GRI INDEX

GENERAL DISCLOSURES

DisclosureDescriptionReferenceOmissions
102-1 Name of the organisation Cover  
102-2 Activities, brands, products, and services About TBI  
102-3 Location of headquarters Credits  
102-4 Number of countries where the organisation operates, and the names of countries where it has significant operations and/or that are relevant to the topics covered in the report TBI is active mainly in the Netherlands. >95% of its turnover is realised in the Netherlands. TBI is also active in Aruba, Denmark, Germany, Poland, Romania and the United States of America.
Note: all non-financial indicators in the annual report only relates to the Dutch business activities.
 
102-5 Ownership and legal form Corporate Governance  
102-6 Markets served About TBI
TBI in the market
 
102-7 Scale of the organisation Key figures TBI  
102-8 Information on employees and other workers Key figures TBI
Attractive workplace
Attachment GRI content index
The requested detailed information on contract type and region has not been reported. Information by region is not relevant to TBI. TBI intends to report the number of employees by contract type in the annual report for 2018.
102-9 Supply chain Value creation  
102-10 Significant changes to the organisation and its supply chain   There were no signficant changes during the reporting year.
102-11 Precautionary Principle or approach Risk management  
102-12 External initiatives Reporting Guidelines: GRI Standard and IIRC Reporting Framework. Various industry initiatives: Governance Code Veiligheid, Manifest Duurzaam Inkopen (NEVI), Green Deal Circulair Inkopen, Green Deal Duurzame Bouwlogistiek, Grondstoffenakkoord, Betonakkoord, Duurzaam bouw and houtconvenant (FSC Nederland), Madaster and
miscellaneous codes of conduct (Bouwend Nederland, Neprom, Bewuste Bouwers). TBI Holdings B.V. partners YES! Delft en Habitat for Humanity Nederland.
TBI intends to include more detailed information on the initiatives and organisations with which its has a relationship in the annual report for 2018.
102-13 Membership of associations Bouwend Nederland, UNETO-VNI, Neprom, Nationaal Renovatie Platform, Dutch Green Building Council, NEVI, SKAO, VCA, Centrum Ondergronds Bouwen, De Stroomversnelling and Bewuste Bouwers. TBI intends to include more detailed information on the initiatives and organisations with which its has a relationship in the annual report for 2018.
102-14 Statement from senior decision-maker Message from the CEO  
102-15 Key impacts, risks, and opportunities Risk management  
102-16 Values, principles, standards, and norms of behaviour Profile
Value creation
Integrity

https://www.tbi.nl/over-ons/corporate-governance/integriteit-en-gedragscode
 
102-17 Mechanisms for advice and concerns about ethics Integrity

https://www.tbi.nl/over-ons/corporate-governance/integriteit-en-gedragscode
 
102-18 Governance structure Corporate Governance  
102-19 Delegating authority Corporate Governance  
102-20 Executive-level responsibility for economic, environmental, and social topics Corporate Governance  
102-21 Consulting stakeholders on economic, environmental, and social topics Framework  
102-22 Composition of the highest governance body and its committees Composition of the Executive Board
Composition of the Supervisory Board
 
102-24 Nominating and selecting the highest governance body Corporate Governance
Report of the Supervisory Board
 
102-26 Role of highest governance body in setting purpose, values, and strategy Framework
Corporate Governance
 
102-28 Evaluating the highest governance body’s performance Corporate Governance
Report of the Supervisory Board
Any actions taken in response to evaluations are not specifically considered in the annual report.
102-29 Identifying and managing economic, environmental, and social impacts Corporate Governance
Report of the Supervisory Board
The Supervisory Board is involved in the group’s structure, strategy and strategic performance through, for example, its strategy committee. Stakeholder involvement in materiality is initiated by the Executive Board, the outcomes are shared with the Supervisory Board.
The Supervisory Board’s role in strategy-forming is not described specifically or in detail in the annual report. The organisation intends to pay more attention to this next year.
102-30 Effectiveness of risk management processes Risk management  
102-31 Review of economic, environmental, and social topics Value creation
Risk management
Risks
 
102-32 Highest governance body’s role in sustainability reporting Framework
Corporate Governance
 
102-33 Communicating critical concerns Framework
What stakeholders find material
Corporate Governance
 
102-35 Remuneration policies Corporate Governance
Notes to the consolidated profit and loss account
 
102-40 List of stakeholder groups Scope and responsibility  
102-41 Collective bargaining agreements Of the total FTEs in 2017, 83% were subject to collective bargaining agreements  
102-42 Identifying and selecting stakeholders Scope and responsibility  
102-43 Approach to stakeholder engagement What stakeholders find material
Scope and responsibility
 
102-44 Key topics and concerns raised What stakeholders find material
Scope and responsibility
 
102-45 Entities included in the consolidated financial statements Notes to the consolidated accounts
Operational structure of TBI
 
102-46 Defining report content and topic Boundaries Value creation
Scope and responsibility
 
102-47 List of material topics Scope and responsibility  
102-48 Restatements of information Scope and responsibility  
102-49 Changes in reporting Value creation
Scope and responsibility
 
102-50 Reporting period Scope and responsibility  
102-51 Date of most recent report 21-03-2017  
102-52 Reporting cycle Annually  
102-53 Contact point for questions regarding the report Credits
Inside cover
 
102-54 Claims of reporting in accordance with the GRI Standards Inside cover
Scope and responsibility
Assurance report of the independent auditor
 
102-55 GRI content index http://jaarverslag.tbi.nl/en/downloads  
102-56 External assurance Assurance report of the independent auditor  

MANAGEMENT APPROACH

Material topic 
Market leadership
This includes the following material themes: strengthening the market position, multidisciplinary cooperation, innovation, solid financial position, client focus and project control.
103-1 Explanation of the material topic and its Boundary Part of the ‘Market leadership’ strategic pillar. TBI has formulated the following themes: ‘Maintaining, and where possible strengthening the market position’, ‘Solid financial position and performance’ and ‘Entrepreneurship close to the client’. Our stakeholders have indicated that strengthening the market position is important. It contributes to the continuity and quality of the businesss and its activities. It also creates added value for our clients and employees. TBI is active mainly in the Netherlands (>95% of its turnover is realised in the Netherlands). The scope is therefore limited to the Dutch market, where most of the contracting authorities and clients are located.
103-2 The management approach and its components The annual report reports on the financial performance and the internal control processes in place to safeguard that performance. It also describes the various markets on which TBI serves its clients and how it deals with innovation. The related strategic goals are formulated and presented in the annual report (see ‘Strategic goals’ section). The goals will be expressed as KPIs in 2018 in order to support the implementation of the stricter strategy in the organisation.
103-3 Evaluation of the management approach By means of various internal and external controls, periodic management reports and the annual report in accordance with set goals and KPIs set for these material themes.
Circular entrepreneurship
This includes the following material themes: circular construction and sustainable operational management.
103-1 Explanation of the material topic and its Boundary Part of the ‘Circular entrepreneurship’ strategic pillar. TBI has formulated the following themes: ‘Sustainable built environment’, ‘Demonstrable circularity’ and ‘ Minimising our environmental footprint’. TBI’s activities have a significant impact on the environemnt and are highly dependent on the availability of raw materials. A circular construction economy that maximises the re-use of products and materials and minimises value destruction is an opportunity to make the built environment more sustainable. Setting a good example in cooperation with our partners in the supply chain is of essential importance. TBI is active mainly in the Netherlands (>95% of its turnover is realised in the Netherlands). The scope is therefore limited to the Dutch market, where most of the contracting authorities and clients are located.
103-2 The management approach and its components TBI contributes to the sustainability of the built environment and circularity by carrying out projects for its clients. Clear internal management procedures and KPIs are not yet available to measure progress on these material themes. They will be introduced in 2018 in order to monitor performance and achieve our goals. Our own environmental footprint, by contrast, has been monitored in detail for many years for the organisation-wide certification on the CO2 performance ladder and for timber and waste reports. Procurement and use of materials is decided locally and is often project-dependent.
103-3 Evaluation of the management approach Various certification systems, including ISO 90001/140001, BREEAM, LEED and the CO2 performance ladder, and Dutch laws and regulations on the built environment (EPC standards, BENG, Gas-free). In addition, supplier assessments and active participation in several Green Deals (industry initiatives). The issue is also considered in periodic management reports and annual reports in accordance with set goals and KPIs on the theme of ‘Minimise our own environmental footprint’.
Attractive workplace
This includes the following material issues: safety at work, healthy and fit employees, training and talent development, and integrity.
103-1 Explanation of the material topic and its Boundary Part of the ‘Attractive workplace’ strategic pillar. TBI has formulated the following themes: ‘Safe and healthy work’, ‘Staff training and personal development’ and ‘Integrity’. Health and safety, integrity and sufficient opportunity for staff training and personal development are preconditions for an attractive workplace. They contribute to the success and thus continuity of the company and are therefore material to our stakeholders. TBI is active mainly on the Dutch labour market. Dutch laws and regulations on occupational health and safety and corporate governance are therefore applicable.
103-2 The management approach and its components This material theme has been high on TBI’s strategic agenda for many years and is a central issue of its HR policy alongside such initiatives as the TBI traineeship, internal training and educational courses of the TBI acdmy and support for TBI Vitaal’s measures for sustainable staff employability. Integrity is considered in detail in the TBI Code of Conduct and, like safey, health and training, is extensively reported upon in accordance with the set goals and KPIs.
103-3 Evaluation of the management approach Various internal guidelines and principles, such as the TBI Safety Guidelines and the TBI Code of Conduct. Also various certification programmes, including the VCA Safety Ladder and the Bewuste Bouwers kitemark. Evaluation is by means of periodic management reports and annual reports in accordance with the goals and KPIs set for these material issues.

SPECIFIC DISCLOSURES

DisclosureDescriptionReferenceOmissions
Market leadership
Multidisciplinary cooperation, innovation, solid finanical position, client focus and project control.
201-1 Direct economic value generated and distributed Key figures
Financial
Consolidated profit and loss account for 2017
 
201-3 Defined benefit plan obligations and other retirement plans Notes to the consolidated balance sheet
Notes to the consolidated profit and loss account
 
Circular entrepreneurship
Circular construction and sustainable operational management.
301-1 Materials used by weight or volume Minimising our environmental footprint Only timber and waste flows are disclosed. Information is not yet available on other flows. TBI intends to report on this indicator in more detail in 2018 by analysing the most material material flows as regards volumes procured and used.
305-1 Direct (Scope 1) GHG emissions Minimising our environmental footprint Glossary  
305-2 Energy indirect (Scope 2) GHG emissions Minimising our environmental footprint  
305-4 GHG emissions intensity Minimising our environmental footprint  
306-2 Waste by type and disposal method   Waste by type is known but not disclosed in detail in the annual report. Neither is the disposal method. TBI intends to report on this indicator in more detail in 2018 by disclosing waste by type and disposal method in the annual report.
308-1 New suppliers that were screened using environmental criteria Minimising our environmental footprint The total number of suppliers assessed using environmental criteria is disclosed, not the number of new suppliers.
Attractive workplace
Safety at work, healthy and fit employees, training and talent development, and integrity.
403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities Health and safety at work Breakdown by region is not applicable (only the Netherlands). Breakdown by sex is not recorded.
403-4 Health and safety topics covered in formal agreements with trade unions   Laid down in collective bargaining agreements applicable to our employees.
404-1 Average hours of training per year per employee Staff training and development Breakdown by sex and employee category is not recorded.
404-3 Percentage of employees receiving regular performance and career development reviews Labour relations Breakdown by sex and employee category is not recorded.
205-3 Confirmed incidents of corruption and actions taken   There were no cases of corruption in 2017.
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