Outlook 42 4 Risk management 44 5 Governance 52 5.1 Corporate governance 53 5.2 Decree on Article 10 of the Takeover Directive 56 5.3 Supervisory Board and Executive Board 58 5.4 Executive Committee 61 6 Supervisory Board 62 6.1 Report of the Supervisory Board to shareholders 63 6.2 Remuneration report 70 7 Financial statements 80 8 Other information 184 8.1 Combined independent auditor’s report on the 2020 financial statements and non-financial information 185 8.2 Proposed appropriation of result 196 8.3 Articles of Association provisions governing the distribution of profit 197 8.4 Anti-takeover measures 198 8.5 List of principal subsidiaries, joint arrangements and associates 199 9 Appendices 200 9.1 Royal BAM Group nv shares 201 9.2 Five-year overview 204 9.3 Non-financial information and diversity information reference table 205 9.4 Key financial dates 206 9.5 Glossary 207 9.6 Non-financial reporting process and methods 208 9.7 Material themes and management approach 211 Integrated Report 2020 3 Royal BAM Group nv Key figures (x € million, unless otherwise stated) Profit 2020 2019 People 2020 2019 Total operations Human resources Revenue 6,809 7,209 Number of employees as at 31 December Adjusted result before tax 34.3 74.1 (in FTE) 17,966 19,517 Net result attributable to the shareholders Average number of employees (in FTE) 18,731 19,433 of the Company (122.2) 11.8 Training costs per employee (in €1) 541 819 Female/male employees (in %) 17/83 17/83 Continuing operations Revenue 6,768 7,176 Safety Result before tax (236.9) 23.4 Incident frequency (IF BAM) 5.3 4.8 Result for the year from continuing operations (272.0) (13.3) Result for the year from discontinued operations 149.7 25.3 Planet 2020 2019 Earnings per share (in €1) (0.45) 0.04 Climate positive Dividend per ordinary share (in €1) - - CO2 emissions intensity Dividend payout (in %) - - (in tonnes per € million revenue) 20.0 23.5 Number of shares as at 31 December (x 1,000) 273,296 273,296 CO2 emissions (in kilotonnes) 136 170 Share closing price as at 31 December (in €1) 1.71 2.69 Energy consumption (in terajoules) 2,047 2,442 Equity attributable to the shareholders Resource positive of the Company 583.4 628.4 Construction and office waste intensity Capital base 702.1 748.9 (in tonnes per € million revenue) 14.6 17.7 Total assets 5,224.5 4,540.2 Construction and office waste (in kilotonnes) 100 128 Order book 13,760 12,659 Construction and office waste reused or recycled (in %) 76 75 Net investment in property, plant and equipment 43.9 67.7 Certified sustainable timber (in %) 99 99 Net additions right-of-use assets 77.9 115.8 Depreciation charges property, plant and equipment 54.0 54.0 Depreciation charges right-of-use assets 99.2 99.7 Amortisation charges intangible assets 6.1 5.9 Impairment charges 74.7 18.5 Cash flow before dividend 111.6 189.9 Ratios Adjusted result before tax as % of revenue 0.5 1.0 Net result attributable to the shareholders of the Company as % of revenue (1.8) 0.2 Net result attributable to the shareholders of the Company as % of average equity (20.2) 1.7 ROCE (in %) (4.2) 3.4 Capital ratios Equity attributable to the shareholders of the Company as % of total assets 11.2 13.8 Capital base as % of total assets 13.4 16.5 See paragraph 9.5 Glossary for definitions. Integrated Report 2020 4 Royal BAM Group nv Key figures Human resources Revenue Adjusted result Net result Order book Female/male employees before tax (in %) 6,809 34.3 (122.2) 13,760 17/83 2019 - 7,209 2019 - 74.1 2019 - 11.8 2019 - 12,659 2019 - 17/83 2018 - 17/83 Ratios Adjusted result (before Net result (attributable Capital base (as % ROCE (in %) Training costs tax as % of revenue) to the shareholders of the of total assets) per employee Company as % of revenue) (in €1) 0.5 (1.8) 13.4 (4.2) 541 2019 - 1.0 2019 - 0.2 2019 - 16.5 2019 - 3.4 2019 - 819 2018 - 703 Shares Trade working capital Earnings per share Dividend per (in % of rolling revenue) Number of employees ordinary share (at 31 December, in FTE) (0.45) - (13.9) 17,966 2019 - 0.04 2019 - - 2019 - (10.4) 2019 - 19,517 2018 - 20,194 Resource positive Safety Construction and Construction and Certified sustainable Incident frequency office waste intensity office waste timber (FSC and PEFC) (IF BAM) (in tonnes per € million (in kilotonnes) (in %) revenue) 14.6 100 99 5.3 2019 - 17.7 2019 - 128 2019 - 99 2019 - 4.8 2018 - 17.9 2018 - 129 2018 - 94 2018 - 4.2 Climate positive CO2 emissions intensity CO2 emissions Energy consumption (in tonnes per € million (in kilotonnes) (in terajoules) revenue) 20.0 136 2,047 2019 - 23.5 2019 - 170 2019 - 2,442 2018 - 26.8 2018 - 193 2018 - 2,744 Integrated Report 2020 5 Royal BAM Group nv ‘Strategy will provide the basis to restore profit and will serve as a foundation to play a leading role in the construction industry’ Ruud Joosten, CEO Royal BAM Group nv. Integrated Report 2020 6 Royal BAM Group nv Message Value Business Risk Supervisory Financial Other from the CEO creation performance management Governance Board statements information Appendices Message from the CEO BAM’s results in the past year do not reflect the underlying Ensuring a safe working environment remains our top priority. It is potential of the Group. Especially, Covid-19 has been a cloud over very regrettable that in 2020 a long-standing colleague died in an our markets, businesses, clients and colleagues in 2020, and accident at a BAM site, and our thoughts are with his family. continues to drive uncertainty in our markets. I am really BAM recognises and values the benefits that diversity brings. In impressed with how our people have responded to the challenge 2020, BAM appointed women managing directors at two by adapting our operations, preserving our resilience and operating companies, BAM Infra Nederland and BAM Interbuild. supporting our communities. Since my appointment as CEO on 1 September, we have started to BAM’s adjusted result before tax for the year 2020 was define our new strategic agenda in order to create more value for €34.3 million (2019: €74.1 million). The adjusted pre-tax our shareholders and solid prospects for all our stakeholders, margin was 0.5 per cent (2019: 1.0 per cent). The overall including our employees. order book was €13,800 million at year-end 2020 (year-end 2019: €12,659 million). Under our new strategy for 2021-2023, ‘Building a sustainable tomorrow’, the Group will restructure its portfolio of businesses From an operational perspective, our activities in Dutch to focus on markets and projects where it can leverage its proven Construction and Property and BAM PPP contributed well in 2020. competitive strengths and serve the growing demand for In our other businesses, there is clearly room for improvement. sustainable solutions in the construction sector, while The additional loss by BAM International was disappointing. substantially lowering our projects’ risk profile. Serving all our stakeholders – employees, clients, partners, suppliers and the In July 2020, BAM decided to wind down the operating company communities in which we do business – BAM will structurally BAM International, active outside our European markets, given improve the profitability and predictability of the Group as a the lack of a positive outlook. This wind-down and the Cologne client- and service-driven business. metro settlement resulted in a significant improvement of BAM’s risk profile. When visiting some of BAM’s projects, I saw that our teams are well-prepared and extremely motivated. BAM is a company with In December, we announced the extension of our partnership with good capabilities and much potential.
Load more

Recommended publications
  • View Annual Report
    Cautionary note with regard to “forward-looking statements” Some statements in this Annual Report are “forward-looking statements”. By their nature, forward-looking statements involve risk and uncertainty because they relate to events and depend on circumstances that may occur in the future. These forward-looking statements involve known and unknown risks, uncertainties and other factors that are beyond PostNL’s control and impossible to predict and may cause actual results to differ materially from any future results expressed or implied. These forward-looking statements are based on current expectations, estimates, forecasts, analyses and projections about the industries in which PostNL operates and PostNL management’s beliefs and assumptions about future events. You are cautioned not to put undue reliance on these forward-looking statements, which only speak as of the date of this Annual Report and are neither predictions nor guarantees of future events or circumstances. PostNL does not undertake any obligation to release publicly any revisions to these forward-looking statements to reflect events or circumstances after the date of this Annual Report or to reflect the occurrence of unanticipated events, except as may be required under applicable securities laws. Table of Contents 1 We are PostNL 3 2 Message from Herna Verhagen 11 24 hours in PostNL Business Report 3 How we create long-term value 15 4 Our strategy 22 5 What sets us apart 31 6 Mail in the Netherlands 42 7 Parcels 48 8 International 55 9 Performance 2017 and outlook 2018
    [Show full text]
  • Remuneration Report
    REMUNERATION REPORT The first part of this report outlines the remuneration policy REMUNERATION POLICY for the Board of Management as it has been adopted over The main objective of Fugro’s remuneration policy is to time, while the second part contains details of the attract, motivate and retain qualified management that is remuneration in 2015 of the members of the Board of needed for a global company of the size and complexity of Management and of the Supervisory Board. Fugro. The members of the Board of Management are More information on remuneration and on option and share rewarded accordingly. Variable remuneration is an important ownership of members of the Board of Management is part of the total package. The remuneration policy aims at available in note 5.64.2 of the financial statements in this compensation in line with the median of the labour market annual report. This remuneration report is also available reference group. The current remuneration policy was on Fugro’s website. adopted by the AGM on 6 May 2014 and took effect retroactively as from 1 January 2014. As mentioned above, This report has been prepared by the remuneration the policy was amended in the AGM on 30 April 2015. Within committee of the Supervisory Board. The main function of the framework of the remuneration policy, compensation for this committee is to prepare the decision-making of the the Board of Management is determined by the Supervisory Supervisory Board regarding the remuneration policy for the Board on the advice of the remuneration committee. Board of Management and the application of this policy to the remuneration of the individual members of the Board of Labour market reference group Management.
    [Show full text]
  • Annual Report 2007 FUGRO NV
    ANNUAL REPORT 2007 FUGRO N.V. FUGRO 2007 REPORT ANNUAL FUGRO N.V. Annual Report 2007 GEOTECHNIEK MILIEU ONDERZOEK MARINER Colophon Fugro N.V. Veurse Achterweg 10 2264 SG Leidschendam The Netherlands Telephone: +31 (0)70 3111422 Fax: +31 (0)70 3202703 Concept and realisation: C&F Report Amsterdam B.V. Photography: Fugro N.V., Picture Report, Amsterdam. Fugro has endeavored to fulfil all legal requirements related to copyright. Anyone who, despite this, is of the opinion that other copyright regulations could be applicable should contact Fugro. Text: Boogaard Communications Consultancy (BCC) v.o.f. This annual report is a translation of the official report published in the Dutch language. The annual report is also available on our website www.fugro.com. For complete information, see www.fugro.com Fugro N.V. Veurse Achterweg 10 P.O. Box 41 Cautionary Statement regarding Forward-Looking Statements 2260 AA Leidschendam This annual report may contain forward-looking statements. Forward-looking statements are statements that are not historical facts, including The Netherlands (but not limited to) statements expressing or implying Fugro N.V.’s beliefs, expectations, intentions, forecasts, estimates or predictions (and the Telephone: +31 (0)70 3111422 assumptions underlying them). Forward-looking statements necessarily involve risks and uncertainties. The actual future results and situations Fax: +31 (0)70 3202703 may therefore differ materially from those expressed or implied in any forward-looking statements. Such differences may be caused by various E-mail: [email protected] factors (including, but not limited to, developments in the oil and gas industry and related markets, currency risks and unexpected operational www.fugro.com setbacks).
    [Show full text]
  • Annual Report Capturing Growth, Delivering Value How to Read This Report
    Annual Report Capturing growth, delivering value How to read this report Management summary Readers looking for the highlights of 2020 are advised to read chapter 1 until 6, and the first pages of chapter 7 until 10. Report of the Board of Management The report of the Board of Management consists of the following sections: • Introduction • Business Report • Governance, chapter 16 until 19 Forward-looking statements This Annual Report contains forward-looking statements. Readers should not put undue reliance on these statements. These provide a snapshot on the publication date of this report. In addition, future actual events, results and outcomes likely differ from these statements made. Chapter ‘Non-financial statements’, section ‘Safeguarding report quality’ provides more information on forward-looking statements. Contents 8 Message from Herna Verhagen 24 How we create value 30 Our strategy 72 Financial value Introduction Governance 1 At a glance 4 12 Board of Management 92 2 Message from Herna Verhagen 8 13 Supervisory Board 94 3 Our operating context 12 14 Report of the Supervisory Board 96 4 Impact of Covid-19 20 15 Remuneration report 102 16 Corporate governance 110 17 Our tax policy and principles 120 Business Report 18 PostNL on the capital markets 122 5 How we create value 24 19 Statements of the Board of Management 126 6 Our strategy 30 7 Customer value 40 8 Social value 54 Performance statements 9 Environmental value 64 20 Financial statements 129 10 Financial value 72 21 Non-financial statements 213 11 Risk and opportunity
    [Show full text]
  • Dorien Fransens, Secretary General, Europeanissuers
    5+ aitbl - ivzw RucBelliard 4 6 Tel| +32(012 289 25 70 info@europeafi issuers,eu 8-1040BRUSSEIs Fax:+32 (0)2 512 l5 60 wM/w.€uropeanitsuers,eu U.S.Securftles and Exchange Commission Tothe att. of Ms.Nancv M. Morris Secretary1.00 F Street, NE washington,D.c. 20549-9303 U5A r.iFcH!l/HD MAY13 2008 Brussels,8 May 2008 Re: Commentson ProposedAmendments to RulesRelating to ForeignPrivate lssuer Reportingunder the SecuritiesExchange Act of 1934 FileNo. 57-05-08 DearMs. Morris, We are submittingthis letter in responseto the requestof the Securitiesand Exchange Commission(the "Commission") for commentson the Commission'sproposal to amendthe rulesand forms that governreporting by foreignprivate issuers under the Securities ExchangeAct of 1934,as amended(the "ExchangeAct"). The proposalis discussedin ReleaseNo. 33-8900; 34-57409i International series Release No. 1308; File No. 57-05-08 (the "Release"), Europeanlssuers'has for severalyears supported the effortsof the Commissionto review the applicationof the U.S.securities laws and regulations to non-U.S.issuers. These efforts haveresulted in substantialimprovements to the U.S.regulatory regime in the pastfew years,including the modernizationof the rulesgoverning deregistration and the elimination of U.S.GAAP reconciliation for companiesthat publishIFRS financialstatements. Unfortunately,we cannotsupport the Commission'sproposal to requirelarge non-U.S. issuersto file their annualreports on Form20-F within 90 daysof the end of their fiscal years. We regardthis proposalas a step in the oppositedirection compared to the I Europeanlssuersis a pan Europeanorganisation that representsthe vast majority of publicly quoted companiesin Europe. Europeanlssuerswas formed when EALIq the EuropeanAssociation of Listed Companies,and UNIQUE, the Unionof lssuersQuoted in Europe,combined their organisations in early 2008.
    [Show full text]
  • Press Release
    Press Release Leidschendam, the Netherlands, 22 March 2021 Fugro nominates Barbara Geelen as new CFO The Supervisory Board of Fugro N.V. has decided to nominate Barbara Geelen for appointment as member of the Board of Management and Chief Financial Officer per 12 May 2021. She has been Chief Financial Officer at HES International for the past seven years. Barbara Geelen will succeed Paul Verhagen, who steps down as CFO at the upcoming general meeting of shareholders to become CFO at ASM International. Barbara Geelen (47) has extensive experience in financial management, including corporate finance, project financing, strategic planning, (re)structuring, mergers & acquisitions and management information systems. From 2014 till 2021 she has been CFO at HES International, one of Europe's largest independent bulk handling companies with operations across Europe, owned by private equity. Prior to that Geelen held various (leading) roles at ABN AMRO and gained experience in equity and high yield capital markets transactions, restructuring of companies and managing client teams, among others in the energy sector. She has extensive international experience, having been stationed in London and Singapore. Harrie Noy, Chairman of the Supervisory Board: “We are pleased that Barbara will join Fugro as our new CFO. She has a broad financial background with a strong track record of improving financial performance, based on well- developed execution skills and a hands-on management style. Barbara will play a key role in the implementation of our Path to Profitable Growth strategy, with a particular focus on achieving our financial goals. She has the experience and drive to make a strong contribution to Fugro’s ongoing transformation.” Mark Heine, CEO: “I am confident that Barbara is the right person to further develop the finance function to continue to improve results, building upon the solid foundations that were put in place by Paul Verhagen.
    [Show full text]
  • THE DUTCH FEMALE BOARD INDEX 2015 Prof
    THE DUTCH FEMALE BOARD INDEX 2015 Prof. dr. Mijntje Lückerath-Rovers ©M.Lückerath The Dutch Female Board Index 2015 - 2 - Table of contents Nederlandse samenvatting (Dutch Summary) .................................................................................... 4 Introduction .............................................................................................................................................. 7 Terminology ........................................................................................................................................................ 7 Description data and methodology ................................................................................................................. 7 Female directors ....................................................................................................................................... 8 Female directors in 2015 ................................................................................................................................... 8 Appointments and resignations ....................................................................................................................... 9 Multiple board seats ........................................................................................................................................ 11 Companies with female directors ........................................................................................................ 12 Companies with female directors .................................................................................................................
    [Show full text]
  • The Hague, April 2009 Dsec\2009\Minutes\Ava\Ava 2009 2
    Minutes of the General Meeting of Shareholders of Wereldhave N.V., held on Thursday 2 April 2009 at 11:00 a.m. in the Kurhaus Hotel in Scheveningen (Municipality of The Hague, the Netherlands) Opening Mr C.J. de Swart , Chairman of the Supervisory Board, opened the Meeting at 11:00 a.m. and welcomed all those present. He noted that the Meeting had been convened in accordance with the statutory requirements and the requirements of the Articles of Association, by means of notices in the editions of De Telegraaf, Het Algemeen Dagblad (The Hague edition) and De Officiële Prijscourant of Euronext Amsterdam and in France in La Tribune and Les Echos, all on 12 March 2009. Issues verifying the inclusion of the notices are held by the Secretary for inspection. Documents to be discussed in this Meeting were submitted in the prescribed manner; according to the attendance list, ordinary shareholders present are entitled to 7,357,901 votes, preference shareholders present are entitled to 1,438,433 votes and priority shareholders present are entitled to 11 votes. Those shareholders who were unable to attend the meeting were given the option of granting a voting proxy to the civil-law notary, Mr. R.J. Lijdsman via the internet. In total, holders of 836,596 ordinary shares availed of the option of submitting their votes via the internet, which represents 13% of the present ordinary share capital, entitled to 921,361 votes. Mr De Swart raised for discussion Agenda Item 2 The Minutes of the General Meeting of Shareholders on 27 March 2008 The minutes of the Meeting held on 27 March 2008 were published via Wereldhave's website within a month after the Meeting and were sent upon request at no cost.
    [Show full text]
  • Integrated Reporting As a Driver for Integrated Thinking?
    Integrated Reporting as a driver for Integrated Thinking? Maturity of <IR> in the Netherlands 2015 Contributors Patrick Seinstra Jennifer Muller Royal BAM Group: Barry Oesman Partner Integrated & Sustainability Deloitte Audit Master Student at London School of Economics and Group Controller Political Science Anneke Sipkens DSM: Kimberley Chan Director Sustainability Deloitte Risk Services Michiel van der Valk Sustainability Manager Master Student Sustainable Business & Innovation at Udeke Huiskamp Utrecht University Nutreco: Jose Villalon Senior Manager Sustainability Deloitte Risk Services Corporate Sustainability Director CSR the Netherlands (MVO Nederland) Erica Kostense-Smit Willem Lageweg Nutreco: Sigrid van Amerongen Manager Sustainability Deloitte Risk Services CEO CSR The Netherlands (MVO Nederland) CSR Manager Ashley Myers Vincent van Marle Heineken International: Jan-Willem Vosmeer Manager Sustainability Deloitte Risk Services Manager CSR Manager Frank Geelen Interviewees Delta Lloyd: David Hoppe Partner CFO Services & Finance Transformation NS: Carola Wijdoogen Communications Advisor Deloitte Consulting Director Sustainable Business Ministry of Economic Affairs: Martin Lok Marco van der Vegte KPN: Hans Koeleman Program Manager Natural Capital Managing Partner Audit and Member Executive Board Director Corporate Communications & CSR Deloitte Holding Avans Hogeschool: Marleen Janssen Groesbeek KPN: Brechtje Spoorenberg Professor Sustainable Finance and Accounting Olivier van Thuijl Manager CSR Senior Manager CFO Services Deloitte
    [Show full text]
  • Transparency Benchmark 2015 the Crystal 2015 in Cooperation with The
    Transparency Benchmark 2015 The Crystal 2015 In cooperation with the Netherlands Institute of Chartered Accountants (NBA) Transparency Benchmark 2015 The Crystal 2015 In cooperation with the Netherlands Institute of Chartered Accountants (NBA) Transparency Benchmark 2015 The Crystal 2015 1 1 The Transparency Benchmark Ladder The Transparency Benchmark Ladder provides an overview of the total scores of the participating organizations, including the sub scores concerning 8 different criteria categories. The organizations that are included in the Transparency Benchmark are ranked in different groups: Frontrunners, Followers, Peloton, Laggards and organizations with zero scores Category transparancy ladder 2015 Ranking Positions Leaders 1 - 20 Followers 21 - 70 Peloton 71 - 213 Laggards 214 - 245 Organisations with zero scores 246 - 461 2 Transparency Benchmark 2015 The Crystal 2015 The Transparency Benchmark Ladder Organisation Pos. Cat. Total score AKZO Nobel N.V. | ¥¥¦ ¦¯« Koninklijke Philips N.V. | ¥¥§ ¦¯ª Unilever N.V. | ¥¥¨ ¦¯© NS | ¥¥© ¦¯© Royal BAM Group | ¥¥ª ¦¯¨ KPN | ¥¥« ¦¯§ Schiphol Group | ¥¥¬ ¦¯¦ Havenbedrijf Roerdam N.V. | ¥¥® ¦¯¦ LEADERS Alliander N.V. | ¥¥¯ ¦®¯ Siemens Nederland | ¥¦¥ ¦®¯ Vodafone | ¥¦¦ ¦®« Aegon N.V. | ¥¦§ ¦®ª Heineken N.V. | ¥¦¨ ¦®§ ING Groep | ¥¦© ¦®¦ Nederlandse Gasunie N.V. | ¥¦ª ¦®¦ Van Lanschot Bankiers | ¥¦« ¦®¥ DSM N.V. | ¥¦¬ ¦¬¯ Bank Ned. Gemeenten N.V. | ¥¦® ¦¬¯ PostNL | ¥¦¯ ¦¬¬ Vitens N.V. | ¥§¥ ¦¬¬ ANWB B.V. | ¥§¦ ¦¬« Achmea | ¥§§ ¦¬© De Nederlandsche Bank N.V. | ¥§§ ¦¬© Ernst & Young Nederland | ¥§§ ¦¬© TenneT Holding B.V. | ¥§§ ¦¬© Heijmans | ¥§« ¦¬¨ SNS Bank N.V. | ¥§¬ ¦¬§ ABN AMRO Group N.V. | ¥§® ¦¬¦ Koninklijke Ten Cate N.V. | ¥§® ¦¬¦ NV NOM Investerings- en Ontwikkelingsmaatschappij voor Noord-Nederland | ¥§® ¦¬¦ MN | ¥¨¦ ¦¬¥ Nederlandse Waterschapsbank NV | ¥¨¦ ¦¬¥ Q Park N.V. | ¥¨¦ ¦¬¥ Rabobank | ¥¨© ¦«¯ Koninklijke Ahold N.V. | ¥¨ª ¦«® Royal Imtech N.V. | ¥¨ª FOLLOWERS ¦«® Holding Nationale Goede Doelen Loterijen N.V. | ¥¨¬ ¦«¬ Kendrion N.V.
    [Show full text]
  • Press Release
    Press Release Leidschendam, the Netherlands, 12 January 2021 Paul Verhagen to leave Fugro after 7 years as Chief Financial Officer The Supervisory Board of Fugro NV announces that Chief Financial Officer (CFO) Paul Verhagen has decided to leave the company. Verhagen, who joined Fugro as CFO and member of the Board of Management in 2014, will step down after the annual meeting of shareholders on 22 April 2021. He will be nominated to become CFO and member of the Management Board at ASM International NV as per 1 June 2021. Harrie Noy, chairman Supervisory Board: ‘We respect Paul’s decision to take on a new challenge after having served as our CFO for 7 years but of course it is unfortunate that he leaves. We are very grateful to him for what he achieved based on his business acumen, commitment and perseverance. Paul played a key role in the substantial refinancing of Fugro which was recently successfully completed. This brings the company in a stable situation, providing Fugro with the financial flexibility to execute on its Path to Profitable Growth strategy.’ Mark Heine, CEO: ‘I want to thank Paul for all that he has done for Fugro. Under his leadership, the finance function throughout the company has been professionalised. Moreover, he made a significant contribution in our transition towards a more cohesive, agile and resilient organisation with a more diversified business. He is a great colleague and team player. We wish him every success in this next step in his career’. Paul Verhagen, CFO: ’I have truly enjoyed my time at Fugro.
    [Show full text]
  • Remuneration Report
    REMUNERATION REPORT The first part of this report outlines the current remuneration ■ Performance related conditional shares and performance policy as adopted by the Annual General Meeting (AGM) on related conditional options as part of the long-term 6 May 2014. The second part contains details of the incentive instead of unconditional options. remuneration in 2014 of the members of the Board of Management and of the Supervisory Board. More The remuneration policy is also applicable to members of the information on remuneration and on share and option Executive Committee who are not a member of the Board of ownership of members of the Board of Management is Management. available in note 5.63 of the financial statements in this annual report. This remuneration report is also available on The revised remuneration policy was adopted by the AGM Fugro’s website. on 6 May 2014 and took effect retroactively as from 1 January 2014. This report has been prepared by the remuneration committee of the Supervisory Board. The main function of Labour market reference group this committee is to prepare the decision-making of the In preparing the revised remuneration policy, the Supervisory Board regarding the remuneration policy for the remuneration committee used external benchmark Board of Management and the application of this policy to information to assess market comparability of the the remuneration of the individual members of the Board of remuneration. The labour market reference group consists of Management. The remuneration policy will be reviewed every 14 Dutch listed companies of comparable scope with highly three years to verify its market conformity.
    [Show full text]