Making more from waste
Annual Report 2014 - 2015 Corporate Social Responsibility
Welcome to our CSR annual report! Socially responsible, that is how we do business at ATM. Not only are we commercially driven, our main aim is to take good care of our people, the environment and society. We therefore give equal attention to our People, the Planet and Profit in this report. We CARE for the future by Making More From Waste.
ATM’s financial year does not coincide with the calendar year, which is the reason why our report covers the period of April 2014 through March 2015. As for environmental accountability, this report is in keeping with the reporting obli gation of the government, which is drawn up per calendar year (2014).
This report complies with the directives of the Global Re porting Initiative (GRI), level C, an internationally recognised standard for CSR reporting. See page 37 for all the elements.
ATM Moerdijk Annual Report 2014 - 2015
Aad van Marrewijk tells his story
They do the ordinary extraordinarily well
For a clean world
We take your waste problem off your hands
GRI reference table
ATM Moerdijk Annual Report 2014 - 2015
Business activities Afvalstoffen Terminal Moerdijk (ATM) cleans up the dangerous waste our society produces in a responsible and safe manner. With our plants we process a wide range of waste streams.
Contaminated soil In our thermal remediation plant, we process contamina足 ted soil, Tar Asphalt Granulate (TAG) and other contaminated minerals.
Wastewater In our wastewater purification plant, we process a wide variety of wastewater. This wa足ter is released, for example, when tankers, land tanks, sewers and plants are cleaned, but can also be released during industrial production processes.
Ship cleaning and degassing
In our sludge processing plant, we process industrial sludge, both oily and non-oily. This sludge is mainly released during main足 tenance and cleaning work to factories.
We receive tankers at our jetty which we clean and degas in our ship cleaning and degassing unit. We subsequently process the water and gasses released during these processes.
Packaged chemical waste In our pyrolysis plant, we process packaged chemical waste such as paint residues and solvents, but also oily and organically contaminated packaged waste.
minated soil Conta mal remediation (TRI) Ther
Sed ime nt
e treatment (SOVI) Sludg
al clea nin g ( M B
Phy FU) sical chemical cleaning (F
Do you want to know more about our processes? Please visit our website and view the animations.
Packa ged w as te
Metal Wa te r
P u rifi e d w a t e r
ts ven sol
taminated sludge Con
iated soil Remed
Key figures People Unit
Number of employees
Number of employees
Energy efficiency index (EEI)
Operational cash flow
ATM Moerdijk Annual Report 2014 - 2015
We care for the future by making more from waste 8
aring for our people and their safety. Caring for the environment and society
by cleaning up waste. Caring for our customers by unburdening them.
Finding a new destination for waste. Ensuring a clean world.
ATM Moerdijk Annual Report 2014 - 2015
Aad van Marrewijk feels at home in the ATM family
A year packed with dynamics and challenges ‘The fiscal year of 2014-2015 was a dynamic year in many respects. Once again it was a year of major projects and in vestments. A year packed with challenges, but also with set backs. Yet, we can still be proud of the results we achieved. We are in good shape, but we have to put a lot of work into it. And everyone at ATM does this with passion. I am convinced it will make us even better.’
ad van Marrewijk, in the role of Managing Director of ATM since 1 October 2014, tells his story. After more than six months he feels completely at home in what he himself calls the ATM family. ‘Of course I was familiar with the company due to my job at sister company Reym and as financial director at the Shanks Hazardous Waste division. Yet, I was positively surprised by the corporate cul ture at ATM. It is a company where it all boils down to the energy of the employees. It is all about commitment, taking responsi bility and finding the best solutions together. My conclusion after 6 months: I feel that pride and energy. Every ATM employee counts.’ According to Aad, ATM really needs that added value of its employees. ‘The fiscal year of 2014-2015 shows that we adressed the challenges together. Just take the drastic Seveso-process, for example, with which we have made major progress. Now you can say you want to comply with the strict est safety requirements and environmen tal standards, but only when everyone supports this ambition and lends their full cooperation will you succeed. That we are on the right track only proves once again that the maximum amount of at tention to safety and environment is an integral part of our DNA. My colleague Jacques de Jong focuses in detail on the Seveso-process and other Planet develop ments in his interview on page 22. This maximum amount of attention is also reflected in the eagerness with which our employees sign up for the many training courses, especially those related to environ ment and safety. More and more employees regard this as a top priority within our op erational management and our processes.’
Investing in knowledge
Aad van Marrewijk, Managing Director
Aad also refers to the level of knowledge within ATM. ‘Taking responsibility as a waste company requires sophisticated processes and technologies. In order to develop and continually innovate them, we require a high level of knowledge and good cooperation. And what does that lead to? Exactly, to our people, their professional competence and their desire to do it together. What we do all seems so ordinary, but that is only possible
because the performance of every ATM employee is exceptionally good. That is why we are constantly working on knowledge improvement and we have made signifi cant investments in this the past fiscal year. (Read more on page 19 where our training coordinator Helen Kuitert tells her story.) Our operators have an increasing state-ofthe-art level of knowledge. With our special Management Development programme we also train our own future managers. (See page 16 for the experiences of Jobert de Rooij, one of the participants.) We cherish young talent at ATM. Therefore, working on the level of knowledge and the rejuvenation of our company go hand in hand. However, do not forget that our experienced overfifties employees are also invaluable. After all, they made ATM what it is today.’
Dynamics, in-house and on the market The fiscal year of 2014-2015 was one of major changes and innovations. Aad looks back. ‘The new Electrostatic Filter (ESP,) which was put into use in September 2014, the three new storage tanks and the prepa rations for the new drum shed at the Py rolysis plant. Each and every one of these drastic innovations further optimised our processes.’ Colleague Rinus van ‘t West ende zooms in on the technical innovations and other developments in his interview on page 14. And there was more to it. ‘We see shifts occurring in the waste streams and therefore also in our business. As for the processing of contaminated soil, the foreign market is becoming increasingly important. There is a substantial increase in the pro cessing of wastewater, resulting in the jetty activities becoming increasingly important. Moreover, our degassing unit for ships is experiencing increasing demand.
Therefore, the dynamics of the past fiscal year occur not only in-house, but also on the market. On the one hand, we can speak of communicating vessels: ATM responds to new market developments. On the other hand, we also seized new opportunities by showing our own initiative. Based upon our proactive attitude and our aspiration to seek new waste solutions together with clients. Colleague Fred Muller elaborates on the de velopments in the waste market on page 30.’ The conclusion that ATM has achieved good results seems justified. Aad nods in agreement. ‘However, it was not self-evident. The market also shows uncertainties and the prices are under pressure. We had to work hard and we suffered setbacks, which is why we could not achieve all the tonnages and financial results we had in mind. And yet we have achieved an acceptable re turn. ATM is a perfectly healthy company. Moreover, we once again prepared 95% of the processed waste for reuse. That is also perfectly healthy.’
Organisation in transformation The dynamics in 2014-2015 also concern organisational changes. Aad: ‘They chiefly concerned our ambitions regarding intrinsic safety. It is our desire to embed attention and
More than 100 annual site visits Aad van Marrewijk’s targets not only concern compliance, production, turnover and profit. He also has quantitative objectives with respect to contact with colleagues. ‘I want to go outside at least a hundred times a year. To go on-site to meet people. To have a chat and especially to hear about what they are doing and what is on their minds. It is my opinion that we as directors should be more visible anyway.’ Aad likes an ac cessible corporate culture. ‘It might be a cliché, but my door is always open, literally and figuratively.’
ATM Moerdijk Annual Report 2014 - 2015
care for safety and environment in the orga nisation as firmly as possible. For example, we added two Safety Sciences Officers (MVK) to the operational organisation and employed an experienced Safety Manager.’ (See page 18, where our Safety Science Officers tell their stories). Furthermore, the closure of the former ATM sister company Jaartsveld Groen en Milieu (JGM) as of 31 December 2014 meant an organisational intervention. ‘The national overcapacity with respect to extractive processing plants and the declining soil supply in a shrinking market made the closure inevitable,’ Aad explains. ‘The good news, however, is that there were no redundancies and the fifteen Jaartsveld employees are now employed by ATM.’ (Hanneke and Marian both used to work for Jaartsveld and tell us about the switch to ATM on page 17.) Just like all other colleagues, they will be faced with the new organisational structure of the company as from 2015. ‘We have created a new job and salary structure. New profiles were created for all jobs which we have benchmarked, accompanied by the matching competen cies. This way it is completely clear for all employees what the job structure, including the matching salary structure, looks like. We have closely communicated about all these developments with our employees. The Works Council has now also accepted the new structure, enabling us to move ahead with it in 2015-2016.’ Aad van Marrewijk gives ATM a high rating on all fronts. ‘We have scored an 8. This also corresponds with the results of the cus tomer satisfaction survey that was recently carried out. With this organisation, its cur rent market potential, our knowledge and innovations, but especially our employees, we can aim for a 10.’
Our people They do the ordinary extraordinarily well 12
ur people. They do the ordinary extraordinarily well. Their involvement and energy, day in day out. 24 hours a day, 7 days a week. There is no ATM without ATM
employees. They make the difference. Those joined forces make us strong. Our people are proud, loyal and determined. We care for them as best we can.
ATM Moerdijk Annual Report 2014 - 2015
Innovative engineering is our daily business
Rinus van ’t Westende: ‘We are proud of who we are.’ He would preferably engineer out, as he calls it, every human error. ‘Not due to distrust, because each and every one of our people are professionals.’ Rinus van ‘t Westende, Operations Director is satisfied with only the very best when it comes to technical innovations and other improvements to processing. ‘You may call me headstrong, but I prefer to speak of our own ATM course. Which is proving to be a success.’
uality and quantity are key con cepts in the services ATM provides. It is a daily challenge for Rinus to make a contribution with his Operations. ‘In any case, we consider it a prerequisite that our processing capacity be available without interruptions. Continuity is a major asset. Only then can you provide optimal service to clients and deal with peaks, as we had in December 2014 and January 2015. Never in the history of ATM did we have to make so much waste suitable for reuse in two months’ time. Meeting con tinuity requirements means that all plants and processes have to be of the best qua lity. And not only for this reason. We have to build soundly and work hard to process the wide range of waste products in an en vironmentally sound manner. As a result, we automatically meet what regulations require of us.’
The bar is high The fiscal year of 2014-2015 was another year of innovations and improvements. ‘We are talking about a continual improvement process,’ Rinus explains. ‘We don’t sit still for a single moment. We don’t want to and we can’t. We deal with movements in the waste market, changes in the waste policy, new statutory requirements and, last but not least, our own desire for permanent op timisation. We always have an appropriate answer to the dynamics and that is one of ATM’s success factors. Innovative engineer ing is common practice, for which we deli berately set the bar high. We choose sound solutions in order to overcome technical problems once and for all.’ (Hugo, one of our engineers, tells his story on page 32.)
Rinus van ’t Westende, Operations Director
What illustrates Rinus’ argument is the preparation process regarding the new drum shed for the Pyrolysis plant. ‘We started the project three years ago. The new drum shed has to meet all the latest safety requirements. Those of the legislator and of ourselves. We want to minimise every fire risk regarding stored waste and rule it out where possible. For which I continue to take the human fallibility factor into account. We therefore weigh every part of the process and every mechanical and technical detail
The exception It is 31 July 2014. Rinus van ’t Westende notices that there is an obstruction in the operational operating system iFix of the former Electrostatic Filter (ESP). ‘The funnel is probably full,’ is his first assumption. ‘Let’s go and see what’s going on and see how we can fix it.’ Rinus knows that the temperature of the dust that leaves the fun nel and subsequently forms a thick pancake is 300 degrees Celsius. It is with good reason that the pancake is instantly cooled with water. Rinus has the funnel emptied and then walks over the pancake, not realising that at that moment only the top had been cooled. Most of his burns have now healed. ‘It is an objective reality,’ is how he looks back in a down-to earth manner. ‘A human error, but ATM also wants to rule out accidents like this. No exceptions to confirm our safety regulations. And to use my own term: the engineering outof human fallibility.’
with the utmost care. We consciously look beyond the known directives and check lists the government uses. The solutions we design in-house often tend to deviate from what the licensing and regulatory authorities expect in accordance with their standards. Our solutions are similar, they are often more solid and well though-out. Such a process is therefore not a foregone conclusion. As for the drum shed, we did well. Thanks to the efforts of the authorities involved. In 2015 we can start building the shed and in 2017 it will be completed.’ Rinus is proud of the result. ‘With respect to fire prevention and fire con trol solutions, the new drum shed will be an absolute novelty. I predict that everyone will come and take a look and I will be just as proud as I already am now.’ (Read more on the drum shed and the experiences of engi neer Esther Peeters on page 34.)
World champion dust collector In-house is a term that also applies to the new Electrostatic Filter (ESP), with which the waste gas remediation plant has been equipped since September 2014. ‘Built by ATM itself in ten months,’ Rinus wish es to point out. The new filter is twice the size of the previous one, which served for a period of ten years. The capacity has in creased by fifty percent. Rinus: ‘The new filter collects approximately a truck load of dust per hour. What leaves the flue every 24 hours is no more than one bucket of dust, which in my opinion makes you world champion dust collector.’ And that is not all, because ATM also paid extra attention to safety in this project. ‘The dust transport ATM Moerdijk Annual Report 2014 - 2015
system was a point of particular interest to us,’ Rinus explains. ‘It has become robust to such an extent that dust deposits can hardly occur.’
A completely new company Rinus continues his overview of innovations 2014-2015. ‘Of course we also have to mention the three new storage tanks, which we will put into use in June 2015. Their col lective storage capacity of 30,000 cubic metres enables us to be of even better service to our clients. With vigour we con tinued to replace all existing storage tanks and have now replaced 50 percent. All new tanks, including the supply and discharge lines, are made of stainless steel. It reduced environmental risks, less maintenance and fewer inspections. We use our new RiskBased Inspection (RBI) strategy. This system means that inspections are not based on fixed frequencies, but on user intensity. You can therefore consider the whole re placement operation as a catching-up process both physically and in terms of process. As for the physical aspect, we are building a completely new company, so to speak, without it being visible.’ (Guido Brugmans, initiator of the RBI, tells his story on page 27.) Rinus completes his overview with the de gassing plant. ‘Here, too, it is about finding the right balance between processing ca pacity, safety and environment. To maximise safety with respect to how a ship to be degassed is brought into contact with the vapour destruction flame, we included several safety layers. The gas flows through
one uninterrupted pipe system to our inci nerator, which has a key position in the ATM process, which is integrated both physically and energetically.’
Eyes for safety For Operations, the past fiscal year was not only dominated by the innovation of instal lations and processes. The aspect of safety also received extra attention. ‘The arrival of a new safety manager and two Safety Science Officers has provided us with extra eyes for safety. Every adjustment or change requires that we always look forward a number of steps. What can go wrong is the question we continue to ask ourselves and subsequently talk about it with all our people. By involving them, coordinating matters properly and meticulously documenting them, of course. Safety is firmly ingrained in our people’s minds. By dotting the processrelated “i”s, we have made extra progress during the past fiscal year.’
An overview of employee data
Investing in the management of the future with our MD programme. We are proud of the loyalty of our em ployees, but this also means we are threatened by an ageing workforce. In addition to our ongoing search for new, young talent, we also try to inspire our current (young) talent and to let them grow within the company. After all, they are our future...
obert de Rooij is Assistant Control ler and one of our rough diamonds in the Management Development Programme. Because this fiscal year we started a talent development process together with our sister company Reym to guarantee the continuity and quality of the management.
Where there’s a will, there’s a way at ATM ‘I have now been working for ATM for more than 18 months and have recently become responsible for bookkeeping and accounts payable. Besides my work I am currently also following the HBO (higher professional education) Business Controller course. Because it is my ambition to become Controller further down the line. I therefore consider the Management Development programme an excellent learning opportunity. I es pecially want to grow as a person and learn about situational management. After the first sessions I was convinced that the programme would help me with this development. We are a group of young enthusiasts and get along well together. I am honoured and grateful to be part of it. Despite the different spe cialisms of the participants, we are all extremely motivated to grow personally. A group with potential.’ Four other am bitious ATM employees participate in this project with Jobert.
Number of employees
Number of employees
The average age has reduced considerably since 2011, a clear result of the rejuvenation po licy we have implemented. We also have more supporting roles. As a result, the percentage of operational employees has declined.
new colleagues were welcomed in the past fiscal year
vacancies have been filled internally
Employee age structure per 1 April of the fiscal year
• > 60 • 55-59 • 45-54 • 35-44 • 25-34 • < 25
100% 80% 60% 40% 20% 0%
In the past fiscal year, we said goodbye to 5 colleagues who had reached retirement age.
Employee service accrual Local employment
19% of our colleagues are from the municipality of Moerdijk
per 1 April of the fiscal year
• >30 • 25-29 • 20-24 • 15-19 • 10-14 • 5-9 • 0-4
100% 80% 60% 40% 20% 0%
ATM employees are dedicated and loyal, as is proven by the service accrual figures. It is also noticeable that we are working on the future of the organisation. We have welcomed 82 new colleagues in the past 10 years.
Preventive Medical Examination We offer our employees a Preventive Medical Examination (PME) every year.
of the Operations department made use of it the last fiscal year and
of the office staff underwent this examination this fiscal year.
Average sickness-related absence Unit
Sickness-related absence has more or less remained the same. Although much effort was devoted to prevention, guidance and sometimes alternative work, the sickness-related figures are mainly determined by a couple of long-term sickness cases.
After 31 years of activity and dedication, our sister com pany Jaartsveld has closed its doors.
p to a year ago, Hanneke Diep straten and Marian van Snek were employed by Jaartsveld Groen en Milieu (JGM) and during this fiscal year became the new faces of ATM. Because together they staff our reception desk.
Completely at home at ATM
trainees were part of our training programme the past fiscal year
have now become colleagues
Employment conditions ATM does not have a company CLA. As employer, we create excellent employment conditions for our people. Furthermore, all ATM employees are represented by the Works Council.
Works Council The Works Council, which has nine members, meets four times a year. In addition, they meet with management four times a year.
Commitment survey In June of the past fiscal year, a survey was carried out into employee engagement at all Shanks companies. It is with reason that we are proud of the final results. Central research themes
ATM Moerdijk Annual Report 2014 - 2015
‘The decision to close Jaartsveld did not come as a complete surprise to us.’ Hanneke’s farewell after 31 years of loyal service was therefore a step-by-step process. ‘We have been working at ATM since this fiscal year, but up to the actual closure on 1 December we continued to take care of the commercial administra tion for JGM. It was hard for me to leave my other JGM colleagues behind, but on the other hand I really appreciated this offer. We received a very warm welcome at ATM and both the company and colleagues did not feel unfamiliar at all. JGM and ATM had always been closely linked.’ Marian came to strengthen the JGM team in 2002. ‘I was a little hesitant, but the switch was a pleasant one. It is more dynamic here and that may have been a dormant need.’ By now, both ladies feel completely at home at ATM. ‘Unfortunately, we had no control over the closure of JGM, but luckily everything has turned out well for all of us.’ All JGM employees were offered a job at ATM.
Jaartsveld in figures JGM has most certainly contributed to a clean world by cleaning approximately 2.4 million tonnes of waste and disposing of 450,000 tonnes of reused soil over a period of more than 31 years.
different training courses were offered in the past fiscal year
of these were safety-related
days per colleague
total days of training courses
Safety, a concern of us all.
ans Heck and John van Loon, who both used to be ATM ope rators, have been our additional safety eyes on the site since 1 March. They have strengthened the team as Safety Science Officers (MVK). Organisa tion-wise, they report into the Operations Manager.
Safety firmly ingrained in their minds ‘We check for safe work situations, but are not police officers. Rather, we try to find a safe and practical solution together with our colleagues. After all, we are familiar with the operational organisation and understand the work situation. Pointing a finger would only be counter productive. As we are ATM employees, col leagues also have a positive attitude towards us and now many of our colleagues know where to find us. We are an easily accessible source of information and work on implementing the Safety Management System (VBS). In two shifts, ensuring that during the week one of us is always present be tween 6 a.m. and 9 p.m. Indeed, we feel responsible for the safety of all colleagues, but of course we are not. We carry this responsibility together with all our colleagues. At the end of the workday everyone goes home safe and sound. What we can do is facilitate and unburden all colleagues as much as we can with respect to safety. That is why a high level of collective safety aware ness is so important. Having a positive attitude towards each other, reporting risks, analysing, taking preventive mea sures and providing feedback. Because this encourages people to report when a situation has clearly improved following a report.’ Both men are really looking forward to this new challenge which gives them a great deal of freedom to act.
Annual Safety Day On Thursday, 20 November, we organised our Safety Day with this year’s theme: Prevent an accident! Our safety officers and ATM management called for more attention for reporting internal risks to ultimately prevent accidents. The primary objective of this day was not only to look for or point out violations, but to enter into dialogue in order to increase the awareness of our employees. In just one day the campaign reached:
Risk reports In order to properly identify risks and then to exclude or prevent them, we as a rule usually encourage colleagues to report unsafe situations as often as possible. All risk reports, un safe situations and near-accidents are registered, analysed and converted into preventive safety measures. In the case of an accident, it often turns out afterwards that reports had already shown that there were indications of a potential risk. All reports received are dis cussed in the operational meeting. If necessary, a plan of action is made to resolve them, for which feedback is essential. If employees see that reports are followed up by action, they are sooner inclined to improve their reporting behaviour. We use the RAS, the Shanks-wide deviation registration system. This system was introduced in 2012.
Identifying unsafe situation
Identifying unsafe act Total
Extra campaigns were conducted in the past fiscal year to encourage reporting. The figures have remained practically identical since 2013/14. It is possible that an optimum has been reached.
Reporting accidents We have had a rather bad year with respect to accidents involving absence. As a result of 2 major accidents, 3 colleagues were not able to work for a long period. The accident analysis showed no correlation between these regrettable incidents, which reinforces our conviction that the total number of accidents has almost been halved. Yet, a conservative result of our tightened safety policy after all. 2014/15
Accident involving absence
Accident without absence, First Aid
Accident without absence, medical treatment care (MTC)
Accident without absence, restricted work case (RWC)
In the past year we spent a total of 750 days on training courses; in other words, 3.5 days per colleague.
eleen Kuitert is HR Assistant, but in practice now mainly our training coordinator. Essential to ATM’s well-filled training course matrix. Safety is also the central theme here. With the many available training courses, we invest in the talents and skills of our people, but above all in their safety awareness.
Investing in employees and safety
Company fire brigade 2014/2015
together with the government fire brigade
ATM Moerdijk Annual Report 2014 - 2015
turn-outs, of which
‘I have been employed by ATM for 3 years now and my job has never been busier with the training courses than during the past fiscal year. Basic VCA, VOL VCA, Gas Monitoring, First Aid, Radiation Hygiene, Fire Brigade, Haz ardous Substances and Internal Auditor. This is only a fraction of all the collec tive, safety-related training courses that were offered in the past fiscal year. We offered a total of 20 training courses this fiscal year, of which 70% were safetyrelated. Parallel to this were also dozens of personal training plans. Apart from the returning training courses and the refresher courses to maintain personal certificates, new learning programmes were started up. We invest in (young) tal ent with the Management Development programme and in our operators with VAPRO, a recognised external learning programme. The first 31 operators start ed in February and we also have a group of eager colleagues for September. A unique learning opportunity to further train yourself as a process operator from your own place of work. Soon I will also be starting a training programme to further develop myself as a training coordinator.’
PLANET For a clean world 20
s ants of society ensuring a clean world. We work hard to make waste suitable for
reuse by means of our sustainable technologies. Everything in com足 pliance. This precedes the operating result. It is our duty to always do the right thing. With particular attention for the immediate surroundings.
ATM Moerdijk Annual Report 2014 - 2015
Always attention for the surroundings
Jacques de Jong: ‘After all, the M in ATM stands for Moerdijk.’ We care for the future by making more from waste. ATM makes no secret of its responsibility. But in for a penny means in for a pound. Compliance Director Jacques de Jong was in for a pound many times in the fiscal year of 2014-2015. ‘Safety is our top priority and we have embedded it even further in our company during the past year. Sometimes they call me the moral conscience of ATM, but in actual practice that moral conscience belongs to us all.’
can call itself the only company to have es tablished Compliance on statutory management level. Jacques is clear about it: ‘We consider Compliance more important than the operating result. Of course we have a company to run and results are important. With our waste treat ment we unburden our clients and at the same time we serve major social interests. These are related to people, sustainability and environment. Which is ultimately the reason we do it all. Working in compliance with the strictest safety and environmental standards is therefore connected one-onone with our business operation and with all the processes. Every employee is aware of this, which means that everyone makes his/ her contribution.’
Investing in safety awareness Making a contribution is perhaps slightly understated. Almost all ATM colleagues have followed various safety-related training courses during the past year. ‘Investing in technology is one thing, but investing in our people is even more important,’ Jacques de Jong explains. ‘We want to increase everyone’s expertise and safety awareness. In the spring of 2015, all employees eligible for a VCA course either obtained their cer tificate or extended it.’ And we do not stop at that one single course. ‘We continue to keep each other alert. Not by pointing a fin ger, but by demanding and having attention for possible risks in proper consultation. Awareness and recognising potential un safe situations, is what matters to us. This way, we can embed safety in our company. Our open company culture helps us do this. Even if employees ask critical questions, and rightly so, about the balance between decisiveness and bureaucracy, it only in creases the challenge.’
Jacques de Jong, Compliance Director
We are not exaggerating when we call the fiscal year of 2014-2015 the year of the ATM Seveso (Decree on Major Accident Hazards). We shall impose more obliga tions on ourselves, was the maxim when this intensive process was started up two years ago. ‘ATM likes to be judged as a company that falls under Seveso legis
lation’, Jacques explains for the sake of clarity. And immediately adds: ‘But that does not mean that we are becoming more dangerous; after all, we keep doing the same. We are close to the so-called Seveso threshold with respect to the quan tity of dangerous and volatile substances we are allowed to store on our site. On the basis of on our own safety standards, we set the bar a little higher. The Seveso super vising authorities will soon assess whether we have done a good job of it.’ The draft license application was submitted in Febru ary 2015. ‘We set high stakes on this appli cation in the past year. We drew up various reports and plans. An important aspect of the whole process is to record various matters for the Safety Management Sys tem (VBS) in a demonstrable way. All in all, quite a pile of paperwork. What really mat ters to ATM is that the whole organisation is prepared to become Seveso-proof. Soon everybody will have to act upon it. We have adapted our management system and devoted a great deal of energy to internal communication with all our employees.’ (On page 26 our Safety Manager, Marcel Klauwer, tells us about the Seveso-process.) Jacques states that ATM has acted posi tively with respect to safety and environment in the past year. For instance, he mentions the preparations for the new drum shed at the Pyrolysis plant, the tank maintenance, putting the new Electrostatic Filter (ESP) into use, and the integration of environment and safety within the Operations department. He considers the latter crucial: ‘The introduction of the Safety Science Officers shows that intrinsic attention to safety and environment is a prerequisite.’
Stepping up our efforts in communication The Compliance Director should therefore be happy with the 54 visits paid by the go vernment during the past fiscal year. ‘That is considerably more often than the 6 planned visits and not one time was a viola tion found. A thing to be proud of, but I do need to add that odour complaints from the surroundings were the reason for many of those visits. It is not easy for a company like ATM to be popular with local residents and ATM Moerdijk Annual Report 2014 - 2015
the government is also critical. I completely understand that we are under scrutiny. And exactly in a year in which we are making extra efforts with respect to safety are we confronted with three accidents and with what I tend to call the soot particles affair. It is like walking on a reputation rope which is narrow anyway. On the other hand, we do not hide from less positive news. When we expect possible nuisance outside our site, we are transparent and communicate about it proactively with neighbouring com panies, local residents and the government. But we communicate with the same level of conviction when we are convinced that ATM is not the source of possible nuisance. We do everything in our power to minimise possible nuisance and this way gain the trust of all those involved. Our job is on going attention for the surroundings.’ As for communication, ATM has taken it up a notch in the past year. Jacques: ‘We launched our new website. Not only for our clients, but also for our immedi ate surroundings. Local residents can find answers to FAQs, the latest ATM news and more on the website. Our magazine, ATMosfeer, is delivered door to door in the centre of Moerdijk and Strijenstras. This means we are active both online and offline. Maintaining intensive contact with our neigh bours is very important to us. Preferably per sonal contact over a good cup of coffee.’
The M of Moerdijk There are many surprising dimensions to the relationship between ATM and its neighbours. Approximately one fifth of all employees are from the region. In that same region, ATM spent 16.6 million euros in the past year on various services and goods which were intentionally purchased locally. In the field of social investments the company also plays its part. ‘The past year we supported more than forty local founda tions and clubs,’ Jacques illustrates ATM’s involvement in the surroundings. ‘We make financial contributions to all sorts of activi ties and festivities. And we like to do this. After all, the M in ATM stands for the M of Moerdijk.’ (Sanne Wagemakers tells us more about these social investments and efforts on page 25.)
E-noses, early warning They have been located on and around the Port and Industrial Park Moerdijk since 2013. Several dozen E-noses, small air pollution detectors, so to speak, that live up to their name due to their fine noses for changes in the air. It once started as a pilot project of the municipality of Moerdijk, the province of North Brabant and Haven schap Moerdijk, among others. ATM is one of the participating companies, together with Shell. The project was given a permanent status in 2014. ATM is happy about this. Jacques de Jong explains: ‘The E-noses are equipped with a number of sensors that detect the presence of various substances in the air 24 hours a day. They do not measure absolute values, but recognise changes in the composition of the air.’ ATM purchased four E-noses for its own use: three on fixed locations on the site and one mobile E-nose. ‘Our operational people check the E-noses continuously. That way, we carry out structural odour research. It’s our early warning system and helps us to communicate even more actively with our surroundings.’ (On page 24 one our shift supervisors tells his story, one of the supervisors who have the operational management 24/7.)
millions of tonnes
Our shift supervisors play a key role. 24 hours a day, 7 days a week...
nthony Jansen is one of the five shift supervisors and also the youngest. They have the daily operational management 24/7. In the daytime they are supported by col leagues who take some of the respon sibilities off their hands, but the shift supervisor always remains the central point of contact. After all, at ATM we are always available for the supply of waste and our processing is non-stop.
ATM’s central nerve system ‘It’s now more than 24 years ago that I started to work for ATM as an operator. After having been water purification ope rator for 20 years, I became 1st operator (assistant shift supervisor) and then rapidly became shift supervisor of the team. Because every shift supervisor has a team consisting of 7 employees: two jetty operators, an operator for the Sludge Collection and Processing Plant (SOVI), a 1st operator and the day shift operators on the lorry unloading location. We are the organisation’s nerve system: we steer, monitor and check all the pro cesses accurately by means of the 12 screens in the central control room. We do our inspection rounds, drivers report for deliveries, in the meantime we monitor our E-noses, a colleague reports via the walkie-talkie, we take samples and have them analysed in our laboratory, the tele phone rings, ships moor for unloading or a different service, e-mail traffic, the government turns up on the doorstep for an odour test... We never know what the day will bring and have to be alert at all times. Extensive knowledge and experience are therefore prerequisites. The shift supervisor is the key figure. Of course, our extensive knowledge of the company and the processes makes that we also play a key role in the business emergency organisation.’
was processed by us this year. We make this waste suitable for reuse again.
In 2014 we achieved a reuse percentage of 95% for the third consecutive year.
• Final disposal (D) • Recovery (R) • Purified wastewater
Processed waste in the thermal remediation plant
Processed waste in the Pyrolysis plant
Processed waste in the extractive cleaning plant (Jaartsveld)
Processed waste in sludge collection and processing and biological water purification
in kilotonnes 2010/2011
Water extraction and water intake in 1,000 m3
Intake of wastewater
The summer of 2014 showed so-called CZV peaks (Chemical Oxygen Use) in the reactors of the water purification plant. Combined with a high outside temperature, this requires extra cooling of these reactors, as a result of which more surface water was used. NB In 2015 we will optimize the cooling system of the biological water purification plant by installing titanium cooling systems.
Main components of air emissions Measurement results and checks show that ATM meets the requirements made to the quality of the waste gasses. As of 1 January 2013, this is regulated by law via the European Indus trial Emissions Directive (IED) which was implemented in the Netherlands. As standards for emissions are tightened on a regular basis, we continue to pay attention to the optimisation of waste gas remediation. This way, we structurally work towards a decrease of emissions. in tonnes
Components with emission values below reporting level have not been mentioned or are included with a (<). There has been a downward trend since 2011. * The Activities Decree of 2013 contains an annual standard of 30 for CO. ATM intends to apply for a permit change based on this Activities Decree.
Power consumption in terajoules for the past calendar year
• Natural gas purchased • Electricity purchased • Incineration of substitute fuels
Water discharge to destination and quality in 1,000 m3
rainwater from buildings
Wetting of waste
evaporation /air emission
Surface water (discharge into the Hollandsch Diep)
ATM Moerdijk Annual Report 2014 - 2015
ATM is not a biscuit factory and it may feel as if it is located in the back gardens of local residents. We simply are neigh bours. And a good neighbour is worth more than a far friend. Apart from our contribution to a cleaner living environ ment, local employment and the local economy, we also want to make a contri bution to the local social life. After all, the M in ATM stands for the M of Moerdijk. anne Wagemakers is our Com munications Advisor and is busy dealing with the many social in vestments almost every week. Social initiatives for and by the residents of the Municipality of Moerdijk can qualify for fi nancial support.
Our thermal remediation plant uses flammable gas from the Pyrolysis plant and the reclaimed oil from the sludge processing. In 2014 these substitute fuels made up for 81% of our power consumption, the same amount as the previous year. For the future we will research the feasibility of installing solar collectors on one or more sheds.
We like being a good neigh bour and are well disposed towards the Moerdijk region.
Well disposed towards club life ‘Local clubs have no problem finding us. In the past fiscal year we received no less than 96 applications, of which 44 were approved. Ranging from youth festivals and sports activities to the or ganisation of Carnival, St Nicholas and King’s Day. We are glad to support those social initiatives. We have an internal guideline we use to test the requests we receive. The arrival of the new web site even allows clubs and foundations to submit applications online. On an annual basis we select a number of requests from special, major initiatives which we support more generously. Large commit ments in the past fiscal year, for example, were the Old Timer Festival in Moerdijk, the ATM Ladies Day organised by VV Klundert and the farewell camp of group 8 (final year) of the Moerdijk primary school. I am also a local and active in the local club life as well.’
Potential environmental incidents In 2014 ATM made 35 reports of a potential environmental incident to the competent authority. A potential environmental incident is an unusual occurrence which presents possible observable effects outside the plant. None of the incidents reported had actual consequences for the environment.
Seveso, not more dangerous but a higher safety bar for ourselves.
arcel Klauwer is our Safety Manager and the past fiscal year he has been busy with the internal implementation of the Seveso (Decree on Major Accident Hazards) li censing regime. In short: preparing the whole organisation. Due to the wide range of waste we receive at ATM, the Seveso threshold is near and we therefore see it as an express responsibility to meet these requirements. He also coaches Ben Hopmans, our Safety Specialist in training.
Everyone is responsible The Compliance department started up many preparation processes in the past year. ‘However, the Seveso not only affects the Compliance depart ment, it is a complete way of thinking and working for the entire organisation. That is why all ATM colleagues receive the internal Seveso education. Which sometimes results in colourful discus sions... The Seveso regime, on the other hand, is black and white. It is therefore my task to remove these grey areas within the organisation.’ The past year we advised 203 employees in no less than 24 education sessions. ‘From the Sales, Administration and Engineering departments to the door men and Technical Services, everyone is responsible for acting legitimately. After all, Seveso is a law and requires us to do a well-founded job in accordance with the Safety Management System (VBS). Implementing the Seveso is work of people and we do it together. All of it with the aim to guarantee the continuity of ATM.’
When, as a result of planned maintenance work, we expect possible nuisance outside our plant, we announce it in advance. We have sent 32 announcements to all our neighbouring companies, local residents and the government since August 2014.
Enforcement inspections During the past year, the OMWB (Regional Environmental Agency) paid ATM 54 visits, 6 of which were planned in advance. None of these visits led to enforcement actions. A number of points for improvement were agreed on. The cause for many of these visits were odour complaints from the vicinity. In 2014 we also received inspections from Wa terschap Brabantse Delta (Water Board), Rijkswaterstaat (National Water Board) and Inspectie Leefomgeving en Transport (National Environmental Agency).
Odour complaints Much of our attention and energy is focussed on limiting the potential causes of odour complaints. Trouble nor expenses are spared doing this. Unfortunately, it is not realistic to assume that our activities can be carried out without any nuisance at all. This is also con firmed by the existing licensing scheme. Because it is a fact that we have a licensed circle of odour surrounding our company. In practice we never hide behind this license. Because every complaint is one too many. This is why every complaint is investigated extensively. The objective is always to locate the source and to subsequently remove it. It is frustrating to ob serve that the number of complaints and complaints days assigned to ATM do not decrease. Nevertheless, we continue to make a 100% effort to limit the nuisance possibly caused by us to an absolute minimum.
Number of odour complaints
Number of complaints days*
• Cause unknown • Cause known
35 44 33
* One complaint a day is already considered a complaints day.
Internal and external audits
Our policy is guaranteed by means of certi fication of the management system, but also by product certification. Internal and external audits are an integral part of certification. The proof of the pudding is in the eating.
In addition to cleaning up waste, we cleaned up our paper administration last year and introduced e-invoicing. In the past fiscal year we sent 19,582 invoices of which:
External certification authorities BSI (OHSAS 18001)
BSI (ISO 14001)
SGS (BRL 7500, protocol 7510)
SGS (BRL 9335, protocol 9335-2)
KEMA (Validation of emission registration)
DNV (CO2 performance ladder lev 3)
Total number of audits
In the past year all our existing certificates were extended. Not a single
Contribution to local economy In the past fiscal year we purchased
€ 16.6 million
audit resulted in critical deviations. Remarkable is that there is a
13 storage tanks were re placed and a new inspection strategy. A physical and pro cess-based operation.
uido Brugmans is head of Tech nical Services on the waterfront and initiator of our new RiskBased Inspection (RBI) strategy. With the introduction of this system, inspections and maintenance work to our storage tanks are based on intensity of use and no longer on fixed frequencies. It also assures us that we meet all the rele vant safety standards for tank storage and can subsequently demonstrate this.
significant increase in internal audits. The reason for this is that the management has imposed on itself to carry out audits on a regular basis. Furthermore, a group of internal auditors has been trained to co-assess the Safety Management System. Moreover, our NIWO/ VIHB certificate was extended for 5 years in September.
locally. This is conscious decision we made to contribute to the local economy.
internal auditors were trained in the past fiscal year
Less maintenance, inspection and fewer risks ‘25 years ago I joined ATM’s technical services, of which the last 12 years on the waterfront. We now have 4 permanent technicians and 2 contracted persons at the waterfront. ATM is not just a tank storage company, but we do have 105 on our site which must meet all the guidelines. In addition to tank inspec tions and maintenance, we as Technical Service also carry out the maintenance, revision and optimisation of the installa tions and the piping. 4 years ago I started an internal discussion to automate the current paper system and to implement RBI. Seveso was still a thing of the future then, but otherwise this system would still have been necessary now. RBI has been operational since January 2015 and we continually monitor it by means of iFix, our operational operating system. In recent years we replaced approxima tely 50% of the storage tanks, including the piping, with stainless steel. 48 tanks have by now been converted to the RBI system.’
30,000 m3 extra storage capacity, a peek in one of the 3 new tanks during its construction.
ATM Moerdijk Annual Report 2014 - 2015
profit We take your waste problem off your hands 28
nburdening customers with our know足ledge and skills. Marketoriented and robust waste
solutions. Sound and well thought-out. Everything designed in-house. We pay continuous attention to our processing. Both qualitatively and quantitatively. We innovate and continue to offer client ad足 ded value. We move in tandem and that makes the difference.
ATM Moerdijk Annual Report 2014 - 2015
Fred Muller sees a further increase in the distinctive character
Unburdening customers by thinking in solutions ATM has shown good figures for the fiscal year of 2014-2015. Almost all targets were reached, although it took some effort. The waste market is in full swing. ‘We had to sail close to the wind,’ Fred Muller, Marketing & Sales Director, explains. ‘However, these are the same market movements that offer our company new opportunities. In the past year we have clearly demonstrated that we are capable of realising these opportunities. Knowing how to unburden our clients and thinking in terms or waste solutions is our strongest card.’
t is, however, not only the market that dictates ATM’s course. Fred: ‘Of course we also consider developments such as legislation and regulations and making inno vations to our processing plants in order to meet the latest requirements and our own wishes. We want to work proactively on all fronts and be future-proof. Sometimes our continuity requires all hands on deck. Like last year when the new Electrostatic Filter (ESP) came operational. Sales must go on during the renovations, that is what they say in the retail trade. Of course, the same ap plied to ATM. With our Thermal Remediation Plant (TRP), we have made quite a step into the future.’
International focus The market for contaminated soil is one of the new developments ATM responds to. Fred: ‘We are contending with a reduced supply from the Netherlands due to the de cline in soil decontamination and changed standards for reuse. We are shifting our focus to the international market and the shifts in supply are already noticeable. The international market is especially interested in our processing facilities for Tar Asphalt Granulate (TAG). Furthermore, the supply from the Netherlands is increasing due to reduced export of TAG and because the government is starting to invest more in the infrastructure again.’ Fred points our other positive market developments. ‘There is a growing demand for the remediation of sieve sand and we also see opportunities in processing sludge from sand washers and iron sludge.’ Fred also observes a growing market demand of the waste supply for the Pyrolysis plant. This is a demand from both the Netherlands and abroad. (Klaus Somke, International Sales Manager, tells more about the international focus on page 35.)
Water purification as the future
Fred Muller, Marketing & Sales Director
The past fiscal year shows a significant in crease in the processing of wastewater. ‘The number of large industrial cleaners has grown anyhow, but at our jetty in par ticular it has become significantly busier,’ Fred explains. ‘The growth is mainly found in the increased volumes of water supplied by ship that need to be cleaned and in the large number of ship cleanings. Increasingly
often, both sea ships and inland vessels moor at ATM to have their holds cleaned. As a result of this development, water purifica tion is becoming our core business. Further more, we are noticing some other interesting market movements. For example, their is a greater need for cleaning heated streams and water with a higher level of concentrat ed contamination. We also keep a close eye on developments in salt water purification. As from 2017, ships will no longer be allowed to discharge their ballast water in the sea, in order to prevent the spread of particular unwanted micro organisms. ATM might become the solution to that new waste problem by developing a facility in Moerdijk. Setting off with mobile equipment is also an option. It is our priority for the near future.’
The lead in degassing Another priority: the degassing of ships. Fred: ‘That the ships queue at our jetty not only has to do with our expertise in the field of water purification, but also with the de gassing facility we offer since 2014. The term new business is fully applicable here, although we have more or less limited our selves to the local and regional supply up to now. The legal, local degassing in open air prohibition, which became effective on 1 January 2015, now still only applies to benzene. As from 2016, this prohibition will apply to all benzenoid substances. Apart from that, we have noticed a significant in crease in the demand for degassing in the past year. The shipping industry increasingly often chooses this option. On the other hand, I find that ATM has responded to that ATM Moerdijk Annual Report 2014 - 2015
demand in a timely manner and that the shipping industry clearly gives preference to this service to the available mobile options. In a reasonably short time we have trans formed our know-how in that area into a supply the market clearly needs and which our clients also place a great deal of trust in. It is with reason that we have plans for a second degassing unit. We have already sent the investment application to our parent company Shanks.’ The increase in jetty activities has resulted in ATM wishing to expand them. ‘Having our own quay would be the preferred option, but perhaps that is still a step too far. We will be extending the jetty in any case.’
ATM also offers its clients added value in other fields. ‘In the past year we further updated and optimised our administrative services,’ Fred explains. ‘Digitising our in voicing, which we started in 2013-2014, has become a success, also due to communi cation efforts. Now 76% of our invoices are sent digitally. However, our aim is to make this 100%.’ And there is more good news on the online front. ‘Our customer portals appear to meet needs, even if we are still in the pilot stage. Logging in to your own protected and secure environment, requesting waste streams, following the progress; the entire process up to and in cluding the invoicing, everything is clear. This web-based service enables us to be even more customer-friendly and to make the difference.’ Fred looks back on a successful year. ‘We have only added more Unique Selling Points (USPs) with our innovations. This also in cludes the Seveso-process. That we set the bar even higher than the law requires of us creates additional confidence. It is a beauti ful team effort. There is a great deal of loyalty to the company and to each other.’
Offer added value According to Fred, the results of the past fiscal year show that ATM has further strengthened its national and international market position. ‘Not so much by only think ing in terms of more clients, but especially by offering even better waste solutions. Added value in waste treatment, that is the central theme. Investing in business contacts and taking our customer’s waste problems off their hands by offering customisation. That is what we call unburdening. Also with respect to waste management. With our Total Care approach we offer, together with other Shanks companies, one total solution with an integral project approach and one first point of contact. Especially large, often globally operating companies increasingly need such an approach.’ (Read more on Total Care on page 33 where Rick Leerink tells his story.)
The 2013-2014 annual report al ready mentioned it: clients rated ATM with an average of 8.4 in the cus tomer satisfaction survey that was conducted. Moreover, we were able to add the Customer Experience Award to that in 2015. The market research agency had selected the companies with the highest satis faction ratings. ATM received the award in the Professional Services category. Fred Muller would like to add a remark to put it into per spective. ‘That 8.4 was an ave- rage mark. Of course there were also points of interest and we got stuck into those the past year. I am just as satisfied with what we have achieved with those.’
Financial data overview
From payroll administrator to engineer. Where there is a will, there is a way at ATM. We try to inspire young, ambitious ATM employees as much as possible to let them grow within the organsiation. In Hugo’s case this was a special develop ment process.
ugo Vet has been employed by ATM for five and a half years now and was originally a payroll ad ministrator. Four years ago ATM retrained him to be Mechanical Engineer. Now he is one of the people who developed our degassing plant, among other things.
A special, personal development ‘I was perfectly happy as payroll admi nistrator and always enjoyed my work, but now I notice the difference. Whether I work 40, 60 or 80 hours a week, it makes me happy. I had always been interested in technology and at ATM this manifested itself by me tagging along with the main tenance stops, for example. Rinus, our Operations Director, noticed this and at the time encouraged me to apply for a position at the Engineering Department. I instantly knew that that was what I wanted. Without any doubt: tagging along, working together and being thrown into the deep end with an experienced engineer as su pervisor. It started with small projects, for example a pipeline or replacing steps. By now the more serious engineering work, such as the fourth washer in the waste gas remediation plant, the hot wa ter tank with a capacity of 800 m3 for the ship cleaning services and the extension of the jetty. In addition to my university of applied sciences Mechanical Engineering course, I find that it is also important that you gain practical experience: by making mistakes and learning from them. Further more, I am a member of the Works Council and enthusiastic about representing ATM colleagues and being more involved in the organisation and its developments.’
Operational cash flow
Turnover per plant in the past fiscal year In the past fiscal year, there was a slight in crease in turnover of 0.3% to € 89.6 million compared to the previous year. The turnover of the Thermal Remediation Plant rose with € 1.5 million (+5%), mainly as a result of a higher production due to investments in the plant. The turnover of the Pyrolysis plant showed an increase of € 1.1 million (+9%) due to a higher market supply. The turnover of the sludge and water activities fell by € 1.5 million (-4%), mainly due to lower (oil) prices. The turnover of Jaartsveld’s extractive re mediation plant dropped by € 0.5 million (-18%) due to these activities being closed down per January 2015. Finally, the turnover from other activities dropped by € 0.4 million (-11%) due to reduced trading activities.
• Thermal Remediation (TRP) • Extractive remediation (Jaartsveld) • Pyrolysis • Sludge collection and processing, biological water purification and ship cleaning • Other
Product volume per plant in kilotonnes 2015/14 2014/13 2013/12 2012/11 2011/10
The total processing in 2014-2015 amounted to 1,928,000 tonnes. A new record and an increase of 77,000 tonnes (+4%) compared to 2013-2014. The total increase in production can be entirely attributed to the TRP, which increased by 121,000 tonnes (+13%) to 1,028,000 tonnes. For the first time in the history of ATM over 1 million tonnes. The pro duction of the Pyrolysis plant also increased, by 9%. Jaartsveld showed the largest drop in production volume with 31%. A direct result of the permanent termination of these activities. The production of the sludge and water activities dropped slightly by 1% to 752,000 tonnes and showed sharp fluctuations during the year. During the first months of the fiscal year, the supply ceased and in the summer of 2014 the temperature of the biological reactors rose too high, resulting in a decrease in production.
Samples analysed in 2014/2015 per category
22,7% samples were analysed in our laboratory in the past fiscal year
Shanks Total Care, one total solution. 1,8%
435,000 individual parameters have been tested
• Supply/final acceptance • Pre-acceptance • Disposal • Sister companies • Process control • R&D
ick Leerink, Senior Account Ma nager, is the personification of ATM’s Total Care. This service enables us to unburden clients by tak ing the remediation and transport and also the final processing completely off of their hands. We combine our forces by offering all Shanks services as one waste solution.
The best solution for the client
total number of quotations submitted in the past fiscal year
lorries were received in the past fiscal year
Waste stream numbers
4,744 new waste stream numbers were created ATM Moerdijk Annual Report 2014 - 2015
‘I started working at the Sales depart ment in 1996 when Total Care was still in its infancy. At the time, there was a need for a complete waste solution for the wa ter and oil streams in particular. Therefore we intensified our collaboration with our sister company Reym. As from 2000 we actively offer one solution that goes by the label of Total Care. Over the past three years it has become a strong brand with a logo and its own manifestations, such as a website and a promotional film. Furthermore, three years ago the empha sis shifted to Reym being present at client locations. Despite market conditions, we have strengthened our position the past fiscal year and have entered into major contracts. This year we have also started to build the first Total Care centre in the heart of Rotterdam-Rijnmond. Always the heart of Total Care. Together with the purchase of a site in the Eemsdelta region, it is a fine addition to ATM/Reym’s ser vices. That we are to become a Seveso company in the near future can be cre dited to Total Care for 100%. Total Care clients are often Seveso clients and they are the most critical clients. Total Care embraces Seveso, as this ensures that we are regarded as a fully fledged industrial partner who also meets the same re quirements. It was therefore a pleasure to follow the required safety training courses.’
ships were received
Investments In 2014-2015 we invested a record amount of almost € 16 million. Examples of which are the ESP and the construction of 3 extra storage tanks. Other major investments are the fourth washer in the waste gas remediation plant, the degassing plant for ships, the optimi sation of fire extinguishing systems and the replacement of storage tanks and components of systems. in € 1,000
Paper foundation completed for new drum shed.
sther Peeters has been one of our Process Engineers for 4 years now. She is currently the new drum shed project manager up to and includ ing the approval of the UPD. After that, colleagues will take over the physical construction. The UPD is the schedule of requirements which various parties, in cluding ourselves, impose upon us with regard to fire safety, for example. This is the beginning of the licensing process and also the start of the engineering phase.
lorry load of dust per hour New Electrostatic Filter (ESP) in figures
Persist to move forward ‘In the summer of 2011 we made a start with the preparations to replace the for mer shed. First we drew up a schedule of requirements with colleagues involved and external consultants. Because, apart from legal requirements, we also make high demands on ourselves. After all, the new shed is to be safe, but also practi cable. For example, for reasons of safety we do not want it to have doors, so it is to become a 4,700 m2 indoor work centre. On 1 July we are submitting the permit application and will subsequently start building in January 2016. After the neces sary challenges and after 20 months of construction, the shed will be fully oper ational in September 2017. Our waste treatment will continue as normal during construction, which is why we are buil ding the new shed around the old shed in phases. For Niek Snelders, Logistics Supervisor, and his men this means grin ning and bearing it for a while, as the construction will certainly influence their daily work. For this phase, plans have also been developed to allow work to be carried out safely. Good collaboration with all authorities enabled us to take big steps. Looking back, the collaboration at the start was perhaps a little slow three years ago, but now we have laid a good foundation for the new shed.’
An essential component of our waste gas remediation plant is the ESP, which we re novated not long ago after 10 years of service in order to clean waste gasses even better. The new filter is 2 times as big and has been designed to clean a waste gas stream of 150 m3 per second. At the time, the old fil ter was designed for a maximum of 100 m3 per second. The filter collects approximately 1 lorry load of dust per hour. The steel con struction around the filter comprises ap proximately 600,000 kg of steel beams. In the filter, a stainless steel plate has been incorporated which has a surface area of more than a football field.
New storage tanks in figures Optimisation of our service provision has our full attention at all times. This is why we increased our storage capacity with three storage tanks of 10,000m3 capacity each in the past fiscal year. In order to be able to be of even better service to our customers. The weight of an empty tank is 156 tonnes; filled with water this is 10,156 tonnes. The wall thickness at the top of the tank is 5 mm and at the bottom 10 to 12 mm. This is because the pressure per cm2 unit area at the bottom is greater than that at the top. This means that the 3 tanks each have a capacity of 10,000 m3 and when we convert this capacity to full Olympic swimming pools, this comes to no less than 12!
with a capacity of 10,000 m3
Europe: our market The origin of the waste.
of all the waste we process comes from abroad
Unburdening our clients both on a national and an inter national level.
laus Somke is our International Sales Manager who, together with 7 international colleagues, actively serves the international waste market. We have sales offices in Belgium, Ger many and Spain. ‘In 1992 my previous employer brought me into contact with then Commercial Director Wim Hulshof who at the time took care of the inter national sales for ATM. I was looking for a new challenge and ATM was looking for a salesman for the German market. 1 + 1 = 2. Now I have the final respon sibility for all our international contacts.’
Cutting back on waste treatment
Average customer satisfaction
Disposed reusable products and waste
• Water and filter cake • Remediated soil and building materials • Solid and liquid waste • Pyrolysis residues • Discharged water
Treating waste from abroad, however, is not a matter of course. Both on a na tional and an international level there are strict European regulations for the import and export of waste. We take all this red tape off our clients’ hands. Though for one waste stream this entails a mass of paperwork and sometimes projects that take months. ‘The general tendency is that the supply decreases when there is a financial slow-down in a country. Waste streams then more fre quently tend to find their way to landfill sites, while in many cases they could have been put to good use. This is not so much a thing of the crisis, but has to do with European legislation being interpreted differently in every country. I therefore hope that legislation will in the near future be applied uniformly every where. Society deserves it.’
ATM Moerdijk Annual Report 2014 - 2015
Organisation Afvalstoffen Terminal Moerdijk (ATM) was founded in 1981 and is located on the Port and Industrial Park Moerdijk, at the Hollandsch Diep. With 4 locations, including sales offices in Belgium, Germany and Spain, we are part of Shanks Group plc. The management team applies an entrepreneurial strategy with a clear vision and the ambition to care for all its stake holders as best as possible. Shareholder ATM is a limited liability company. All shares hold by hands of Shanks Hazardous Waste B.V. which, in turn, is part of the English listed company Shanks Group plc. The Shanks Group comprises several com panies that are specialised in waste and recycling. Within Shanks, ATM constitutes the Hazardous Waste Division, together with sister company Reym.
Locations The ATM group comprises four locations, of which Afvalstoffen Terminal Moerdijk B.V. in Moerdijk, the Netherlands, is the head office and constitutes the largest production site. Until December 2014 Jaartsveld Groen en Milieu B.V. in Steen bergen was the second production site of
the ATM Group. In addition, Ocean Com bustion Service N.V. in Merksem (Belgium), ATM Entsorgung Deutschland GmbH in Mönchengladbach (Germany) and ATM España in Barcelona (Spain) are sales offices. Furthermore, agents all over the world work for ATM.
Board of Directors The management team is responsible for the management of ATM. The Statutory Board consists of five directors and, moreover, the Managing Director of ATM and Reym participate in the division man agement. Together with the Environmental Manager, Operations Manager, International Sales Manager, HR Manager and the Con troller they constitute the management team of ATM.
Stakeholders and networks All these developments and efforts are aimed at our employees, shareholder, clients, authori ties, neighbouring companies and suppliers. To share recent developments and to have a collective voice, ATM has also become a member of a number of trade organisations. In addition to the VA (Waste Management Asso ciation) these are the VLM (Logistics Manage ment Association), the NVPG (Association for Process-Based Soil Tillage Companies), the VOMS (Association of Environmental Service Providers for the Shipping Industry), Febem (in Belgium) and Euroshore (the European trade association for the shipping industry). Locally, we participate in the ‘Bedrijvenkring Indus trieterrein Moerdijk’ (Business Circle of the Moerdijk Industrial Estate), associated work ing groups and the Neighbourhood Council.
From left to right: Oskar van den Berg – Environmental Manager, Klaus Somke – International Sales Manager, Els Schuijlenburg – HR Manager, Rinus van ’t Westende – Operations Director, Jacques de Jong – Compliance Director, Jonny Kappen – Managing Director of Reym and Division Manager, Teus Brand – Operations Manager, Jac Roovers – Controller, Aad van Marrewijk – Managing Director of ATM and Division Manager, Fred Muller – Marketing & Sales Director.
GRI reference table Indicator
Reporting elements in accordance with GRI
Vision, ambition and strategy
Name of organisation
Main products and services
10-11/14-15/22-23/30-31 6/36 6
Size of the organisation
30/35 36 24/35 7 10-11/14-15/22-23/30-31 31
Report parameters 3.1-3.3
Scope and boundary
Administrative structure and management systems 4.1-4.3
Mission with respect to economic, environmental and social performances
Social performance indicators LA1-2
Health and safety
Education per employee
Environment performance indicators EN1-2
Materials taken in and processed
Initiatives for energy saving
Recycled and reused water
Greenhouse gas emissions
Initiatives for the reduction of the emission of greenhouse gasses and realisation
Significant air emissions
Compliance with environmental law and legislation
Social performance indicators SO1
Influence of local community
Potentially negative impact and measures
Product-responsible performance indicators PR3
Economic performance indicators EC1
Direct economic values
Local recruitment of personnel
ATM Moerdijk Annual Report 2014 - 2015
Four of the six trainees from the training programme of the past fiscal year, from left to right: Bas Nijssen – Chemical Process Engineer trainee, Geertjan de Jong – Purchase trainee, Freek van den Berg – Graduate trainee HRM and Job Verhaak – Laboratory trainee.
Colophon Preparation, editing and final editing Sanne Wagemakers, Communications Advisor of ATM Jacques de Jong, Compliance Director of ATM Interviews with the Board of Directors Mercuur Communicatie, Hans van de Ven Translation Bothof Translations Graphic design and layout doorendoor ontwerp, in collaboration with Sanne Wagemakers Photography Lauran van Hal/ATM image database Printing and finishing Klomp Offsetdrukkers
ATM Moerdijk Annual Report 2014 - 2015
Afvalstoffen Terminal Moerdijk BV PO Box 30, 4780 AA Moerdijk, the Netherlands Vlasweg 12, 4782 PW Moerdijk, the Netherlands E-mail address: Telephone number:
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