About reporting

Stakeholder dialogue, materiality and reporting

To gain insight into issues important to the stakeholders RAI Amsterdam has periodic meetings with its stakeholders. The overview below shows how and how often RAI Amsterdam has these structural dialogues.

Stakeholder dialogue

Stakeholder dialogue
Stakeholder group Dialogue type Frequency Topic
Internal stakeholders, shareholders, clients, suppliers Extensive stakeholder consultation
2016
1x approx. every 3 years Policy review
Clients Surveys After event Client satisfaction
Visitors Social media Continuous Activities related to the RAI, reachability
Neighbourhood residents Programming meeting 3-4x a year Activities in and around the RAI
Suppliers Inspiration and feedback sessions Regularly Sustainable procurement, realisation of activities and work environment
Employees Employee satisfaction survey 1x every 2 years Employee satisfaction
Transport companies (e.g., NS, GVB) Meeting Regularly Reachability RAI around events

An extensive stakeholder consultation and materiality determination took place in 2016. The scope was corporate social responsibility and it consisted of three stages: stakeholder mapping; stakeholder consultation (internal and external interviews and surveys), and analysis and reporting.

CSR themes

The most common topics named by the consulted stakeholders were: waste and energy, employees, sustainable procurement, social engagement and security. Another topic mentioned involved event content – which was deemed as very important by internal stakeholders. As the aforementioned topics are the most material, they form the foundation for the CSR reporting which has been integrated within the financial report starting with the 2017 Annual Report.

Materiality

The figure below illustrates the relative importance according to the stakeholders and to RAI Amsterdam.

Reporting

This report was drawn up in accordance with the guidelines version 4.0 (G4) of the Global Reporting Initiative – application level ‘core’. The GRI guidelines are available via www.globalreporting.org.

GRI table

Part 1

Part 1
GRI code GRI G4 Information directives Clarification
     
  Strategy and analysis  
G4-1 Statement from the Executive Board about the relevance of sustainability to the organisation and its strategy annualreport2018.rai.nl/verslag-van-de-directie/strategie
     
  Organisation profile  
G4-3 Name of the organisation RAI Amsterdam B.V.
G4-4 Primary brands, products, and/or services and events annualreport2018.rai.nl/in-vogelvlucht/profiel
G4-5 Location of the organisation’s headquarters RAI Amsterdam

    Europaplein

    ML 1078 GZ Amsterdam
G4-6 Number of countries where the organisation operates (as relevant to sustainability issues) RAI Amsterdam is active within several countries.
G4-7 Nature of ownership and legal form annualreport2018.rai.nl/in-vogelvlucht/profiel
G4-8 Markets served (including geographic breakdown, sectors served, and types of customers) annualreport2018.rai.nl/in-vogelvlucht/profiel
G4-9 Scale of the reporting organisation annualreport2018.rai.nl/in-vogelvlucht/profiel
    jaarverslag2018.rai.nl/in-vogelvlucht/kerncijfers
G4-10 Details of workforce by type of work, work agreement and region annualreport2018.rai.nl/verslag-van-de-directie/personeel-en-organisatie
G4-11 Percentage of total employees covered by collective bargaining agreements RAI Amsterdam has its own work conditions package and is not covered by a collective labour agreement.
G4-12 Description of the supply chain -
G4-13 Significant changes during the reporting period regarding size, structure or ownership No significant changes to size, structure or ownership have occurred during the period under review.
G4-14 Whether and how the precautionary approach or principle is addressed by the organisation

-
G4-15 Externally developed economic, environmental and social charters, principles, or other initiatives to which the organisation subscribes annualreport2018.rai.nl/in-vogelvlucht/welkom-bij-de-rai
G4-16 Membership in associations Not included
G4-17 A list of all entities included in the organisation’s consolidated financial statements annualreport2018.rai.nl/jaarrekening
G4-18 Process for defining report content annualreport2018.rai.nl/over-onze-verslaggeving
G4-19 Material aspects annualreport2018.rai.nl/over-onze-verslaggeving
G4-20 Report the Aspect Boundary within the organisation annualreport2018.rai.nl/over-onze-verslaggeving
G4-21 Report the Aspect Boundary outside the organisation annualreport2018.rai.nl/over-onze-verslaggeving
G4-22 The effect of any restatements of information provided in previous reports n/a
G4-23 Significant changes from previous reporting periods n/a
G4-24 Stakeholder groups engaged by the organisation annualreport2018.rai.nl/over-onze-verslaggeving
G4-25 Basis for identification and selection of stakeholders annualreport2018.rai.nl/over-onze-verslaggeving
G4-26 Approach to stakeholder engagement, including the frequency of contacts per type and group of stakeholders annualreport2018.rai.nl/over-onze-verslaggeving
G4-27 Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting. -
     
  Report profile  
G4-28 Reporting period for information provided 1 January – 31 December 2018
G4-29 Date of most recent previous report 03/26/2019
G4-30 Reporting cycle Annual
G4-31 Contact point for questions regarding the report or its contents Corporate Communication Department via corcom@rai.nl
     
  GRI table of contents  
G4-32 The ‘in accordance’ option chosen Core
G4-33 Policy and current practice with regard to involving external assurance for the report RAI Amsterdam has not had the sustainability report verified externally by an accountant
     
  Governance, commitments and engagement  
G4-34 Governance structure of the organisation, including committees under the highest governance body annualreport2018.rai.nl/in-vogelvlucht/samenstelling-rvc-en-directie
    annualreport2018.rai.nl/verslag-van-de-directie
G4-35 Process for delegating authority for economic, environmental and social topics annualreport2018.rai.nl/over-onze-verslaggeving
G4-36 Executive roles/positions for economic, environmental and social topics jaarverslag2018.rai.nl/over-onze-verslaggeving
G4-37 Mechanisms which give shareholders and employees the opportunity to make recommendations or exercise joint authority with the highest governance body on economic, environmental and social topics annualreport2018.rai.nl/over-onze-verslaggeving
G4-38 The number of members of the highest governance body who are independent and/or non-executive members 0
G4-39 Chair of the highest governance body CEO
G4-41 Processes in place for the highest governance body to ensure conflicts of interest are avoided annualreport2018.rai.nl/governance-en-risicomanagement/risicomanagement
G4-42 Role of the highest governance body in the development, approval and updating of the mission, vision, goals and strategy related to economic, environmental and social topics Final approval is given by the Executive Board. The Board is supported in this by the CSR Board.
G4-43 Measures taken to enhance the highest governance body’s collective knowledge of economic, environmental and social topics -
G4-44 Processes for evaluation of the highest governance body’s performance, especially with respect to economic, environmental and social impact, opportunities and risks annualreport2018.rai.nl/governance-en-risicomanagement/risicomanagement
G4-45 Procedures of the highest governance body for overseeing economic, environmental and social impact, opportunities and risks annualreport2018.rai.nl/governance-en-risicomanagement/risicomanagement
G4-46 The role of the highest governance body in reviewing the effectiveness of risk management processes in the field of economic, environmental and social topics annualreport2018.rai.nl/governance-en-risicomanagement/risicomanagement
G4-47 Frequency of the highest governance body’s review of economic, environmental and social opportunities, risks and impact Monthly
G4-48 Highest committee or role/position that reviews and approves the annual sustainability report and ensures that all material aspects are covered annualreport2018.rai.nl/governance-en-risicomanagement/risicomanagement
G4-49 Process for communicating critical concerns to the highest governance body annualreport2018.rai.nl/governance-en-risicomanagement/risicomanagement
G4-50 Nature and number of critical concerns that were communicated to the highest governance body and the manner in which they were addressed -
G4-51 Manner in which the remuneration policies of the highest governance body, top managers and senior executives (including severance pay) are linked with the performance of the organisation (including social and environmental performance) Remuneration report on RAI.NL
G4-52 Process for determining remuneration Remuneration report on RAI.NL
G4-53 How employees’ and shareholders’ views are sought and taken into account where remuneration is concerned annualreport2018.rai.nl/over-onze-verslaggeving
     
  Ethics and integrity  
G4-56 Internally developed mission statement or statement of principles, norms of behaviour and assumptions which are important for economic, environmental and social performance annualreport2018.rai.nl/verslag-van-de-directie/strategie

Part 2

Part 2
GRI code GRI G4 Information directives Clarification
     
     
  Economic performance  
  Information about the management approach
RAI Amsterdam’s Annual Report and Sustainability Report describe the economic and financial approach
G4-EC1 Direct economic value generated and distributed annualreport2018.rai.nl/verslag-van-de-directie
G4-EC8 Significant indirect economic impact, including the effects of that impact annualreport2018.rai.nl/verslag-van-de-directie
     
  Procurement  
  Information about the management approach -
EO9 Type and sustainability performance of procurement -
EO1 Direct economic impact and value creation as a result of sustainable initiatives -
     
  Environment  
  Information about the management approach We try to minimise our environmental impact. To guarantee a systematic approach in our business operations, we use an environmental management system based on international guidelines and standards. The objectives are established in our CSR policy plan.
     
  Energy  
  Information about the management approach We invest in reducing the use of fossil fuels and our energy consumption.
G4-EN3 Energy consumption within the organisation annualreport2018.rai.nl/verslag-van-de-directie/faciliteiten
G4-EN6 Reduction of energy consumption annualreport2018.rai.nl/verslag-van-de-directie/faciliteiten
     
  Air emissions, wastewater and waste substances  
  Information about the management approach Waste is one of the priority areas within the RAI’s CSR policy. Our goal is that the RAI's waste management be among the best in the world within the convention and events industry.
G4-EN15 Direct emissions of greenhouse gasses (GHG) scope 1 annualreport2018.rai.nl/verslag-van-de-directie/faciliteiten
G4-EN16 Indirect emissions of greenhouse gasses (GHG) scope 1 annualreport2018.rai.nl/verslag-van-de-directie/faciliteiten
G4-EN19 Reduction of greenhouse gas (GHG) emissions annualreport2018.rai.nl/verslag-van-de-directie/faciliteiten
G4-EN23 Total weight of waste by type and disposal method annualreport2018.rai.nl/verslag-van-de-directie/faciliteiten
     
  Transport  
  Information about the management approach RAI Amsterdam welcomed about 1.7 million visitors in its concention centre in 2018. We ensured that their visits proceeded in a safe and efficient way so as to minimise the impact on the environment. We focus on preventing traffic jams, stimulating alternatives to cars, and limiting or preventing emissions, hindrance and noise pollution.
EO2 Modes of transport taken by visitors as a percentage of total transportation, and initiatives to encourage the use of sustainable transport options annualreport2018.rai.nl/verslag-van-de-directie/faciliteiten
     
  Social  
  Information about the management approach To improve wellbeing, we focus on creating social value for both internal and external stakeholders. RAI Amsterdam has been connecting people since 1893, and as such occupies a central space in its social environment.
    annualreport2018.rai.nl/verslag-van-de-directie/strategie
     
  Work conditions and decent work  
  Information about the management approach RAI Amsterdam aims to contribute to the wellbeing of current and future employees in an active and visible way. We therefore have a sustainable HR policy oriented toward wellbeing, vitality and lifestyle, and invest in the local community.
LA1 Total number of personnel by type of work, work agreement and region annualreport2018.rai.nl/in-vogelvlucht/kerncijfers
    annualreport2018.rai.nl/verslag-van-de-directie/personeel-en-organisatie
     
  Health and safety  
  Information about the management approach RAI Amsterdam aims to contribute to the sustainable employability of its workers by deploying specific policies that target health, safety and vitality.
LA4 Minimum notice periods in case of operational changes, including the specifications in collective agreements This indicator is defined by law in the Netherlands.
LA6 Rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender annualreport2018.rai.nl/verslag-van-de-directie/personeel-en-organisatie
LA8 Health and safety topics covered in formal agreements with trade unions In the covenant for the cleaning and window cleaning sector, RAI Amsterdam has established agreements to ensure good working conditions for its employees.
LA11 Percentage of employees who receive regular reports on performance and career development per gender and employee category All employees go through a yearly evaluation and assessment in which individual performances and career development are discussed.
LA12 Composition of governance bodies and breakdown of employees according to gender, age group, minority group membership, and other indicators of diversity annualreport2018.rai.nl/in-vogelvlucht/samenstelling-rvc-en-directie
     
  Equal remuneration for women and men  
LA13 Ratio of basic salaries and remuneration of women and men per employee category and significant business location RAI Amsterdam has fixed salary scales which do not differentiate between women and men
     
  Local communities (society)  
  Information about the management approach To improve wellbeing, we focus on creating social value for both internal and external stakeholders. RAI Amsterdam has been connecting people since 1893, and as such occupies a central space in its social environment.
G4-S01 Implemented local community engagement programmes, impact assessments, and development programmes annualreport2018.rai.nl/verslag-van-de-directie/strategie
    annualreport2018.rai.nl/verslag-van-de-directie/evenementen
     
     
  Screening of suppliers for social impact  
  Information about the management approach RAI selects local suppliers if possible
G4-S09 Percentage of new suppliers that were screened using criteria for impact on society n/a
     
  Health and safety of customers/visitors  
  Information about the management approach RAI Amsterdam is one of the leading European convention centres as far as safety is concerned. The Safe Working Practices Manual describes the relevant rules and procedures.
    annualreport2018.rai.nl/verslag-van-de-directie/faciliteiten
G4-PR1 Percentage of significant product and service categories for which health and safety impacts must be improved n/a
EO7 Numbers and types of injuries, fatalities and incidents involving visitors and other relevant stakeholders jaarverslag2018.rai.nl/in-vogelvlucht/voorwoord