Maintaining values in turbulent times
Social Annual Report 2012
2
CONTENTS 3
1 2 3 4 5 6 7
page 4
page 8
Foreword Developments
Availability
Deployability
Motivation
Social involvement
Afterword
page 14
page 22
page 30
page 36
page 42
1
FOREWORD
4
Research by Nyenrode Business University
both turnover and existing customers. The main concerns
indicates that there are at least 260,000 family
were laws and legislation and the resultant administrative
firms in the Netherlands, who are jointly
pressure, pricing and margin pressure, debtor risks and
responsible for more than 49% of employment
liquidity, availability of bank financing and the availability
and nearly 53% of the Gross National Product.
of suitable personnel.
Nyenrode concludes that the family firm is the spine of the Dutch economy, and remains a
We are convinced that we will come out of this crisis
stable employer and reliable business relation
stronger, thanks to the specific properties of a family firm.
also in times of economic decline.
And especially thanks to our long-term vision and the dedication and efforts of our employees. It is this dedication
Royal Wagenborg looks for a balance between ensuring
which translates into a team feeling, the “Wagenborg”
continuity of the company and the creation of added
feeling. We have a stable culture with short lines, allowing
value through the provision of logistics services. In order
decisions to be taken efficiently. Employees know who
to achieve this, we work with employees from various
they’re working for.
backgrounds, and with various capacities and personal objectives. Employees who work together to achieve the
In times of crisis, it all comes down to character traits,
Wagenborg targets.
which we have expressed in our “Sign of Solutions”
The greatest challenges in ensuring the continuity of
slogan: enterprising business, solution-based behaviour
Wagenborg over the past year concerned the retention of
and willingness to cooperate with colleagues, customers
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and authorities. This is what makes each employer a true
Board of Royal Wagenborg B.V.
Wagenborg man or woman. That certainly applies to the members of the various works councils. Their co-management position is not a simple one in times of uncertainty regarding available work. The trust relationship developed over the years now plays an important role in an effective and constructive consultation with personnel representatives in order to negotiate our way
Drs. E. Vuursteen
through the crisis.
Drs. G.R. Wagenborg
In this Social Annual Report, we provide a summary of the various market developments, and describe the actions taken to have sufficient qualified, motivated, healthy and dedicated employees at our disposal. In tough economic times in particular, it is essential to make the correct considerations in the knowledge that the limited Euros can only be spent once, and that “human capital� is increasingly important. We would like to thank our employees for their hard work and dedication.
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Developmen
nts
2 7
8
This section describes the developments within the various
form the basis for reinforcement of our position in this
companies despite or precisely as a result of these turbulent
region, including Belgian and Germany. A new branch
times.
also opened in Akersloot at the end of May. These new branches will allow our clientèle to benefit from shorter
Royal Niestern Sander produced three ships in 2012,
service times and therefore quicker assistance.
the Eeborg and the Sanaborg and Serkeborg offshore vessels. The two ice breakers are proof that we can also
In the maritime sector in Kazakhstan, Wagenborg
construct specialist vessels for the oil and gas industry. There
Offshore was faced with delayed decision-making by
was sufficient repair work nearly all year round, thanks to a
oil companies regarding conclusion of the first production
large variety of projects. However, shipowners are tending
phase and initiation of the second phase, which would at
to delay repair/replacements. The focus lay on winning a
least double the production volume. With a view to the
number of assignments/projects from the offshore industry.
high oil prices, which is troublesome for Reining, Nedlift
Successful refurbishment of the Rottum ferry of Wagenborg
and Shipping, we actually require a faster decision-making
Passenger Services proved that we can successfully
process on a quick start of phase two. It is unclear when
conclude such projects on time and within budget.
and how long the pause will last between phases one and two, and we must therefore take account of all possible
Wagenborg Nedlift was kept well afloat in 2012, in the
scenarios, including that of a period of little work. This also
field of special transport, cranes, installation and project-
influences the cooperation agreement with our Kazakhstan
based activities.
partner, who can play an important role in acquiring future
Warehousing and logistics services were offered as a
work. The uncertainty has resulted in extra contracts being
combined service for work in the oil and gas industry,
entered into for vessels, barges and floatels for a shorter
making use of the Reining sites. We are very satisfied with
period than was originally expected. The fleet has been
the effective cooperation between our German and Dutch
extended to include Sanaborg and Serkeborg, and now
branches.
comprises 28 ships. The market uncertainty resulted in HR having to regularly devise what if scenarios.
As of 1 March, we have established a branch on the
In doing so, account was taken of the possible
Chemelot Industrial Park in Sittard-Geleen, which will
decommissioning of ships and barges. This requires a
critical look at the retention of quality in relation to an
Efficiency was achieved by improving the quality of drivers,
adequate number of Kazakhstan employees.
through training (e.g. in order to drive more economically). Further savings were realised through the replacement of a
The land activities within Offshore have been successful
number of NL drivers (from 40 to 17) by Hungarian drivers.
and are developing well. Foxdrill has had a steady clientèle
Of those 17, three were deployed as work coordinators
for many years and is growing step-by-step. Our branch in
together with the drivers’ mentor in order to improve the
the Middle East also made a good contribution in 2013.
return on Hungarian drivers. The mentor is also responsible
Wagenborg Oilfield Services (WOS) began its activities
for testing new drivers, determining the operational
in Siberia to the east of the Ural, but is now working more
requirements of customers, and translating these into
and more in Eastern Europe. Many oil and gas companies
working instructions for drivers. Reorganisation took place
are increasingly demanding Western quality, which
in Tilburg due to the loss of a regular customer. Alongside
offers opportunities for WOS. The package of services
transport and warehousing, forwarding is becoming
is expanding to include the supply of drilling pipelines,
increasingly important.
the modification of screw thread of pipes and the lease of various drilling equipment, including tools for fishing
Wagenborg Passenger Services is the most crisis-
equipment out of the drilling well.
proof division of the Wagenborg group. Passengers still come to enjoy Ameland and Schiermonnikoog.
Reining still has its shoulder to the grindstone. There is
After 25 years of faithful service, it was decided to
constant pressure on prices, and the diesel price is high.
rigorously refurbish the m.s. Rottum, in order that it would
Customers are very alert to their own finances and the
comply with current and future requirements in terms of
decisions regarding parties to whom logistics services are
safety, environment and comfort. Thanks to a unique
contracted are therefore subject to greater competition.
cooperation between WPS and KNS, the specifications
The year 2012 was all about cost savings and increasing
were drawn up and all preparations jointly executed for
turnover. The Reining turnover has increased versus 2011.
engineering and purchasing.
It has been possible to compensate increasing costs through
The “Rottum” was fully dismantled at KNS. The base of
the keen purchase of fuel, wage cost savings and efficiency
the ship’s hull was replaced by a double walled version
processes.
in order to increase safety. The engines were replaced by
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modern, economical and clean diesel engines of a modified
the contracting of larger and smaller package cargoes.
capacity, based on the actual capacity requirements
Despite the high fuel prices levelling out slightly, this has
measured on board. The navigation bridge was replaced
had little or no influence on the still very low cargo prices.
by a larger bridge with new operating consoles and
Costs needed to be saved in order to compensate lower
equipment.
cargo income, by delaying and limiting maintenance to
The water taxis play an important role in increasing the
that which was absolute essential, for example. We took
customer service.
an even more critical look at orders, with less attention for
The use of the online reservations system has been extended
preventative maintenance and the emphasis on corrective
to include a web shop and a new, more user-friendly
maintenance. Periodic maintenance was delayed where
parking system.
possible.
Holwerd now has Wagenborg Plaza: a modern passenger
As far as the crew was concerned, they therefore needed to
terminal with extra waiting space but also more facilities for
be even more alert to possible warnings of malfunction. In
passengers and visitors. In Lauwersoog, investments were
order to reduce the costs, the office concentrated attention
made to refurbish the office, establish a shop, improve the
on the sailing behaviour (routing and capacity), the aim
parking systems and adapt the access gates for e-tickets.
being to increase crew awareness of their influence on the
A great deal of work was required in order to implement
fuel consumption. This awareness was further extended with
these changes in the reservation and payment system, and
the possibility of monitoring sailing behaviour in the office,
in ticket control. It made great demands of our employees,
using measuring instruments. These instruments are to be
but has prepared us well for the future.
installed on four ships in 2013.
Wagenborg Shipping is faced with a tough cargo
The Wagenborg Towage fleet has been extended with
market. Our customers are struggling with disappointing
two new pontoons. The port towage fleet was extra busy
sales figures, so that the volumes to be transported were
providing assistance to tankers accessing the Eemshaven
lower than expected. Besides the transatlantic routes, the
to stock oil storage tanks. While the work on the Bard
South American and African markets have become more
project continues, a new client was found in GeoSea, for
important. Distribution, ship size, sailing area and the
the transport of wind turbine components. Finally, we bade
limited age of the fleet has ensured a good position for us in
farewell to the “Waterpeil� after 30 years of service, and
celebrated the fact that the “Waterpoort” has been part of the Wagenborg Towage fleet for 50 years. Wagenborg Stevedoring can look back on a busy year. The storage warehouses were well filled. Contrary to all expectations, a great deal of paper was loaded in our ships to Philadelphia. There was continuity and even improvement in most of the cargo flows. Together with Nedlift, Projects and Logistics, Shipping, Towage and the Agency department, 2012 was a busy and successful year for the offshore wind industry. The “Sign of Solutions” philosophy works optimally here and forms a good basis for future projects. Our quaysides were well filled and we needed to lease extra sites. A wind turbine was erected at our location in the Eemshaven, for RWE. It is a small but welcome contribution to sustainable energy.
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AVAILABILIT
AVAILABILITY
3
13
3 14 In order to ensure the continuity of our high-quality services
company training� on Strategic Personnel planning for HR
in a safe and economically justifiable manner, we must
employees in 2012. Its purpose was to apply a consistent
continually have sufficient availability of qualified personnel.
method of personnel planning at all the Wagenborg
This section gives an idea of the complement of personnel
companies. Quantitatively speaking, we have mapped out
as of 31 December, as well as the inflow and outflow
the availability well. Our efforts were aimed at gaining a
of employees. We can predict the natural outflow due
better picture of our qualitative complement. Spearheads
to pensioning, on the basis of the age composition. The
were the introduction of competence management at
degree of availability is also determined by the ratio of
WPS, Reining, Wagenborg Towage and KNS, and the
employees with regular and temporary contracts. It is very
automation of the assessment cycle on board the fleet. The
difficult to keep sufficient numbers of employees available
implementation of competence management within Offshore
without offering employment terms in keeping with the
is planned for 2013.
market standard. This information helps us draw up a strategic personnel plan. We therefore organised an “in-
Numbers employed per division Wagenborg Shipping Wagenborg Offshore Wagenborg Passenger Services Wagenborg Reining Wagenborg Nedlift Royal Niestern Sander Total
2009
2010
2011
2012
1376 305 113 515 444 211
1442 272 119 618 436 203
1473 421 103 625 405 181
1557 401 115 612 469 176
2964 3090 3208 3330
Age composition as of 31 December Numbers employed per age 2012 <25 years 25-34 years 35-44 years 45-54 years 55-64 years >65 years TOTAL Wagenborg Shipping 140 472 431 348 159 Wagenborg Offshore 43 139 115 79 25 Wagenborg Passenger Services 8 15 31 36 25 Wagenborg Reining 23 113 218 178 79 Wagenborg Nedlift 45 114 130 95 81 Royal Niestern Sander 11 26 39 49 51
7 1557 0 401 0 115 1 612 4 469 0 176
Total 270 879 964 785 420 12 3330
Percentages employed per age 2012 <25 years 25-34 years 35-44 years 45-54 years 55-64 years >65 years TOTAL Wagenborg Shipping 9,0% 30,3% 27,7% 22,4% 10,2% Wagenborg Offshore 10,7% 34,7% 28,7% 19,7% 6,2% Wagenborg Passenger Services 7,0% 13,0% 27,0% 31,3% 21,7% Wagenborg Reining 3,8% 18,5% 35,6% 29,1% 12,9% Wagenborg Nedlift 9,6% 24,3% 27,7% 20,3% 17,3% Royal Niestern Sander 6,3% 14,8% 22,2% 27,8% 29,0%
0,4% 100,0% 0,0% 100,0% 0,0% 100,0% 0,2% 100,0% 0,9% 100,0% 0,0% 100,0%
Total 8,1% 26,4% 28,9% 23,6% 12,6% 0,4% 100,0%
Inflow and outflow The cooperation with recruitment agent CORS has ended, due to this organisation being unable to comply with the wishes of Wagenborg Offshore in terms of qualitative and quantitative personnel. This yearâ&#x20AC;&#x2122;s focus was therefore on investment in the personal growth of Kazakhstan employees, in order to even better comply with our customersâ&#x20AC;&#x2122; requirements. Due to the Reining focus being on increasing turnover, among other things, there was a vacancy for a salesperson. The opening hours of the reservations department were extended in order to enhance the customer orientation at Wagenborg Passenger Services. New team members were required for this purpose. The Wagenborg Shipping fleet has grown over the past year. Eight newbuilding vessels were delivered and three ships sold. The number of seafarers therefore grew by approximately 50 crew members. A universal working method was employed at all agencies, in order to further professionalise the inflow of foreign
seafarers. This policy was supported by audits, and the opening of an own agency office in St. Petersburg. There are plans to also open an own agency in Manila in 2013, which will be known as Wagenborg South East Asia. The extra pressure on the employment market for seafarers was striking during the summer period, with relatively little personnel available from Eastern Europe at that time. Unlike other years, these seafarers preferred to take a longer summer holiday. This change in terms of the work/private life balance had until recently only been seen among their Dutch colleagues. Wagenborg Shipping employed eight new office staff in 2012, two of whom replaced colleagues who were leaving. Six new employees were taken on in the harbour, two of whom are employed by the Agency department and the rest in forwarding. KNS consciously deployed few temporary employees, as the number of planned working hours could be carried out by the own complement of personnel. The flexible shell which was in place in 2011 was completely removed in
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Ratio of regular and flexible employment contracts Percentages employed per contract form 2012
Numbers employed per contract form 2012
Regular Temporary Total
Wagenborg Shipping Wagenborg Offshore Wagenborg Passenger Services Wagenborg Reining Wagenborg Nedlift Royal Niestern Sander Total
764 383 82 572 380 168 2349
793 18 33 40 89 8
1557 401 115 612 469 176
981 3330
Regular Temporary Total
Wagenborg Shipping Wagenborg Offshore Wagenborg Passenger Services Wagenborg Reining Wagenborg Nedlift Niestern Sander Royal
49,1% 50,9% 100,0% 95,5% 4,5% 100,0% 71,3% 28,7% 100,0% 93,5% 6,5% 100,0% 81,0% 19,0% 100,0% 95,5% 4,5% 100,0%
Total
70,5%
29,5% 100,0%
16 Direct and indirect personnel per division 2012
Percentage of direct and indirect per division 2012
Direct Indirect Total
Wagenborg Shipping
1291
266
1557
Wagenborg Offshore
300
101
401
Wagenborg Passenger Services Wagenborg Reining Wagenborg Nedlift Royal Niestern Sander
67 498 361 148
48 114 108 28
115 612 469 176
Total
2665
665 3330
Direct Indirect Total
Wagenborg Wagenborg Wagenborg Wagenborg
Shipping 82,9% Offshore 74,8% Passenger Services 58,3% Reining 81,4%
17,1% 100,0% 25,2% 100,0% 41,7% 100,0% 18,6% 100,0%
Wagenborg Nedlift Royal Niestern Sander
77,0% 23,0% 100,0% 84,1% 15,9% 100,0%
Total
80,0%
20,0% 100,0%
Direct and indirect personnel per division 100% 90%
17,1%
80%
18,6%
25,2%
23%
15,9%
20%
41,7%
70% 60% 50% 40%
82,9%
30%
81,4%
74,8%
77%
84,1%
80%
58,3%
20% 10% 0%
Wagenborg Shipping
Wagenborg Offshore
Wagenborg Passenger Services
Wagenborg Reining
Wagenborg Nedlift
Royal Niestern Sander
Total
2012. The regular/flex ratio at KNS has proven its value ,
All other employees have individual employment contracts
in times when assignments are scarce.
which refer to specific company schemes. This applies at
Reining worked mainly with flexible foreign contracts for
Wagenborg Offshore, Towage, Stevedoring and the office
drivers, which allowed us to react more quickly to changing
personnel at Wagenborg Shipping. These employment
market circumstances.
terms are assessed annually according to the employment market developments. They are then annually adjusted to
During the peak season, WPS deployed 31 staff on call-up
the developments in consultation with the Works Council.
contracts, as well as using a freelance machine operator at
Wagenborg Offshore has drawn up a new employment
Lauwersoog for an 80-day period.
contract for all seafarers in Kazakhstan, in line with the
Terms of Employment
changing Kazakhstan legislation. The main change was the transition from a fixed monthly salary to a salary based
Terms of employment are never the sole deciding factor
on an hourly rate. Kazakhstan has very limited maritime
when choosing an employer. However, it is important to
legislation, so that the general laws and legislation for
offer terms in keeping with market standards, in order to
office personnel must also be applied to their seafaring
attract employees.
colleagues. In the end, virtually all seafarers signed the
All operational personnel at Wagenborg Passenger
new employment contract. Competitive employee benefits
Services has a specific CLA (collective labour agreement).
therefore remain important in this region in order to recruit
The office personnel adopts the trend of this CLA. Sales
and retain sufficient personnel.
staff at Wagenborg Plaza are covered by the CLA for retail food. The captains of Wagenborg Water taxi adopt the
Strategic personnel planning
CLA for Rhine and inland shipping.
The increasing ageing and dejuvenation on the employment
The terms of employment for seafarers, drivers, crane
market will influence the availability of sufficient qualified
operators and all other employees in the road transport
personnel in the years to come. The decision was
sector are defined in CLAs for the sector. Wagenborg
taken to further professionalise our employment market
adopts these and only deviates from them if this benefits
communication in order to be prepared for the future. We
the employee. Adopting a sector CLA and having specific
have initiated a project which must result in a more effective
company CLAs in place guarantees terms of employment in
recruitment website over the course of 2013.
accordance with the market.
In order to get a better idea of the quantitative and
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qualitative complement of offshore personnel, it was
experience how exciting the work can be in this sector. This
decided to purchase an HR system in 2013, in keeping with
exciting game allows the player to experience the work of
the wishes of the business and which can be integrated in
a crane operator who must tackle components of a wind
the corporate HR system.
turbine on board a ship.
Various â&#x20AC;&#x2DC;what ifâ&#x20AC;&#x2122; scenarios have been formulated due to the continuing economic crisis and the resultant possibility of ships and barges needing to be decommissioned. For HR and operations, this means a critical look at the complement of personnel and alertness in retaining quality and sufficient Kazakhstan employees (so-called local content). KNS has begun setting up a system for strategic personal planning. In order to gain better insight into the complement of personnel, a system has been developed for personal evaluation interviews. Such evaluations contribute to a better picture of the qualitative complement, and offer a guide for personal and organisational growth for the purpose of long-term planning. In order to guarantee the availability of crane operators for Nedlift in the longer term, a crane simulator game became available in May, thanks to a unique cooperation of Wagenborg with the Hanzehogeschool, the Alfa College and the Seaport Xperience Center (SXC). A team of eight students developed and produced the game. The purpose of SXC is to show the opportunities offered by the Eems Delta region for young people, job seekers or people looking to come to (and possibly stay in) this region to live and work. Using the crane simulator game, we wish to introduce people to the work concerned with offshore wind turbines in the Eemshaven, and let young people
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deployabil
lity
21
4
The purpose of sustainable deployability is that healthy, motivated and competent employees contribute to the Royal Wagenborg targets for a length of time. A characteristic of our vision is that sustainable deployability is not only the responsibility of the organisation but also of the employee. This section describes what we have done in terms of personal development, through flow, functioning and assessment, safety and health in order to render this deployability as sustainable as possible.
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Research into conditions for sustainable deployability In 2012, two students of the Hanzehogeschool cooperated with the ‘Sustainable HRM’ lectureship in Groningen to conduct research into the conditions which promote sustainable deployability of employees at Wagenborg. This research was conducted among employees of Wagenborg Shipping, Nedlift and Reining. They ascertained whether support, challenge, attention for talent and appreciation are conditions which contribute to the sustainable deployability at Wagenborg, and they identified the wishes and requirements of employees. One of the conclusions of the research was that employees felt appreciation to be most present and to contribute most to sustainable deployment at Wagenborg. The next two factors which were present and contributed to sustainable deployment were support and challenge. Attention for talent was felt to be least present and contribute least, according to the employees. The appreciation condition is essential in order to bind the organisation. Employees indicated a need for more feedback and a critical attitude by the management. The research found it to be striking that employees take the initiative with regard to personal development, but that the management takes little subsequent action. Regular consultation with the management regarding development wishes and development opportunities is therefore required. A sense of challenge ensures that employees remain stimulated
to try out other and new activities. This will prevent them becoming ‘stuck in a rut’ at work. A safe working environment is an important success factor in daring to take on new activities. Paying attention to talent increases the chance that employees will be in the right place. We therefore need to pay more attention to awareness and discovery of talent in the future.
Personal development Employees feel that tailor-made personal development, the balance of work and private life and health, and activities carried out throughout Wagenborg will all improve the sustainable deployability. This is important in order to enjoy the work and to make optimum use of available know-how and experience. The fact that we work at Management Development programmes, traineeships, training plans, Performance and Competence Management contributes to this. A further contribution is made by offering career perspectives, by developing and communicating career paths throughout the divisions. In 2012, a project group was compiled from the entire Wagenborg organisation, in order to create a platform which employees could approach with their career wishes. It was created on the assumption that all employees have talents and are willing, able and dare to develop them. A further condition is that people are allowed to develop their talents. The relationship between management and employees, based on trust and freedom, is therefore an important precondition. It is essential that management
creates a safe working environment and assigns priority to
Over the past year, training and development activities
development of the employee.
were limited to undertaking those courses required in order
Anyone wanting and daring to make the most of their
to comply with statutory obligations. Many Wagenborg
talent, will be encouraged and supported by Wagenborg.
customers set additional requirements in the field of training
As mentioned earlier, it is important that the employee
and qualifications. This often concerns the limitation of
accepts responsibility for working at his/her sustainable
risks and covering any liability issues (damage, accidents).
deployability.
Personal development takes place either on own request
In order to encourage dialogue between employees and
thereby request of the employer.
management regarding careers opportunities, we facilitate
Sailors at WPS are encouraged to undertake a training
mutual contact through consultation between job relations,
course via the â&#x20AC;&#x153;Zoute Veereâ&#x20AC;?, which can result in promotion
network meetings for Wagenborg young professionals and
to engineer or shipâ&#x20AC;&#x2122;s mate. Besides courses and training in
careers interviews with participants in the Management
the field of proficiency, safety and health, there was also
Development programme. These are the contact moments
training in how to conduct competence-based interviews.
at which an employee can indicate what he is able, willing
Nedlift employees can download the instructions of
and daring to do.
compulsory training courses via the Intranet from any
We have reached agreement on how the employee
location, and can take the appropriate tests. There is
potential can be determined and registered. This so-
automatic registration of who has undertaken which courses
called HR3P method has already been introduced in some
and training. Customers sometimes make use of these in
departments of Wagenborg Nedlift and Wagenborg
company training courses, because they believe them to be
Shipping by now. The idea is to eventually include the
of a better standard than the regular courses.
subject of career in assessment interviews. Research has been conducted into suitable interest and
Besides a variety of training courses in the field of
competence tests in order to gain better insight into the
proficiency and safety, we also organised three People
talents of employees. The intention is to offer these tests to
Management training courses for seafarers. Furthermore, a
any employee who has a career question, over the course
number of individual training courses were provided, aimed
of 2013. Six HR staff members within the various divisions
at development of the required Wagenborg competencies.
will be undertaking internal training as careers coaches,
In the ideal situation, we recruit new personnel from the
who will then be available to advise anyone with a career
ranks of the internally trained cadets. Internal promotion is
wish, as from the second half of 2013.
the ideal means of filling the higher ranks. We therefore
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select and train cadets of various nationalities each year,
on the basis of competences, the target being to conduct
by means of our Cadet Training Programme. Cadets
a better quality interview. In 2012, the job descriptions
who apply are given information on Wagenborg as
have been provided with specific job competencies for the
a shipowner, and also on the ships, the cargo, career
office jobs and the “new” jobs at Wagenborg Plaza and
opportunities and the regions in which we sail. In order
Wagenborg Water taxi. All management will undertake
to introduce cadets to Wagenborg during their training,
a “conducting competence orientated interviews” training
schools are provided with study materials which are
course early in 2013. An information meeting is to be held
specifically orientated to the Wagenborg ships, their cargo
for all employees, in which they are provided with guides
and their sailing regions.
to exercising influence in the interview, along with an
Functioning and assessment
explanation of the new functioning/assessment form.
The Wagenborg competence management system has
Safety, health and welfare
been developed and implemented in the offices and on
Safety and health are preconditions in order to remain
the shipping fleet. The crewing agencies have also been
healthy. The vitality of our employees is important in order
rendered familiar with the system.
that they may function well until pensionable age. The
At KNS, we have also initiated functioning and assessment
active Wagenborg policy in the field of Safety, Health and
interviews on the basis of competences. These make use
Welfare is aimed at protecting that vitality.
of the same definitions as in other divisions, but have
All our activities centre on the employees. With the
been extended to include the specific KNS proficiency
assistance of our ships, cranes, transport units and other
requirements.
equipment, it is they who provide solutions for our clients,
We wish to implement competence management as the
often under changeable and challenging conditions. We
functioning and assessment system at Wagenborg Offshore
therefore ensure good and safe working conditions, making
in 2013. Modification of the job descriptions was begun in
sure our people have the best equipment at their disposal
2012, in order that they be better geared to this system.
and handling working risks in a sound manner during all
Competence management has already been implemented
our activities. We encourage safety awareness in all layers
for all Reining employees in the Netherlands. The intention
of the organisation, with the aim of getting all employees
is to also apply this to the Hungarian employees.
back home in good health after their working day or their
WPS has begun to modify its personnel assessment system
time on board.
In order to guarantee good working conditions, the central
In the ports, attention was paid to increasing safety
Occupational Health coordinator makes an inventory and
awareness among employees by involving them in
reports on the working conditions arrangements, as well
workplace inspections. A Risk Inventarisation and
as any necessary changes. The Central Works Council
Evaluation was held for employees of Wagenborg Towage.
is involved in this process. Experiences are shared and knowledge exchanged during centralised consultation with
In order to promote employee health, Wagenborg offers all
all Occupational Health coordinators.
employees medical examinations and preventative testing,
Wagenborg Nedlift wishes to increase safety awareness
in order that they become more aware of their health.
when working at heights. Wagenborg Foxdrill has drawn
Besides attention for healthier eating and drinking, we
up a new Company Emergency plan and modified the
encourage employees to take more exercise.
Policy and practice are constantly geared to each other. By actively participating in various branch organisations and maintaining certification in the fields of quality, health, the environment and working conditions, Wagenborg remains alert and up to date on the latest developments.
Hazardous Substances
Plenty of attention is paid to physical aspects such as lifting,
cards. At Reining,
pushing, standing, monitor work and repetitive movements,
attention has been paid
by means of information, workplace inspections and
to increasing basic safety
modifications where necessary. Regular information and
awareness.
training is provided in the field of ergonomics.
Wagenborg Passenger
We pay attention to the risks of physical loads, caused
Services has revised the
by the working climate, noise, vibrations, etc. These are
Company Emergency
limited by offering personal protection equipment (PPE)
plan. The QHSE manual
to the employees, including working clothes suitable for
has been modified within
various conditions and climates. All vessels and vehicles
the Offshore division, with
used by our employees have extensive safety equipment on
extra attention being paid
board, including excellent communications equipment and
to effective reporting and
extra clothing. These are the basic provisions with which to
classification of (near) accidents. For the fleet personnel, the
guarantee employee vitality.
spearheads in terms of quality, safety, health, welfare and the environment were on the MLC certification, including the
In order to prevent psychosocial pressures such as
updating of Risk Inventory and Evaluation based on MLC
workload, bullying, sexual intimidation and aggression,
standards.
confidential advisers have been appointed at each
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company. We believe itâ&#x20AC;&#x2122;s important that employees always
All working locations have company emergency plans,
feel confident and safe while working.
and Occupational Health information and training is given
Accidents In the event of an emergency, all locations have certified
during introduction programme and Toolbox meetings. Accidents and near accidents are registered.
CES (company emergency service) employees, who
Absenteeism due to illness
undertake a refresher course annually. On shore, many of
In the healthcare, there have been influential statutory
the company emergency service employees also have First
changes in recent years, such as the WIA (Work &
Aid and AED training.
Income Act), the Basic insurance and the reform of the
At Wagenborg Passenger Services, all harbour and office
Healthcare Act in 2012. Our policy continues to be aimed
staff have a first aid diploma and fire services certificate.
at preventing Wagenborg employees from enforced
Medical care on board Wagenborg Shipping and
unemployment through incapacitation.
Wagenborg Offshore is the responsibility of the first mate.
Due to the discontinuation of pre-pension and the increase
All other crew members have general emergency know-
in pensionable ages, it is important to have good conditions
how.
in place in order to facilitate longer participation in the
At Nedlift, the efforts in terms of quality and safety resulted
employment process.
in lower accident statistics in 2012, versus 2011.
Good health insurance with extensive policy conditions is a
All CES organisations have regular practice drills.
precondition for sustainable deployability. This contributes
to individual reintegration and the financing of prevention
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of long-term absenteeism through illness. We have concluded collective agreements with AZVZ/Zorg & Zekerheid, Achmea Zilveren Kruis and De Friesland, because of their added value for our company healthcare policy. We take a positive approach to absenteeism, by looking at the opportunities for a sick employee rather than the limitations or impossibilities. The frequent absenteeism at KNS has decreased, by introducing interviews to discuss absenteeism due to illness. The emphasis of these interviews is on the work of which someone is still capable, despite illness. KNS works together with the Arbo unie, Step and CCM. Absenteeism was lower than last year at Nedlift. This is mainly thanks to the reintegration efforts. A new absenteeism scheme was implemented at Reining in mid-2012. The absenteeism percentage was lower than previous years. Due to a number of interventions, employees had quicker access to quality health care. A PMA was organised for office staff older than 40 years, for
Absenteeism figures per division 2012
% AD AF
Wagenborg Shipping Wagenborg Offshore Wagenborg Passenger Services Wagenborg Reining Wagenborg Nedlift Royal Niestern Sander Total
1,4% 4,4% 2,6% 3,3% 3,7% 5,8%
19,0 2,8 14,9 7,2 9,1 7,9
0,25 0,22 0,68 0,46 0,72 1,85
2,3% 13,9 0,44
the first time. % AD AF
Absenteeism percentage, ratio between the total number of days sick and the days worked. Average duration of all cases of absenteeism in days Average frequency of sick leave per employee
5 28
MOTIVATION
OTIVATION
29
Motivated employees are a precondition for a successful enterprise. Stimulation of involvement increases that motivation. In this section, we describe what efforts are made by Wagenborg in order to increase involvement. We invest in leadership and introduction programmes with an active management contribution. We encourage mutual consultation and sharing of know-how through the facilitation of cross-divisional meetings. Further, information is shared by a variety of forms of consultation, newsletters and Intranet applications. Finally, this section describes the main wage and pension developments within the Wagenborg companies.
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Introduction 2012 saw extensive introduction days once again being organised for new Wagenborg employees. During these days, new employees could become acquainted with each other and with Wagenborg’s working style; how can you be cooperative, solution-oriented and enterprising? The purpose of this is to encourage mutual involvement and increase motivation.
Leadership development The management plays an important role in the motivation of employees. Wagenborg therefore invests a great deal in leadership development, for example during the coaching and development interviews for participants in the Management development programme. Managing officers receive training in “People Management”. Reining planning team leaders have also received training in the field of management. Wagenborg Young Management (WYM) was initiated by a number of staff members. This is an active network of young and enthusiastic employees up to the age of 35, who wish to be involved in developments within and around Wagenborg. They deal with a variety of themes, aimed at the business and at personal development. The Wagenborg vision on management is a central theme.
Extra involvement through consultation and communication Information on developments is discussed during various forms of consultation, such as toolbox meetings, management meetings, Operations Team meetings and departmental meetings. Effective consultation contributes greatly to involvement and motivation. The board also keeps the works councils continuously informed of any developments. We have supra-divisional consultations in the field of Occupational Health and absenteeism, Finance, Management Development, Sales, Purchasing, Communication and HR. Involvement is also increased via the newsletters with specific developments such as the “Week info” (WPS), “Niestern Sander News” (KNS) and the Wagenborg Times. Other divisions communicate their developments via the Intranet. One of the purposes of the Intranet is to inform employees more quickly, regardless of whether they are at work, at home or en route. It renders information centrally available at all times. The Intranet is also used in order to offer employees online courses and training. This will continue to be developed, due to the great opportunities offered by the Intranet.
Terms of Employment Terms of employment partly determine the degree of satisfaction, the quality of work and performance. In order to ensure the continuity of Wagenborg, we aim to provide remuneration in line with market standards, while it is important that wage costs remain manageable. The past year was characterised by a number of important changes in the provisions for old age. The first amendment to the AOW Pensions Act was implemented on 1 April 2012. From that date on, the state pension is no longer payable from the first day of the month in which pensionable age is reached, but on the actual birth date. This change already had far reaching consequences because various schemes needed to be adjusted. Take for example the termination date of employment: as of 1 April 2012, employment must end on the birth date. A further amendment was made to the AOW in 2012, resulting in the commencement date of pensionable age being increased in phases, to 66 years in 2019 and 67 years in 2023. Besides these statutory AOW changes, pension funds will also need to adjust the pensionable age to 67 years. Various pension funds are active within the Royal Wagenborg divisions. Those employees insured via the Wagenborg pension scheme and the Merchant Shipping pension scheme have not been affected by the issues surrounding the degree of cover. The employees of Wagenborg Towage who are insured via the pension scheme of the Company pension fund Foundation for Rhine and Inland shipping were faced with a temporary reduction in the accumulation percentage of their pension in 2012. The transport sector finds itself in stormy waters in terms of pensions. As far as the WPS, Reining, Nedlift and Foxdrill divisions were concerned, the premium accumulated
annually was insufficient to finance the new pension entitlements. Following consultation with the social partners, the board of the Transport pension fund has implemented a temporary measure whereby the pension premium for 2012 has been increased and the accumulation percentage of the pension reduced. KNS is insured via the Metalektro pension fund, which was forced to reduce the pensions of all participants as of 1 April 2013. This reduction of pension rights came to 5.1% in the end. Wagenborg Reining, Wagenborg Nedlift and Wagenborg Foxdrill have implemented a 1.5% salary increase as of 1 July 2012. This is part of the agreement reached between employers and employees in the transport sector. Employees at Wagenborg Passenger Services received a wage increase based on the developments in the CAO wages, as published by the Central Bureau for Statistics (CBS). Staff at Wagenborg Plaza are covered by the CAO for retail food. These employees received a 2% wage increase as of 1 July 2012. KNS adopted the CAO Metalektro increase of 1% as of 1 January 2012, followed by an increase of 1.1% as of 1 July 2012. The policy of reducing the administrative burden through further automation on board has been continued. This helps contribute to timely and correct payment of wages, better registration of performance, and the working/resting periods of seafarers.
Duration of employment Motivated and involved employees are less likely to change employers. The Wagenborg personnel policy is aimed at keeping know-how and expertise in house as long as possible. This policy must eventually lead to long-term employment relationships.
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Numbers according to years in employment 2012
< 1 year
2-5 years 6-10 years 11-20 years 21-30 years 31-40 years > 40 years TOTAL
Wagenborg Shipping 958 300 100 127 47 16 9 1557 Wagenborg Offshore 132 150 76 33 7 2 1 401 Wagenborg Passenger Services 23 26 11 30 8 17 0 115 Wagenborg Reining 104 335 128 32 11 2 0 612 Wagenborg Nedlift 51 158 70 89 61 35 5 469 Royal Niestern Sander 5 48 10 37 43 23 10 176 Total
1273 1017 395 348 177 95 25 3330
Percentages according to years in employment 2012
< 1 year
2-5 years 6-10 years 11-20 years 21-30 years 31-40 years > 40 years TOTAL
Wagenborg Shipping 61,5% 19,3% 6,4% 8,2% 3,0% 1,0% 0,6% 100% Wagenborg Offshore 32,9% 37,4% 19,0% 8,2% 1,7% 0,5% 0,2% 100% Wagenborg Passenger Services 20,0% 22,6% 9,6% 26,1% 7,0% 14,8% 0,0% 100% Wagenborg Reining 17,0% 54,7% 20,9% 5,2% 1,8% 0,3% 0,0% 100% Wagenborg Nedlift 10,9% 33,7% 14,9% 19,0% 13,0% 7,5% 1,1% 100% Royal Niestern Sander 2,8% 27,3% 5,7% 21,0% 24,4% 13,1% 5,7% 100%
Total
38,2% 30,5% 11,9% 10,5% 5,3% 2,9% 0,8% 100%
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SOCIAL INVOLVEMENT 34
ENT 35
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We conduct transport activities worldwide which
is the establishment of a bakery and a bread distribution
impact the environment. We have responsibilities
network using bread carts. The bakery project is
for the region in which we are active and
being developed together with the Kolkman bakery in
the population there. We therefore stimulate
Schoonebeek. Another new project is the development of
employment for the local population, and
a so-called glass bottomed boat. It can be built locally by
ensure that our work has as little effect on the
a shipyard on the shores of Lake Malawi, and will provide
environment as possible. This section describes
boat trips for tourists to enjoy the extremely clear and fish-
how we undertake social involvement by paying
rich waters of the enormous lake.
attention to people and the environment.
A large part of these projects is financed by or with the
Attention for people
aid of the Transport4transport foundation. This foundation receives most of its funding from the proceeds of the
The Wagenborg Store supports projects in Malawi.
Wagenborg store, the Internet store which sells scale
The Transport4Transport foundation is a foundation which
models of heavy transport combinations and Nedlift mobile
aims at improvement of transport in Malawi. What began
cranes, under the Wagenborg logo. All income from this
as a workshop for the production of bike ambulances in
Internet store is for the direct benefit of the foundation.
the impoverished African country of Malawi, has since
Besides the proceeds from the Wagenborg Store and gifts
developed to become an important supplier of this means
and donations from private parties and companies, the
of transport throughout the south of the country. From water
Wagenborg personnel associations also make regular
cart and mobile milk van to an ambulant mini shop and
direct contributions.
ideal cart for street waste collection. Approximately 900 bike ambulances have been produced locally by now.
Boat refugees saved
The latest project to which Transport4transport contributes
In the Gulf of Mexico, the m.s. â&#x20AC;&#x153;Marietje Marsillaâ&#x20AC;? of the
Danser-Van Gent shipping company has saved 24 Haitian
Efficiency Management Plans. The results are presented in
boat refugees.
the Environmental Report.
In-line skating for KIKA
Besides activities in terms of fuel saving, the so-called “environmental particulars” are registered, within the
A number of Wagenborg employees have participated in
scope of environment-friendly activities. Once every three
a 24-hour in-line skating marathon for the “KIKA” charity
months, any exceptions in consumption are discussed in
(children’s cancer). The target of this initiative is to collect
the ISO 14001 meeting. The environmental effect analysis
as much money as possible for research into this illness.
is published in the Shipboard Operation Manuals, in order
Participants found their own sponsors, who provided either
that everyone on board is informed.
financial support or equipment, and Wagenborg sponsored
In 2012, we began construction on a series of ships with
the clothing and helmets. A team of maximum six persons
a newly developed style of bows. The advantages offered
skated as many rounds of 2.2 kilometres as possible in a
by these bows are smoother sailing behaviour and lower
24-hour relay system. The grand total was approximately
resistance at various depths. The engine capacity can
90 kilometres per person, resulting in € 58,000 being
therefore be limited, resulting in much less fuel consumption.
collected for KIKA. There were special congratulations for the Wagenborg Team, for collecting the most money of all
Reining commissioned its second extra heavy and long truck
teams., thanks to the many sponsors and the ticket sales.
(LZV) early in September. This truck has a load capacity of no less than 54 Euro pallets, versus 34 Euro pallets in
Attention for the environment
a standard mega-trailer or 38 Euro pallets in a volume combination. This larger load capacity makes the LZV an
The fleet complies with the ISO 14001 standard. This
environment-friendly transport solution. The LZV also has
is an internationally accepted standard which indicates
an innovative fuel system, in which LPG and diesel are
the requirements for a good environmental management
combined. When maximum pulling power is required
system. This environmental management system is a part
(when accelerating, for example), the engine uses 100%
of our Table Quality Management System (TQMS) and is
diesel, while LPG is added for partial pulling power (e.g.
aimed at management and improvement of performance in
cruise control). The optimum balance of diesel and LPG
the environmental field. We aim for permanent improvement
is determined on the basis of parameters such as RPM,
of the environmental performance of our ships.
turbo pressure, amount of diesel injected, position of the
This performance is measured using the so-called Energy
accelerator and clutch, and the temperature of the cooling
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water. This ratio is generally around 70% diesel and 30%
The process can be steered by means of a track and
LPG. This is an important next step in Reiningâ&#x20AC;&#x2122;s aim for
trace system, which shows the location of a truck and the
sustainable logistics.
fuel level at that moment in time, as well as fuel station
We also limit CO2 emissions and fuel consumption, thanks
locations. The planner can therefore check where the driver
to the Shell Fuel Save Partner System. This system registers
can best refuel.
various values which are related to driving behaviour.
By adjusting the driving behaviour and monitoring the
These include the braking behaviour of the driver, the use
fuel, Reining hopes to realise a further 4% saving in fuel
of cruise control, the acceleration and allowing the truck to
consumption and CO2 emissions.
roll out. Shell converts these values into scores, which in turn give the driver score and the vehicle score. During driving
Regional involvement
training, it becomes clear why the driver has a particular
Wagenborg shows its regional involvement by supporting
driving style. He or she can then be provided with tips for
local initiatives and honouring a variety of community
more economical driving.
requests. When purchasing products and/or services, there
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is preference for suppliers within the regions of the various branches. The same applies to support of projects in the field of culture, sport and education.
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AFTERWORD
D
41
7
42
The developments within and around Wagenborg
survive in an ever more difficult employment market. This
described in this report, clearly show that the situation is still
is by no means simple. Succession planning requires the
turbulent. However, we have experienced enough turbulent
willingness of management to put a label on employees;
times during our 114 years, and have always been able to
does someone deserve promotion or not, and how do they
withstand such difficult periods.
function? The management must discuss such matters with the employees. They must be aware of the strengths and
In each era, we have held onto our Wagenborg values
weaknesses of themselves and of their teams, and must
which are so characteristic of a family firm and which are
discuss these. This requires managers to relinquish talents
aimed at continuity and sustainability in our relationships
or share them with other departments. Instead of aiming for
with employees and customers.
short term success, they must have an eye for the success of
The great loyalty of the board and employees enables us to
the organisation in 3 to 5 years’ time.
realise our long-term vision. This results in an “us” feeling among the employees, as is apparent from their pride and
There must be awareness that gaps will also be formed
loyalty towards the company.
at the management level if attention is not paid to the succession issue. Such a long-term vision of talent
These are turbulent times on the employment market too.
development, based on our core values, lays the basis for
The cabinet wants us to continue working longer in order
continuation of the success of our family firm.
to keep the ageing process affordable in the Netherlands. In turn, this requires us to apply a specific age-conscious
It is particularly our values which help us through these
personnel policy. This must be based on the unique
challenging times. They determine our course and help
capacities, wishes and needs of (older) employees. Flexible
reinforce our identity and strength, helping us remain
working hours and employment conditions have a strong
recognisable and formidable market players. “Maintaining
influence on sustainable deployability. The employer
the values in turbulent times” is vital particularly now.
and employees have a mutual interest in the health of
Because we believe in the fact that we can withstand the
the employee, in order that he or she remain capable of
current turbulent times, exactly by holding onto the typical
working until a more advanced age. An effective health
Wagenborg values.
policy at Wagenborg is a precondition for this. The ageing population will result in an increase in the
Bert Buzeman
number of succession years to come. A well devised
Personnel & Organisation Manager
succession system is an important precondition in order to
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Wagenborg Shipping B.V. Marktstraat 10 P.O. Box 14 9930 AA Delfzijl The Netherlands www.wagenborg.com