Social performance

27 - Ambition: to offer added value to clients, employees, business partners and the community 

Where BAM can improve

Despite BAM’s ambition and continuous effort to improve safety on its projects, the company deeply regrets the sad loss of four employees of subcontractors. The first meeting of the Management Board in 2017 was combined with the international safety officers meeting, with the aim of drawing up a specific action plan to prevent fatal and serious incidents for the future, both at company level and on a personal level. Commitment, visible leadership and knowledge-sharing are some of the most important topics in this plan.

BAM aims for zero accidents. The Group is working hard on fostering a genuine and sustainable safety leadership culture within senior management. During the first quarter of 2017 a Safety Leadership Team (see chapter 2.2 stakeholder engagement and material themes) was established to underline and reinforce these ambitions. To achieve this ambition the Group’s strategic objectives are to create the right environment for knowledge-sharing and learning, enhancing leadership, culture and behavioural performance throughout the organisation, create uniform safety reporting across operating companies, build relationships and create interaction with all stakeholders. 

Mental health, stress and well-being are a growing concern for BAM. To create awareness around these topics, an employee assistance programme (e-learning module) was started at BAM in 2017. BAM will increase the focus on health related matters in the construction sector in the coming years. 

Social value for BAM 

BAM’s activities have an impact on local communities, occupants and other users of buildings and infrastructure and society as a whole. BAM aims to create sustainable environments that enhance people’s lives. This chapter describes how all social subjects are interrelated and how BAM actively collaborates with all stakeholders to create long-term (social) value. Without any doubt health and safety is the most important element of our social performance: we want every employee to return home safe every day. This requires excellent performance from all employees and supply chain partners on thousands of construction sites every day. The construction supply chain is increasingly complex and fragemented and needs active collaboration to manage responsible supply chain management, human rights and ethical business conduct. The Group increases intellectual capital and human capital by investing in its employees and in the development of the supply chain. BAM recognises the importance of Group-wide development and implementation of its talent strategy, based on BAM’s organisational development and strategic objectives. The positive legacy to society is increasingly important and is reflected in the program for better lives: making a real and positive difference to the lives of people with whom BAM comes into contact through her work. 

28 Health and safety - Health risks at work:


29 Safety - Safety behaviour audit (SBA) process and safety exchange (SE) process

Health and safety

Creating the right environment for knowledge-sharing and scalable learning in BAM’s complete supply chain is most important to reach the Group’s safety targets ( See chapter 2. Strategy – material themes). This is done by:

  • Strengthening the operating companies to develop leadership and behaviour by carrying out safety behaviour audits (SBAs);
    With the introduction of the SBA in 2016, ‘awareness’ (of safety risks inherent in projects) was replaced by ‘behaviour’. This type of auditing should lead to an increased focus on safety behaviour, commitment and performance, still based on an assessment and interviews, leading to a report and improvement plan. Moreover, an SBA is not just about safety, but also about leadership and behaviour in all parts of the company and supply chain. Across the Group, fifteen SBA s took place in 2017. 
  • Recognition of performance by carrying out and follow-up on the safety exchanges (SEs);
    These make it possible to have an open dialogue between two operating companies that focusses on a debate for challenging and learning in which they have to come up with solutions together. Across the Group, four SEs took place in 2017. After a year of developing and learning BAM officially launched the SBAs and SEs in 2017 as new types of dialogue (scalable learning).
  • Strengthening BAM’s (safety) culture supported by uniform safety communication processes, modern methods and channels;
    In 2017 an online safety portal was launched to share and connect safety information and best practices amongst all BAM companies, Group-wide, where content is added and maintained by each operating company. A Safety Task Force has been set up to create a joint Groupwide safety campaign to develop a harmonised and visible safety branding/communication platform which reinforces the One BAM message.
  • Improving the safety performance: IF BAM < 3.5 in 2020.
    IF BAM (Incident Frequency) is determined by the total number of industrial accidents leading to absence from work per million hours worked on construction sites (all BAM site employees on own work and joint ventures on risk). In 2017 IF BAM decreased to 4.6 (2016: 4.8), which is above the 2017 target of 4.0. 

This safety approach is established to continuously improve BAM’s safety performance and to meet strategic targets.

Rewarding excellence
Safety behaviour audits (SBAs) will make excellence count and reward (safety) innovations. By disclosing the results through the safety portal, safety excellence becomes visible to other operating companies with an emphasis on continuous improvement within organisations and throughout the Group.

Safety Behaviour Audit (SBA) scores focus on three areas: safety climate, management system and site conditions. In 2017, overall performance increased from 70 per cent to 72 per cent.
Page 78 shows the SBA process in detail.

Excellent performance in leading and lagging indicators (IF) by group companies will result in less control by Royal BAM Group’s safety behaviour audits, but should increase commitment to share excellence performance by organising a safety exchange. A safety exchange, or safety review, is like a peer review and focuses on a debate for challenge and learning, which are themes from the safety maturity model. It is a dialogue between two operating companies that want to kwow what works best. This will result in a tailor-made knowledge exchange.

Good practices: sharing and learning across the Group

  • BAM International completes a global, safety related survey every year. Most organisations limit themselves to objective assessments, while BAM International realises that subjective indicators can provide valuable information that, when used effectively, can continuously improve the company. The key element of the survey (and its results) is to provide an insight into company perceptions and subsequently to target areas they can improve;
  • Safety and digitalisation: SAFER is BAM International’s digital system to streamline everything related to health and safety;
  • Occasionally, BAM organises inspirational sessions with leading companies, such as Shell and Siemens, for the exchange of knowledge related to safety leadership in the Management Board.

30 Good practices - Themes for knowledge-sharing with leading

SAFER is BAM International’s digital system to streamline everything related to health and safety: an online and Android database that will make life easier for project management and the Health and Safety Department. SAFER stands for secure, accurate, fast and effective and all of that in real time. The SAFER system is a new, comprehensive online and Android tool that is fully compliant with the approved BMS procedures and follows the PDCA (Plan-Do-Check-Act) cycle. SAFER is currently being successfully tested on our Saqr Port project in Ras Al Khaimah, UAE. The system contains and makes it easy to find all relevant information and documents regarding health and safety matters, such as legislative resources, training information, safety performance statistics, project profile, employee profile, task list, safety inspections, incident reporting, sub-contractor management, statistics and reporting. 

 31 - Group incident fequency (IF BAM)

Serious accidents
BAM is highly committed to prevent all incidents. BAM feels responsible for all people who are involved in or are influenced by the activities of the Group. This includes BAM’s employees, clients, engineers, partners, suppliers, subcontractors and members of the public. The number of fatal and serious accidents (BAM employees, hired, subcontractors’ employees, or other) decreased from 135 in 2016 to 119 in total in 2017. An accident is classified as serious when an employee is admitted to hospital for more than 24 hours or results in electrocution (with enter and exit mark on the body), amputation or a fracture. 

32 - Incident frequency (IF BAM) by country 

Incident frequency (IF) 
IF BAM shows large regional differences where maturity deviates per operating company. BAM Belgium is working to improve its overall safety performance through a safety culture programme (‘Expedition safety’), as well as a partnership with an external behavior specialist which will result in specific improvement actions. In 2018, BAM Belgium started the year with a safety week involving all co-workers (management, project leaders, white and blue collars). Management involvement will be accentuated through more proactive collaboration on the field to establish open safety communication. In Germany, Wayss & Freytag Ingenieurbau AG shows improvement significant compared to 2016. In 2017, the company made sure that every monthly Management Team meeting between the board and regional directors included discussing safety with the safety officer. To pursue further improvement safety remains a subject that is under discussion within the board of Wayss & Freytag Ingenieurbau. In the Netherlands, results for BAM Bouw en Vastgoed show a deterioration towards 2016. The company has experienced an unexpected setback in the fourth quarter of the year. The most important actions to improve results within BAM Bouw en Vastgoed are focus on behavior, focus on discussing unsafe situations on a daily basis, guidance to letting subcontractors work safe and participation in Group activities.

Construction sector collaboration in the Netherlands
Three years ago, BAM was one of the fifteen major Dutch construction companies that signed the Governance Code ‘Safety in construction’. In this, customers and contractors work together to improve their safety cultures and gain recognition as safety leaders in the construction sector as a whole. Both Management Directors from the two Dutch operating companies are members of the steering committee behind and as part of the Governance Code, facilitating the Governance Code work group regarding safety in the construction sector. On 17 March 2017, the first Dutch Safety Day (‘Bewust Veilig-dag’) was held, in which Royal BAM Group and its Dutch companies BAM Bouw and Vastgoed Nederland and BAM Infra Nederland participated by actively showing their commitment on a personal level. In addition, BAM shared various learning experiences within the sector, such as best practices on working with buckets and the general site induction, to contribute to sectorwide scalabe learning and uniform processes.

As of 1 October 2016 internal reporting was extended with high-potential near hit/miss incidents. Creating uniform safety reporting across all operating companies is one of the strategic objectives, which creates access to the right management information.
BAM is still in the process of enhancing the reporting process for worked hours of subcontractors. The Group strives to obtain reliable information by implementing automated on-site entrance systems such as tourniquets, fingerprint readers, iris scans and card systems.

When a fatal industrial accident occurs that involves a BAM employee or a subcontractor, the following actions are taken:

  1. The operating company informs the Executive Board and the Corporate Safety Officer (CSO) immediately after the accident;
  2. The first details of the accident are communicated within 24 hours after the accident;
  3. At the latest on the day after the fatal accident, a notice will be published on the BAM intranet;
  4. If the accident occurred in Western Europe, the COO, assisted by the CSO, will visit to the operating company within 15 days of the accident;
  5. For accidents occurring outside Western Europe a video conference replaces this visit;
  6. Three weeks after the accident, a ‘safety start’ takes place in the country where the fatality occurred and a safety presentation/bulletin is drawn up, highlighting the lessons learned and whose responsibility it was to intervene. This must be communicated to all operations.

Construction sector collaboration in Europe 
For the last five years BAM has presided the working group on health and safety and stimulated the collaboration in ENCORD (European Network of Construction Companies for Research and Development). The purpose and objectives of the working group are to be a continously learning organisation, collaborating on research and development, to find common approaches to the issue and to ensure the health and safety of our workforce. The future focus is output-oriented: it’s not about what we do today, it’s about what we want to do in the future. We have improved communication, alignment and collaboration between the working groups such as BIM and Lean Management, Council and the Board through positive results and a focus on common themes such as selecting subcontractor management and prevention through design and planning to be prepared by the participants.

Setting minimum health management requirements
More insidious than the fatal and serious industrial accidents is the number of employees with a health damage or a long-term illness that has been caused or worsened at work. Many of these diseases manifest themselves only years after exposure and many are ultimately deadly. BAM believes that all injuries, deaths and illnesses can and must be prevented. Within ENCORD, Europe’s forum for industry-led research, development and innovation in the construction industry, the Group has put research and development in the field of quartz dust and asbestos inhalation, diabetes and skin cancer on the agenda.

Worldwide BAM Safety Day 
The eighth Safety Day was held on 10 October 2017. This year’s Safety Day theme ‘The Value of Safety’ expressed that the value of safe working is actually priceless and underlines the right of each BAM employee to return home safely at the end of the working day. That this right is unfortunately not always guaranteed is evidenced by the fatal accidents on some of BAM’s building sites across the world. Thus, the highest safety risks remain current and deserve the Group’s unwavering attention. In line with the updated strategic agenda – emphasis on the importance of working together, sharing knowledge and learning from each other – several interactive activities were undertaken at each construction site and in each office to raise awareness for the basic causes of BAM’s most serious accidents and to discuss these and to come up with joint solutions and innovations. 

Employee recruitment, development and retention

The 2016-2020 strategy has been the starting point for BAM’s HR initiatives in 2017. Living the four values as written in the BAM strategy (predictable performance, scalable learning, proactive ownership and open collaboration) was an important theme in 2017. HR always keeps those values in mind while setting out new initiatives. These initiatives, for instance on digital innovation, the standardisation of Group HR processes and the creation of a single BAM career platform, form the basic fundament of being One BAM.

Continuous organisational development: BAM People
The focus of the strategy is to have similar processes and exploit synergies across the Group. The important HR areas for business support are insights and development from BAM's people, recruiting new talent, compensation and benefits, and HR people support and data insights. BAM has taken an important step towards the implementation of a single HR system in 2018 for the entire BAM organisation: ‘BAM People’. BAM People provides in-depth insights into its workforce, its performance and costs and also facilitates responsive and critical decision-making. It provides trends in productivity and attendance, shows where BAM's top performers are located and helps to further shape careers for talent and succession planning purposes.


33 - Absenteeism (number of sick days as a percentage of total number of available days) 

Employee engagement 
In order to work together, share and learn from each other, it is essential to know what keeps all employees busy and what challenges lie ahead. To this end, various initiatives have been developed such as:

  • BAM Panel
    Thanks to BAM Panel the Group's employee engagement research is now carried out on the basis of a uniform set of questions. By doing so BAM employees share worldwide experiences that contribute to an open collaboration. Moreover BAM Panel enables BAM to know how everyone within their organisation thinks about its values and strategy. All BAM employees learn from each other and will be better able to understand mutual expectations and act accordingly.
  • Spring and Autumn meetings
    During two meetings, one in spring and one in autumn, around one hundred staff from all parts of the Group gathered in Amsterdam to discuss the strategy and to share initiatives.
    Sharing ideas has led to Group connections and scalable learning: sharing experiences instead of reinvent the wheel, shows the way to being One BAM. 
  • Establishment of the European Works Council
    BAM considers the contribution of its works councils to be very valuable to its business operations. Participation at European level will take place in a consistent and both practical and workable way. An agreement relating to the European Works Council (EWC) for BAM is expected in 2018.

BAM aims to diversify its workforce and find potential talent with different capabilities, various degrees of experience and different genders, nationalities and cultural backgrounds. Together, they can help our company mirror its client base and implement its strategic agenda. That is why the Group evaluated all vacancies and candidate profiles in 2016. This will support BAM’s search for the best fitting talent. To attract talent, BAM wants to be an attractive employer and our recruiters continually evaluate and improve on applicant experience.

BAM has launched a new international recruitment website: The new careers website enables BAM to target talent locally and to maintain its position in a scarce market. The platform showcases the stories of employees, BAM’s projects and innovations, and its vacancies worldwide. So this is another positive step towards better knowledge exchange and better sharing of expertise within the entire group.

BAM values equality, diversity and inclusion, and celebrates this through BAM’s great people. 

BAM believes that a company with diversified teams at all levels and disciplines is made stronger by the different perspectives that such diversity entails. This is reflected in BAM's vision and values employment and development processes. BAM supports local and national initiatives that want to create opportunities for all groups, particularly those who may not have considered civil engineering as an accessible career choice. 

BAM works together with its peer companies, clients and suppliers to share ideas and implement changes that improve the image of our industry. More on diversity in the composition of BAM’s Executive Board and the Supervisory Board can be found in Chapter 4.1 (Corporate Governance).

Talent development 
A talent review process was conducted with the boards of all operating companies to discuss current and future required capacities for BAM. During the mid-year talent review, key positions and key business and project managers were discussed in terms of leadership, succession and opportunities for development. Follow-up meetings elaborated on development progress, talent exchange opportunities and short-term succession goals.

Attracting young graduates remains crucial to BAM. The existing Dutch graduate programme was refined and a first step was made towards a single BAM graduate programme for the benefit of all home markets. The young talent career proposition was complemented with a finance graduate programme.

34 - Average hours of training per employee  

BAM’s project managers are key to the success of BAM. In order to be our clients’ partner of choice, BAM needs the most talented project and tender managers. To achieve this ambition, the Group-wide Project Olympus was initiated in 2016. Project Olympus wants to recognise and develop BAM’s project managers and offer them rewarding career propositions. In order to realise this, the Group designed a leadership development programme for our most senior project managers, project leaders and tender managers focusing on personal, team and project leadership. In addition to establishing the Olympus Leadership Programme, approximately 195 project managers were brought together in several seminars in 2017 from across the BAM Group, with the opportunity to share experiences, establish networks for knowledge-sharing and to learn more about leadership and negotiation. The outcomes will be used as valuable input for future initiatives. 

The Olympus leadership programme has also resulted in the creation of a focused learning and development program that is aimed at experienced mid career tender managers, project managers, and project leaders: the Everest programme. In november 2017 a pilot has started in the Netherlands. The programme will become available for all OpCo’s within BAM.

Annual total compensation by country
In 2017, the rounded ratios for the annual total compensation of BAM’s highest paid individual relative to the average annual total compensation for all employees, remained at the same level as in 2016, except in the Netherlands and rest of the world. In the Netherlands the ratio decreased which means that the average salary increased more than the salary increase of the highest paid individual. 

35 - Female employees by region
(in % of total employees) 

  2017 2016
Netherlands 12/88 11/89
United Kingdom 25/75 24/76
Belgium 12/88 11/89
Germany 21/79 21/79
Ireland 23/87 26/74
Rest of the world 6/94 5/95

36 - Employees per gender by employment type
(in %)

  2017 2016 2017 2016
Full-time 95 95 57 57
Part-time 5 5 43 43

37 - Employees per employment contract by gender in 2017
(in %)

38 - Employees per employee category by gender in 2017
(in %)

39 - Employees by age group
(in %) 

Age group 2017 2016
<20 1 1
20-29 14 13
30-39 25 24
40-49 26 27
50-59 25 26
≥60  9 9

2015, except in Germany. Here, the ratio decreased from seven to six, which means that the average salary increased more than the salary increase of the highest paid individual. The percentage ratio increased in the Netherlands and decreased in Belgium and Germany. In 2017, the rounded ratios for the annual total compensation of BAM’s highest paid individual relative to the average annual total compensation for all employees, remained at the same level as in 2016, except in the Netherlands and rest of the world. In the Netherlands the ratio decreased which means that the average salary increased more than the salary increase of the highest paid individual.

The relatively high ratio for BAM’s international business can be explained by the fact that Dutch management members work together with local workforce, which explains the difference in salary standards. In 2017 BAM International had a large shift in geographical spread of its construction projects.

40 - Annual total compensation by country

(in ratio of the annual total compensation for the organisation’s highest-paid individual to the average annual total compensation for all employees (excluding the highest-paid individual))

    2017 2016
Ratio of percentage Increase    
ratio ratio
Netherlands -6% 13 14
United Kingdom 10% 7 7
Belgium -6% 6 *6
Germany -3% 7 7
Ireland 7% 6 6
Rest of the world 26% 30 25

Business conduct and transparency 

BAM is committed to being an ethical company and to live up to the highest standards of honesty and integrity in the way BAM does business with clients, suppliers and each other. BAM’s code of conduct includes principles and guidelines. New employees must sign a statement in which they acknowledge to comply with this code as part of their employment contract with BAM. An e-learning tool is used to train and remind employees of these values and standards. The training is available in English, German, French and Dutch and is mandatory for new white-collar BAM employees. Furthermore, BAM’s blue-collar employees are trained by so called tool box meetings. BAM strongly believes in a targeted approach for the different working groups within the Group to achieve optimum understanding and adaptation. 

In 2017 the Group strengthened its compliance framework by setting up of an independent Speak up line and an updated procedure for employees to report suspicions of misconduct. BAM has communicated this strengthened approach to employees within all Operating Companies (except BAM Nuttall which already had an independent Speak up line). For example, the flyer of the Speak up procedure was sent to the home address of approximately 12.775 Dutch speaking employees in the Netherlands and part of Belgium via the periodic newsletter. Furthermore, there have been discussions within the companies to give extra attention to this subject as part of ‘doing things right’. Also the integrity e-learning has this year been extended with a section on the new Speak up procedure.

The appointment of a Governance Risk & Compliance Director on Group level has enabled BAM to further streamline the compliance activities in an harmonised manner. The global compliance community has been working extensively on implementing new requirements, including a more robust internal reporting process. Potential cases of misconduct are discussed on a quarterly basis with the Executive Board and and every six months with the Audit Committee. No material incidents have been reported by operating companies to BAM’s headoffice with regard to the code of conduct. Furthermore, on a yearly basis the effectiveness of the management approach is assessed and improvement activities are captured in the Operating Plan of the GRC function.

Corruption Perception Index
The Corruption Perception Index (CPI) is calculated annually by Transparency International, which focuses on the strict application of the UN Convention against Corruption. The CPI classifies countries according to their perceived level of corruption on a scale from 0 to 100. BAM obtains the largest part of its turnover in countries with a Corruption Perception Index score higher than 80, that is, in countries with a very low risk of corruption.

41 - Revenue according to Corruption 
Perception Index (in %)

 * Correction from 2016 Integrated report 

Human rights 

As part of ‘doing things right and taking responsibility, BAM facilitates annual BWI visits to its project locations to audit local working conditions on amongst others human right practices. Unfortunately, due to time constraints imposed by BWI, this year’s visit has had to be postponed until 2018 so there has not been a report of (non-)commpliance for the year 2017. 

BAM endorses the importance of the International Finance Corporation, in particular with regard to the labour and working conditions and the promotion of good employee-management relations.

BAM is of the opinion that fair treatment of employees and the on-site offering of a comprehensive safety programme, avoiding discrimination on the work floor, not using child labor, paying fair wages, paying attention to education and training and creating healthy and decent working conditions, will result in tangible benefits, such as enhanced efficiency and productivity of BAM’s business. 

Combatting slavery
BAM is committed to preventing slavery and human trafficking throughout its operations and those associated with its business. This is not an isolated issue, but one that is part of BAM’s integral approach to ensure that people are treated with dignity and respect, that goods and services are purchased responsibly, that transparency is promoted and that business is done with the highest professional and ethical standards.

In 2017 there was increased emphasis on preventing Modern slavery in the construction sector. BAM works closely with the industry and supply chain to identify areas of risk of modern slavery and work in partnership with them to help ensure their prevention. With the introduction of the new Speak Up procedure in 2017, BAM has updated the 'whistleblowing' process, which encourages the report of all suspicions of misconduct. BAM finalised the statement of compliance with the Modern Slavery Act 2015 (UK). In order to identify and limit risks, BAM UK has set up a working group for the correct and proportionate identification and implementation of measures.

Enhancing lives

BAM will play its part in addressing social issues at local and global level. To structure its efforts on community engagement, BAM launced its 'Enhancing lives' programme in 2016. 

Enhancing Lives is about making a real and positive difference to the lives of people with whom BAM comes into contact through work. This involves supporting people and communities by giving them an opportunity to increase their personal aspirations, support broader social ambitions and meet their needs. As part of its strategy, BAM has set a target of enhancing around 1,000,000 lives by 2020. This includes:

  • Connecting with, Improving and Transforming the lives of people BAM works with – both externally and with regard to our own employees;
  • Focus on education and skills, employment, charity and community engagement;
  • Recognising that this is the right thing to do and that it adds value to BAM’s business through enhanced reputation, greater skills and diversity within the workforce.

'Enhancing lives is about the way we do business, not the business we do' 

In order to start measuring this social value, BAM has started a cross company steering group to understand the maturity of BAM in different operating countries and to make a roadmap to develop a consistent methodology and reporting framework. Ultimately BAM wants to demonstrate the added value it provides to society through its operations.

All Operating Companies began to record Enhancing Lives activities in 2017. The activities were different from one operating company to another as some focussed on local communities, others on training or wellbeing. The result is that this has started to become a common language which brings people together.

Community engagement progress
In 2017, local community engagement programmes that measure and manage the impact of building projects on the local environment were implemented in 35 per cent of BAM’s projects. These were initiatives as part of existing programmes, such as the Considerate Constructors Scheme (CCS), Bewuste Bouwers and Making TIME for Communities, as well as unique initiatives of engagement managers on projects and site-specific sponsoring or charity work.

Considerate Constructors Scheme
CCS fosters good communication with the local community and promotes professionalism on building sites. Both BAM Construct UK and BAM Nuttall in the United Kingdom are associate members of the CCS. Construction sites registered under the CCS scheme are monitored to ensure that they comply with the Code of Considerate Practice developed to promote good practice, going beyond legal requirements.

Bewuste Bouwers
Based on the success of the UK Considerate Constructors Scheme, BAM was one of the companies that introduced the scheme Bewuste Bouwers in the Netherlands in 2009. After five years of BAM participation, Bewuste Bouwers decided to involve BAM in a further roll-out of the scheme. During 2017, 79 sites were registered under the scheme in the Netherlands (2016: 78).

Making TIME for Communities 
BAM Construct UK continued to target social issues highlighted in the Making TIME for Communities strategy. For the fifth year running BAM Construct UK’s initiatives were award winning: 

  • Highly Commended for ‘Outstanding Contribution to a charity by a large organisation’. The nomination was made by a charity which tackles anti-social behaviour ‘Mancunian Way’ 
  • Finalist in the Construction Investing in Talent Awards for ‘Best Community Engagement Programme’ – this was for an ‘Enhancing Lives Challenge’ which was given to new trainees, apprentices, graduates and sponsored students
  • Midlands – Silver and Gold for Coventry Charter for Business Responsibility BAM Construct UK also entered into its 4th 2 year-partnership with a charity – for 2017/18 the charity chosen is CLIC Sargent.

BAM Construct UK uses the London Benchmarking Model ( to quantitatively measure the monetary value of its community efforts. In 2017, over €499,884 (£437,000) was invested into the communities surrounding BAM Construct UK’s projects, which benefitted over 33,000 people. This figure is calculated based on time, cash donations and in-kind/material donations. The time calculations are based on an average hourly rate of a BAM Construct employee. A separate calculation is made for leverage of sub-contractor time (this is a lower value). Time which is spent delivering an activity is included in the overall value and in some cases preparation time also. The overall value for 2017 breaks down as £305k in time, £44k in cash donations, £15 in materials/ in-kind donations and £75k in management costs.

BAM Construct UK continued to use an apprentice-tracking tool to document the number of young people gaining expertise on its sites. In 2017, over 497 apprentices and over 74 trainees have gained over 26,523 days of site experience on BAM projects. Work experience is an important part of the support we offer to people – it helps to give young people a taste of the kinds of careers available in the sector and helps to provide unemployed people with an opportunity to gain valuable experience. In 2017 BAM provided 167 students and 51 unemployed people with 1 or 2 week work experience placements in the United Kingdom.


The Procurement 'community' consolidated its vision through 2017 in line with BAM's strategic objectives in the following areas:

  • Improve processes, develop people and systems
  • Strengthen partnerships with suppliers
  • Increase early involvement of procurement
  • Leverage BAM scale and expertise

In 2017 BAM started the roll out of a group spend and contract tool (Bravo) to have an overview of all suppliers and subcontractors working for BAM. The implementation is ready in the Operating Companies in the Netherlands and in the first half of 2018 will be rolled out internationally. This will give BAM the opportunity to further monitor and manage its supply chain.    

BAM uses a tool to measure supplier performance in order to generate benefits and savings across the group. During project preparation, implementation and follow-up, the tool assesses suppliers against the themes safety, quality, total cost, logistics and engineering and process. Operating companies are at liberty to add any specific criteria. On a scale of 1 to 4, each supplier has to score at least 3 for each criterion. In 2017 a total of 576 supplier performance assessments were carried out in the Netherlands.

During 2018 BAM will evaluate measures to further support its supply chain health and safety performance (aligned with its top 5 H&S risk categories). BAM will also focus on increasing minimum standards for supply chain transparency, with the launch of a group wide ethical policy/ statement. It will continue to work with key/ priority suppliers in order to reduce their own CO2 and material resources. BAM will also review its stage gate processes to further enhance decision making during the tendering process (i.e. in order to mitigate health and safety or sustainability risks).