DOCSLIB.ORG

1994 Foundation of Nutreco

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
1994 Foundation of Nutreco ‘11 CONTENTS CONTENTS Overview Operations and and strategy 2 business performance 32 OVERVIEW AND STRATEGY OPERATIONAL DEVELOPMENTS Our track record and ambitions 2 Premix and Feed Specialties 34 Statement by the Chief Executive Officer 4 Fish Feed 36 Profile & financial highlights 6 Animal Nutrition Canada 38 Key figures 8 Compound Feed Europe 40 Report of the Executive Board 10 Meat and Other 42 Operating result 13 Strategic agenda 2012 14 Innovation 46 Strategy 17 Sustainability 56 Strategic objectives and highlights 24 Human Resources 60 Information about the Nutreco share 27 OPERATIONS GOVERNANCE OVERVIEW AND AND BUSINESS AND FINANCIAL STRATEGY PERFORMANCE COMPLIANCE STATEMENTS 1 Governance Financial and compliance 64 statements 91 Risk management 64 FINANCIAL STATEMENTS Management review and reporting 73 Corporate governance 74 Consolidated financial statements 92 Remuneration Report 79 Notes to the consolidated financial statements 98 Report of the Supervisory Board 85 Company’s financial statements 182 Notes to the company’s financial statements 183 Other information 185 Independent auditor’s report 186 Ten years of Nutreco 188 ADDENDUM Executive Board 190 Supervisory Board 191 Business Management & corporate staff 193 Participations of Nutreco N.V. 194 2 OUR TRACK RECORD AND AMBITIONS Our track record and ambitions AquaVision and Agri Vision Annual international conference organised by Nutreco since 1996, Sustainability bringing multiple stakeholders together • First Sustainability Report in 2000. at a professional, non-political forum to • Establishment of Innovation and discuss challenges and opportunities Sustainability Committee in in agriculture and aquaculture. About Supervisory Board in 2009 and 5,000 delegates have attended. performance targets on sustainability for top management since 2010. Nutrace • 50% reduction Feed-to-food quality of CO of own 2 strategy with quality operations will sustainability report 2010 standards, tracking and be realised in tracing, monitoring and three instead of ‘10 risk management. 1994 five years. sustainability report Foundation of Nutreco The name Nutreco reflects our activities and concerns: Nutrition, Ecology and since since Economy. since 1997 2000 2002 1996 Public listing Sustainability Nutrace AquaVision and Agri Vision Public listing Nutreco listed on the Amsterdam stock exchange. Total Shareholder Return of 400% since 1997. AEX Nutreco (EUR) 1200,200 60 1100,100 55 1000 ,000 50 900 45 NUTRECO SHARE 800 40 700 35 600 30 AEX 500 25 400 20 300 15 200 10 0 0 06-’9701-’98 01-’99 01-’00 01-’01 01-’02 01-’03 01-’04 01-’05 01-’06 01-’07 01-’0801-’09 01-’10 01-’11 01-’12 OPERATIONS GOVERNANCE OVERVIEW AND AND BUSINESS AND FINANCIAL STRATEGY PERFORMANCE COMPLIANCE STATEMENTS 3 Feeding the Future Publication of our vision on the future. Innovative feed solutions Innovative feed solutions for farmed How can animals and fish, addressing scarcity aquaculture contribute of raw materials, animal health to feeding 9 billion people and economic performance. in 2050 in a sustainable With MicroBalance™ (2010) scarce raw way? materials such as fishmeal are replaced by alternatives, reducing fish feed costs at the same time. 4.00 3.00 2.00 2011 1.00 0.00 Total Shareholder Return 1990 1995 2000 2005 2008 2009 2010 Potential Source: Skretting ARC since 400% since 1997 Double EBITA 2009 Nutreco more than doubles EBITA since from EUR 115 million in 2006 to Feeding the Future 2005- EUR 241 million in 2011, while since 2006 maintaining a strong balance sheet. 2011 Acquisitions and EBITA development since 2006 divestments 2004 Rebalancing 2011 for Growth Innovative feed 2006 Solutions 0 50 100 150 200 250 Sustainability Vision 2020 Integrated strategy for raising the sustainability dimension through to 2020. 12th edition of Acquisitions and divestments Sustainability Acquisitions of feed companies in growth Report economies, divestment of global fish farming and meat processing activities in Agri Vision Rebalancing for Growth the Benelux. 2011 Strategic transformation from an integrated company active in feed, Ambition 2016 – farming and meat processing to driving sustainable growth an animal nutrition and fish feed company. Focus on core activities and Strategy that focuses on higher margin reducing earnings volatility resulting in nutritional solutions. Focus to grow a Beta below 0.7. in Premix, Feed Specialties and Fish Feed and in growth geographies Latin America, Russia, China and Southeast Asia. Ambition to sustainably grow EBITA to EUR 400 million in 2016. 4 STATEMENT BY THE CHIEF EXECUTIVE OFFICER STATEMENT BY THE CHIEF EXECUTIVE OFFICER Excellent progress in 2011 Preparing for sustainable growth The past year was important in the history of Nutreco for several reasons. It was the final year of our Rebalancing for Growth strategy and we achieved targets financially. We made advances in our nutritional solutions – creating value for our customers –, reached sustainability objectives and we made commitments for the future. The excellent result in 2011, with a 241 million EBITA, means this included refurbishing and doubling of capacity of the Nutreco exceeded the long-term target set in 2007, to double the Selko Feed Additives plant in the Netherlands and building 2006 EBITA of EUR 115 million. It gives me particular pride that a premix and feed plant in Russia where Trouw Nutrition we achieved this in a year of continuing financial turbulence. International will begin production in 2012. Commodity prices were volatile and many economies in which we operate were depressed, though not all. In the Southern The Aquaculture division strengthened its marketing Hemisphere and Far East there are regions with strongly capabilities with a global branding strategy for products expanding economies and vibrant optimism. Nutreco now has and concepts, led by the Skretting brand. In October 2011 we bases in these markets and is building on them. confirmed the completion of the Shihai fish and shrimp feed company in southwest China. Also in 2011, we completed When setting the target in 2007, we committed to grow the stage one of expanding the Averøy plant in mid Norway and company and reduce volatility. Nutreco today is significantly announced stage two, which will provide additional capacity larger and stronger and the reduced volatility was objectively to meet the growing demand. The continuing recovery of rated by a reduction of the Beta of Nutreco shares to below aquaculture in Chile, after the setbacks caused by the ISA 0.7 measured against the AEX index. disease outbreak, contributed to the strong performance of our Aquaculture division. All Skretting plants in Chile Strategy update are fully operational again; the Pargua plant reopened in In November the Executive Board presented the strategy September 2011. update ‘Ambition 2016 – driving sustainable growth’ (see pages 17-26). At the same time we announced the intention In both divisions feed specialties were important to divest the Hendrix compound feed business in Belgium, contributors. They include Selko products in Animal Germany and the Netherlands to ForFarmers, where it will be Nutrition and the proactive health feeds of Aquaculture. In a core activity with a leading market position. addition, the Skretting MicroBalance™ concept was extended geographically and in species. It is now used in all major The strategy update puts a greater focus on strategic salmon producing countries and with marine species such as marketing to commercialise our value proposition and sea bass and sea bream. The concept increases flexibility in enhance our ability to execute our strategy towards 2016. feed formulation; especially a reduction of fishmeal content. Several projects in 2011 support this focus. The Animal That enables Skretting companies to lessen the impact on Nutrition division created an Application and Solution Centre their customers of spikes in fishmeal prices and, importantly, (ASC) in Europe, based in the Netherlands and equivalent MicroBalance permits limited supplies of fishmeal to be used to the ASC in Canada. The ASCs provide a bridge between sustainably as aquaculture expands to meet the demand for customers and R&D, linking innovations to customer needs. fish from the growing world population. In 2012 the activities of the European ASC will be rolled out in Europe and those of the ASC in Canada throughout North Feeding the Future America. The main route for growth for Animal Nutrition is Nutreco expresses the challenge of Feeding the Future as the premixes and feed specialties. Capital investments to support need to double food production while halving the footprint. OPERATIONS GOVERNANCE OVERVIEW AND AND BUSINESS AND FINANCIAL STRATEGY PERFORMANCE COMPLIANCE STATEMENTS 5 This concept provided the theme for a highly successful Agri Vision 2011 conference: How to feed nine billion people in 2050 sustainably. We organise these conferences as a neutral forum for all stakeholders to discuss crucial issues in the agriculture and aquaculture industries. They provide delegates with ideas, information and inspiration and are used by Nutreco as input in the process of strategy development. The 2011 conference identified enabling factors and addressed controversial issues such as the relationship of large companies with the loss of biodiversity and how they can reduce their impact and even generate value from environmental responsibility. In particular delegates heard from both sides of the debate on the impact of increasing soya production in Brazil. Soya meal is a
Load more

Recommended publications
  • 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]
  • 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]
  • VBDO Responsible Supply Chain Benchmark 2012
    VBDO Responsible Supply Chain Benchmark 2012 a comparative investigation into CSR in the supply chain of 40 multinationals Pieterstraat 11 3512 JT Utrecht T +31 (0) 30 234 00 31 [email protected] www.vbdo.nl VBDO Responsible Supply Chain Benchmark 2012 a comparative investigation into CSR in the supply chain of 40 multinationals A research paper by VBDO (Dutch Association of Investors for Sustainable Development) VBDO: Chris Bres Philip Cotterell Rukiye Kaya Saskia Verbunt November 2012 This report has been made possible by ICCO. The contents, conclusions and recommendations are, however, the sole responsibility of the VBDO. © VBDO report by the Dutch Association of Investors for Sustainable Development (Vereniging van Beleggers voor Duurzame Ontwikkeling) Disclaimer VBDO will assume no responsibility or legal liability for incorrect or misleading information provided by the sources used for this report. THE DUTCH A SSOCIATION OF INVESTO2RS FOR SUSTAINABLE DEVELOPMENT 2 Contents Foreword 5 Executive Summary 6 Chapter 1 Introduction 8 1.1 Mission and vision of the VBDO 8 1.2 Vision on Corporate Social Responsibility (CSR) 8 1.3 Vision on Responsible Supply Chain Management (RSCM) 10 Chapter 2 Method 12 2.1 Introduction to the method 12 2.2 Basic principles and demarcation 13 2.2.1 Basic principles 13 2.2.2 Demarcation 13 2.3 Benchmark indicators 14 2.4 Modifications in the benchmark criteria 2012 16 2.5 Scoring in practice 17 2.6 Role of the jury and the Award 18 Chapter 3 Results - Company Performance 19 3.1 Chemicals 19 AkzoNobel 19 DSM 20
    [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]
  • Remuneration Report
    REPORT OF THE SUPErvIsorY BOARD REMUNERATION REPORT policy will be reviewed once every three years to verify its This report has been prepared by the remuneration market conformity, potentially leading to adjustments. committee of the Supervisory Board. The main function of this committee is to prepare the decision-making of the Labour market reference group Supervisory Board regarding the remuneration policy for the In preparing the remuneration policy, the remuneration Board of Management and the application of this policy to committee used external benchmark information to assess the remuneration of the individual members of the Board of market comparability of the remuneration. The labour market Management. The current members of the remuneration reference group used in preparing the current remuneration committee are Anja Montijn (chair), Antonio Campo and policy consisted of 14 Dutch listed companies of Harrie Noy. Mrs. Montijn was appointed chair as of comparable scope with highly international/global business 1 January 2017. During 2016, Mr. Noy acted as chairman ad activities. These are: Aalberts Industries, Aperam, Arcadis, interim. ASMI, Boskalis, Brunel, Imtech, Nutreco, SBM Offshore, Ten Cate, TKH Group, TNT Express, Vopak and Wolters This remuneration report contains: Kluwer. In addition, an international reference group has ■ Overview of the current remuneration policy and been used to assess market competitiveness within the remuneration design for the Board of Management. sector. These reference groups have been reviewed and ■ Remuneration of the Board of Management in 2016, updated as basis for the proposed adjustment of the policy. based on application of the policy in 2016. ■ Overview of term of appointment of the members of the Analyses Board of Management.
    [Show full text]
  • 2017 Royal BAM Group Summary Integrated Report
    Summary Key figures (x € million, unless otherwise stated) 2017 2016 Profit Continuing operations Revenue 6,604 6,976 Adjusted result before tax 63.3 102.7 Result before tax 58.3 60.1 Net result attributable to the shareholders of the company 12.5 46.8 Earnings per share (in €1) 0.05 0.17 Dividends per ordinary share (in €1) 0.10 0.09 Dividend payout (in %) 1 50 50 Number of shares as at 31 December (x 1,000) 273,213 270,622 Share closing price as at 31 December (in €1) 3.83 4.39 Equity attributable to the shareholders of the Company 852.2 834.3 Capital base 967.2 946.7 Total assets 4,571.2 4,812.1 Order book 11,609 10,193 Net investment in property, plant and equipment 70.7 45.1 Depreciation charges 55.0 60.3 Amortisation charges 4.5 4.1 Impairment charges 4.8 50.7 Cash flow before dividend 76.8 161.9 Ratios Adjusted result before tax as % of revenue 1.0 1.5 Net result attributable to the shareholders of the Company as % of revenue 0.2 0.7 Net result attributable to the shareholders of the Company as % of average equity 1.5 5.4 Solvency ratios ROCE (in %) 2.8 2.8 Equity attributable to the shareholders of the Company as % of total assets 18.6 17.3 Capital base as % of total assets 21.2 19.7 People Human resource Average number of employees (in FTE) 19,720 20,370 Number of employees as at 31 December (in FTE) 19,837 19,486 Training costs per employee (in €1) 614 667 Female/male employees (in %) 16/84 15/85 Safety Incident frequency (IF BAM) 4.6 4.8 Planet Climate positive CO2 emissions (in kilotonnes) 186 203 CO2 emissions intensity (in tonnes per € million revenue) 28.1 29.1 Energy (in terra joules) 2,644 3,000 Resource positive Construction and office waste intensity (in tonnes per € million revenue) 20.3 21.3 Construction and office waste (in kilotonnes) 134 148 Construction waste separation (in %) 23 25 Total waste (in million tonnes) 1.9 2.8 Sustainable certified timber (in %) 97 98 1 The dividend pay out has been adjusted for a one-off non-operational and non-cash impairment of deferred tax assets.
    [Show full text]
  • Netherlands Board Index 2012
    Twelfth edition netherlands board index 2012 Board trends and practices at leading companies: An analysis of AEX and AMX companies Contents Foreword 2 About Spencer Stuart 5 Highlights of the 2012 Netherlands Board Index 6 Key indicators of the Netherlands Board Index 8 In the spotlight: Board performance 10 About the Netherlands Board Index 14 Board composition 15 Women on boards of directors 20 Independence and directorships 22 Board tenure 23 Board structure 25 Board meetings 26 Board committees 27 Remuneration 31 Definitions 33 The research team 35 Data tables Board composition 36 Board remuneration 40 Audit committee 42 Nomination committee 44 Remuneration committee 46 Risk committee 48 1 Foreword Since the publication of the first Netherlands Spencer Stuart Board Index in 1996, the Dutch corporate governance debate has been guided by EU Directives and voluntary corporate governance codes. According to a report published in December 2011 in the Netherlands by the Monitoring Committee Corporate Governance, the Dutch corporate governance code “enjoys broad support in the business community.” As such, it appears that Dutch listed companies conform with most corporate governance principles laid out by voluntary codes in the Netherlands. Despite the acceptance of voluntary corporate governance standards by Dutch listed corporations, a number of new legislative measures have been introduced in the Netherlands in light of the financial crisis. Recently, the Dutch Civil Code was amended to formally introduce a number of changes to the governance
    [Show full text]
  • Integrated Report 2019 BAM Plants 150,000 Trees
    Integrated Report 2019 BAM plants 150,000 trees Royal BAM Group nv made the sustainable choice to celebrate its 150th anniversary by planting 150,000 trees in 2019, to help preserve the planet for future generations. BAM employees volunteered at various locations to plant the trees, with support from school children in Belgium and Denmark. CEO Rob van Wingerden: ‘Future generations matter to us. We need to help preserve the planet for them. Forests are key to restraining climate change and restoring biodiversity. Trees provide clean air to breathe and so much more. BAM sees these trees as a symbolic gesture that underlines our commitment to become a sustainable company, initially focussing on becoming CO2 neutral and circular. We still have a lot to do, but it is high on our agenda.’ In close collaboration with Trees for All (which supports tree planting projects around the world), sixteen projects were selected for BAM’s tree-planting initiative. Tree for Bunnik Together with representatives of the municipality of Bunnik, BAM CEO Rob van Wingerden and CFO Frans den Houter planted a Japanese honey tree (Styphnolobium japonicum) on the occasion of BAM’s 150th anniversary. The three-metre-high honey tree was planted at Bunnik rail station, opposite BAM’s head office. Integrated Report 20182019 2 Royal BAM Group nv Integrated Report 20182019 3 Royal BAM Group nv Royal BAM Group nv, Runnenburg 9, 3981 AZ Bunnik, P.O. Box 20, 3980 CA Bunnik, the Netherlands, Telephone +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 AHR (89), De Beeldredaktie (34), Deon Prins (43), Marcel van Kerckhoven (27), Neil Warner (47), Lourdas Photography (29), Ossip van Duivenbode (79), Paul Tierney (10), Peter Morgan (61), Phenster/Mark Prins (68 t/m 71), Sasja van Vechgel (77), Sofico (28), Studio Lab (90), Trevor Palin (13, 65), Utku Pekli (51), Wolfgang Reiher (206).
    [Show full text]
  • D E Riv a Tiv Es
    Update W E E K 2 8 12 JULY 2013 Volume and transactions since launch Trades Volume 70.000 350.000 60.000 300.000 # Trades 50.000 250.000 # Contracts 40.000 200.000 Daily average volume 30.000 150.000 20.000 100.000 Derivatives 10.000 50.000 0 0 47 50 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 3 6 9 12 15 18 21 24 27 — Week number TOM MTF market share vs NYSE Liffe (TOM MTF covered classes) 35% 30% 25% 20% 15% 10% 5% 0% 26 28 30 32 34 36 38 40 42 44 46 48 50 52 2 4 6 8 10 12 14 16 18 20 22 24 26 28 Week 28, 2013 2013 28, Week Update W E E K 2 8 12 JULY 2013 Volume and market share per class Index options # TOM MTF # LIFFE Total % TOM MTF % LIFFE TOM Options based on AEX index 73.084 173.069 246.153 30% 70% Daily TOM Options based on AEX index 33.543 35.823 69.366 48% 52% Weekly TOM Options based on AEX index 17.602 26.070 43.672 40% 60% Total index options 124.229 234.962 359.191 35% 65% Equity options (monthly classes) # TOM MTF # LIFFE Total % TOM MTF % LIFFE Aalberts Industries (AAIT) 697 2.897 3.594 19% 81% Ahold (AHT) 5.416 13.580 18.996 29% 71% AEGON (AGT) 21.731 50.001 71.732 30% 70% Akzo Nobel (AKZT) 3.421 12.411 15.832 22% 78% Air France / KLM (AFAT) 1.857 6.616 8.473 22% 78% Ageas (AGAT) 99 1.690 1.789 6% 94% AMG (AMGT) 1.225 965 2.190 56% 44% Aperam (APT) 1.063 2.376 3.439 31% 69% Arcadis (ARCT) 159 194 353 45% 55% ArcelorMittal (MTT) 8.983 31.724 40.707 22% 78% ASM International (ASMT) 614 4.296 4.910 13% 87% ASML Holding (ASLT/ALOT) 9.286 22.286 31.572 29% 71% BAM Groep (BAMT) 3.149 8.529 11.678 27% 73% BinckBank (BCKT) 1.153 1.977 3.130 37% 63% Brunel International (BIT) 492 813 1.305 38% 62% Boskalis Westminster (BOST) 1.577 6.119 7.696 20% 80% Corio (CIOT) 603 2.291 2.894 21% 79% CSM (CSMT) 869 3.224 4.093 21% 79% D.E.
    [Show full text]
  • Ranking Water Transparency of Dutch Stock-Listed Companies
    Sustainability 2015, 7, 4341-4359; doi:10.3390/su7044341 OPEN ACCESS sustainability ISSN 2071-1050 www.mdpi.com/journal/sustainability Article Ranking Water Transparency of Dutch Stock-Listed Companies Marissa H. Linneman 1, Arjen Y. Hoekstra 1,* and Wouter Berkhout 2 1 Twente Water Centre, University of Twente, P.O. Box 217, 7500 AE Enschede, The Netherlands; E-Mail: [email protected] 2 Royal HaskoningDHV, P.O. Box 1132, 3800 BC Amersfoort, The Netherlands; E-Mail: [email protected] * Author to whom correspondence should be addressed; E-Mail: [email protected]; Tel.: +31-53-489-3880. Academic Editor: Vincenzo Torretta Received: 22 January 2015 / Accepted: 9 April 2015 / Published: 14 April 2015 Abstract: A growing world population, changing consumption patterns and climate change are affecting water demands, water scarcity and water quality worldwide, while at present, few companies are incorporating good water stewardship. In order to create awareness on this issue and provide an incentive for companies to improve the water performance in their operations and supply chain, a method for ranking companies based on their water transparency has been developed. The method consists of a checklist that can be completed on the basis of information from annual reports, sustainability reports and websites of companies. This is the first time a ranking of companies regarding water transparency has been carried out. Results show that there are large differences in transparency between and within sectors and that companies are reporting more about their operations than their supply chain. Keywords: corporate social responsibility; water disclosure; ESG risk rating; water risk; water stewardship; sustainability 1.
    [Show full text]
  • National IR Survey 2007 Rematch 18Th Edition
    National IR Survey 2007 Rematch 18th edition results AEX, AMX and AScX & others Best IR companies: Heineken, Aalberts Industries and Sligro Food Group Best IROs: Alan Cathcart and Dick Kors Best press officers Jochem van de Laarschot and Tom Gordijn Best IR contribution Executive Board member Hans Wijers, Jan Aalberts and René van der Bruggen Rematch Holding bv Dorpsstraat 2 1182 JD Amstelveen T +31 (0)20 788 07 00 www.rematch-ir.nl www.ir-global.com www.ir-event.nl © 2008 Rematch Holding bv All rights reserved. No part of this report may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of Rematch Holding bv. Models, survey data, techniques and tools, including software, used in performance of the assignment or included in the advice or survey results shall remain the property of Rematch Holding bv. 1 Introduction The environment in which IR managers operate is to these issues. This has also led to an increasing subject to continual change. One example of an number of companies demonstrating accountability important development is the change in the role to their investors. A good example of this is the played by the analyst. Due to the increasing emergence of the sustainability report. Until recently, availability of in-house models, the analyst is no Rematch made a comparison of companies’ longer characterised as someone who primarily performances in the area of Corporate Governance on responds to information made available by the the basis of surveys and interviews only, performing company, as was the case 15 years ago, but as an analysis of the data obtained from the study someone who actively looks for news.
    [Show 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
    [Show full text]