2012 Sustainability selection - SBM Offshore

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• Company code of conduct and Anti-Corruption and Compliance Guide. • Supervisory Board rules, including rules for the three committees of the Supervisory Board. • Supervisory Board profile and retirement schedule for its members. • Management Board rules. • Rules for reporting of alleged irregularities of a general, operational or financial nature (‘Whistleblowing’ rules); these rules are designed to enable employees to report alleged irregularities without jeopardising their employment position and are also available on the Company’s intranet site. • Remuneration policy. • Regulations concerning inside information and the holding of and effecting transactions in shares and other financial instruments. • Agenda, minutes, resolutions and presentations given at previous GMs.
3.6 Risk Management 3.6.1 Process and Activities Introduction SBM Offshore has developed Governance Risk and Compliance systems following the general principles and recommendation of ISO 31000. The Group recognises that efficient and effective risk management of all its business and support activities is a prioritised strategic objective. This is achieved by ensuring that responsibility and accountability are managed at the correct level by business managers charged with effectively implementing risk management within their areas of remit. The Group’s Management review and approve these processes and controls to ensure their effectiveness. The Group endeavours to improve its risk management processes on a continuous basis. Risk Management Policy The Risk Management principles that the Group follows are defined in the policy extract below: SBM Offshore is committed to delivering superior financial returns whilst maintaining a good risk/reward balance. To meet its objectives and comply with corporate governance principles, SBM Offshore management implements and maintains a pro-active and Group-wide Risk and Opportunity Management System based on the following key principles: • Risk and Opportunity appetite and tolerance levels are defined by the Board of Management and cascaded to all the entities within the Group. • All individuals within the Group are fully responsible for the management of Risks and Opportunities within their respective areas of responsibility. • At Projects, Departments, Business Areas and Corporate Levels, Risks and Opportunities shall be tracked and managed at the appropriate, respective authority level. • All Group levels, shall proactively, transparently and objectively undertake systematic identification, assessment, treatment and reporting of Risks and Opportunities. • Risk and Opportunity outcomes are monitored regularly to ensure effectiveness of the processes. • Lessons learned related to Risk and Opportunity management are collected and shared across the Group, contributing to knowledge, performance and profitability. Risk and Opportunity Management methodology and tools are spearheaded by the Group Risk team. All employees are expected to promote an appropriate attitude, where risk and opportunity considerations are a core management activity and an integral part of the SBM Offshore culture. This Risk Policy shall be reviewed and revisited as required by law, corporate governance principles or when deemed necessary by the Board of Management.
Page 2 and 3: Table of Contents 1.1 Message from
Page 4 and 5: So what of our achievements within
Page 6 and 7: Business Model The Group generates
Page 8 and 9: 1.3 Snapshot 2012 Snapshot 2012 (US
Page 10 and 11: 1.4 Stakeholders Information 1.4.1
Page 12 and 13: 1.4.6 Stakeholders Engagement SBM O
Page 14 and 15: 1.5.3 Continued Focus on Core Produ
Page 16 and 17: 1.5.7 Partnerships The increasing s
Page 18 and 19: Develop and Promote Sustainable Tec
Page 20 and 21: 1.6.4 Employment Standards SBM Offs
Page 22 and 23: 1.7 SBM Offshore World Map
Page 24 and 25: Compliance Officer (CGCO) to lead t
Page 26 and 27: 3.1.5 Sustainability The Group's tr
Page 28 and 29: FPSO OSX-2 Refurbishment and life e
Page 30 and 31: 3.1.8 Turnkey Services The Turnkey
Page 33 and 34: 3.4 Product and Technology Developm
Page 35 and 36: Offshore Floating Solutions SBM Off
Page 37 and 38: 3.5 Corporate Governance 3.5.1 Corp
Page 39 and 40: Shares held by Members of the Manag
Page 41 and 42: Review and Reporting A protocol has
Page 43 and 44: Suspension or Dismissal of a Superv
Page 45 and 46: 3.5.5 Shareholders Share Capital At
Page 47 and 48: Major Shareholders The Financial Ma
Page 49: former CEO of Stork N.V. and of Oc
Page 53 and 54: Developments for 2013 Execution Cen
Page 55 and 56: • Outsourcing construction work t
Page 57 and 58: Performance If vessel/FPSO fails to
Page 59 and 60: Lease Risk Ten main risk factors ar
Page 61 and 62: Litigation Periodically, the Group
Page 63 and 64: 3.6.4 Compliance Statement Due to t
Page 65 and 66: framework of its supplier qualifica
Page 67 and 68: 3.8 HSSE 3.8.1 Introduction SBM Off
Page 69 and 70: of new initiatives that the Group p
Page 71 and 72: Supervisory Safety in Construction
Page 73 and 74: 3.8.4 Security Management Ensuring
Page 75 and 76: Environmental Loss Statistics The C
Page 77 and 78: 3.9 Human Resources 3.9.1 Introduct
Page 79 and 80: software. Over the last few years,
Page 81 and 82: 3.9.8 Social Responsibility Indeed,
Page 83 and 84: The total headcount is based on all
Page 85: Absenteeism and Turnover The averag
Page 88 and 89: atio of 80%. The development of Pae
Page 90 and 91: Vendor Relationship Management Supp
Page 92 and 93: Improvements in more Details The im
Page 94 and 95: 5.1.2 Environmental Reporting The e
Page 96 and 97: 5.2 Performance Indicators 5.2.1 Ec
Page 98 and 99: Health, Safety and Security HSS Acc
Page 100 and 101:
Other Atmospheric Emissions excludi
Page 102 and 103:
Permanent and Contractors Employees
Page 104 and 105:
Permanent Employees Turnover by Age
Page 106 and 107:
5.3 Notes 5.3.1 Note 1 The exposure
Page 108:
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