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Boskalis jaarverslagen 2012

Staff profile

A balanced staff profile is important to safeguard our ability to count on enough talented and qualified employees, both now and in the future. Our HR management system gives us a clear picture of our employee base and enables us to respond effectively to developments.

Employee base

At the end of 2014 the total number of people employed* by the group was 8,446 (2013: 8,459). Although the total number of employees is relatively stable, larger fluctuations are visible at a country level. These differences are mainly caused by project activities in countries increasing and then decreasing from year to year. This is exemplified by the fact that a decline can be seen as a result of the conclusion of projects in Nigeria, Mexico, Panama, while there has been an increase in South Korea due to the Incheon and Masan projects. The number of staff from the Philippines and the Baltics has also risen as a result of the commissioning of new equipment.

Contract type

Sixty-seven per cent of our workforce have permanent positions; this figure is same as in 2013. This means that Boskalis continues to have a strong base for the continuity of its activities and ensures that knowledge and experience are solidly embedded within the organization. Temporary and project-based contracts allow Boskalis to respond to the dynamics associated with the various markets and the different sizes of projects around the world. Particularly in countries where we have a lot of projects, such as Brazil, the number of temporary contracts is relatively high (88% in 2014).


Respect for people is an essential component of our Business Principles and our Code of Conduct for suppliers. Boskalis supports and respects human values as set out in the United Nations’ Universal Declaration of Human Rights. Boskalis employees represent more than 75 different nationalities and the company supports the equal treatment of all employees irrespective of race, nationality, ethnic background, age, religion, gender, sexual orientation or disability.

The ratios of men to women and of full-time to part-time staff at Boskalis are consistent with the nature of our work. We are to a large extent a project organization that sends out trained technical, financial and maritime staff all over the world for longer periods of time to projects which tend to be in remote locations. Appointments on the projects have proven to be less appealing for women, and less of a natural option for part-timers. The male-to­female ratio was 91%-9% in 2014; this is in line with 2013. In the case of work for permanent branches of a structural nature, the proportion of women is higher. In 2014 the ratio of men to women for management and office staff working at the Boskalis head office was 76%-24%. The percentage of part-time workers employed by the group in 2014 was 5%.

Age profile

Boskalis has a balanced age profile. Almost three-quarters of our employees are under 50, with over half (55%) in the 30-50 age category. This age distribution provides a good level of staffing for positions at the junior, medior and senior levels, and also results in a manageable outflow of staff due to retirement.

Job categories

As in previous years the ratio of operational staff (fleet, yards and projects) to management and office support staff remained stable at 75%-25%. This ratio is consistent with the character of the company and the nature of the activities and equipment deployed. As a proportion of total numbers, most managers and support staff work at our head office in the Netherlands.

Staff turnover

We welcomed 1,813 new employees in 2013 and 1,826 left Boskalis. The project-based nature of our activities, which sometimes involves several contracts being signed with the same person in the same year, gives the impression of high staff turnover, even though turnover is actually at a very manageable level. Staff turnover figures are significantly lower for activities of a structural and long-term nature.

* The CSR accounting principles for 2014 changed due to the implementation of the new IFRS 11 Joint Arrangements. As a result, joint ventures and associated companies and other companies in which the Group does not have control have been excluded from the CSR data. Applying the same financial consolidation principles to CSR data helps us establish the sustainability indicators, which can be compared directly with financial data, thereby providing context for our performance. To secure comparability, the CSR data regarding 2013 have been restated accordingly.

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