Annual Report (ESEF) • Mar 30, 2023
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Facing new challenges and achieving our goals are only possible in a safe and healthy working environment. This is my commitment to all our employees worldwide.
NATALIA DE SOUZA SECCO |
6
DEME has been shaping the world so. We are at the heart of the energy specialized equipment to construct offshore wind farms worldwide, and at the same time, we are establishing ourselves in the green hydrogen market. In the decades to come we will tackle some of the most important issues our planet faces today: rising sea levels, a growing population, a reduction of emissions, polluted rivers and soils, and the scarcity of mineral resources. Our mission to create a more sustainable planet underlies everything we do, and we are committed to the UN Sustainable Development Goals. In line with this, we have identified eight key sustainability themes where we can really make a difference.
We were very proud to send a high level delegation to The United Nations climate convention in Sharm el-Sheikh (Egypt). DEME has been a pioneer in the offshore wind industry for more than years. It was clear at the UN Climate Change Conference that offshore wind is now recognised as a major contributor to solving climate change, alongside other renewables such as green hydrogen.
2022 was a ‘rollercoaster’ year. It has been defined by many elements we can’t control such as geopolitical tensions, rapidly rising inflation, high steel prices and of course, Covid was still with us, although it did not have such a significant influence on our financials this year. The global energy market, however, was dramatically impacted by the conflict between Russia and Ukraine which in turn, is leading to increasing demand for renewable energy and a further push to achieve the clean energy goals as soon as possible.
Our business achieved a record high orderbook of €9.6 billion, and still achieved a record high orderbook of €9.6 billion in 2022. This solid growth in orders is largely being driven by the need to address climate change and the energy transition, driving healthy demand across all of our segments and leading to a turnover growth of 26%.
The growth in turnover was fueled by all segments. Turnover increased by 26% to €4.1 billion in 2022. This is an all-time high and showing a return to pre-pandemic levels. The recovery was mainly fueled by the Offshore Energy and Environmental segments.
Our earnings, EBITDA, increased to €1.1 billion in 2022, an increase compared to the €0.7 billion in 2021. Undoubtedly, we are living in a transformative century – the drive for sustainability, the rise in digitalisation and the need to combat global warming, are just some of the major factors impacting our business.
DEME ANNUAL REPORT 2022 7
DEME’s financial position remains healthy with a net debt position of €1.4 billion, while the company continues to make substantial capital investments in support of future growth.
We would like to briefly outline some of the highlights and key achievements of our core segments: Offshore Energy, Dredging & Infra, Environmental and Concessions.
DEME Offshore had a remarkable year. In Japan, we brought a game-changing installation concept to the offshore energy market. In Japan, the vessel is being prepared to enter the US market. Not only are we about to construct the first wind farms in the US, our activities elsewhere in the world are also intensifying as we secured contracts representing €1.7 billion in Taiwan. Meanwhile, we successfully installed XXL monopile foundations at the Saint-Nazaire offshore wind farm ahead of the planned schedule and despite the fact they were drilled directly into rock. In a demonstration of our cable laying prowess, we were awarded an EPCI contract for the inter-array cables at Dogger Bank C.
Left: Luc Bertrand, Chairman
Right: Luc Vandenbulcke, CEO.
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The Dredging team continued its diverse activities and performed a number of challenging projects, amongst which the €720 million contract for the artificial island ‘Kikker in de Koth’ in Bahrain, the largest dredging and land reclamation project in our history, alongside longstanding maintenance dredging contracts in Europe along the Elbe and Scheldt rivers. We also performed a maintenance project in South Korea for the first time in our history.
Our dredging activities maintained their strong momentum due to the successful completion of the widening of the fairway in Szczecin in Poland. Our Infra team also had a busy year as the iconic Oranjesluizen complex in the Netherlands was delivered, and work on the Blankenburg Connection, New Lock Terneuzen and Oosterweel Link continued apace.
Our Environmental team has had a very busy year across the board, with large-scale projects such as the San Lazaro quay in the Philippines and the Port of Kwinana in Australia, alongside numerous smaller projects for the Flemish government and the UK.# DEME Environmental
DEME Environmental is setting new standards in the industry, with a focus on evidence-based pollution cleaning method and recently boosted our handling capacity by making additional investments in our soil recycling centres.
DEME Concessions was honoured that King Philippe and Queen Mathilde of Belgium attended the official opening of the Port of Duqm and visited HYPORT®, which is our flagship production site for green hydrogen. Many of the segment’s projects support the energy transition and the move to a more sustainable planet. In a remarkable accomplishment, Thistle Wind Partners, a consortium including DEME, secured offshore wind farm concessions worth €800 million of option areas in the highly competitive ScotWind seabed leasing process, which includes both bottom-fixed and floating wind farms.
Our major focus is helping to tackle the scarcity of our planet’s resources and GSR is continuing its conscientious research into the possibility of collecting metal-rich, polymetallic nodules from the deep ocean floor.
We are certainly pleased with the progress we have made and the results achieved, which position us well to deliver on our strategic ambitions going forward, but we would like to stress that these results are only possible thanks to DEME’s amazingly smart people – the renowned ‘One DEME, One Team’. DEME has a long track record of delivering high-end, challenging projects and complex marine infrastructure works, including the most challenging offshore wind and dredging projects in the world. The ability of our employees to keep performing and find innovative solutions is simply astonishing. These projects require a truly committed, highly skilled workforce to continue to deliver what was promised - project after project.
We invest in our people and in technologies that support DEME’s leadership position, and these are key for the realisation of our growth ambitions. In addition, DEME’s culture really makes the difference. The famous pioneering spirit leads to innovative solutions and technical leadership, and this is combined with an intense focus on safety, sustainability and working together as one team.
We took an important step when DEME embarked on the next chapter in its long history and became a listed company.
LUC VANDENBULCKE | CEO DEME Group
DEME ANNUAL REPORT 2022 9
Many of the segment’s projects support the energy transition and the move to a more sustainable planet.
LUC BERTRAND | Chairman DEME Group
Hand in hand with the ability of our people, is the capability of our fleet. We have set out to create the most modern, sustainable fleet in the industry and have welcomed incredible vessels recently. They are unique in the industry today. In the Offshore Energy segment, our revolutionary offshore installation vessel ‘Orion’ is the first floating monohulled vessel able to perform XXL monopile foundation installation activities. After delivery it had successfully installed giant monopiles, topsides, a huge jacket and carried out a big decommissioning project. Our pioneering mega cutter suction dredger ‘Spartacus’ has also impressed the dredging industry. 'Spartacus' has more cutting power than any other CSD in the world and has already proven its unrivalled capabilities in terms of production rates, pumping power and ability to cut hard material. This has been coupled with a substantial reduction in fuel consumption per unit of work. ‘Spartacus’ is certainly a wonderful flagship for DEME’s future-proof, sustainable fleet. To make sure we are keeping pace with the rapid growth in the offshore wind market, we have invested in a second huge cable layer – ‘Viking Neptun’ – which recently joined our renowned 'Living Stone'. We are also investing in a giant fallpipe vessel, while our famous sister vessels – ‘Sea Challenger’ and ‘Sea Installer’ – are both being upgraded so they can handle the XXL turbines of the future.
We took an important step in DEME’s long history and became a listed company. We are proud that we have successfully brought DEME to the stock market, particularly that we accomplished this ambition as planned even though we did so in a somewhat volatile and uncertain operating environment. Our decision to bring DEME and CFE to become separately listed companies has been warmly welcomed by our stakeholders. We can now ‘tell our own story’ and drive our strategy and ambitions forward. Our strategy to play a key role in the energy transition and to create a more sustainable world is clear to our stakeholders. It is also rewarding to know we now have the agility to swiftly seize future opportunities and to play a role in creating a better world for generations to come. We remain convinced that our stocklisting is an incredible opportunity for our company, clients, investors, shareholders and our worldwide team of employees.
Convinced about our future potential, the board decided to retain most of the financial resources in the company for future investments and to limit the dividend payout ratio.
LUC BERTRAND
Chairman DEME Group
LUC VANDENBULCKE
CEO DEME Group
DEME is a global solutions provider with a strong presence in all of the world’s seas and continents. Our vision is to work towards a sustainable future by offering solutions for global challenges: rising sea levels, a growing population, the reduction of emissions, polluted rivers and soils, and the scarcity of mineral resources. We can build on more than 145 years of know-how and experience and have fostered a pioneering approach throughout our history, being a front runner in innovation and new technologies.
DEME Group key figures
While DEME’s roots are in Belgium, the company has built up a strong presence in all of the world’s seas and continents. Our vision is to work towards a sustainable future by offering solutions for global challenges: rising sea levels, a growing population, the reduction of emissions, polluted rivers and soils, and the scarcity of mineral resources.
With more than 10,000 highly skilled professionals across the globe, and we have a modern, versatile fleet of more than 100 vessels.
DEME’s activities originated with the core dredging business, our portfolio has diversified substantially over the past decades. We have established four segments reflecting our areas of expertise: Offshore Energy, Dredging, Infra, Environmental and Concessions. Our multidisciplinary capabilities and ability to benefit from synergies across these key segments, have enabled us to become a global sustainable solutions provider and a leader in marine infrastructure, solutions for the offshore energy market, and environmental works.
DEME is a pioneer, and we believe in turning challenges into opportunities. That’s why we entered the offshore wind market in the early 2000s, and are now at the forefront of the energy transition. Our pioneering spirit has led us into sustainable deep-sea harvesting and the green hydrogen sector more recently.
Our ambition to play a significant role in the energy transition has led us to expand our geographic presence outside of Europe. We are now preparing to construct offshore wind farms in the US and in Asia.
We continuously strive for operational excellence and improvements in our environmental performance and productivity rates, which is demonstrated by our multi-year fleet investment programme. New vessels such as ‘Orion’ and ‘Spartacus’ have brought an entirely new installation concept to the offshore wind market and unrivalled cutting power to the dredging industry.
| Key Figure | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Orderbook | 4,010 | 3,750 | 4,500 | 5,905 | 6,190 |
| Turnover | 2,646 | 2,622 | 2,196 | 2,511 | 2,655 |
| EBITDA | 459 | 437 | 370 | 469 | 474 |
| EBITDA Margin | 17.3% | 16.7% | 16.8% | 18.7% | 17.9% |
| EBIT | 143 | 141 | 64 | 155 | 155 |
| EBIT Margin | 5.4% | 5.4% | 2.9% | 6.2% | 5.8% |
| Net Result | 113 | 115 | 50 | 114 | 113 |
| Capital Expenditure | 441 | 435 | 202 | 282 | 484 |
(in million euro)
| Key Figure | 2020 | 2021 | 2022 |
|---|---|---|---|
| Contributed Capacity (MW) | 2,798 | 1,867 | 2,499 |
| Key Figure | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Worldwide Lost Time Injury Frequency Rate | 0.24 | 0.21 | 0.19 | 0.19 | 0.23 |
| Key Figure | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Turnover | 2.65 | 2.62 | 2.20 | 2.51 | 2.65 |
| EBITDA | 0.46 | 0.44 | 0.37 | 0.47 | 0.47 |
| EBITDA Margin | 17.3% | 16.7% | 16.8% | 18.7% | 17.9% |
| EBIT | 0.14 | 0.14 | 0.06 | 0.15 | 0.16 |
| EBIT Margin | 5.4% | 5.4% | 2.9% | 6.2% | 5.8% |
| Net Result | 0.11 | 0.12 | 0.05 | 0.11 | 0.11 |
| Orderbook | 4.01 | 3.75 | 4.50 | 5.91 | 6.19 |
(in million euro)
| Key Figure | 2020 | 2021 | 2022 |
|---|---|---|---|
| Contributed Capacity | 2.80 | 1.87 | 2.50 |
(MW Installed foundations)
| Key Figure | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Capital Expenditure | 441 | 435 | 202 | 282 | 484 |
(in million euro)
| Key Figure | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Net Result | 113 | 115 | 50 | 114 | 113 |
(in million euro)
| Key Figure | 2020 | 2021 | 2022 |
|---|---|---|---|
| EBIT Margin | 2.9% | 6.2% | 5.8% |
| EBITDA Margin | 16.8% | 18.7% | 17.9% |
| Net Result Margin | 2.3% | 4.6% | 4.2% |
| Key Figures (in million euro) | 2022 | 2021 | 2020 |
|---|---|---|---|
| Turnover | 2,654.7 | 2,510.6 | 2,195.8 |
| EBITDA | 473.9 | 469.3 | 369.5 |
| Depreciation & impairment | 318.7 | 326.0 | 305.2 |
| EBIT | 155.2 | 143.3 | 64.3 |
| Net result from joint ventures and associates | 15.8 | 10.5 | 22.4 |
| Net result share of the Group | 112.7 | 114.6 | 50.4 |
| Orderbook | 6,190.0 | 5,905.2 | 4,500.1 |
| Shareholders' equity (excl. | |||
| INNOVATION | |||
| Innovation is the cornerstone of our achievements. We continuously push our boundaries by developing new, value-adding services and solutions. | |||
| VALUE CREATION | |||
| We make result- and sustainability- driven decisions in order to ensure long-term growth for the benefit of employees, customers and shareholders. This includes strict financial governance to keep our company healthy. | |||
| ENVIRONMENT | |||
| We protect the environment and the communities in which we do business by limiting our impact for sustainable value creation together with our stakeholders. |
DEDICATED TO OFFSHORE ENERGY
CUTTER SUCTION DREDGERS
TRAILING SUCTION HOPPER DREDGERS
SPECIALISED VESSELS
DEME fleet
DEME is the proud owner of the most versatile vessels in the industry after we embarked on an initiative which ensures we stay well ahead of the game. We now have more than 100 vessels in our modern fleet, allowing us to offer the optimal solution for our customers’ projects worldwide. This includes groundbreaking vessels such as ‘Orion’, which brought a game-changing installation concept to the offshore energy market, and ‘Spartacus’, the most powerful mega cutter suction dredger in the world. Offshore installation vessel ‘Green Jade’ will be equipped with a 4,000- tonne crane.
DEME FLEET
DEME ANNUAL REPORT 2022
DEME’s revolutionary offshore installation vessel ‘Orion’ heralds a new era in the offshore wind industry. Its entry on the market created history on entering the market as it performed DEME’s first floating monopile installation ever to take place. ‘Orion’ is built to handle the coming generations of turbines and foundations, and in line with this, it is equipped with a 550-tonne capacity pedestal, a 4,000-tonne crane engineered integrated motion compensated pile gripper. This tool enables the crew to upend the monopiles, which are transported horizontally on deck, and keep them vertical and stable during installation, despite motions, waves and currents. With a total installed power of 44,100 kW, the vessel has a huge, unobstructed deck and a deadweight that has been optimized to transport the heaviest components.
With a record of 38 monopile foundation installation in the world, the new vessel also proved its capability. In 2022, the vessel successfully installed giant monopiles, topsides, a huge jacket and it had carried out a major decommissioning project in the North Sea. With DEME’s ambition to have the most sustainable fleet in the industry, these considerations are a vital part of the vessel’s design. ‘Orion’ has dual fuel engines, capable of running on the cleanest fuels available, a Green Passport, Clean Design notation and a waste heat recovery system.
Its impressive capacity and operational flexibility make ‘Orion’ a perfect fit for the US market. ‘Green Jade’, built by the joint venture CSBC-DEME Wind Engineering (CDWE), is an equally impressive new floating offshore installation vessel and is on course for delivery this year.
With a 4,000-tonne lifting capacity, the newbuild vessel is designed to work in deeper waters and challenging seabed environments such as those found in Taiwan. ‘Green Jade’ is the first offshore installation vessel designed and built in Taiwan and already has its first projects lined up, including the Hai Long offshore wind farm. ‘Orion’ worked on a series of projects in 2022 and heralded a new era in the offshore wind industry.
DEME FLEET
DEME ANNUAL REPORT 2022
The expansion of offshore wind power across the globe, and as DEME wins contracts in the US and Taiwan, it was clear that the company needed more cable laying capacity to answer the demands of its clients in this growing sector. DEME’s ‘Living Stone’ is already renowned for its efficiency and large cable capacity, so the hunt was on for a similar vessel to be acquired, and the company acquired ‘Viking Neptun’ from the Norwegian shipping company Eidesvik. Build to the highest Norwegian standards, ‘Viking Neptun’ had a 10,000 tonnes below deck, but DEME will boost this capacity by adding a second, 17,000-tonne carousel, and a cable installation system similar to that of ‘Living Stone’, which was designed by DEME engineers. The vessel is equally suited for inter-array and export cable laying.
Continuing efforts to provide a future-proof, sustainable fleet, ‘Viking Neptun’ is fully compliant with emission standards and features the latest environmental technology, including a battery pack for best-in-class fuel efficiency. The vessel has plenty of redundancy for offshore operations and is actually the first hybrid vessel in the fleet. In 2022, the vessel was upgraded to run on diesel or batteries, saving a substantial amount of fuel as the engines are always running closer to their optimal fuel consumption range. Moreover, the battery pack serves as a peak shaving device, reducing load dynamics on the engines and hence saving fuel and maintenance costs. To ensure continuity, the highly redundant and efficient power management system allows it to run on diesel or batteries, saving a substantial amount of fuel as the engines are always running closer to their optimal fuel consumption range. Having two state-of-the-art cable installation vessels and crews give the company even more flexibility. The vessel has already been contracted for several projects in the US and Europe, and it is capable of operating worldwide.
Cable Laying Vessel
DEME ANNUAL REPORT 2022
DEME’s famous sister vessels – ‘Sea Installer’ and ‘Sea Challenger’ – are both being upgraded with a new 4,000-tonne crane to handle the XXL turbines of the future. ‘Sea Installer’ was the first to be upgraded, which mainly included a new quay side, installation of two 750-tonne capacity sponsons on both sides, a new Huisman Leg Encircling crane and pedestal, and the installation of two 1,000-tonne capacity A-frames. It is about to set off for the Vineyard Wind 1 project in the US, the first large-scale offshore wind project in the US. ‘Sea Challenger’ will be reflagged and wil join Japan Offshore Marine (JOM), the DEME Offshore and Penta- Ocean Construction joint venture which is active in the Japanese offshore wind market.
Heavy Lift Vessel
In a major step, DEME decided to enlarge its offshore installation fleet by purchasing and converting a heavy lift vessel. The new vessel, which length, width, and height are unparalleled, will be the largest in the sector, boasting an enormous payload of 4,000 tonnes, will be the largest in the sector, boasting an enormous payload of 4,000 tonnes. It will be prepared for multiple roles, such as rock dumping, component transport and decommissioning. Currently, the bulker is undergoing a major overhaul at the Ocean Shipyards in Singapore. This includes a new powerplant and propulsion system, as well as an upgrade of the accommodation and the construction of a new bridge. The new fallpipe vessel was renamed 'Yellowstone' following a competition whereby DEME employees submitted their suggestions. Fully compliant with the latest emission standards, the fallpipe vessel will also be the first in the fleet to be prepared for (green) methanol and it will be the first dual fuel fallpipe vessel in the industry. When using green methanol, it is possible to realise DEME’s ambition of a net zero GHG vessel, which is in line with the company’s ambitions to reduce its carbon footprint by 2030. Moreover, this vessel has a hybrid power plant with a 1 MWh Li-ion battery, which will lead to benefits similar to those of the hybrid ‘Viking Neptun’.
With its enhanced capacity and state-of-the-art equipment, ‘Yellowstone’ is expected to provide cutting-edge solutions for the offshore wind industry. The vessel is equipped with a central fallpipe with a capacity of 900 tonnes per hour, and a crane of 600 tonnes, making it ideal for the renewables sector. 'Yellowstone' is set to join the DEME offshore fleet in 2024.
‘Sea Installer’
‘Sea Challenger’
Group Performance 2022
Quote of the CEO
“Despite the background of geopolitical tensions, rapidly rising inflation, high steel prices and challenges associated with the pandemic, we performed well. In addition we became a publicly traded company, which strengthened our visibility and support for our strategy.”
“Today, the company is in a strong position to strengthen our industry leadership and successfully diversify our growth opportunities, based on the strength of our dedicated people and a solid orderbook. Today, the company is in a strong position to strengthen our industry leadership and successfully diversify our growth opportunities, based on the strength of our dedicated people and a solid orderbook.”
The orderbook reached a record high fueled by a growing global interest in addressing climate change and making the transition to clean energy.# Executive Summary
DEME achieved two records in 2022. The orderbook reached a record €23.1 billion and turnover grew by 5% to €26.5 billion. The strong performance was driven by healthy demand in all business units and a significant increase in the orderbook compared to 2021. Successful project awards for offshore projects around the globe, including in new geographies, also boosted the orderbook.
DEME’s strong performance was driven by the Offshore Energy segment, which saw turnover growth of 16% to €3,260.9 million. Dredging & Infra slightly improved its turnover to €2,615.7 million in a challenging geopolitical environment. Environmental grew by 23% to €313.4 million. The associates in DEME’s concession segment reported slightly softer net results due to lower wind in the offshore concessions but was awarded a contract for a floating solar farm in the Scotwind seabed leasing process.
The EBITDA amounted to €473.9 million in 2022, a slight increase compared to €469.3 million in 2021. Net profit reached €112.7 million, a decrease of 2% compared to €114.6 million in 2021. While Dredging & Infra remained profitable, its performance was impacted by the war in Ukraine and subsequent sanctions. This was offset by strong results in Offshore Energy and higher depreciation and amortization.
DEME’s financial position remains healthy with a net debt position of €1,221 million while the company continues to make substantial capital investments in its fleet in support of future growth.
The following statements are forward looking, and actual results may differ materially. Given the robust demand trends across the business, in particular the Offshore Energy segment, management is confident about DEME’s long-term growth prospects and expects to see a gradual increase in turnover driven by the current backlog and current and projected fleet capacity. In light of the project-based nature of many of DEME’s activities, management expects the EBITDA to vary somewhat but to stay within the €450-€500 million range. Based on the current market conditions, current orderbook and fleet capacity, management expects to achieve a turnover of €2.5 to €2.8 billion and an EBITDA between €400-€450 million in 2023.
DEME’s Board of Directors will propose to the Annual General Meeting an ordinary dividend of €0.80 per share. Subject to the approval of the Board of Directors, the record date is expected to be April 27, 2023.
| Turnover Year-over-year comparison (in million euro) | 2022 | 2021 | 2020 | FY22 VS FY21 |
|---|---|---|---|---|
| Offshore Energy | 957.8 | 916.4 | 962.0 | +5% |
| Dredging & Infra | 1,524.3 | 1,478.3 | 1,151.6 | +3% |
| Environmental | 206.3 | 166.2 | 140.0 | +24% |
| Concessions | 2.2 | 1.5 | 2.1 | |
| Total turnover of segments | 2,690.6 | 2,562.3 | 2,255.7 | |
| Reconciliation | -35.9 | -51.7 | -59.9 | |
| Total turnover as per financial statements | 2,654.7 | 2,510.6 | 2,195.8 | +6% |
| Geographical breakdown (in nominal value) | 2022 | 2021 | 2020 | FY22 VS FY21 |
|---|---|---|---|---|
| Europe | 75% | 74% | 83% | +7% |
| Africa | 12% | 19% | 6% | -35% |
| Asia | 8% | 5% | 9% | +96% |
| America | 5% | 2% | 2% | +195% |
| Middle East | 0% | 0% | 0% | ≈ |
Turnover increased by 6% year-over-year, while revenue for the Dredging & Infra segment and the Offshore Energy segment increased by 3% and 5% respectively, and the Environmental segment showed a strong growth of 24%. The revenue for the Concessions segment increased by 47% to €2.2 million. The Dredging & Infra segment’s turnover remained stable. The Offshore Energy segment delivered strong turnover growth in the first half of the year; for the second half of the year, turnover was impacted by clients shifting cable installation projects from 2022 to 2023. The Dredging & Infra segment made strong turnover growth against a backdrop of the Russia-Ukraine conflict which required the redeploying of vessels to new projects in Europe, South America and Africa. The Environmental segment grew mainly in Belgium and France on work performed on soil remediation and treatment projects. From a geographical perspective, turnover grew in all regions except Africa. While we see marked future growth for the Offshore Energy segment, bookings over the past two years, Europe continues to account for three quarters of the turnover.
| EBITDA (in million euro) | 2022 | 2021 | 2020 | FY22 VS FY21 |
|---|---|---|---|---|
| EBITDA | 473.9 | 469.3 | 369.5 | +1% |
| EBITDA margin | 17.9% | 18.7% | 16.8% | |
| EBIT | 155.2 | 143.3 | 64.3 | +8% |
| EBIT margin | 5.8% | 5.7% | 2.9% | |
| Net profit | 112.7 | 114.6 | 50.4 | -2% |
| Net margin | 4.2% | 4.6% | 2.3% |
EBITDA for 2022 reached €473.9 million, an increase of 1% compared to €469.3 million in 2021. The slight increase was impacted by a combination of a higher number of vessel dockings and overhauls, inflation, consumables and commodity price increases. The performance however was different segment by segment with the Offshore Energy segment achieving higher EBITDA and the Dredging & Infra and the Environmental segments showing lower EBITDA, and the Concessions segment's EBITDA of €15.5 million compared to €10.7 million.
EBIT reached €155.2 million, an increase of 8% compared to €143.3 million in 2021. The increase was driven by higher EBITDA and lower depreciation and amortization.
Net profit reached €112.7 million, a decrease of 2% compared to €114.6 million in 2021. The decrease was mainly due to higher depreciation and amortization and higher interest expenses. This was partly offset by higher EBITDA and lower income tax expenses. The net profit was positively impacted by €15.2 million in liquidated damages received as compensation for the incremental costs incurred as a result of the late delivery of the ‘Orion’ (Offshore Energy segment), and €10.7 million in liquidated damages for ‘Spartacus’ (Dredging & Infra segment).# Relevant Market Drivers
The drive to achieve the ambitious 2050 climate goals is becoming more urgent as countries try to slow global warming and move away from fossil-based fuels. The clean energy transition is seeing increasing demand for offshore wind energy and a focus on the importance of future fuels such as green hydrogen.
In parallel, DEME is keeping a keen eye on global megatrends and the impact these have on their customers and their business. These drivers demand constant adaptation and innovation.
The world’s population is expected to reach 9.7 billion by 2050. A large part of the global population lives within 100 km of the coast and many cities are less than 10 m above sea level, leaving them highly vulnerable to sea-level rise and other weather events such as storm surges. This means that flood defence solutions are vital and will become even more important in the future.
The urbanisation of these areas makes it necessary to invest in land reclamation and new infrastructure.
Over the past decades, globalisation has led to a substantial increase in international trade between countries worldwide, meaning that supply chains and trade routes are developing, and new ones are being created as geopolitical and macro-economic forces shift current trading patterns. This dynamism necessitates increased port capacity and infrastructure development, requiring companies to upgrade their access channels and other marine infrastructure.
A major trend is that vessels – whether containerships, bulkers or tankers – are getting bigger. Berths, fairways and turning basins have to be dredged and widened to accommodate the size of vessels.
With much of the world’s population located along the coast and global warming leading to rising sea levels and more extreme weather events, the demand for coastal protection works is increasing, and there is a growing sense of urgency. DEME has been applying its proven coastal protection solutions for decades and in line with its sustainability goals, it is also looking for possibilities to use nature-inspired solutions. These replace traditional hard engineering methods for coastline and river embankment management methods and instead aim to develop circular, Nature-based Solutions.
The growth in the world’s population, urbanisation, increasing wealth and the energy transition are leading to unprecedented demand for electrification and in turn, the demand for minerals. Many of today’s clean energy technologies are reliant on the plentiful supply of critical minerals.
DEME, for instance, has developed new technologies and techniques to sustainably collect resources from the seabed. The company is actively researching the possibilities to responsibly collect metal-rich, polymetallic nodules from the deep ocean floor and believes that these nodules could become an important source of high-grade, low carbon critical minerals.
It is even more important today to value precious land resources and as the population continues to grow the demand for new residential or industrial areas will only continue. Therefore, it is crucial to be able to remediate polluted brownfield sites and give them a valuable new purpose. With the increasing focus on promoting a sustainable and circular economy, it is essential to clean and reuse as much of the land and soil as possible.
DEME aims to make the world a better place by working towards a net zero future, addressing global challenges including climate change, energy transition, a growing population, polluted rivers and soils, and the scarcity of mineral resources. DEME focuses on marine and geo-engineering innovations and solutions linked to water and soil, delivering projects in a reliable, sustainable and efficient way. DEME can therefore rely on a highly skilled team of over 6,000 professionals and operates one of the largest and most technologically advanced fleets in the world.
Innovation and investments give DEME the competitive edge and positions the company as a front runner. DEME is considered one of the most technologically advanced companies in the industry. This is the outcome of a multi-year fleet, and a pioneering spirit that enables us to provide new concepts that have never been seen before. This powerful combination allows DEME to deliver on the most demanding projects. To further strengthen this capability, DEME will continue to invest in the following domains:
Today, the company is already organised around optimising its operational performance and wants to further pursue this trajectory.
Therefore, the company wants to balance its resource allocation (capital investments and human capital development) and as a result, wants to wisely spend the available resources and invest in the right initiatives to fuel growth and further strengthen the leadership position of DEME.
DEME is a proven, reliable solutions provider and delivers what was promised. Our track record of successful project execution and our large and diverse fleet are considered as important assets that enable us to deliver the complex and challenging projects the world needs today.# DEME ANNUAL REPORT 2022
Our disciplined capital allocation policy, the company has a healthy balance sheet and a conservative debt level, allowing to continue to invest in its mid and long term future, and to move swiftly when opportunities arise.
DEME positions ESG and safety at the core of all of its activities. Our sustainable strategy is based on two pillars.
We outline DEME’s sustainability strategy in more detail later in this chapter.
This strategy will help us to create sustainable value for our customers, DEME and society. At DEME, it is our ambition to fundamentally contribute to sustainable solutions for the global environmental, societal and economic challenges facing our world today.
We continually strive to improve the sustainability of our own operations. This has led to our two-dimensional strategy for sustainable performance – we aim to EXPLORE and to EXCEL.
TO EXPLORE SUSTAINABLE BUSINESS SOLUTIONS by continuously challenging ourselves to enlarge our sustainable business portfolio and to align our business decisions with the Sustainable Development Goals where DEME can create the most impact. We will expand our sustainable business portfolio by continually challenging ourselves to develop innovative and sustainable solutions.
TO EXCEL IN OUR OPERATIONS by maintaining and strengthening a sustainable performance in our daily operations. We refer to chapter 5 for more information.
It is undeniable that the world is facing multiple global challenges that could have a serious impact on society and the environment unless we act now. The UN’s 17 Sustainable Development Goals (SDGs) provide a framework for these global challenges and present priorities for creating a sustainable future for all. While these goals address different themes and aspects of sustainability, they are all interconnected. Together, they will help us to overcome global poverty, stop climate change and fight inequality so that we all live in a better world.
We have integrated the SDGs into our business strategy and use them as a guide for our decision-making process. These goals have helped us to understand the economic, environmental and social impact of our operations as we move towards a project portfolio with a strong sustainable focus. DEME does not contribute to all of the goals equally, instead we focus on those where we can make the most impact.
We map out the SDGs on which we can create the most impact in the Sustainability Themes section. In 2022, we have continued to embed our two-dimensional sustainability strategy and to refine our reporting on our sustainability performance.
DEME’s two-dimensional strategy for sustainable performance focuses on the UN’s SDGs and DEME’s sustainability themes.
During 2022 we updated our Materiality Matrix. We conducted a materiality assessment to ensure we prioritise the issues that have the biggest impact on our business, and that matter most to our stakeholders.
TO DO SO WE:
DEME’s Materiality Matrix 2022
| Impact on DEME business | Importance to stakeholders |
|---|---|
| High | High |
| Medium | High |
| High | Medium |
| Materiality | Workplace diversity and inclusion | Health & wellbeing | Responsible business conduct | Corporate & ESG governance | Biodiversity | Resource management | Supply Chain | Land restoration | Air pollutants | Talent management | Partnerships | Safety | GHG emissions | Labour practices & human rights | Sustainable innovation | Energy transition | Local community engagement |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| High Impact | X | X | X | X | X | X | X | X | X | X | X | X | |||||
| Medium Impact | X | X | X | X | X | ||||||||||||
| Low Impact |
DEME’s Materiality Matrix 2022 outlines its most material topics.
| 2022 | 2021 | 2020 | |
|---|---|---|---|
| CLIMATE AND ENERGY | |||
| E Energy transition | |||
| To expand our offshore renewable energy solutions and to explore new marine-based solutions for renewable energy production, connection and storage. | |||
| MW Installed wind turbines | 440 | 144 | 144 |
| Contributed capacity MW | 2,798 | 1,867 | 1,477 |
| Beneficial Ownership | 2,378 | 2,499 | 2,499 |
| E Resilient infrastructure | |||
| To build resilient marine infrastructure, such as the construction of ports, locks, tunnels and bridges and to provide dedicated flood protection solutions and coastal protection management. | |||
| Turnover (% eligible; % aligned) | 29; 26 | 28; 24 | - |
| CapEx (% eligible; % aligned) | 52; 52 | 32; 32 | - |
| OpEx (% eligible; % aligned) | 0; 0 | 0; 0 | - |
| E Energy efficiency | |||
| Climate-neutral operations by 2050 and improvement of energy efficiency in our operations. | |||
| kt of emitted CO₂ worldwide | 653 | 833 | 660 |
| (Scope 1 and 2, excluding vessels) | |||
| E GHG emissions | |||
| To reduce greenhouse gas emissions by 40% by 2030 relative to 2008 per unit of work. | |||
| Sustainability linked loans target | 2025 | ||
| % Low carbon fuels versus total consumed fuels (energy based) | 6.0 | - | - |
| HEALTH AND WELLBEING | |||
| S Safety | |||
| To provide a safe, secure and healthy working environment for all people involved. | |||
| Worldwide Lost Time Injury Frequency Rate - target <= 0.20 (Sustainability Linked Loans) | <= 0.20 | <= 0.20 | |
| Worldwide Lost Time Injury Frequency Rate ('Safety thermometer') | 0.23 | 0.9 | 0.19 |
| SUSTAINABLE INNOVATION | |||
| G Sustainable Innovation | |||
| Enhance scientific research, upgrade technological capabilities and encourage sustainable innovation within our projects. | |||
| Sustainability integrated in each innovation campaign, as part of the evaluation criteria and incorporated in the innovation stage gate process. | |||
| Number of approved innovation initiatives | 12 | 14 | 18 |
| ETHICAL BUSINESS | |||
| G Responsible business conduct | |||
| Respect and protect labour rights in our organisation. Embed an ethical mindset within DEME and transparently communicate about our ethical performance. To ensure every employee has followed frequent training courses about ethical awareness. | |||
| % DEME staff that received DEME Compliance Awareness training | 99 | 99 | 97 |
The world’s most powerful cutter suction dredger ‘Spartacus’ embodies DEME’s innovative spirit.
DEME’s innovative spirit includes the Innovation Hub, which focuses on disruptive and transformational innovation, and the Diver campaign, whereby the DEME community contributes hundreds of new ideas to our Innovation team. If these innovative concepts prove to be successful on a commercial, technical and sustainable level, DEME will invest and develop them, allowing us to seize opportunities at an early stage and obtain first-mover advantage. We have a radical approach to disruptive innovation and looking beyond what is possible now, instead focusing on the future and long-term solutions that can be achieved in the next two to three decades. Our innovative programmes have led to moves into the fledgling green hydrogen market and the development of innovative solutions for the offshore wind market. We aim to bring groundbreaking concepts to the industry that boost performance, efficiency and sustainability such as DEME Offshore’s Nexus project, which developed the world’s first floating installation vessel ‘Orion’ which can perform floating XXL monopile installation. It is equipped with an integrated motion compensated pile gripper that was the brainchild of DEME’s engineers. This unique tool enables the crew to upend the monopiles and keep them vertical and stable during installation, despite currents and waves.
DEME is renowned for being at the forefront of innovation, which enables it to contribute to sustainable growth and create new opportunities. Innovative thinking is embedded in our organisation, and we have various initiatives underway which empower our employees to become thought-leaders in the industry.
DEME’s new mega cutter suction dredger ‘Spartacus’ – with a total installed power of 44,000 kW on the cutterhead - is able to achieve unrivalled production rates and it is the most powerful dredger ever built. In addition, the vessel is more fuel-efficient than its predecessors. Before 'Spartacus’, the rock would have been dealt with using drilling and blasting techniques. However, due to its powerful, the giant cutter suction dredger has impressive sustainability credentials, achieving significant fuel savings per cube dredged.
In addition, DEME Offshore drilled an entire wind farm into rock using industry-first technology at the Saint-Nazaire offshore wind farm in France. Because there was no suitable equipment in the market, therefore DEME Offshore manufactured its own. Together with its partner Herrenknecht, it jointly designed a groundbreaking solution for drilling and pile-testing in hard rock conditions.
HYPORT® Duqm is another good example of DEME’s ability to innovate and pioneer.In order to support the clean energy transition DEME Concessions and its partner are developing an industrial-scale, green hydrogen plant in Duqm. We are at the cutting edge of this rapidly growing sector. Meanwhile, Global Sea Mineral Resources (GSR), DEME’s deep-sea mining subsidiary, is continuing to progress with its ambition to responsibly collect polymetallic nodules from the ocean floor. The GSR team successfully tested its pre-prototype nodule collector, the ISIS, on board of the Offshore Support Vessel (OSV) of partner and marine contractor DEME. DEME Environmental is using innovative evidence-based environmental remediation projects and our subsidiary de Vries & van de Wiel has developed a pioneering hybrid soil washing technique in partnership with its partner Tauw. The soil washing process achieves a cleaning efficiency of the contaminated soils of up to 99.9%.
DEME’s activities are driven primarily by the growth of the global population, the trend to locate industry near coastlines and along major rivers, the growth of the global economy and the need for suitable infrastructure that this growth entails, the increasing demand for energy and the transition to renewable energy and climate neutrality, the scarcity of specific minerals and raw materials, and the development of international trade and shipping. The following is a selection of key risks that, alone or in combination with other factors, may have a material adverse effect on DEME’s business, financial position, results of operations and cash flows. These risks may lead to a decline in revenue, an increase in costs, delays in project execution and an increase in the overall project risk profile.
DEME’s operations are, in some regions, exposed to elevated risks relating to political and/or social instability (including war and civil unrest, armed conflict, terrorism, hostage taking, piracy, expropriation, nationalisation, sanction regimes and other governmental actions, political and civil unrest), and to specific regulations and legislation related to foreign investments and currency restrictions.
Projects are usually characterised by the obligations entered into upon the submission of the offer as part of the tendering process for a project and, upon award, the signing of a contract to construct or deliver an infrastructure or a scope of work with a unique character for a specific client and within an agreed period of time.
DEME faces competition from other local and international market players active in the same industry.
The successful completion of projects depends on the ability of third parties to perform their contractual obligations and is subject to factors beyond DEME’s control, including actions or omissions by these parties and their subcontractors. A deeper assessment of the risks is included in Chapter 3 ‘Risk Management and Insurance’ concerning the identification of risks, their potential impact and respective risk management and control.
DEME ANNUAL REPORT 2022
DEME is a truly international company and gives everyone the opportunity to excel in their career and explore different roles. I originally joined the company in India in an administrative role and just a few years later, I became the first HR Officer on board of ‘Spartacus’, the most powerful cutter suction dredger in the world.
ANITHA SHANMUGAM | HUMAN RESOURCES
DEME has evolved into a global marine sustainable solutions provider organised around 4 distinct segments. Each of the segments serves a distinct market, and has separate assets, revenue models and growth strategies.
This segment provides engineering and contracting services globally in the offshore renewables and oil & gas construction industry, supported by a high-tech and versatile fleet of specialised offshore vessels. The Offshore Energy segment is involved in full Balance of Plant contracts for offshore wind farms. This includes the procurement, construction and installation of foundations, turbines, as well as offshore substations, and includes services such as installation and decommissioning. The Group also offers operations and maintenance, logistics, repairs and decommissioning as well as salvage services to the market. In the oil & gas industry, the Group performs landfalls and civil works, rock placement, heavy lift, umbilicals, as well as installation and decommissioning services. In addition to these main activities, the Group also provides specialised offshore services, including geoscience services and the installation of suction pile anchors and foundations.
| OFFSHORE ENERGY | ENVIRONMENTAL DREDGING & INFRA | CONCESSIONS | |
|---|---|---|---|
| 58% of DEME turnover | |||
| 36% of DEME turnover | |||
| 18% of DEME turnover | |||
| Total capacity installed since start | 14.7 GW | ||
| Dedicated offshore energy vessels | 53 | ||
| Turnover (2022) | € 2.769 million | ||
| Contributed capacity in 2022 | 4.0 GW |
DEME ANNUAL REPORT 2022
In this segment the Group performs a wide variety of dredging activities worldwide, including capital and maintenance dredging, land reclamation, soil improvement, port construction, coastal protection and beach nourishment works. The Group is active in the specialised dredging vessels, various offshore construction vessels and heavy, dredging and earthmoving equipment. The Group also provides contracting services for marine infrastructure projects. This includes the engineering, procurement, construction and installation of marine structures such as jetties, port terminals, locks and weirs, infrastructural works such as bored and immersed tunnels, foundation and marine works for bridges or other constructions in a marine or fluvial environment and civil works for harbour construction, dams and sea defences, canal construction, revetment, quay wall construction and shore protection. In addition, the Group is active in the marine aggregates business, which includes the dredging, processing, storage and transport of aggregates. Finally, the Group provides maritime services for port terminals.
The Environmental segment focuses on innovative environmental solutions for soil remediation and brownfield redevelopment, environmental dredging and sediment treatment and water treatment. It is mainly active in Belgium, the Netherlands and Luxembourg, and in other European countries on a project-by-project basis.
The Concessions segment, unlike the contracting segments, invests in and develops projects in wind, port infrastructure, green hydrogen and other special projects. It operates through participations in special purpose companies – greenfield and brownfield. Besides creating economic value on its projects and generating equity returns on its investments, it also aims to secure contracting activities for the Group in the EPC phases of its projects. Under the umbrella of this segment, the Group also holds concessions of seabed areas which contain polymetallic nodules and develops a technology to collect and process these polymetallic nodules containing nickel, cobalt, manganese and copper, essential for the green economy.
DEME Offshore Energy is the leading global solutions provider in the offshore energy industry, with a successful track record spanning more than three decades. We are playing a key role in supporting the energy transition and helping countries achieve their climate goals. We were one of the first companies to enter the renewables sector and today, we are the number one offshore wind contractor in the world, capable of installing the latest generation XL wind turbines as well as offshore substations, from the smallest to the largest in the market. In the conventional energy industry, DEME performs landfalls, civil works, rock placement, heavy lift and decommissioning services. Operating a high-tech and versatile fleet of specialised vessels, DEME Offshore is able to provide fully integrated Balance of Plant, EPCI, and Transport & Installation contracts. Furthermore, DEME provides specialised offshore services, including geoscience services and geophysical offshore and marine site investigations, as well as environmental surveys to both the renewables industry and the oil & gas sector.
Mission impossible? There is no such thing at DEME Offshore. DEME’s business philosophy is founded on its vessels, having super smart people and ingenious methodologies. With the aim of having the most modern, versatile and sustainable fleet in the industry, DEME is willing to take bold steps and make the necessary investments to ensure its vessels are getting faster, bigger, stronger and cleaner. This puts the company in a position where it can invent innovative methodologies for the challenges the world is facing that have never been used before. Ultimately, DEME aims to be the best offshore contractor, whether this is in renewables or conventional energy generation. DEME is continually looking for new, more efficient solutions. This drive is clearly demonstrated in developing markets such as the US and Canada. In the US, DEME started thinking about innovative solutions and this led to a clever feedering concept which is going to be used at the Vineyard Wind project. The turbine towers will be delivered to DEME's dedicated WTG vessel by a US- owned barge and the transfer of the components offshore will be enabled by motion compensation technologies.## OFFSHORE ENERGY
Meanwhile, at Saint-Nazaire, DEME invents a giant offshore drill, and DEME is now the first company in the world to have completed an entire wind farm using monopile drilling technology in rocky seabed conditions. With incredibly challenging offshore wind farm construction successfully constructed by DEME Offshore, there is no doubt about the company’s prowess in this rapidly growing market. Installation records have been broken over and over again for turbines, foundations, cable laying and rock placement.
Drilling an entire wind farm into rock in just 13 months at Saint-Nazaire
Saint-Nazaire is the first commercial offshore wind farm ever built in France and also the first to use drilled, XL monopile foundations.
Undoubtedly, thorough, detailed preparation laid the foundations for success, as well as a willingness to invest in tailormade, innovative equipment. The preparation for the installation of the 4.2 GW offshore wind farm actually started four years before the commencement of offshore works. As DEME Offshore decided that it would drill such enormous foundations directly into rock, which meant there was no suitable equipment in the market, therefore DEME Offshore took the decision to manufacture its own dedicated equipment. DEME Offshore and its partner Herrenknecht, the global leader in tunnel boring machines, jointly designed a whole range of specially designed equipment for the EPCI project and had to reinvent tools to perform the installations in floating conditions. The Offshore Foundation Drill and this was accompanied by the so-called Pile Gripper. The Pile Gripper encapsulated the drilling, installation and grouting operations, protecting them from the harsh marine conditions, which in turn improves operational working time significantly. Crucially, the captain and crew of DEME’s jack-up ‘Innovation’ and the operations team made a huge difference to the success of the project, achieving terrific production rates.
In order to ensure the smooth running of the project, DEME had the right partners on board such as Eiffage Métal for the fabrication of the foundations and Herrenknecht, as well as the support of the port authorities in La Rochelle and Saint-Nazaire and the local community. DEME Offshore and Eiffage Métal involved more than 300 workers, creating hundreds of job opportunities and is contributing to the development of the blue economy in France. Saint-Nazaire shows nothing is impossible if clients choose DEME.
Saint-Nazaire is the first commercial offshore wind farm ever built in France and also the first to use drilled, XL monopile foundations.
Climate change is one of the greatest threats to our planet and society. There is a growing need for access to affordable, reliable and sustainable energy. DEME provides solutions to expedite the much-needed global energy transition. The Offshore Energy segment provides sustainable business solutions such as:
Since our very first wind farm installation in 2014, DEME has installed 155 turbines for 10 projects totalling 3.6 GW, in which it has been involved in the construction of 10 offshore wind farms, accounting for 1.5 GW, and the dismantling of 4 offshore wind farms totalling 0.6 GW. In total DEME helped construct 1.5 GW of offshore wind energy worldwide and has installed a total of 155 turbines for 10 projects, or 3.6 GW, in which DEME has been involved in the construction and installation of offshore wind farms.
DEME has been pioneering the concept of energy islands off the coast, which involves an artificial, multifunctional island at sea combining offshore renewable energy production, storage, transmission and conversion to other energy sources. During the North Sea Summit held in Denmark, four countries (Belgium, the Netherlands, Germany and Denmark) have jointly pledged to accelerate the build-out of offshore wind farms, to connect 150 GW of offshore wind capacity by 2050. These energy islands will become cornerstones in the deployment and integration of such ultra-large-scale renewable energy generation, all four countries have decided or are considering constructing these islands.
| FLEET UTILISATION RATE | TURNOVER | EBITDA & EBITDA MARGIN | ORDERBOOK |
|---|---|---|---|
| 2020 962 2021 916 2022 958 | 2020 146 2021 171 2022 222 | 2020 42% 2021 42% 2022 34% | 2020 1,134 2021 2,817 2022 3,261 |
| (in weeks) | (in million euro) | (in million euro) | (in million euro) |
| 2020 2,798 | 2021 1,867 | 2022 2,499 |
|---|---|---|
| (MW Installed foundations) |
The Offshore Energy segment 2022 turnover reached €222 million, reflecting a healthy backlog and a positive impact from the acquisition of the Oude North Sea, for which DEME has taken over the construction and operation, with effect from 1 January 2022. In the second quarter, the ‘Orion’ was added to the fleet, bringing a game-changing installation concept to the offshore energy market.# Shortly after its naming ceremony, the vessel set sail for the Hornsea 2 offshore wind farm (Germany) where XXL monopiles were successfully installed. These XXL monopiles are the largest monopile foundations ever installed, weighing more than 1,400 tonnes each and showcasing DEME’s technical leadership. Other milestones for the year included the entire wind farm monopile foundations in St Nazaire (France) where the jack-up vessel ‘Innovation’ drilled monopile foundations into solid rock, another first for the industry, and a foundations, cables and wind turbine installation project for the Kaskasi 1 offshore wind farm (Germany). In the non-renewables sector the segment installed the intake and outfall heads for the Hinkley Nuclear power station (UK). DEME Offshore US prepared to deploy its jack-up vessel ‘Sea Installer’ for the Vineyard Wind and South Fork projects, both on the US East coast. The segment also began preparatory work for its contract with the Dominion Energy Group for the construction of Coastal Virginia Offshore Wind, the largest offshore wind farm in the US. The segment is geared up for a busy period with its two offshore wind installation vessels, the ‘Sea Installer’ and ‘Sea Challenger’, in high demand. DEME Offshore Energy continued to invest in organisation and fleet (amongst others the ‘Green Jade’, an additional installation vessel, a DP fallpipe vessel and a cable laying vessel) in anticipation of future business growth. The vessel occupancy for the offshore wind vessels remained high, but decreased compared to previous years, mainly due to clients shifting cable installations to earlier years and technical adjustments to the vessels in support of project specifications in several areas, namely Belgium, Germany and France. The Offshore segment posted a solid EBITDA of €221.9 million, a favourable project staging, in combination with the final settlement of €14.9 million as compensation for the delayed delivery of the vessel ‘Orion’, and strong overall project management. The increase in the Offshore Energy orderbook reflects new contract awards, received during the second half of the year, with project wins for the coming years, including sizeable project- wins in Continental Europe, the UK, Ireland and the USA.
| 2022 | 2021 | 2020 | |
|---|---|---|---|
| Orderbook | 3,260.9 | 2,816.6 | 1,133.5 |
| Turnover | 957.8 | 916.4 | 962.0 |
| EBITDA | 221.9 | 170.9 | 145.5 |
| EBITDA margin | 23.2% | 18.6% | 15.2% |
| EBIT | 117.1 | 74.6 | 34.4 |
| EBIT margin | 12.2% | 8.1% | 3.6% |
| Fleet utilisation rate (weeks) | 33.6 | 42.1 | 42.0 |
DEME always wants to be a front runner and we have continually invested in having the best people and in modernising our fleet, ensuring we can anticipate our customers’ requirements and developments in the industry. This saw us make the bold decision to invest in a new mega cutter suction dredger, which is able to take on seemingly impossible tasks. ‘Spartacus’ is the most powerful cutter suction dredger in the world and its ability to cut hard rock is unrivalled as demonstrated in the following chapter where we outline the project in Alexandria, Egypt. In addition, our fleet is regularly performing maintenance dredging assignments such as our long-term contracts along the rivers Elbe and Scheldt. DEME’s dredging activities are supported by our marine engineering infrastructure departments. The Infra team designs and constructs everything from port infrastructure to dams and sea defences, as well as bored and immersed tunnels. With a proven track record constructing immersed tunnels dating back half a century, DEME is the only marine engineering contractor that can combine dredging, offshore and marine infrastructure works to deliver these challenging projects. Our diverse, multidisciplinary knowledge has enabled the Group to take on ‘once in a lifetime’ projects such as the Marmaray rail tunnel in Istanbul and the Fehmarnbelt Fixed Link, the longest immersed road and rail tunnel in the world. Currently, our portfolio also includes the Oosterweel link in Antwerp and the Blankenburg connection, near Rotterdam. The A10-35 project, which will see both a land and an immersed tunnel constructed, is currently underway in the Netherlands.
The reduction in fuel is due to several innovative features DEME has introduced to make the vessel as energy efficient as possible. ‘Spartacus’ is equipped with dual fuel engines, enabling the operator to choose the cleanest fuel available, and the vessel is equipped with an installation to recover waste heat from the exhaust gases to generate steam and convert this by means of a steam turbine into up to 1000 kW of electrical power. In addition, ‘Spartacus’ has demonstrated high levels of workability, and was always the last vessel to stop work, even when weather conditions were challenging. The cutter suction dredger can operate autonomously and pump over a distance of 10 kilometres, with the ability to pump 6,000 cubic metres per hour. However, despite the incredible volumes and high production rate, ‘Spartacus’ was yet to face its true test. That was to come with its second project at the Port of Rotterdam in the Netherlands.
The cutter suction dredger ‘Spartacus’ dredged extremely hard rocks with values never reached before. To do this without the need to blast the rock apart is a huge benefit environmentally, ecologically and to the local surroundings. In Rotterdam, the cutter suction dredger successfully dredged 10 million cubic metres. On top of this ability to remove a huge quantity of rock in a very short timeframe, another advantage was that port activities could continue as normal.# DREDGING & INFRA
Unprecedented work rate and unlimited power – the port authority and detailed preparation – more than a year in advance - helped make the project a success. The captains visited the port months prior to the project kick-off. Crucial in the success was the supporting maintenance and logistic teams. They worked very hard to prepare everything ashore, which included building a dedicated workshop for the cutter repairs, which made sure workability was optimised. In line with DEME’s drive to make each project as sustainable as possible, rather than dumping all of the cut material in a dedicated offshore area, much of it was used to build land reclamation.
The Abu Qir 2 project in Egypt and the Port of Leixões project in Portugal both delivered high production levels. The Port of Leixões project involved dredging 4.8 million m³ of sand to create a new entrance channel and a new basin.
DEME ANNUAL REPORT 2022 67
An impressive performance at Abu Qir 2 goes hand in hand with a significant fuel and emission reduction.
68
The Blankenburg Connection will ultimately improve access to the Rotterdam region. This design, build, finance and maintain contract was awarded to the special purpose company, Bereiken BV, which comprises DEME Concessions, Ballast Nedam Concessies and Macquarie Capital. The project scope includes the construction of 4 new lanes, a land tunnel, immersed tunnel, a new roadway and an elevated connection to the A20 motorway. The construction of the tunnel is led by the EPCM Contractor, a fully integrated joint venture including DEME Concessions, Ballast Nedam Concessies, Macquarie Capital and Siemens Mobility. The project involves complex, integrated engineering and construction activities with up to 600 people working on it at any one time.
Over 500,000 m³ of concrete has been achieved and one of these was reaching the deepest and highest point of the Maasdelta Tunnel which is 40m below sea level and 70m above sea level. This only serves to highlight this engineering feat, representing a significant milestone in the construction of the longest immersed tunnel in the Netherlands.
The Blankenburg Connection will ultimately improve access to the Rotterdam region. This design, build, finance and maintain contract was awarded to the special purpose company, Bereiken BV, which comprises DEME Concessions, Ballast Nedam Concessies and Macquarie Capital. The project scope includes the construction of 4 new lanes, a land tunnel, immersed tunnel, a new roadway and an elevated connection to the A20 motorway. The construction of the tunnel is led by the EPCM Contractor, a fully integrated joint venture including DEME Concessies, Ballast Nedam Concessies, Macquarie Capital and Siemens Mobility. The project involves complex, integrated engineering and construction activities with up to 600 people working on it at any one time.
When standing at the deepest point of the Maasdelta Tunnel, it is possible to observe the ongoing construction works for the new port. The Blankenburg Connection is a crucial part of the infrastructure that will connect the island of Rozenburg to the mainland, significantly improving traffic flow and accessibility in the region. This accomplishment underscores the powerful combination of engineering expertise and technological innovation that DEME brings to large-scale infrastructure projects.
Offshore installation vessel DP2 ‘Neptune’ was chosen as the perfect vessel for both accurately dredging the tile pits and the lifting and installation of the giant tiles for the immersed tunnel.
DEME ANNUAL REPORT 2022 69
The construction pits have been sealed off with concrete, representing a total volume of 100,000 m³, has been poured creating the dry construction pits.
Crucially, the two tunnel elements are ready and have been floated out of the drydock in Rotterdam. The advantage of having a fully integrated team is really demonstrated by one important part of the project, which was accomplished in just 4 days. The dredgers ‘D'Artagnan’ and ‘Meuse River’ were mobilised to dredge the trench in the Port of Rotterdam to receive the two huge tunnel elements. Following the successful completion of the dredging works, the offshore installation vessel ‘Neptune’ was chosen as the perfect vessel for accurately dredging the tile pits and the lifting and installation of the giant tiles. A total of 44 tiles were installed, with each tile weighing 40 tonnes.
The installation of the tiles was a complex operation, but the team managed to complete it within the allocated timeframe, despite strong currents, the tiles were installed with a tolerance of 5mm. With a more traditional method these tolerances could never be achieved. Initially, the team had considered a floating pontoon-based solution, but during the integrated design process, DEME engineers did a trial run with a jack-up based solution. The creative colleagues came up with the optimal solution and they also had the advantage of being able to choose the ideal vessel from DEME’s specialised fleet. DEME’s engineers have extensive experience working on immersed tunnel projects in tidal rivers and currents, such as the Nordhavnstunnelen in Denmark. The deployment of a jack-up based solution has two clear benefits compared to the original floating, pontoon-based solution. Firstly, in a river with strong tidal currents, it is impossible to be anchored using mooring lines and anchors, placed at a considerable distance from the pontoon, whilst ‘Neptune’ just needs to jack-up its spuds. Secondly, parallel operations can be undertaken from the large work deck of ‘Neptune’, whereas it would take longer to coordinate operations from multiple pontoons. In short, the use of ‘Neptune’ meant that the risks to navigation were dramatically reduced because of a smaller footprint and shorter presence in the fairway. This is particularly important as the Port of Rotterdam has the busiest fairway in Europe.
The works were carried out without incident, and the project team congratulated the entire project team on the swift and successful conclusion of this part of the project.
Sustainability is a key consideration throughout the project too. In the construction of the tunnel, the use of electric machines has been maximised, with practically all equipment being electric or battery-powered. This includes telehandlers, far-reachers, telehandlers and elevated platforms all running on electricity or batteries.
DEME has been involved in designing and constructing immersed tunnels since the beginning of their construction, and as such can bring the best practices into future projects. Clients benefit from having one party that can manage all the project interfaces – design and construction, the immersion process, accesses to tunnels, building pits and the dredging works to name but a few. Rather than having separate contractors, each with their own specialities, DEME manages all the interfaces and stakeholders, giving the client peace of mind. DEME’s complementary, integrated approach brings together engineers and from a diverse range of disciplines – dredging, infrastructure and offshore in this case. In this project, the Group can also bring its expertise in offshore wind and subsea cable installation to the project. DEME is the only marine engineering contractor that can offer such a comprehensive service.
To tackle the problem of sea level rise and in line with our sustainability ambitions, we are focusing on building resilient infrastructure that is better adapted to climate-related hazards such as flood protection solutions. Within the Dredging & Infra segment we provide sustainable business solutions such as:
CLIMATE AND ENERGY
To tackle the problem of sea level rise and in line with our sustainability ambitions, we are focusing on building resilient infrastructure that is better adapted to climate- related hazards such as flood protection solutions. Crucially, we aim to provide an innovative and integrated approach, which includes sustainable coastal and river embankment management.
In 2022, we successfully completed beach nourishment projects in the Emilia Romagna region in Italy, spread along 11 km of coastline. Over 2.5 million m³ of sand was pumped to mitigate the beach erosion and protect the hinterland from flooding.
01 DEVELOPMENT OF ENERGY ISLANDS
CLIMATE AND ENERGY
See here for more information on the development of energy islands.
02
DEME ANNUAL REPORT 2022 71
NATURAL CAPITAL
When switching from grey to green coastal protection measures, a significant number of benefits are unlocked. Well-known hard engineered grey solutions to protect coastal zones against storms and floods have been the worldwide standard for many years. However, this infrastructure sometimes disrupts natural coastal processes and in a number of cases more sustainable alternatives also meet the required protection levels. Ecosystem-based or nature-based approaches to coastal defence might even be more appropriate. These solutions not only provide protection against storms and rising sea levels, but also add ecological value, improve coastal resilience and increase biodiversity. Hybrid solutions can also combine hard engineered solutions with a more sustainable design type.
Innovative field observations with dedicated monitoring setups and the scientifically underpinned data collected by DEME’s specialists provide essential insights into the behaviour and dynamic processes of biogenic reefs reveal essential insights to optimise the nature-based design, engineering and management of the Coastbusters concept. Monitoring records are used to continuously observe, evaluate, maintain and optimise the initial setup design, ultimately leading to a resilient nature-based design. Hence, the current pilot observations serve as a direct lead to a blueprint to further upscale and apply the Coastbusters concept, not only as a coastal protection measure but as an integrated coastal zone management solution in future business applications.# REGREENING ECOSYSTEMS NATURAL CAPITAL
and cycle fresh water, regulate the climate, prevent erosion and flood damage, and produce raw materials, foods and medicines. Most of these vital ecosystem services cannot be replaced by human technology. Therefore, restoring and rebuilding degraded areas to recover an ecosystem that has been disturbed, is essential for the preservation of human health and well-being. Lake Bardawil Association and the Egyptian Ministry of Environment have signed a cooperation agreement which paves the way for a pioneering project to restore the ecosystem of Lake Bardawil and to re-green the North Sinai Peninsula in Egypt. DEME is cooperating in a partnership to help restore the water cycle and boost fish production at the lake.
Rail is the greenest and most energy efficient way of mass transportation and is essential to contribute to a cleaner transport sector. DEME is playing a role in contributing to the development of this sector by its involvement in the construction of the world’s longest immersed road and rail tunnel, the Fehmarnbelt Fixed Link between Denmark and Germany. It will foster trade and tourism in an environmentally sustainable way by reducing travel time and it will facilitate greener transport by the use of electric freight trains.
| 2020 | 2021 | 2022 | |
|---|---|---|---|
| (in million euro) | 1,152 | 1,478 | 1,524 |
| 3,177 | 2,833 | ||
| 2,616 |
| 2020 | 2021 | 2022 | |
|---|---|---|---|
| (in weeks) | 11 | 41 | 25 |
| 38 | 38 | 29 | |
| (in million euro) | |||
| (in million euro) | |||
| Performance dashboard | |||
| 15.7% | 20.7% | 16.7% | |
| CSD | |||
| TSHD |
DEME ANNUAL REPORT 2022
Dredging & Infra reported a turnover of €1,152 million, a decrease of 22% compared to 2021, and a gross profit of €306 million. In addition to longstanding maintenance dredging contracts in Europe including different ports in Belgium, the segment completed a maintenance project in South Korea. Other noteworthy projects were the successful completion of the dredging works for the Gdynia Port access channel in Poland and of the construction of the new lock in IJmuiden. Large ongoing projects in Infra include the first phase of the Fehmarnbelt Fixed Link (Rødby-Puttgarden), the start-up phase of Port-La Nouvelle (France), as well the Blankenburg project and the New Lock Terneuzen in the Netherlands. In Belgium, DEME is a member of the consortia responsible for two contracts for the prestigious Hogere Scheldt-werken (Scheldt Hydraulics). Order book Dredging & Infra reached €3,177 million in 2022.
The 2022 EBITDA for Dredging & Infra amounted to €181 million, which is 39% lower than in 2021.
| Orderbook | Turnover | EBITDA | EBITDA margin | EBIT | EBIT margin | Fleet utilisation rate – TSHD (weeks) | Fleet utilisation rate – CSD (weeks) |
|---|---|---|---|---|---|---|---|
| 2020 | 2,615.7 | 1,151.6 | 15.7% | -12.1 | -1.1% | 37.5 | 10.5 |
| 2021 | 2,833.3 | 1,478.3 | 20.7% | 74.0 | 5.0% | 41.4 | 25.3 |
| 2022 | 3,176.5 | 1,524.3 | 16.7% | 44.9 | 2.9% | 38.3 | 29.3 |
Turnover | +3% | |
EBITDA | -17% | |
PROJECT EXECUTION IN 2022
€166 million turnover (2022)
4.6 million m³ soil and sediment treated in 2022
27 soil and sediment treatment centres
€86 million turnover (2022)
DEME Environmental offers innovative solutions for soil remediation, site development, environmental dredging and sediment treatment, supported by an extensive fleet of trailing suction hopper dredgers and mobile treatment centres in Belgium, the Netherlands and France. Addressing the problem of polluted soils and rivers for decades, we apply our expertise and knowledge to restore and give them a new life and purpose. DEME’s wide array of soil remediation treatments includes an innovative soil washing technique for contaminated soils whereby we are investing in the capacity of our Belgian recycling centres, which enables us to process up to 150,000 tonnes of soil annually. Dredging & Infra services combine tailormade infrastructure and remediation solutions for the rehabilitation of dykes.
ENVIRONMENTAL
DEME ANNUAL REPORT 2022
Caring for the earth’s resources
The aim is to give polluted soils, sediments and brownfield sites together with other partners, cleaning and remediating the soils, and then redeveloping them. The DEME Environmental team has turned historically contaminated sites into sustainable business parks, industrial estates, multimodal logistics centres, new city quarters, bird habitats and recreational areas, thereby giving them a new purpose. We focus on promoting a sustainable and circular economy and make it our mission to clean and reuse as much of the contaminated soil and dredged material as possible, for example by repurposing it as backfill material for infrastructure projects. We are a pioneer of new techniques such as evidence-based remediation, whereby each step of the process is carefully monitored and measured before the remediation continues.
As a specialist in soil remediation and brownfield development solutions, DEME provides environmental dredging and sediment treatment services. These include fluvial dredging which has minimal environmental impact. To support these services, we have a fleet of specialized vessels and sediment treatment centres in Belgium, the Netherlands and France. The cleaning and recycling of soils includes our unique hybrid solution whereby we manage to separate and reuse materials that are used in household products and are later found in water, air and soil. We jointly developed an innovative soil washing technique to handle this problem material. Our cost-efficient and sustainable technique achieves an impressive 95% recovery rate of the soil material. DEME Environmental is proud to be a pioneer here and this further supports our sustainability goals to clean and recycle as much material as possible.
DEME Environmental provides dredging and remediation services. We draw on our infra and environmental expertise to offer sustainable and innovative have a focus on sustainability. When carrying out dyke reinforcement projects, we clean any polluted soil and then reintroduce it back into the dike as construction material. DEME deeply values and appreciates the earth’s resources and, in line with this, one of our core activities is cleaning polluted soils and breathing new life into contaminated sites, giving them a new purpose for the decades to come.
ENVIRONMENTAL
DEME ANNUAL REPORT 2022
DEME was asked to reuse as much of the material as possible and this resulted in an innovative, and highly efficient remediation method, beneficial to the environment. The Scottish Environment Protection Agency (SEPA) and the local authority are very keen to promote this new approach for remediation projects in Scotland. In line with our own sustainability goals and those of our clients, there is certainly a growing trend to take this pioneering approach. Very much in contrast to traditional ‘dig and dump’ methods, DEME Environmental is deploying transparent, evidence-based remediation, whereby each step of the process is tightly controlled, and measurements are performed before the next step is taken, thus avoiding any adverse environmental impact. Crucially, all of the measurements are reported and audited, facilitating full traceability of the process. Strict quality control is implemented throughout the entire process. For the remediation of the former fuel terminal, sampling every 100 m (25,000 m³ soil) have been taken and this represents 25% of the total volume of excavated soil, and 15% of the total amount of dredged material.
FORMER FUEL TERMINAL, SCOTLAND
The remediation of a former fuel terminal in Scotland, the first of its kind, involves the treatment of 100,000 m³ of soil and a total of 1.2 million m³ of dredged material. DEME Environmental is setting new standards as the vast majority of the material will be cleaned and reused in line with the strict standards of the Scottish Environmental Protection Agency (SEPA) and the UK Environment Agency, thus minimizing landfill waste. The Fehmarnbelt Fixed Link project offers a unique opportunity for innovation and demonstrates our commitment to sustainable construction. Transparent, evidence-based remediation is deployed, whereby each step of the process is tightly controlled.
The treatment of excavated soil and dredged material guarantees full traceability, each dumper truck is followed through the complete lifecycle of its journey. Each machine operator has a tablet and so far, there have been no environmental incidents, and 100% of the material is recovered.
The Environmental team started its operations in 2022 in Scotland, cleaning and treating the soil and preparing the surfaces for the construction of three residential areas (consisting of apartments, houses and a shopping centre) and a new harbour. The first phase of the project then got underway, whereby the team identifies the polluted soils, washes and treats them. Strict ecological measures are also in place. As the site is located on the banks of the River Clyde, there is a big concern for the local ecosystem: during low tide, birds flock to the mudflats. Therefore, restricted working times are in place and the team is careful not to disturb the breeding season. The site is also monitored by ecological specialists and has been designated a site of archaeological interest.Work is set to continue in Scotland. The site will be transformed into an industrial and commercial development, and part of the land is also earmarked for a new road. The Environmental team is proud to be solving the problem for our client, whilst doing so in a environmentally conscious manner.
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The Netherlands vulnerability to climate change and extreme weather events has led the country to embark on a National Flood Protection Programme, whereby it is investing €5 billion. This programme is designed to protect the country against the consequences of climate change, and involves a series of measures to improve flood defence systems, increase water storage capacity and promote sustainable water management. The programme is expected to be completed by 2025 and will significantly enhance the Netherlands' resilience to climate change and extreme weather events.
One of the major projects resulting from this nationwide plan is the Gorinchem-Waardenburg priority project following emergency dyke reinforcement work which had to take place in 1995 when the dyke was breached.
ENVIRONMENTAL
DEME ANNUAL REPORT 2022
79
The Environmental team is proud to be working for client Waterschap Rivierenland on this reinforcement project in a completely new contract form in the sector, awarded to de Vries & Van de Wiel and its joint venture partners in the Netherlands.
New contract form
The new contract type represents a different approach to risk sharing, with contractors involved right from the beginning. This allows DEME to ensure that the contractor is involved from an early stage. The partners (WSRL and the Waalensemble) worked from the planning study, and they are responsible for surveys, the design, the engineering and the construction, and this is all combined into one contract. The Waalensemble consortium hasn’t stopped since. There was a high-water event in that summer, but the team managed very well. Safety is an absolute priority, and it helps to shorten decision lines, meaning that potential problems can be solved swiftly.
Safety and sustainability a key focus
The National Flood Protection Programme, with an investment of €5 billion, aims to protect the country against the consequences of climate change, and involves a series of measures to improve flood defence systems, increase water storage capacity and promote sustainable water management. The programme is expected to be completed by 2025 and will significantly enhance the Netherlands' resilience to climate change and extreme weather events. The residents have been kept informed through bi-monthly meetings and by the consortium’s stakeholder managers. Given that at peak times 3,000 people are working on the project, and that people are living on the dyke, safety is the top concern. Sustainability is also high on the agenda and in line with this, de Vries & van de Wiel has constructed a dedicated pontoon to replace hundreds of trucks. For some sections it is necessary to reduce the water level, therefore gullies and holes are dug out. The sand, from these gullies is dredged and loaded into vessels. These vessels then sail to the discharge pontoon which loads the material onto trucks for further distribution along the dyke. This has the dual purpose of compensating for the water level rise and adding to the dyke reinforcement, while reducing truck movements dramatically.
Zero-emissions equipment
In line with DEME’s mission to work in a sustainable way, a key element in defence reinforcement projects is the move to work with as much zero-emission equipment as possible. de Vries & van de Wiel has commissioned the conversion of its first electric crane, which is set to be introduced on the market in 2023. The Dutch government has awarded a so-called DKTI subsidy for an innovation project related to emission reductions for heavy-duty equipment. de Vries & van de Wiel has established the ‘Emission-free network infra’ (ENI) Foundation. This brings together companies and knowledge institutions with the aim of making it possible to achieve zero-emissions mobility in the construction and infrastructure sector. In 2022, the ENI Foundation will focus on the development of a fully electric crane and a charging infrastructure for heavy-duty equipment in the port of Rotterdam.
The new contract type represents a different approach to risk sharing, with contractors involved right from the beginning.
Focus on sustainability
DEME is playing its role in the move towards a circular economy. Within the Environmental segment, this means that our knowledge and expertise are increasingly being used to manage soil, sediments, water and land sustainably, and to reuse them, which is essential for a circular economy to manage soil, sediments, water and land sustainably, and to close the loop.
The Environmental segment provides sustainable business solutions such as:
* Soil remediation and brownfield development
* Waste and resource management
SOIL REMEDIATION AND BROWNFIELD DEVELOPMENT
WASTE AND RESOURCE MANAGEMENT
The Environmental segment provides integrated circular solutions for soil remediation and brownfield development:
* In 2022, over 7 million m³ of soils and sediments were managed and treated at our facilities.
* The aim is that all sites are ready for reuse.
* A new treatment technique has been developed and is operational at GRC Kallo and can achieve an impressive cleaning rate of 95% for the remediation of contaminated soils.
* Investments are being made, together with our industrial partner DEME and its subsidiary, to scale up the technology and to bring it to other treatment centres in Belgium. With the investments, DEME and Mourik will be able to treat 1 million m³ of polluted soil annually and reduce the need for landfill.
ENVIRONMENTAL DREDGING AND SEDIMENT TREATMENT
WASTE AND RESOURCE MANAGEMENT
Our advanced environmental dredging techniques enable us to perform precision dredging, meaning that any disturbance of the aquatic environment is kept to an absolute minimum. If the sediment is contaminated our specialised technologies and processes are used to treat the contaminated soil, sediment and sludges. To treat this contaminated soil and sediments, we now have a network of 55 treatment and recycling centres at strategic locations in Belgium, the Netherlands and northern France. In addition, we have also designed and built a number of mobile soil washing and recycling systems that can be deployed at any project site worldwide. We can demonstrate a turnover of €245 million.
DEME ANNUAL REPORT 2022
| FLEET UTILISATION RATE | CONTRIBUTED CAPACITY |
|---|---|
| 2018 2020 2,798 | 2020 2022 20222019 2021 2021 1,867 2,499 |
| 49 38 42 42 34 | (in weeks) (in XXXXXXXX) |
| ORDERBOOK | TURNOVER |
|---|---|
| 2020 2020 140 | 2022 20222021 2021 166 206 190 255 313 |
| (in million euro) | (in million euro) |
Performance dashboard
EBITDA & EBITDA MARGIN
| Year | EBITDA (in million euro) | EBITDA margin |
|---|---|---|
| 2020 | 16 | 11.7% |
| 2021 | 17 | 10.1% |
| 2022 | 25 | 12.1% |
DEME ANNUAL REPORT 2022
The Environmental segment continued its steady revenue growth to €245 million and its profit grew by 50% to €25 million.
DEME’s Environmental team had a very busy year with large-scale projects such as Blue Gate, a huge, historically polluted brownfield site, and the IJdoornlaan and Zuidas projects in Amsterdam. The team also carried out extensive environmental dredging and sediment treatment works in France, Norway and the UK, including both onsite treatment solutions and the deployment of DEME treatment centres. DEME Environmental is setting new standards on projects where more than 10 million m³ of soil and sediments are processed. Significant investments are being made, together with our industrial partner Van den Herik, to further boost its capacity by making additional investments in its soil recycling centres. In 2022, DEME acquired a new soil recycling facility in the port of Moerdijk and in the port of Ghent. The company is thus expanding its processing capacity from 4 to 6 million m³ per year. The main driver for this improvement in profitability is the optimisation of the existing processing capacity and continuous investments in people and equipment. Orderbook for Environmental continued its growth trajectory with new contract wins in Norway, France and follow-on projects in Belgium. The company’s orderbook grew by 23% to €313 million, while turnover increased by 24% to €206 million.
| (in million euro) | |
|---|---|
| Orderbook | 313.4 |
| Turnover | 206.3 |
| EBITDA | 25.0 |
| EBITDA margin | 12.1% |
| EBIT | 16.5 |
| EBIT margin | 8.0% |
| 2020 | 2021 | 2022 | |
|---|---|---|---|
| Orderbook | 190.1 | 255.3 | 313.4 |
| Turnover | 140.0 | 166.2 | 206.3 |
| EBITDA | 16.4 | 16.8 | 25.0 |
| EBITDA margin | 11.7% | 10.1% | 12.1% |
| EBIT | 6.8 | 8.8 | 16.5 |
| EBIT margin | 4.9% | 5.3% | 8.0% |
PROJECT EXECUTION IN 2022
DEME ANNUAL REPORT 2022
CONCESSIONS
€149 million net result from associates in 2022
The Concessions division is responsible for the sourcing of new project leads and forging successful partnerships.
€149 million beneficial ownership
DEME Concessions oversees our broad-ranging and diverse concessions in offshore wind, marine and port infrastructure, green hydrogen and mineral harvesting. This division enables the company to develop long-term and lasting partnerships, create regular activities for the Group and generate value and recurrent revenue streams. Its activities differ from DEME’s contracting work, as it invests in, develops, constructs and operates the concession. Building on a successful track record in more traditional markets, a few years ago, the strategic decision was taken to also pursue technically challenging and less mature markets in offshore energy as well as in green hydrogen and responsible deep-sea harvesting. This strategy is already yielding some impressive wins, with the company securing a record number of contracts in the renewable energy sector.
CONCESSIONS
ANNUAL REPORT 2022
Accelerating the energy transition in Scotland with 2 GW of offshore wind power generation
The team was absolutely delighted when Thistle Wind Partners (TWP), a consortium including DEME Concessions (Wind) NV, was awarded a colossal 2 GW offshore wind farm by the Crown Estate Scotland as part of ScotWind’s seabed leasing process, comprising 1.5 GW of fixed wind and 1 GW of floating wind.# CONCESSIONS
Crown Estate Scotland represented two years of strenuous effort. These highly prized agreements are particularly rewarding for DEME Concessions as it demonstrates the first fruits of success of its new strategy. Fixed and floating wind farms ScotWind also highlights the advantage of what can be achieved when the DEME teams work together. DEME Offshore and DEME Concessions complement each other, with DEME Offshore, which will be responsible for the BOP EPCI contract, and where it has a proven track record of constructing offshore wind farms, being a key partner in the UK and Scotland, which are very much the home of DEME Offshore. The Moray East offshore wind farm, so it understands the metocean and seabed conditions well. The Moray East scope comprised a full EPCI contract and DEME Offshore managed a staggering 1.7 GW supply chain from more than 10 countries.
DEME Concessions, as part of its consortium Thistle Wind Partners, was awarded two 1 GW projects, which more than doubles DEME Concessions offshore wind portfolio singlehandedly. Bowdun Offshore Wind Farm is situated in the Orkneys, which is envisaged to be a 1 GW project. Both of the leasing areas are defined by complex seabed conditions and some of the harshest conditions in the North Sea, and require XXL monopiles, and the floating wind farm requires XXL monopiles. This concession represents an immense technical challenge.
DEME Concessions embarked on a new strategy three years ago when it took the courageous decision to also pursue technically challenging and less mature markets. This strategy has seen the team hone in on the most ambitious offshore wind markets in the world today.
DEME Concessions and Thistle Wind Partners are proud to be contributing to the acceleration of the energy transition in Scotland. The consortium intends to work hand in hand with the Scottish government, as well as with local communities and businesses.
DEME Offshore as the Tier 1 contractor is its direct access to local suppliers and the Concessions and DEME Offshore teams will work closely together to further develop the supply chain.
Environmental surveys are well underway. Currently, aerial surveys of the two lease areas are being carried out for two years as part of the Environmental Impact Assessment. The team is collaborating with the National Grid which is identifying the optimum grid connection. Scotland generates a significant amount of electricity from offshore wind power and is taking a holistic approach to the new grid network design. Local content is a key focus and the team, which has set up its headquarters in Edinburgh, is already participating in a STEM outreach programme at the University of Highlands & Islands as an early-stage initiative. Thistle Wind Partners is actively engaging in finding the best offtake solutions. The team sees this major project as a big step in the growth of offshore wind activities within DEME Concessions and a fantastic platform from which to increase its strong position in Scotland and the UK.
ScotWind highlights DEME’s extensive expertise in the development and construction of offshore wind farms.
DEME Concessions decided to make the bold move into the fledgling green hydrogen sector three years ago. With a strong partnership with OQ, DEME Concessions kicked off this first HYPORT® development in Oman, naming it HYPORT® Duqm.
DEME again shows that it is willing to be at the forefront of a new industry. This project is also unique because it encompasses the full value chain, from the generation of renewable energy, the production of green hydrogen in electrolysers and then the conversion to green ammonia. DEME’s decision to enter the market stems from a conviction that green hydrogen is needed for the world to achieve its decarbonisation objectives. Combining hydrogen and ports led to the HYPORT® concept. Our presence in the Port of Duqm and Oman’s strong sun and wind power laid the foundations of HYPORT® Duqm. HYPORT® also fits in with the EU’s REPowerEU strategy announced in May, to meet increasing demand for renewable hydrogen, in light of securing energy supplies. REPowerEU doubled the EU’s target and now aims to produce 10 million tonnes of renewable hydrogen by 2030, half of which are from imports.
In May, the HYPORT Coordination Company finalised a second land reservation agreement for the establishment of the plant to produce green hydrogen and convert it into green ammonia. This production facility will have an electrolysis capacity of around 200 MW. The facility will be powered by 450 MW of installed capacity from wind turbines and solar panels established in Duqm’s renewable energy area, where HYPORT® Duqm has already been awarded a concession for 450 MW. This is an ideal seafront location, with flat land.
DEME Concessions has invested heavily in the energy transition, and HYPORT® Duqm, its flagship green hydrogen plant in Oman, is taking shape, building on the experience gained in other DEME projects.
Signing ceremony for a second land reservation agreement. Pictured left to right: Najla Al Jamali, CEO OQ Alternative Energy, H.E. Dr. Ali bin Masoud Al Sunaidy, Chairman of the Public Authority for Special Economic Zones and Free Zones (OPAZ), Martin D'Uva, Managing Director DEME Concessions, H.E. Eng. Ahmed bin Hassan Al Dheeb, Deputy Chairman of OPAZ.
The team contracted several pre-FEED studies with shortlisted electrolyser suppliers (OEMs) who have been further detailing the systems they can provide, and ammonia licensors, who have been studying the ammonia conversion technology. Negotiations are also continuing for a long-term offtake arrangement of the green ammonia from the Port of Duqm. The project will comply with regulations in Europe, although these are not by any means fully defined as yet, given that it is such a new industry. For example, there are still no clear definitions from the regulatory bodies about what makes a hydrogen project truly green. Therefore, the company has started the process of acquiring full green certification by initiating its own self-assessment of the project’s carbon intensity. However, the team point out that HYPORT® Duqm is a true green project because none of the feedstock has a carbon element, unlike blue hydrogen projects.
With the famous entrepreneurial spirit of DEME and the famous entrepreneurial spirit, DEME Concessions is confident that this first HYPORT® project can be replicated elsewhere, with the team evaluating opportunities in other jurisdictions, whilst keeping an eye on the potential use of offshore wind generated electricity in hybrid solutions.
Careful environmental monitoring is integral to GSR’s exploration programme.
GSR, the seabed exploration and exploitation company of DEME, focuses on the future demand for critical metals and is taking a step-by-step approach to exploration, research and development. DEME is exploring the vast potential of marine minerals, which are metal-rich, polymetallic nodules located on the deep ocean floor. Demand for critical metals is forecasted to increase dramatically due to increased urbanisation and the clean energy transition. Today our world is faced with a climate and biodiversity crises, concurring with a massive increase in global population. Decarbonising a rapidly urbanising planet will require huge amounts of primary metal. This transition will add to the carbon budget and will impact biodiversity. Different solutions have different implications. Society needs to confront this reality so that these metals can be sourced in the most responsible way possible, for the benefit of us all.
GSR is taking a cautious, step-by-step approach and working diligently with the scientific community and other stakeholders to study and understand the baseline environment. This includes conducting a rigorous environmental impact assessment, which will enable the development of responsible environmental management and monitoring plans aimed at ensuring the protection of the marine environment, as required by international law.
GSR has been awarded a contract by the Ministry of Economic Affairs of Curaçao for seabed exploration and exploitation operations, covering an area of 45,000 km² within the Clarion Clipperton Zone. In 2021, the team successfully tested GSR’s pre-prototype nodule collector, which is being independently monitored by an international team of scientists.Working closely with the scientific community with the European research project MiningImpact, involving scientists from with the European research project MiningImpact, involving scientists from and understanding the environmental effects of collecting mineral resources from the seafloor. Careful environmental monitoring is integral to GSR’s operations. The aim is to ensure the effects of activities are understood and can be accurately predicted and improved upon, in turn leading to the development and implementation of appropriate environmental management strategies. GSR has pledged that before any deep seabed harvesting occurs, it needs to be clearly demonstrated that these activities can be managed in a way that ensures the effective protection of the marine environment.
Initial Results
Environmental monitoring during and after the Patania II trial sites confirmed that the disturbance of the seafloor along with the nodules and the initial form of the sediment plume was a low-lying turbidity current. The results indicate that the disturbed sediment was deposited locally or was in suspension and did not travel far from the source. Over time a clear picture of these sediment plumes has been established and it addressed some of the misconceptions about nodule harvesting. In 2021, the MiningImpact project returned to the Patania II trial sites to investigate the longer-term environmental effects.
Foundation for a green transition
Separate research into the capacity of the mining sector to meet future metal demand concluded that increased production from existing mines will be insufficient to meet the anticipated demand, meaning new mines would need to be opened. These studies and publications are recognition that metals will be the foundation for a green transition. GSR has the potential to deliver these metals with less harm to our planet compared to the status quo. GSR is working with the best scientists and engineers and our understanding of our impact is evolving daily. The latest peer-reviewed science is indicating that these metals can be delivered with environmentally and socially responsible alternatives.
Indirect impacts
The impacts of GSR can be much lower than anticipated. GSR firmly believes that if deep-seabed minerals can be shown to be one of the more environmentally and socially responsible options for meeting mineral demand, then it is an option that needs to be considered. However, many years of research lie ahead before any conclusions can be drawn and GSR will continue to take a cautious, step-by-step approach to project development and research. GSR’s commitment should be emphasised: if it transpires that polymetallic nodules do not offer a responsible option for sourcing metals, GSR will not proceed with commercial production.
Focus on sustainability
Global Sea Mineral Resources (GSR), a signatory of the UN Global Compact, believes it can increase the sustainable supply of materials by responsibly harvesting polymetallic nodules from the seabed. Within the Concessions segment we provide sustainable business solutions such as:
* Developing, financing and operating offshore wind farms through participations
* Production, storage and transport of green hydrogen
* Port infrastructure and transport of green hydrogen
* Mineral harvesting.
DEVELOPING, FINANCING AND OPERATING OFFSHORE WIND FARMS THROUGH PARTICIPATIONS
CLIMATE AND ENERGY
DEME is a leading pioneer of the offshore wind industry and has been active in the sector for more than two decades. This includes the successful development of the Norther and SeaMade offshore wind farms in Belgium, constructed in 2019 and 2020 respectively. DEME had brought a total of 3,900 MW of offshore wind capacity online in Europe.
01 PRODUCTION, STORAGE AND TRANSPORT OF GREEN HYDROGEN
CLIMATE AND ENERGY
In order to facilitate the energy transition and drive the world’s decarbonisation objectives, DEME is investing in production facilities for green hydrogen. DEME has joined various multistakeholder partnerships to drive green hydrogen solutions forward, both locally and internationally:
* The Hydrogen Import Coalition - a collaboration between DEME, North Sea Port, OVAM, Waterstof Industrie Cluster, North Sea Energy, POM West Flanders and WaterstofNet;
* The Port of Ostend – a cooperation between DEME, Bekaert, Colruyt Group, John Cockerill and the Flemish research centres imec and VITO (both partners in EnergyVille);
* The HYPORT® concept – a green hydrogen hub in Duqm, Oman, and the development of hydrogen in other locations.
02 CONCESSIONS
DEME ANNUAL REPORT 2022
RESPONSIBLE HARVESTING WASTE AND RESOURCE MANAGEMENT
In order to cope with the increasing demand for primary metals there is a need to increase the sustainable supply of materials. Global Sea Mineral Resources (GSR), a signatory of the UN Global Compact, believes that the responsible collection and management of polymetallic nodules could become an important source of critical minerals. However, GSR has pledged that before any deep-sea mineral harvesting occurs, it needs to be clearly demonstrated that these activities can be managed in a way that ensures the effective protection of the marine environment. GSR is working closely together with the scientific community. This includes working with Ghent University on the environmental baseline studies and on the life cycle assessment of metal commodities obtained from deep-sea polymetallic nodules. This resulted in a peer-reviewed study demonstrating a significant reduction in the carbon footprint when compared to terrestrial sources.
In 2021, GSR, in conjunction with the European research project MiningImpact, ran the first – independently monitored – prototype test of a collector vehicle. From these tests, Massachusetts Institute of Technology and Scripps Institution of Oceanography published a peer-reviewed paper concluding that the majority of the turbidity generated travelled over short distances and settled within the immediate vicinity of the mining equipment.
03 CONCESSIONS
Performance dashboard
NET RESULT FROM ASSOCIATES
(in million euro)
| | 2022 | 2021 | 2020 |
|---|---|---|---|
| Net result from associates | 9.3 | 11.1 | 21.3 |
(in MW)
| | 2022 | 2021 | 2020 |
|---|---|---|---|
| Beneficial ownership | 144 | 144 | 144 |
DEME ANNUAL REPORT 2022
DEME Concessions oversees DEME’s development activities in offshore wind, marine infrastructure, green hydrogen and mineral harvesting.
In 2022, concession activity delivered a net result from associates of 9.3 million euro, compared to 11.1 million euro a year ago, mainly due to slightly lower wind in the offshore concessions. The segment has economic ownership of 144 MW offshore concessions in operation, generating stable recurring income, while building a pipeline that already comprises 14,000 MW for the coming years.
For dredging & infrastructure, the Concessions segment continued its development and construction activities in key projects and focused on advancing the construction of the Duqm (Oman) and on advancing construction of the Blankenburg Connection (The Netherlands) and Port-La Nouvelle (France) projects. In 2022, the Port of Duqm secured a concession agreement for a major redevelopment of the port, including the creation of a strategic hub for the offshore wind industry. DEME is a partner in the development of ports and other concessions, including the development of the Port of Duqm and the development of the Port of Muara.
The Concessions segment continued to advance its long-term green hydrogen development initiatives including DEME’s HYPORT® concept in Oman, DEME’s flagship production facility for green hydrogen in the port of Ostend, Belgium, and the development of hydrogen in other locations. In addition, DEME Concessions is participating in the HYVE consortium which aims to provide cost-efficient and sustainable technology to produce green hydrogen. The Concessions segment also continued to work on the Global Sea Mineral Resources (GSR) initiative, which is helping to tackle the scarcity of our planet’s resources and is continuing its research into sustainable and responsible mining of deep ocean floor. More recently, in December 2022, GSR announced a strategic cooperation with Transocean Ltd. (NYSE: RIG) whereby Transocean contributes an ultra-deepwater drilling vessel and seabed drilling technology.
(in million euro)
| | 2022 | 2021 | 2020 |
|---|---|---|---|
| Net result from associates | 9.3 | 11.1 | 21.3 |
PROJECT EXECUTION IN 2022
CORPORATE GOVERNANCE AND RISK
CHAPTER
DEME Environmental strives for an innovative and sustainable approach to environmental issues. This creates an inspiring and motivating work environment of like-minded people, which is a joy to be part of.
ROBIN HERWEYERS | Manager Environmental
CORPORATE GOVERNANCE
Pursuant to the Royal Decree of 14 November 2007 on the obligations of issuers of financial instruments admitted to trading on a Belgian regulated market, DEME Group NV is required to publish its annual financial report. This report contains:
* The management report of the Board of Directors prepared in accordance with the second to last paragraph of the Code of Companies and associations and the report of the statutory auditor;
* A statutory annual accounts prepared in accordance with the Belgian Companies and associations Code and the report of the statutory auditor; and
* The consolidated annual accounts. The full version of the statutory annual accounts is being deposited with the National Bank of Belgium, pursuant to the last paragraph of the Code of Companies and associations, and will be available on DEME Group NV’s website and on the website of the FSMA. It includes the statutory annual accounts, the report of the Board of Directors and the audit report.For the auditor’s approval regarding the statutory and consolidated annual accounts we refer to the assurance report in the attached document and of the Royal Decree of November 30, 2018 and E. Verbraecken (CFO) declare that, to their knowledge:
The annual report, the full versions of the statutory and consolidated annual acccounts, as well as the audit reports regarding said annual accounts are available on the website (www.deme-group.com) and may be obtained upon simple request, without charge, at the following address:
DEME Group NV
Research & Development
Research & Development
[email protected]
DEME Group NV applies the Belgian Corporate Governance Code (the 'Code') as its reference code. The Code can be consulted on the website of the Corporate Governance Committee (www.corporategovernancecommittee.be) and is based on a ‘comply or explain’ principle. The Code was updated in 2008 and published a third version of the Code in April 2020. The Board of Directors adopted the first Corporate Governance Charter (the 'Charter'). The Charter has not been amended since. The Charter is available in two languages (Dutch and English) on the company website (www.deme-group.com/governance). This chapter (‘Corporate governance statement’) contains the information required by the Code and the related legislative provisions (article 3:6 of the Belgian Code of Companies and Associations) and the Royal Decree of 21 April 2010 concerning the duties of the directors of listed companies. In accordance with the Code, this chapter specifically focuses on factual information involving corporate governance practices and any derogations from certain provisions of the Code during the past financial year in accordance with the ‘explain’ principle.
DEME Group NV’s governance structure is one-tier, operating pursuant to the Company’s articles of association and the Belgian Company Code.
| Expiry date of term of office at end of annual general meeting held in | |
|---|---|
| Chairman | |
| Luc Bertrand | 2026 |
| Directors | |
| John-Eric Bertrand | 2026 |
| Luc Vandenbulcke | 2026 |
| Tom Bamelis | 2026 |
| Piet Dejonghe | 2026 |
| Koen Janssen | 2026 |
| Christian Labeyrie | 2026 |
| Leen Geirnaerdt | 2026 |
| Kerstin Konradsson | 2026 |
| Company Secretary | |
| Sofie Verlinden |
1 Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee.
Member of the Audit Committee.
Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee.
Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
COMPOSITION
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He is also chairman of the Duve Institute and Middelheim Promoters, member of a number of other boards of directors of non-profit associations and public institutions, such as Museum Mayer van den Bergh and Europalia and member of the board of trustees of Guberna.
LUC VANDENBULCKE
CEO
Executive Director
Member of the Board of Directors and Chairman of the Remuneration Committee. Member of the Nomination Committee.
Maritime Engineer at the Polytechnic University of Catalonia in Barcelona.
He started his career as a Project Engineer for Hydro Soil Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast-growing entity within the DEME Group which is a pioneer in the construction of offshore wind farms. In April 2011, Luc Vandenbulcke became CEO of DEME NV.
PIET DEJONGHE
Non-executive Director
Member of the Remuneration Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
Dejonghe obtained a postgraduate degree in management consulting and as a consultant for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
KOEN JANSSEN
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Green Equity, and Sipra, and chairman of the Board of Directors of EMG.
TOM BAMELIS
Non-executive Director
Member of the Nomination Committee.
He started his career in consultancy for Boston Consulting Group. He joined T&R Invest, a family holding company, and as Manager of Invest & Finance NV.
He is a member of the Board of Directors of CFE, Delen Private Bank, SIPEF, and Verdant Bioscience.
CHRISTIAN LABEYRIE
Non-executive Director
Member of the Audit Committee.
Chairman of the Board of Directors of DEME Group and Chief Financial Officer of the VINCI Group. Before joining VINCI in 2014, he was Chairman of the Board of Directors of ERDF (EDF Group), where he was responsible for the electricity transmission network in France. Prior to that, he held several executive positions within the Suez group (formerly Lyonnaise des Eaux) and was Chairman of the Board of Directors of a number of subsidiaries in the water and waste management sectors in France and abroad. Christian Labeyrie is a graduate of HEC, the Escuela Superior de Administración y Dirección de Empresas (Barcelona) and McGill University (Canada), and holds a DECS diploma (advanced accounting degree). He is a Chevalier of the Légion d’Honneur and a Chevalier of the Ordre National du Mérite.
Mandates held:
a. Listed companies:
- member of the Board of Directors of the VINCI Group
b. Non-listed companies:
- member of the supervisory board of VINCI Deutschland – director of CFE – director of VFI – director of SAGEM Défense Sécurité – director of SEEP SAS – director of Renewable Projects Management Ventures ( RPMV) – manager of SCCV HEBERT-LES GROUES – permanent representative of VINCI Innovation SAS
LEEN GEIRNAERDT
Independent Director
Is an Independent Director of the Board of Directors of DEME Group.
She is currently studying applied economic science at the Vlerick School of Management. She began her professional career at PricewaterhouseCoopers (PwC), where she held various positions in audit and advisory services for more than 15 years. She then moved on to Solvus Resource Group, a Belgian listed company where she held the position of corporate controller. Following the takeover of the Solvus Group by the Dutch listed company USG People NV, Leen Geirnaerdt was appointed director of the Belgian Shared Services Center, and Officer in the Netherlands. Following the takeover by the Japanese group Recruit, she was appointed global CFO of Bpost.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group.
She is a graduate of the KTH Royal Institute of Technology, Stockholm, Sweden, and holds a PhD in Chemical Engineering. Her professional career began at the Swedish Pulp and Paper Research Institute (STFI-Packforsk AB), and she later moved to Södra Cell AB, where she held various positions, including vice president of R&D and technology for Södra Cell International. She was then appointed chief executive officer of Holmen Paper AB and has also served as a member of the Board of Directors of Södra Skogsägarna ekonomisk förening and the Confederation of Swedish Enterprise.
DEME ANNUAL REPORT 2022 99
504
Expiry date of term of office at end of annual general meeting held in
Chairman
Luc Bertrand
2026
Directors
John-Eric Bertrand
2026
Luc Vandenbulcke
2026
Tom Bamelis
2026
Piet Dejonghe
2026
Koen Janssen
2026
Christian Labeyrie
2026
Leen Geirnaerdt
1
2026
Kerstin Konradsson
1
2026
Company Secretary
Sofie Verlinden
1
Independent Director
LUC BERTRAND
Chairman of the Board of Directors
Non-executive Director
Lead Independent Director of the Board of Directors and Chairman of the Remuneration Committee. Member of the Audit Committee. Member of the Nomination Committee.
He began his career at Bankers Trust, as Vice-President and Regional Sales Manager, Northern Europe. He has been with T&R Invest, a family holding company, and as Manager of Invest & Finance NV (prior to the partial demerger, he was also chairman of the board of directors of DEME NV) and a director of SIPEF, CFE, S.A. and Verdant Bioscience. He isShe was also director, chair of the risk committee and member of the audit committee of Bpost bank from March 2016 to December 2018. Geirnaerdt is currently a member of the Board of Directors of H.Essers.
KERSTIN KONRADSSON
Independent Director
Is an independent Director of the Board of Directors of DEME Group, since April 2022. Konradsson holds a Master in Metallurgy from the Royal Institute of Technology, where she graduated in 1986. She started her career in 1986 at Sandvik Powder AB, where she held various management positions before she moved on to Outokumpu Copper Products AB, where she became President for Boliden Smelters, a Swedish producer of base metals. She has served a board member and member of the audit committee of the privately owned Swedish metal trading company Innotech as well as a member of Sibelco NV and since April 2020, she is a member of the remuneration committee and in Sibelco also chair of the sustainability committee.
CORPORATE STRUCTURE
DEME ANNUAL REPORT 2022
CHANGES TO THE COMPOSITION
All of the current Directors have been nominated as from the date of the occasion of the extraordinary general meeting of 14 April 2022. However, the mandates of the two independent Directors only became effective as of the listing on Euronext Brussels on 28 June 2022.
CODE OF CONDUCT REGARDING CONFLICTS OF INTEREST
In March 2015, the Board of Directors published its policy regarding transactions between DEME Group NV or a company affiliated to it on the one hand, and members of the Board of Directors (or their close relatives) on the other, which may give rise to a conflict of interest (within the meaning of the Code of Companies and non-profit associations of 7 May 1995, as amended). In March 2022, the policy applied to a broader range of situations, subject to which this policy applied.
CODE OF CONDUCT REGARDING FINANCIAL TRANSACTIONS
The Board of Directors published its policy on the prevention of market abuse in the Charter on Corporate Governance of 2013. The policy is aligned with Regulation (EU) 2014/596 of the European Parliament and of the Council of 16 April 2014 on market abuse and repealing Directive 2003/6/EC of the European Parliament and of the Council and Commission Directive 2003/124/EC of 22 December 2003 implementing Directive 2003/6/EC of the European Parliament and of the Council as regards the definition and public disclosure of inside information and the definition for the purposes of notifications relating to market manipulation.
ACTIVITY REPORT
Attendance
| 5 | |
|---|---|
| Luc Bertrand | 5 |
| John-Eric Bertrand | 5 |
| Luc Vandenbulcke | 5 |
| Tom Bamelis | 5 |
| Piet Dejonghe | 5 |
| Koen Janssen | 5 |
| Christian Labeyrie | 5 |
| Leen Geirnaerdt | 3 |
| Kerstin Konradsson | 2 |
MEETINGS
ATTENDANCE
Board of Directors and the Statutory Director attended all meetings. The Board of Directors considered all major issues concerning DEME Group. In particular, the Board of Directors:
* Verified the strategy in relation to the market evolution and the business plan.
* Approved the financial statements and approved the proposed dividend.
* Assessed the company’s performance and the functioning of the management bodies.
* Reviewed and approved the annual report and the sustainability report.
* Approved the recommendations of its advisory committees.
The Board of Directors has assessed the performance of the members of the Board of Directors. In particular, the Board of Directors: Assessed the company’s performance and the functioning of the management bodies. Assessed the performance of its members. Assessed the functioning of the Board itself. These assessments take place on the initiative and under the supervision of the chairman. For the sake of completeness, it should be mentioned that the members of the Executive Committee and the Chief Executive Officer Officer attend the meetings of the Board of Directors.
| CEO Luc Vandenbulcke | Executive Director | Other members | |
|---|---|---|---|
| Hugo Bouvy | Managing Director – Offshore Energy | ||
| Eric Tancré | Managing Director – Dredging / Managing Director – Infra | ||
| Els Verbraecken | Chief Financial Officer |
LUC VANDENBULCKE
CEO
Executive Director
Luc Vandenbulcke graduated with highest honors as a Civil Engineer at the University of Ghent, Belgium. He obtained a Master after Master as a Maritime Engineer at the Polytechnic University of Catalonia in Barcelona, Spain. He started his career in 2000 at Geo-Services, part of DEME. In subsequent positions, Luc Vandenbulcke has worked on projects in various European countries. He is the founder and was the CEO of GeoSea NV (currently known as DEME Offshore Holding NV), a fast- growing entity within the DEME Group which is a pioneer in offshore wind. In April 2019, Luc Vandenbulcke was appointed as DEME’s CEO by the Board of Directors, effective from 1 July 2019. He is also a director of DEME Group NV and its subsidiary DEME Offshore Holding NV.
ERIC TANCRÉ
Managing Director – Dredging
Managing Director – Infra
Eric Tancré graduated magna cum laude as a Civil Engineer in 1992 at the University of Ghent, where he also briefly an assistant professor at the same university before joining the Dredging International NV in 1995 where he had commercial and operational roles. In 2000, he obtained a Master in Business Administration at the Vlerick Management School. He has been managing project risks, but also been drawing up financial plans and financing structures for the many global projects of the DEME Group. He has been a member of the Board of Directors of DEME Group NV since April 2019 and April 2020, respectively.
HUGO BOUVY
Managing Director – Offshore energy
Hugo Bouvy graduated as a Civil Engineer at the Technical University of Delft, where he also obtained a degree in Offshore Engineering. He began his career as an Installation and Project Engineer at various offshore companies. In 2000, he became Project Manager for the DEME dredging activity line in the North Sea area and China. In 2008, he became a member of the DEME Management Team and managing director of GeoSea NV. In April 2019, Hugo Bouvy was appointed as DEME’s Chief Operating Officer by the Board of Directors, effective from 1 July 2019. He is also a director of DEME Group NV and its subsidiary DEME Offshore Holding NV.
ELS VERBRAECKEN
CFO
Els Verbraecken obtained her degree in Commercial Engineering in 1996 at the University of Ghent. After her studies, she was an assistant at the Institute of European Economic Law of the University of Ghent. She then worked for the Seghers Better Technology group for about one year, as financial controller. In April 2019, Els Verbraecken was appointed as DEME’s Chief Financial Officer by the Board of Directors, effective from 1 July 2019. She has not only been managing project risks, but also been drawing up financial plans and financing structures for the many global projects of the DEME Group. She has been a member of the Board of Directors of DEME Group NV since April 2019 and April 2020, respectively.
COMPOSITION
CORPORATE STRUCTURE
DEME ANNUAL REPORT 2022
ORGANISATIONAL CHART
| CEO Luc Vandenbulcke | Executive Director | Other members | |
|---|---|---|---|
| Steven Bouckaert | General Manager Offshore Energy | ||
| Hugo Bouvy | Managing Director Offshore Energy | ||
| Hans Casier | Chief Human Resources Officer | ||
| Dirk Defloor | Area Director Benelux | ||
| Bart De Poorter | General Manager Offshore Energy | ||
| Martin D'Uva | Managing Director Concessions | ||
| Christopher Iwens | Managing Director Dredging | ||
| Amedeo Peyron | Area Director Middle East | ||
| Dirk Poppe | Area Director Asia Pacific, Managing Director Environmental | ||
| Steven Poppe | Area Director Africa & Americas | ||
| Ronny Simons | General Manager Infra | ||
| Eric Tancré | Managing Director Dredging, Managing Director Infra | ||
| Koen Vanderbeke | Strategic Operations Director | ||
| Kristof Van Loon | General Manager Concessions | ||
| Bart Verboomen | Managing Director Technical Department | ||
| Els Verbraecken | Chief Financial Officer | ||
| Sofie Verlinden | Chief Legal Officer |
CHANGES TO THE EXECUTIVE COMMITTEE
Each of the members of the Executive Committee was nominated by the Board of Directors, effective from 1 July 2019, with the exception of the Chief Executive Officer, who was also appointed on 1 July 2019. Dirk Poppe was appointed from the Executive Committee in April 2020.
ACTIVITY REPORT
The Executive Committee and the Statutory Director attended all meetings of the Board of Directors.# DEME ANNUAL REPORT 2022
The Remuneration Committee is responsible for discussing the general management of the Company's remuneration policy and is accountable to the Board of Directors. In its duty to steer the strategy and the day-to-day management of the company, the Remuneration Committee is assisted by the HR department and its director.
The Remuneration Committee reviews the remuneration policy and its application. The Chairman of the Remuneration Committee is responsible for ensuring that the Company's remuneration policy is aligned with the Group's strategy.
The Remuneration Committee is composed of the following members:
* Chairman Tom Bamelis
* Non-executive Director Leen Geirnaerdt
* Independent Director Christian Labeyrie
* Non-executive Director Koen Janssen
* Non-executive Director
| Attendance | Tom Bamelis | Koen Janssen | Christian Labeyrie | Leen Geirnaerdt |
|---|---|---|---|---|
| MEETINGS | 4 | 4 | 3 | 2 |
| ATTENDANCE % |
The Remuneration Committee convened on 4 occasions in 2022 for the purpose of deliberating on the remuneration policy of DEME. The CFO and the Group Finance Managers attended all regular meetings. Depending on the agenda and when appropriate other representatives of DEME participated to the meetings, including members of DEME’s Management Team, the Group’s internal auditor, the Group’s investor relations department and external advisors. The Committee received the available and respective financial reports. The overview below indicates a number of matters that were discussed and approved by the Committee in view of their strategic importance for the Group, and submitted to the Board of Directors for final approval.
The Remuneration Committee advises the Board of Directors on the remuneration of the executive directors and the statutory auditor.
| Chairman | Non-executive Director | Independent Director | Independent Director |
|---|---|---|---|
| Luc Bertrand | Leen Geirnaerdt | Kerstin Konradsson |
The Board of Directors is composed of 4 members, all of whom are non-executive directors. The Board of Directors is assisted by the CFO and the Group Finance Managers.
DEME Group is convinced of the positive influence of diversity-based human resources and employment policies and attaches great importance to the attraction, development and career counselling of talented staff as a priority. The composition of our Board of Directors is balanced in terms of professional background, skills and gender.
The Board of Directors aims to ensure that its members have diverse professional backgrounds with complementary skills. It is the aim of the Board of Directors that the long-term vision of the DEME Group is translated into value creation. This translates, among other aspects, into a preference for providing talented staff members with career opportunities within the DEME Group based on their personal merits. Finally, DEME has ongoing investments in training, development, career counselling and the retention of staff members. This is done through a combination of broadening and deepening knowledge through training programs, seminars and workshops, career perspectives within the DEME Group, and through a market-compliant and competitive remuneration policy. For further information regarding the personnel policy, reference is made to the Sustainability Report.
The Board of Directors has acted in compliance with the provisions of the Code (as it applied in 2022) and in accordance with the articles of association.
Article 3.17 of the Code requires that at least three Directors should qualify as independent according to the criteria described in the Code. The Company has not yet found and is still in the process of looking for the appropriate candidate to fill in this third mandate of Independent Director.
Provision 4.19 of the Code, requiring the Board of Directors to set up a nomination committee with the majority of its members comprising independent Directors, has not been implemented as the Directors as a whole performs the function of the nomination committee at DEME Group NV.
Provision 5.2 of the Code, requiring that the nomination committee should lead the nomination process and recommend suitable candidates to the Board of Directors. Given the importance of (re)appointment processes for the Company, the Board of Directors currently deems it appropriate to fulfil the role of the nomination committee itself and in this way, as a collegiate body, to lead such processes and to be fully involved in the preparation of any recommendations or proposals in this regard.
The General Meeting of Shareholders (GMS) is the supreme body of the Company and exercises the rights conferred upon it by law and the Articles of Association. Shareholders can normally attend the meeting in person, vote by proxy or by correspondence.
As described in the Charter, the role of the Nomination Committee was assumed by DEME’s Board of Directors.
The Board of Directors has not convened any meetings in 2022 and no major discussion points are to be reported within this domain.
| Share capital (in euro) | 33,193,861.28 |
|---|---|
| Total number of securities carrying voting rights | 25,314,482 |
| Total number of voting rights | 25,314,482 |
The DEME share price dipped in the first half of September, in line with the market. However, it had a solid run over the months October, November and December, increasing by 45% over the last quarter. This increase was driven by the solid half-year results and the positive outlook for the coming years.
The DEME Group is committed to creating value for its shareholders. The Company has not declared or paid dividends on its Shares in the past. Subject to the Company’s earnings, financial condition, capital requirements and other factors considered important by the Board of Directors, the availability of distributable reserves and the approval by the shareholders’ meeting, the Company intends to declare and distribute an annual non-cumulative dividend to its shareholders, representing a payout ratio of approximately 50% of the Group’s net profit. There can be no assurance as to whether dividends or similar payments will be paid out in the future nor, if they are paid, as to their amount. The dividend is set by the Board of Directors and approved by the shareholders at the end of each fiscal year.# DEME’s Board of Directors will propose to the
DEME’s Board of Directors will propose to the shareholders at the General Meeting the distribution of a gross dividend of EUR 1.30 per share, or a total of EUR 48.6 million. The ex-dividend date will be May 2nd, 2023, the record date May 3rd, 2023 and the dividend payment date May 5th, 2023.
| Shareholder | Number of Shares | Shares % (rounded) |
|---|---|---|
| Ackermans & van Haaren NV | 15,725,684 | 62.12% |
| VINCI Construction SAS | 3,066,460 | 12.11% |
| Kristof Van Poucke | 1,266,460 | 5.00% |
| N.V. Investment Company Of The Port Of Antwerp, V.Z.W. | 1,130,815 | 4.47% |
| Employees | 486,356 | 1.92% |
DEME’s Compensation Policy
The remuneration policy of DEME’s executive and non-executive management and staff aims to attract, retain and motivate qualified personnel. DEME’s remuneration policy distinguishes between three categories of co-workers: staff, (on board) crew and blue-collar workers. For all its staff positions, employed with a permanent or temporary employment agreement – including managers and directors – DEME uses a job evaluation methodology providing a job family and job level structure underpinning internal career development and progression, which includes market benchmarking of pay levels and components. For crew and blue-collar workers DEME’s pay practices reflect applicable (inter)national, regional and/or sector (collective) agreements. The remuneration levels of DEME’s staff, including the executive directors, are benchmarked against a peer group of industrial sector companies, containing data on the most relevant talent pool for DEME’s staff, and the crew and blue-collar workers are benchmarked against comparable companies in the industrial sector, with equivalent remuneration scales and components. In close consultation with DEME’s Remuneration Committee, in the 2022 financial year, the remuneration level and benchmarking update will underpin a review of the remuneration components, weights and levels of DEME’s statutory executive directors, while transitioning towards a more appropriate self-employed status.
The Remuneration Committee members consist of:
DEME’s Remuneration Committee ensures that the remuneration policy and practices are in line with market trends and provide for an attractive remuneration package. The remuneration policies and practices are reviewed annually to ensure their compliance with country remuneration frameworks and prevailing market practices.
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| Annual Fee | Attendance Fee | International Travel Expenses | |
|---|---|---|---|
| BOARD OF DIRECTORS | |||
| Chairman of the Board of Directors | 100,000 | 2,500 | - |
| Non-Executive Director | 50,000 | 2,500 | - |
| Independent Director | 50,000 | 2,500 | 2,500 |
| Annual Fee | Attendance Fee | International Travel Expenses | |
|---|---|---|---|
| AUDIT COMMITTEE | |||
| Chairman of the Audit Committee | 10,000 | 2,500 | - |
| Member of the Audit Committee | 7,500 | 2,500 | - |
| Annual Fee | Attendance Fee | International Travel Expenses | |
|---|---|---|---|
| REMUNERATION COMMITTEE | |||
| Chairman of the Remuneration Committee | 7,500 | 2,500 | - |
| Member of the Remuneration Committee | 5,000 | 2,500 | - |
DEME’s remuneration for its statutory directors reflects the duties and responsibilities of the statutory directors. This includes the annual fee, attendance fees for meetings attended and international travel cost coverage as applicable. This structure is also applicable for DEME’s Executive Committee and the operational Management of DEME.
Directors’ Remuneration
| (in euro) | Annual Fee | Attendance Fee & International Travel Expenses |
|---|---|---|
| BOARD OF DIRECTORS | ||
| Chairman of the Board of Directors Luc Bertrand | 50,000 | 10,000 |
| Non-Executive Director John-Eric Bertrand | 25,000 | 10,000 |
| Non-Executive Director Tom Bamelis | 25,000 | 10,000 |
| Non-Executive Director Piet Dejonghe | 25,000 | 10,000 |
| Non-Executive Director Koen Janssen | 25,000 | 10,000 |
| Non-Executive Director Christian Labeyrie | 25,000 | 10,000 |
| Executive Director Luc Vandenbulcke | - | - |
| Independent Director Leen Geirnaerdt | 25,000 | 7,500 |
| Independent Director Kerstin Konradsson | 25,000 | 10,000 |
| (in euro) | Annual Fee | Attendance Fee & International Travel expenses |
|---|---|---|
| AUDIT COMMITTEE | ||
| Chairman of the Audit Committee Tom Bamelis | 5,000 | 10,000 |
| Member of the Audit Committee Koen Janssen | 3,750 | 10,000 |
| Member of the Audit Committee Christian Labeyrie | 3,750 | 7,500 |
| Member of the Audit Committee Leen Geirnaerdt | 3,750 | 5,000 |
| (in euro) | Annual Fee | Attendance Fee & International Travel expenses |
|---|---|---|
| REMUNERATION COMMITTEE | ||
| Chairman of the Remuneration Committee Luc Bertrand | 3,750 | - |
| Member of the Remuneration Committee Leen Geirnaerdt | 2,500 | - |
| Member of the Remuneration Committee Kerstin Konradsson | 2,500 | - |
DEME’s remuneration for its statutory directors reflects the duties and responsibilities of the statutory directors. This includes the annual fee, attendance fees for meetings attended and international travel cost coverage as applicable. This structure is also applicable for DEME’s Executive Committee and the operational Management of DEME.
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| | # DEME ANNUAL REPORT 2022
In addition to its Code of Ethics and Business Integrity, DEME has set up a comprehensive corporate compliance programme that includes, among other things, a detailed anti-corruption policy. This anti-corruption policy is an integral part of the annual awareness programme for all employees. The procedures to implement this policy are primarily focused on the selection process of third parties for provision of services, partnering agreements, etc. which was fine-tuned on the basis of a new risk analysis. The digitalisation of this selection process is planned for 2023. DEME has a payment factory, allowing payments of different entities (if technically and legally possible) to pass through one single application. A sanctions screening tool on outgoing payments is used that prevents payments being made to beneficiaries that are subject to sanctions. DEME’s Compliance Department sees to the preparation, implementation, follow-up and improvement of all advice, procedures, codes, investigations, analyses and education that contribute to the control of the compliance risk. It also develops and provides the compliance training in the organisation.
DEME has a set of systems, policies and procedures that provide the foundation of its internal control environment. It governs transactions which are being processed on a day-to-day basis. Most of DEME’s subsidiaries use the same ERP, namely Microsoft Dynamics. This system is centrally driven and designed for all master data and for all integrated controls, ensuring the uniform processing of all data within the Group. In the area of digitisation, DEME forges ahead with automatic data recognition and e-invoicing. DEME also set-up a payment factory, a platform to centralise incoming and outgoing payments and to receive bank statements, both in a centralised way. The payment factory is linked to a sanctions screening tool, hence outgoing payments are checked on sanctions before the disbursement is made. The reporting system, a tailor-made multidimensional database, is integrated in the transaction systems and is fed live. The consolidated financial statements and the management reports are also automatically linked, allowing perfect consistency between the different reports. Uniformity of reporting is a priority for DEME. Clear reporting instructions with timely communication of deadlines, standardised reporting formats and uniform accounting principles ensure that reporting is performed correctly.
All entities active in different segments and located across the world use the same methodology, namely DEME’s Project Management Methodology. This methodology details, among others, accounting policies and procedures, analytical coding and statutory reporting.
The handling of incoming as well as outgoing guarantees, are an important measure in securing DEME’s interests and to manage its financial risk. In the event of a project, DEME seeks a security that it will get paid in case the client is unable to fulfil its obligations. By the same token, DEME’s suppliers are seeking a similar guarantee from DEME. In order to manage this, the structured finance department operates a system which logs and keeps track of all securities such as guarantees, letters of credit, surety bonds, comfort letters etc. In order to define the approval process for commitments made by the Group, DEME developed an application which can be consulted by all employees. The power as to whether someone can sign on behalf of DEME, is based upon several objective criteria, resulting in a limited list of employees who are granted a signing authority up to a certain monetary limit. Finally, various controls are built into the financial reporting process. Segregation of duties and delegation of powers are built into the procurement, payment and payroll cycles. This aims to ensure that only permissible transactions are processed and paid.
We refer to our Corporate Governance Chapter and DEME's Corporate Governance Code on DEME's investor portal for more information on how risks are integrated and managed as part of its corporate governance practice.
Within the first nine months of joining DEME, employees are submerged in the company’s culture through the 'Welcome to DEME' programme. This three-day training gives an overview of the DEME organisation. This three-day training touches upon the topics important for the organisation’s success, such as innovation, business models, emerging technologies and project management, as well as DEME’s financial and legal structure. It is the start of every employee’s training trajectory, regardless of their function within the company. Some training courses are a one-off, while others need to be renewed periodically. The DEME’s Code of Ethics and Business Integrity Compliance Training is a yearly mandatory training applicable to all DEME’s employees. Targeted courses for specific roles are also developed. This included, for example, scenario-based training in which twelve scenarios were presented to all finance staff to assist in the understanding of DEME’s financial procedures.
DEME has an Opportunity and Risk Management (ORM) department with the objective of detecting opportunities and risks timely. To do this, DEME brings the right people together at the right time using a uniform approach and a structured tool for analysing, prioritising and visualising ORM. In doing that, it focuses on the drivers to reach project success namely cost, time and project quality. The outcome results in a tighter focus on the management of opportunities and actions on risks to be implemented. DEME uses the ORM system for the proper identification, assessment and management of risks and opportunities with respect to tendering, preparation and execution of projects. Through the use of detailed and interactive ORM dashboards, all the opportunities and risks are continuously monitored so that decisions and necessary actions can be taken.
To mitigate any risks of malicious origin, DEME appointed an Enterprise Security Officer (ESO), who reports to the CEO and the COO and which has the mission to advise and assist DEME’s management in protecting the assets of the Group against all risks of malicious origin. In its role, ESO provides the management with periodic updates on the security risk landscape and performs security risk assessments. The ESO advises on potential threats to the security of staff and property. Furthermore, the ESO designs and coordinates the implementation of both security procedures and systems in DEME’s worldwide offices and at project sites. To ensure the effectiveness of these measures, the officer verifies compliance with procedures and coordinates emergency situations when necessary.
The QHSE slogan is ‘Zero accidents and zero environmental incidents’, articulating the ambition of the target of the organisation. The Company’s priority is and remains the well-being of the employees and subcontractors by creating a high-quality, healthy, safe and eco-friendly work environment. QHSE is always a topic on the agenda of DEME’s Management Team, the Executive Committee and the Board of Directors. From that, each employee has a ‘Stop Work Authority’ which is the right and the obligation to stop any activity that is deemed to involve unacceptable risks. Key Performance Indicators (KPIs) are in place at all levels of the organisation to follow up on QHSE performance: segments, business units, projects, sites and vessels. The QHSE KPIs include both leading ones such as Green Initiatives, timely risk assessments, toolbox talks etc. as well as lagging indicators such as the safety thermometer.
The Internal Audit department, functionally reporting to the Audit Committee, provides independent and objective assurance on the risk management, governance, business and internal control processes, by bringing a systematic approach to evaluate and improve processes and conducting internal audits and advisory activities. The internal audit activities are based on a risk-based annual plan, which is approved by the Audit Committee. During such internal audit, the correct application of policies, procedures and controls is verified. Upon completion of the audit, an internal audit report is generated and shared with the relevant internal stakeholders, the Audit Committee and the Board of Directors. The Internal Audit department also monitors the implementation of recommendations from previous audits. It periodically interacts with the statutory auditors to communicate the audit planning and progress and to share key findings and observations. The advisory services are based on the internal audit charter, which also defines the boundaries of the advisory services, and may not compromise the departments' independence & objectivity. The services include holding regular awareness sessions with the various functions in the first line of defense on risk management, performing lessons learned analysis and holding awareness campaigns.# RISK REPORT
Conducting business entails assuming risks. It is important that the company has visibility on these risks in order to balance these with opportunities and control activities. Therefore, DEME performs risk assessments at various stages and levels in the organisation. Every proposal in which DEME participates is categorised (depending on the degree of risk management). The category is based on, among others, the segment and the total value of the project. Some categories only require documentation, review meetings and input from various corporate supporting departments such as legal, insurance and compliance before any involvement of DEME in a tender. Once the proposal has been awarded, the management team performs, at least quarterly but more frequently if needed, an opportunity and risk assessment. For each segment, the responsible management team performs, at least quarterly but more frequently if needed, an opportunity and risk assessment. The main purpose of this assessment is to identify and evaluate the risks and opportunities related to the projects or activities in question. The results of this assessment are documented and the identified risks are communicated upwards, including up to the CEO depending on the gravity.
At project level, an integrated risk assessment considering hazards related to people, assets, environment, quality and reputation is performed. In addition, specific risk analysis techniques and high-risk tasks have been selected, depending on the scope of work. Each segment has a process owner responsible for setting up and maintaining a generic risk assessment which is updated through a formal yearly review and as a result of incidents, inspections, audits and project feedback. The ESO department identifies the necessary organisational, technological and physical security measures required for the different asset categories such as sites, buildings and vessels. Upon this analysis the ESO will mitigate material risks or respond to specific threats.
The most important strategic, operational and financial risks DEME can encounter are described below. The order in which the subsequent risk factors are presented is not necessarily an indication of the likelihood of the risks actually materialising, of the potential significance of the risks or of the scope of any potential harm to the Group’s results, operations, financial condition or prospects. The list of risks described hereafter is not exhaustive and may be supplemented by risks that are currently unknown, cannot be foreseen, are considered as remote or are not significant for the Group, its subsidiaries or its businesses.
DEME is a worldwide player and consequently vulnerable to developments that may arise on the macroeconomic level. Our activities are primarily driven by the growth of the global population, particularly the trend to live near the coast and along major rivers, the growth of the global economy and the need for suitable infrastructure to accommodate this (for example port extensions and maritime access routes). Additionally, the increasing demand for energy and the transition to renewable energy and climate neutrality, the scarcity of minerals and raw materials, and the development of international trade and shipping, are other key drivers. An important factor for our dredging business is the ever-increasing size of tankers and containerships. This has led to more investment in deepening and widening access channels and berths. Part of the demand for DEME’s services typically reflects changes in the economic growth rates of the region in which it is active. This demand is also dependent on developments in the various industries we serve such as new infrastructure related to the energy transition. In addition, a considerable portion of DEME’s activities are driven by governmental policies and public spending. Therefore, DEME is particularly exposed to the level of economic activity and susceptible to changes in the external economic conditions in each of the markets in which it is active. Through geographical diversification, a qualitative client portfolio and a vast network built up over decades, DEME tries to secure business continuity. However, given the complexity and diversity of our activities worldwide, it is not possible to fully anticipate every major change in the market conditions and the impact these could have on our business.
Given the global footprint of DEME’s operations, we are sometimes exposed to elevated risks relating to political and/or social instability (including war, civil unrest, armed conflict, terrorism, hostage taking, piracy, extortion and sabotage). The occurrence, continuation or aggravation of any such events or circumstances could materially adversely disrupt DEME’s operations or otherwise affect its business, personnel, equipment and vessels. DEME aims to mitigate these risks by constantly monitoring the situation and security in those politically unstable areas where projects are being performed and by arranging suitable insurance cover. Protectionism is alleviated when and where possible by means of local partnerships. Moreover, DEME may, should the need arise, suspend a project in order to bring its personnel, equipment and vessels to safety. DEME’s assets (primarily its vessels) can also be swiftly rerouted to an alternative, safe location.
The capital-intensive nature of the industry in which DEME is active calls for major investments (specifically in dredging and offshore vessels but also in concession activities). Investment projects in the industry are often highly complex from both the technical and financial points of view. Furthermore, there is a long period of time between the moment that the decision to invest is taken and the mobilisation of the financing and the moment that the new vessel is delivered. This can give rise to lost opportunities or under- utilisation should the market conditions have changed in the meantime. In the same spirit, concession activities and project development may also be subject to uncertainty as to whether the necessary financing for the new project will be obtained. To remain competitive, DEME invests in new vessels and develops, finances and implements new technologies. During the construction of new vessels for our Dredging and Offshore segments we work closely with the shipyard to make sure we maintain a tight control of the costs involved.
The expansion and development of DEME’s business can require additional capital, which it may obtain through debt and/or equity financing to fund its future capital expenditures. Additional debt financing, if obtained, may expose DEME to additional covenants imposed by financial institutions or lenders. As a result of the capital-intensive nature of the industry, DEME has had and may continue to have a significant amount of borrowings, but these are always closely monitored by the management and the Board of Directors. Specific characteristics of DEME's vessels and other equipment, and the limited number of players in the global markets in which DEME is active (e.g. dredging, offshore wind, etc.) could have a negative impact on the valuation of these assets in the event they would be sold. A negative impact on the fair value valuation of the fleet and other equipment can give rise to a lower value, and as such, impact the financial statements of the Group. The value of the fleet is continuously monitored by DEME's technical department using internal and external information (e.g. insurance reports, valuation reports,…). At every reporting date, the fair value of the fleet is compared with the book value and if necessary an impairment will be recorded.
The sectors in which DEME operates are highly competitive, and DEME faces competition from other local and international market players active in those sectors. Competitive factors include price, service quality, scope of activities (incl. geographically), reputation, experience and environmental impact by other market players, as well as the availability of favourable payment and credit terms. The dredging industry is cyclical in nature (in terms of capital dredging works, as opposed to maintenance works), and price pressures are indeed being witnessed, in particular during low cycles. As fleet utilisation is important, some of DEME’s competitors may adopt a strategy of tendering for projects at lower prices. This aggressive pricing could result in DEME also having to lower its price or improve credit terms significantly in order to secure projects, thereby reducing its gross profit margins and cash flow. The capital intensity of the sectors in which DEME is active, the resulting limited number of players, and DEME’s leading position in both the dredging and offshore wind markets, ease potential competitive pressure to some extent. DEME’s ability to compete will largely depend on being able to continue to innovate and provide state-of-the-art solutions to its customers. DEME needs to keep up with evolving technologies (both hardware and software), and ensure it has advanced technology and equipment to retain its market share, reputation and position. At present, DEME has a modern and competitive fleet as a result of a multi-year investment programme.# INVESTMENTS IN UNPROVEN MARKETS
In its business development and diversification efforts, DEME is investing in industries and markets that are not yet established and/or rely on unproven technology initially, such as deep-sea mineral harvesting (GSR), and green hydrogen (DEME Concessions). Investing in unproven markets can give rise to high research and development costs, impacting the financial position of the Group. Moreover, new industries or assets can also become obsolete or uncompetitive in view of current market circumstances and evolving standards. DEME relies largely on its ability to continue to innovate and as such provide state-of-the-art solutions to its customers, also in unproven markets. Financial investments in unproven markets, which are not yet generating cash flows, are covered by the cash flows arising from the other operational segments of the Group.
DEME’s business largely revolves around projects in the orderbook. We usually construct or deliver an infrastructure or a scope of work with a unique character for a fixed, lump sum or variable price and within an agreed period of time. Sometimes contracts also include the obligation for DEME to design the infrastructure and arrange the financing too. Risks can arise throughout the entire project management and execution process, from tendering to contract negotiation and, upon award, the execution of the engineering, procurement, construction, commissioning and delivery. In addition, there is also the possibility that the client will not be able to obtain the necessary financing or that it might not be able to do so in a timely manner etc.
Operational risks can lead to possible cost overruns, particularly for those projects with fixed-price contracts or with limited price escalation provisions, where the actual costs may exceed the initial estimation made by DEME due to unanticipated additional costs (e.g. resulting from supply price increases, additional work, delays in performance, etc.). Such additional costs cannot always be passed on to the customer, resulting in DEME bearing all, or at least a portion of these costs. Depending on the size of a project, variations from the estimated costs due to performance could have an adverse effect on DEME’s financial performance, results of operations or cash flows.
In particular, projects based on new designs may entail higher risks of cost overruns because DEME may be less able to make a proper cost estimate for the project beforehand, especially when it ventures into new business segments for the first time. Delays (due to possible internal and/or external factors) in meeting delivery performance requirements (e.g. “milestones”) may also result in potential penalties or damages. This includes third-party risks in the form of poor performance or non-performance of subcontractors, suppliers, vendors, joint venture partners or other parties, which could affect DEME’s ability to execute its projects as planned. For instance, this could happen when substitute manufacturers are limited, especially for those making specialised equipment.
Potential penalties or damages, additional costs etc. may arise from not meeting performance requirements. These could be due to quality, the contract period, or cost overruns resulting from not complying with the warranty obligations under the contract (e.g. responsibility for maintenance etc.). Adverse effects on DEME’s business could result from failure to comply with any changes in the applicable regulations and legislation in the relevant jurisdiction regulating, for example, safety and social obligations vis-à-vis subcontractors. There is also the potential of unlimited penalties or damages to be paid as some contracts, in particular public contracts, may not have limitation of liability clauses.
DEME’s ORM department deploys its ORM system for the timely identification, assessment and management of risks and opportunities with respect to tendering, preparation and the execution of projects. By means of detailed and interactive ORM dashboards, all the opportunities and risks are continuously monitored so that decisions and necessary actions can be taken. There is also a Risk Committee, composed of the CEO, CFO and the member of the Executive Committee responsible for the relevant segment or any person appointed by the latter, complemented with non- executive directors and/or any other persons designated by the Board of Directors. The Risk Committee assists the CEO in his task of assessing risk management matters, and in particular analyses and approves all binding offers related to EPC and Design and Build contracts and other important contracts. The Risk Committee reports regularly to the Board of Directors on the performance of its duties and identifies any matters for which it believes action or improvement is necessary and makes recommendations regarding any steps to be taken.
DEME ANNUAL REPORT 2022
During a project, DEME may be confronted with certain other risks of a general nature which are, directly or indirectly, caused by factors that are inherent to DEME’s business (e.g. marine engineering contracts). DEME may be subject to increased project costs due to possible non-working days, a delay in the delivery of the works, injuries to DEME employees or third parties, damages to DEME’s equipment/vessels or those of third parties, as a result of any of the following factors:
DEME tries to manage all those risks through its project management systems set-up, including taking out appropriate insurance policies.
The risk to obtain, maintain or renew the approvals, licences, permits and certificates required to operate its business. DEME requires various approvals, licences, permits and certificates to operate its business. For instance, the Belgian operating companies must hold a “Certificate of Recognition” as contractor. Recognition is granted by the Federal Government Service for the Economy, SME, the Self-Employed and Energy, and has to be renewed every five years. Comparable requirements exist for all of DEME’s activities worldwide.
With respect to the vessels, the flying of a flag is always accompanied by the completion of a registration procedure and a technical survey (the vessel must comply with specific technical standards). Upon the successful completion of the procedure, the vessel is granted a “Certificate of Registry”, which gives the vessel the right to fly a particular flag and guarantees the right of free passage. The exact technical standards and procedures may differ from jurisdiction to jurisdiction and change with the passage of time. DEME meets international legal and other local mandatory QHSE requirements. Additional certificates are obtained to ensure that DEME’s QHSE standard is higher than the requirements. DEME holds an ISO Group Certificate, which includes more than 50 of our operational and commercial entities. All certified entities have an integrated ISO scope covering DEME’s operational activities and are compliant with the following standards: ISO 9001 Quality Management Systems, ISO 14001 Environmental Management Systems, ISO 14064 Reporting, ISO 45001 Health and Safety Management Systems and ISO 50001 Energy Management Systems.
In addition to ISO, the DEME QHSE Management System is also compliant with a lot of other specific standards. Furthermore, marine vessels and structures are classified according to the soundness of their structure and design in relation to the purpose of the vessel. The classification rules are designed to ensure an acceptable degree of stability, safety and environmental impact among others. DEME’s department ‘Class and Flag’ is responsible for maintaining the fleet’s flag and regulatory certificates and updates on the required planning for any surveys required. The validity of the certificates varies from a few days (conditional) to permanent. For some certificates periodical surveys/inspections must be performed within a specified period.
DEME, as a project developer, focuses on projects in the fields of renewable energy, marine infrastructure and ports, dredging, green hydrogen and other special projects. The process from the first idea until the actual completion could entail an extensive period of time. This means that considerable costs may be incurred and time may be spent by DEME on a potential new project, without having the assurance that the project will eventually materialise.# RISK REPORT
DEME is subject to third-party risks in respect of contractors, suppliers, vendors, joint venture partners or other parties involved in the engineering, design, procurement of materials, equipment and services for the performance of work on DEME’s projects. The successful completion of projects depends on the ability of these third parties to perform their contractual obligations and is subject to factors beyond DEME’s control, including actions or omissions by these parties and their subcontractors. DEME implements measures to minimise potential third-party risks, such as carrying out due diligence of third parties before doing business and procure-to-pay procedures for material third parties.
Dredging, land reclamation, offshore works, infrastructure and environmental projects are activities which impact the environment, and which face specific environmental and/or climate risks. DEME faces specific environmental risks relating to the disturbance of fauna and flora in the work environment, accidental contamination or other undesirable environmental effects. These environmental risks can be broken down into three main components:
DEME continuously monitors and assesses economic and climate-related circumstances to anticipate, limit or avoid any impact on our finances. It is also DEME’s ambition to fundamentally contribute to sustainable solutions for the global environment, societal and economic challenges faced in the world today. DEME is continuing its ambitious strategy to expedite the energy transition and its sustainability ambitions are also embodied in its modern, innovative fleet. Additionally, DEME aims to play a role in the move towards the circular economy by providing integrated circular solutions for soil remediation, brownfield development, environmental dredging and sediment treatment.
To finance its investments and activities, DEME frequently makes use of external financing sources, both for short- and long-term financing. The extent of leverage may expose the Group to various risks, including increasing its vulnerability to downturns or adverse changes in general economic, industry or competitive conditions and government regulations. This requires a substantial portion of its cash flows from operations to be dedicated to the payment of principal loans and interest on the Group’s indebtedness, therefore reducing its ability to use its cash flows to fund its operations, capital expenditures and future business opportunities.
DEME aims to maintain a healthy balance between the consolidated net equity and the consolidated net debt. DEME has significant credit facilities and guarantee facilities with various international banks. In addition to this, it has a commercial paper programme to cover its short-term borrowing requirements.
DEME must in the context of some of its long-term credit facilities comply with certain restrictive covenants relating to DEME’s capital-raising activities and other financial and operational matters (e.g. the balance sheet total, net equity, net financial debt and EBITDA). Complying with such restrictive covenants can make it more difficult for DEME to obtain additional capital and to pursue business opportunities, including potential acquisitions. Any breach of these covenants could give rise to the acceleration of the loans.
Under the general term of capital management, net financial debt and cash flows are closely monitored by DEME's Treasury Department and management (BoD). DEME seeks to diversify its financing resources (though only with banks with which it has a longstanding relationship and with good investment grade credit ratings) and to spread the maturity dates.
For its financing, DEME is facing an interest rate risk that can be defined as the extent to which the results or value of a financial transaction are affected by a change in market interest rates. Changes in interest rates can lead to increases in the interest charges, and as such, can impact the financial statements of DEME. The interest rate risk management is centrally performed within the Group. Should DEME use short-term borrowings to finance short-term needs (e.g. working capital for projects) DEME could hedge the floating interest rate. For its long-term borrowings, DEME covers the vast majority of the risks of changes in the underlying variable interest rates through derivative financial instruments, mainly by using interest rate swaps.
The global nature of DEME’s activities means that payments made for contracts, purchases and expenditures may be in a variety of currencies, thus exposing DEME to risks associated with fluctuations in currency exchange rates and with its currency hedging, which could result in increases to DEME’s costs. Most of the Group’s purchases are typically transacted in euro or USD. This means that the Group will face a risk of exchange rate fluctuation when the sales are made in a different currency than the purchases. DEME may be unable to pass these increased costs on to its customers.
DEME uses derivative financial instruments in order to reduce the effects of currency fluctuations on its cash flows and financial condition. In principle, DEME arranges cover for only committed cashflows in currencies other than the home currency. It does so mainly in the form of forward transactions (project hedging or CapEx) or swaps (operating capital, follow-up of forward transactions). So the currency exchange risk is particularly relevant in the pre-committed period. To cope with the exchange rate risks associated with foreign currencies subject to local restrictions, use is made - where possible - of non-deliverable forward (NDF) hedging.
DEME’s reporting currency is the euro. However, given the Group’s global operations, a significant portion of the Group’s assets, liabilities, expenses and revenue are denominated in currencies other than euros and are thus translated to euros at the applicable exchange rates to prepare the Group’s consolidated financial statements. Therefore, fluctuations in exchange rates between euros and other currencies affect the value of those items expressed in euro terms in the Group’s consolidated financial statements. A change of one or more of the foreign currencies in which DEME’s local subsidiaries operate against the euro impacts its revenue and profitability when expressed in euros. Exchange rate changes also affect the Group’s consolidated statement of its financial position and income statement.# RISK REPORT
DEME is exposed to risks associated with fluctuations of prices for raw materials and energy. Raw materials and energy are essential for the performance of its activities and as such are an important element of its costs. Key raw commodities include construction materials required for infrastructure projects or steel for offshore wind farm foundations. When it comes to energy, this primarily refers to the use of fuel oil or LNG by DEME’s vessels and earthmoving equipment. The prices at which DEME can purchase certain raw materials (e.g. steel) or energy (fuel oil or LNG) may fluctuate significantly according to local and international market conditions (e.g. shortages, market price volatility, currency fluctuations, changes in governmental programmes, etc.), thus exposing DEME to price risks and potentially higher costs. Some contracts allow cost increases for raw materials and energy to be passed on to the customer by means of price-review mechanisms. DEME also hedges against oil price fluctuations by entering into forward contracts. Though this practice becomes more costly and therefore unsuitable when it spans a lengthy amount of time or when quantities cannot be estimated reliably.
A credit risk may arise in the event a customer or counterparty fails to perform its contractual obligations in respect of DEME in accordance with the provisions of the contract concerned. Non-payment by a customer may be the consequence of a lack of liquidity, bankruptcy or fraud on the part of the customer or be attributable to the general political or economic situation in the customer’s country. It can impact our cash flows and financial position. DEME aims to minimise the credit risks of its customers by examining their solvency prior to finalising the contract and putting the required payment guarantees in place (including credit insurance policies with public service credit insurers such as Credendo and private credit insurers, bank guarantees and through letters of credit). But it is not possible to entirely exclude the credit risks associated with customers. A large part of the consolidated turnover however, is realised through public or semi-public sector customers. Therefore, the level of counterparty risk is limited because these entities represent a substantial proportion of our customers. To contain the remaining risk, DEME constantly monitors its outstanding trade receivables and adjusts its position if necessary. DEME is exposed to counterparty risks when placing/investing its available liquidities and when subscribing to financial derivatives. Financial institutions can go into default or be declared bankrupt and in turn, put our invested assets at risk. DEME has a policy to minimise counterparty risk by avoiding concentrations of these and in such matters working only with banks with which it has a longstanding relationship and with good investment grade credit ratings, but it is not possible to entirely exclude credit risks of financial counterparties.
Although DEME operates strict financial policies and ensures that there is a diversity of sources of finance and repayment periods, it cannot be ruled out that the non-performance of significant payment obligations by customers or the inability to arrange adequate external financing subject to acceptable conditions could have a negative effect on the cash flow and liquidity of DEME and thus have a negative impact on the activities, financial situation and results of DEME. All these factors might result in DEME having difficulties to comply with its credit facility covenants. If DEME’s future cash flows from operations and other capital resources would be insufficient to honour its payment obligations or to fund its liquidity needs, DEME may be forced to adapt its business activities and capital expenditures, sell assets, obtain additional debt or equity capital, restructure or refinance all or a part of its debt on or before maturity, or for opportunities such as acquisitions. The liquidity risk is limited by spreading borrowing among several banks, agreeing a variety of repayment periods and also by mitigating the credit risk. Moreover, DEME mainly invests in equipment with a long lifespan, which is written-off over several years and for that reason, DEME seeks to structure a substantial part of its debts as long-term debt.
DEME is active in a large number of countries in all parts of the world and is subject to a wide variety of legislation and regulations in each of the jurisdictions in which it operates. And it can be the case that DEME incurs substantial costs in order to comply with these regulations. The regulations to which DEME is subject vary from jurisdiction to jurisdiction and may change over time. This can include changes to export, import and transit inspections, excise, rates and quotas, income tax, withholding tax, VAT and other tax, environmental legislation, checks on international trade and currency, and workplace and social security policies. DEME always seeks to monitor and adapt to changes in the legal systems, regulatory controls, customs and practices in the jurisdictions where it operates.
Doing business on a worldwide basis requires DEME to comply with international antitrust, anti-money laundering, anti-bribery and anti-corruption laws and regulations, including the U.S. Foreign Corrupt Practices Act and the U.K. Bribery Act. In addition, sanctions imposed by international organisations or individual nations restrict or prohibit transactions with certain countries, and with certain companies and individuals identified on lists maintained by the United Nations, the U.S. Federal Government, the European Union, various EU member states and other local governments. Furthermore, due to the increasing complexity, size and geographical spread of DEME’s operations and the extent of its reliance on employees, agents, third-party providers or any other representatives involved in DEME’s business, it may become more difficult to effectively monitor and control all of DEME’s global activities, and in certain emerging markets, which are known to be more prone to bribery, corruption and other compliance risks. DEME may be unaware of, or unable to timely anticipate and prepare for developments in such laws, regulations and sanctions. Subsidiaries and joint ventures work autonomously in an international environment with a multitude of stakeholders which participate in or are impacted by the Group’s operations: project managers and their representatives, concession-granting authorities, regulatory authorities, contractors, design offices, joint contractors, subcontractors, suppliers, service providers, local residents, communities, etc. DEME is committed to responsible business practices and has formulated internal policy with the objective to execute all of its activities with integrity and zero tolerance with regard to corruption. DEME operates a global compliance programme (through, for instance, DEME’s Code of Ethics & Business Integrity and the Group’s existing policies, procedures, training, whistle-blower hotline, IT tools, internal controls and risk management in relation to antitrust, anti-money laundering, anti-bribery or anti-corruption laws and regulations and sanctions, including the monitoring thereof by DEME’s Compliance Department). But there can be no assurance, however, that such codes, policies and procedures are always being applied by employees, agents, third-party providers or any other representatives involved in DEME’s business.
The ordinary course of operation of DEME’s business involves certain inherent risks related to the health and safety of employees, subcontractors and others. DEME could incur substantial liability in the event of accidents, exposure to hazardous substances, spillages or other events resulting in injury or death, even if the event is not as a result of any fault on DEME’s part. Furthermore, in some of the countries where DEME works, the activities may be affected by social and/or political instability (terrorism, armed conflict, seizure of bank accounts etc.) as well as prone to malicious and/or criminal acts (vandalism, theft, physical attacks, kidnapping, piracy, etc.). DEME identifies risks of accidents, or injury and health impacts and introduces the appropriate mitigation measures. Though in the event of accidents, injuries in which DEME’s employees or subcontractors would be involved, cannot be entirely excluded. The QHSE slogan is ‘Zero accidents and zero environmental incidents’. The company’s priority is and remains the wellbeing of the employees and subcontractors by creating a high-quality, healthy, safe and eco-friendly working environment. QHSE is always on the agenda of DEME’s Management Team, Executive Committee and Board of Directors’ meetings. As well as that, each employee has a Stop Work Authority: the right and the obligation to stop any activity that is deemed to involve unacceptable risks.# RISK REPORT
DEME operates in a range of countries subject to different tax regimes. DEME’s effective tax rate and tax liability are based on the application of current income tax laws, regulations and tax treaties. From time to time, various governments make substantive changes to tax rules and the application of rules, including changes potentially impacting the Group's ability to defer taxes on international earnings. In addition, DEME is regularly subject to audits of its income tax returns and VAT declarations by the tax authorities in the various countries in which DEME operates. Significant judgment is required to determine tax liabilities worldwide, and this is partly because tax laws and regulations do not always provide clear and definitive guidelines. DEME’s effective tax rates and tax exposure could potentially be affected by a multitude of reasons. These include changes in the composition of its earnings in countries or jurisdictions with higher or lower tax rates, changes in applicable tax rates, transfer pricing rules or in the valuation of DEME’s deferred tax assets and liabilities, DEME’s ability to utilise tax losses and tax credits, changes to interest deductibility or other changes in the tax laws and the way such laws are applied by tax administrations (possibly with retroactive effect). This also encompasses through tax arrangements issued by the tax authorities and corresponding challenges by tax authorities to DEME’s judgement or interpretation in tax matters. As mentioned, the taxation of the operations can be subject to judgements and might result in disputes with local tax authorities. If management considers it probable that such disputes will lead to an outflow of resources, accruals have been recorded accordingly. Although DEME believes its tax estimates are reasonable, due to continuous screening by its Tax Department, any final determination could be different from the treatment reflected in DEME’s historical income tax provisions and accruals.
DEME has been and may continue to be involved in litigation, other legal claims and proceedings, investigations and regulatory enforcement actions from time to time with various parties in the course of its business. Disputes may, for instance, arise around different interpretations of new items arising during the performance of the contract, or around misinterpretations of contractual clauses. DEME’s business is also subject to operational risks, including environmental hazards, accidents, disruption or flooding, which could result in damage or even the destruction of equipment, structures or buildings, environmental damage or personal injuries, or legal liability towards third parties. The company may even be involved in proceedings initiated by employees or former employees of DEME with occupational disease claims related to certain activities (e.g. diving, working in the sun for extensive periods) or to exposure to hazardous substances (e.g. fumes, corrosive or toxic substances), among other things. Disputes and legal proceedings in which the Group may be involved are subject to many uncertainties, and their outcomes are often difficult to predict. Some of these proceedings can lead to DEME having to pay damages, remedies or criminal or civil sanctions, fines or disgorgement of profit. The defence of any such claims and any associated settlement costs can be substantial, even with respect to claims that have no merit. As a general rule, DEME’s contracts are subject to the laws of the countries in which the projects are executed, supplemented where possible by the arbitration clause of the International Chamber of Commerce, in particular for countries where the legal system might not offer sufficient protection.
DEME increasingly relies on digital communication, connectivity, and the use of technology to run its worldwide business, which has been further accelerated by remote working. DEME increasingly relies on digital communication and the use of information technology for its business, which increases its exposure to potential cybercrimes, failures or disruptions in IT systems and other related risks. Information technology is crucial in supporting and protecting core and supporting processes. This enables DEME to work more fluidly and efficiently and makes it possible to follow up its local operations in almost real-time from its headquarters, but it also leads to a vulnerability linked to cybersecurity challenges and dependency on digitalised processes. Internal policies, procedures and instructions are in place to mitigate the information technology risk. These include multi-factor authentication, single sign-on with Office 365 for all cloud-based applications, hard-disk encryption, as well as End-Point protection on all PCs, regular “Ethical hacking” exercises, awareness campaigns and penetration testing by the Enterprise Security Office (ESO). In its role, ESO provides the management with periodic updates on the security risk landscape and performs security risk assessments. As such, the ESO informs the Group about potential threats to the security of staff and property.
DEME heavily relies on qualified personnel, professionals and managers. The success of DEME’s business depends largely on its ability to continue to recruit and retain skilled personnel, and to do so at competitive conditions. DEME must recruit and retain adequate numbers of highly qualified engineers, professionals and managers for the performance of the technical, support and managerial functions. Not being able to attract talent could limit the execution of current operations, as well as have an impact on the growth of DEME. To attract talent, DEME has a professional recruitment team. DEME also works in the talent market to recruit enough skilled employees. It is vital to motivate and retain them, even for work far from home. DEME tries to recompense the long working hours, shift working, and the night-time and weekend work with attractive conditions of employment and holiday arrangements. The company also invests in the development of employees through various training programmes and prepares candidates for key promotions to improve their leadership capabilities.
DEME makes use of certain proprietary technology and know-how, including the intellectual property and innovations that it has developed itself. To obtain a competitive advantage towards its competitors, DEME must use state-of-the-art technologies, often developed by its own employees. DEME enters into confidentiality agreements with third parties that are involved in Research & Development ('R&D'). The intellectual property rights arising from this R&D are owned by DEME on the basis of a standard contract with the inventor. Depending on the type and value of the intellectual property it may be protected further by filing a patent application.
A pandemic, such as the recent COVID-19, can negatively affect our operations. It impacts the health of all our employees, suppliers, subcontractors; it can disturb the delivery of crucial supplies and it can lower demand. An outbreak of a pandemic impacts the health of our crew and staff and our business continuity, on board, on project sites, and at our offices and consequently, it has an impact on the financial position of the company. Local or international measures can limit travelling for our crew and staff, and include possible quarantine measures, and it can complicate the delivery of necessary supplies. Cooperation of all staff and crew, compliance with our health and safety measures and vaccination recommendations enabled the company to limit the number of Covid infections. And to date, DEME has kept the mitigation measures and protocols in place to continuously assess the Covid evolution and the associated government measures. The evolution and risks now appear to be reasonably under control with most governments relaxing their regulations.
Key Performance Indicators (KPIs) are in place at all levels of the organisation to follow up on QHSE performance. The QHSE KPIs include both leading ones such as Green Initiatives, timely closed actions, toolbox participations, etc., as well as lagging indicators such as the safety thermometer. The ordinary course of operation of DEME’s business involves certain inherent risks related to the environment. In certain jurisdictions, incidents resulting from dredging, land reclamation, offshore works, infrastructure and/or environmental activities (for instance, contamination of air, water and soil) require the contractor to clean up after the works and bear the cost thereof. It is DEME’s policy to strictly abide by all the applicable legislation and regulations in every jurisdiction in which DEME is active, ensuring compliance with this complex array of laws and regulations.# Our actions are guided by our values, international standards and the expectations of our key stakeholders.The following pages outline how we take our DEME ANNUAL REPORT 2022
DEME's 8 key Sustainability Themes
| 2022 | 2021 | 2020 | |
|---|---|---|---|
| kt CO₂ e * | 1,450 | 1,484 | 1,446 |
We have defined ambitious reduction targets within our ISO 14001 certified Environmental Management System.
Concerning the reduction of air emissions, we have chosen a very ambitious strategy whereby we aim to tackle both emissions leading to global climate change, as well as emissions leading to local air pollution.
The majority of the emissions relates to the combustion of fossil fuels in our vessels. In 2022, we have thus focused on the fleet’s carbon efficiency.
| 2022 | 2021 | 2020 | |
|---|---|---|---|
| kt CO₂* | 420 | 419 | 420 |
| Vessels & auxiliary floating equipment, machinery & equipment, lease cars, buildings | Transport of goods, processing of sold products, investments | Purchased electricity |
|---|---|---|
| 98% | 3% | < 0.5% |
| Scope 1 direct | Scope 3 indirect | Scope 2 indirect |
SCOPE 3 indirect purchased materials, transport of goods, waste, transport of people
SCOPE 3 indirect users
SCOPE 3 indirect users
Note: this visual is based on the GHG Protocol Scope 3 Standard and focuses on the most important aspects relevant to DEME
ENERGY TYPE = ELECTRICITY
ENERGY TYPE = FUEL
N₂O = 265 x CO₂ (GWP 100 )
CH₄ = 30 x CO₂ (GWP 100 )
CO₂ SOx NOₓ PM VOC
The reduction of greenhouse gas emissions is a key pillar of DEME's sustainability strategy. We are committed to reducing our carbon footprint in line with the Paris Agreement and the IMO ambition to limit global warming to 1.5°C.
17% of low carbon fuels consumed
TARGET: Reduction of GHG emissions from our own operations and project supply chain.
TRANSPORT OF PEOPLE
MACHINERY AND EQUIPMENT
BUILDINGS
PURCHASE OF GOODS & SERVICES
We are currently implementing a multi-year fleet investment programme in order to further increase energy efficiency, to reduce air emissions directly and significantly, and to be able to make the switch to the use of future zero carbon fuels in the long run. On top of that, we are already actively engaging in the production of these future fuels, which will play a vital role in reducing emissions by up to almost 100%. When it comes to CO₂ and GHG we have chosen to invest in a pragmatic approach, by also investing in fuel production and facilitating the switch to these new fuels, and aiming to reduce emissions by up to almost 100%.
The fleet is responsible for the largest part of DEME’s environmental footprint. Vessels account for more than 98% of DEME's Scope 1 emissions.
With Norwegian shipping company GC Rieber Shipping, we have invested in the installation vessel ‘Viking Neptun’. The vessel is fully compliant with the latest emission standards and features cutting-edge environmental technology, including a battery pack for best-in-class fuel efficiency. The TSHD ‘Bonny River’ and mega CSD ‘Spartacus’, are the first dredgers worldwide to obtain the additional class notation ‘Sustainable ship 1’.
LOW CARBON FUELS
Low carbon fuels combine the fuels for which the CO₂ emissions are lower compared to conventional fuel (marine gas oil). This category includes fuels such as LNG and blended bio-fuels. By incorporating state-of-the-art, dual fuel technology in our vessels, they are able to run on both LNG in gas mode and conventional fossil fuels in diesel mode. From an emissions perspective, the concept is that they can readily access the use of a cleaner fuel with the option to fall back on conventional fossil fuels if alternatives are not available.
In DEME, 75% of the installed power of our fleet is technically prepared to use LNG as a fuel. This includes ‘Spartacus’, ‘Minerva’, ‘Meuse River’, ‘Scheldt River’, ‘Living Stone’, ‘Bonny River’, ‘Orion’ and ‘Green Jade’. Running on LNG reduces the CO₂ and particulate matter emissions, strongly reduces the amount of SO₂ emissions and NOx emissions compared to the use of conventional fossil fuels. The use of biofuels, such as biomethane (BioLNG) and biodiesel, can be used as a ‘drop-in’ fuel and on board of vessels currently running on LNG without any technical modifications for storage, handling and combustion.
MEDIUM AND LONG-TERM
DEME is a keen enthusiast about the potential of future fuels, especially the e-fuels where we adopted an ambitious strategy, particularly focusing on the benefits of hydrogen and methanol. More information on our hydrogen project investments can be found in the section 'Technology & Innovation' and 'Projects'.
| 2023 | 2024 | 2025 | 2026 | |
|---|---|---|---|---|
| % Low Carbon Fuels | 5% | 6% | 8% | 14% |
| Current level | 17% | 11% | ||
| Target |
In DEME, the fleet has the ambition to be fuelled by low carbon fuels. This is reflected in the current level of 17% of low carbon fuels. By 2026, we aim to increase this to 14%.
Use of green shore power at DEME Base Flushing
In DEME, we have invested in shore power infrastructure at DEME Base Flushing. This initiative, which was partly subsidised by the EU’s Connecting Europe Facility (CEF), was taken on DEME’s request and partly subsidised our investment in a shore power network to join the vessels to the grid that makes use of green power provided by energy supplier Stedin Group. This will contribute to a significant reduction in CO₂ and NOₓ emissions.
The shore power infrastructure ensures the reduction of auxiliary engine use and therefore the fuel consumption of moored vessels at the quay of DEME Base Flushing, located in Vlissingen. The investment resulted in a reduction of CO₂ emissions for this power consumption by 9,600 tonnes per year.
The infrastructure is planned to be extended to the other DEME bases.
We are currently working to increase energy efficiency and to promote the use of sustainable energy in our offices. Our efforts are focused on the procurement of green electricity in the short term and to improve our energy efficiency and generate our own wind and solar power for our headquarters. Our aim is to have climate-neutral buildings by 2027. The procurement and production of this green electricity will play a vital role in reducing emissions for our offices to almost zero.
PROGRESS 2022
Procurement of green electricity and production of local renewable energy
The first step in our strategy towards zero-emission offices is the procurement of green electricity for our offices and sites in Belgium. By doing this our indirect GHG emissions related to our offices is reduced significantly.
In DEME, we have already achieved a CO₂ reduction of 70% for our headquarter. For the offices in the Netherlands, we are planning to install solar panels on the roof of the DEME campus.
The electrification of construction machinery and equipment gives the construction sector more and more opportunities to move towards zero-emissions, yet there is still no solution for remote locations using energy-saving machinery and equipment, and these locations are usually exactly where DEME is working.
PROGRESS 2022
In the coming years we will investigate and monitor market developments in new technologies (electric/hydrogen/hybrid) to ensure that sufficient knowledge is present to make the right investments. By 2024, all of John Wiel’s earthmoving machinery will be zero-emission equipment. Furthermore, we are inventarising the operational hours data of individual pieces of machinery to optimise the usage on our projects.
When replacing equipment we will purchase new, zero-emission equipment instead as can be seen in the best practice. In addition to that often the use of electrical equipment on project sites such as compressors, generators, etc. is being used opposed to diesel powered equipment.
Purchase of electric dry-docking machinery
Despite the current price difference with conventional machinery and equipment, we have purchased new electrified machinery. DEME Environmental purchased two electric compact wheel loaders. The time it takes to achieve a full charge on the battery is 2 hours, which requires 10 kWh of energy.
The hybrid generator can run on 100% biofuel and offers the possibility to charge the batteries of the wheel loaders. The generator can also be powered by the grid, meaning that batteries can be charged using green electricity from the grid. The generator is equipped with a battery pack, a hybrid generator with solar panels and lithium batteries and inverters.
The generator’s energy can be stored in the battery pack, which will yield the greatest savings. The generator only starts when the batteries fall below a certain level, and it only runs for a few hours to recharge the batteries. This reduces the diesel consumption of the generator and thus the CO₂ emissions. In addition to that, there is no noise pollution anymore for the surrounding community.
OVERVIEW
The transport of people at DEME includes business flights, train travel and our car fleet. We aim to reduce emissions related to business travel, increase green mobility in the Benelux and gather insight into our car fleet worldwide.
| LEASE CARS ORDERED 2021 VS 2022 | Electric vehicle | Plug-in hybrid electric vehicle | Petrol | Diesel |
|---|---|---|---|---|
| 2021 | 37% | 10% | 57% | 4% |
| 2022 | 28% | 12% | 40% | 13% |
PROGRESS ON THE AMOUNT OF GRAMS CO₂ EMISSIONS PER KILOMETRE FOR OUR LEASE CARS IN THE BENELUX
| 2011 | 2012 | 2013 | 2014 | 2015 | 2016 | 2017 | 2018 | 2019 | 2020 | 2021 | 2022 | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| g CO₂ emissions/km | 145 | 121 | 119 | 119 | 112 | 105 | 103 | 99 | 98 | 91 | 89 | 100 |
| Current level | ||||||||||||
| Target 2025 |
One of the main energy consumers in the project supply chain is the purchase of goods & services. We aim to reduce GHG emissions across our entire project value chain. This includes exchanging energy and emissions performance data. We are determined to gain further insights into our most significant emissions categories and to set dedicated targets and actions based on an analysis of our value chain and related Life Cycle Assessments.
In 2022, we have increased general knowledge and awareness of GHG emissions in our supply chain. We used our internal procurement tool to map where most GHG emissions are coming from. We specifically focused on:
* Materials and energy use in the production of steel, concrete, cranes and dry earthmoving equipment.
* Logistics and water transport.
* Waste production.
We developed tools, methodologies and criteria for sustainable procurement, aiming to influence our suppliers and to make them more sustainable.
In addition, we made the decision to run a pilot with a supplier assessment tool as a potential solution for procuring in a more sustainable way and pushing our suppliers to do better and provide us with information on their emissions related to our scope of work.
Initiatives on the purchase of goods & services are focused on the improvement of our Scope 3 emissions, our indirect emissions, and the impact of our operations.
Our oceans, seas, rivers and coastlines are vital for a healthy planet and economy. It is undeniable that our marine contracting works alter the environment. For this reason, it is our ambition to actively manage the environmental impact of our operations by protecting biodiversity and minimising any disturbance of sensitive species and habitats during our operations. Nature-based Solutions can help us move towards a more regenerative economy.
In 2022, we have raised environmental awareness and engagement amongst our employees, whether they are working on project sites or in the office. These initiatives are employees’ actions to make changes or modifications to a process, equipment or setup to minimise the environmental impact of a project.
* We have increased the number of environmental risk assessments and mitigation measures (based on the Environmental Risk Assessment and Mitigation Plan) for QHSE-S risk assessments.
* We have seen more successful applications of our online and real-time field monitoring system, whereby we use in-house designed environmental buoy setups for water quality surveys. The system is being further refined based on operational feedback from the project sites.
TOTAL NUMBER OF GREEN INITIATIVES
| | 2022 |
| :------------------ | :--- |
| Energy consumption | 15 |
| Fauna & Flora | 30 |
| Soil emissions | 18 |
| Use of natural resources | 2 |
| Waste management | 17 |
| Water emissions | 39 |
| Total | 121 |
In the largest rehabilitation project in Belgium, the transformation of Fort Sint-Filips was successfully completed after two years by DEME Environmental and its subsidiary Dredging Environmental and Marine Engineering. The 17th century fort served as a dumping ground for millions of litres of oil and chemical waste. This was removed and the fort was encased in an underground cement-bentonite wall, so that the contamination is completely isolated. The recreated lagoon and riverbanks were topped with clean soil top layers to facilitate a natural embankment development. Once the team had tackled the heavy historical pollution, a higher river dyke was built to protect the city and the industrial area of the port against rising water levels, which are likely to occur given the impact of climate change. This initiative is part of the Flemish Government’s strategy for flood protection and contributes to the Natura 2000 network. In addition to the flood protection measures, an additional groyne dam has been built downstream of the fort, which will allow the creation of a new tidal nature area. The natural dam was created from the reuse of dredged material from the site and enhances the direct creation and natural growth of a low-dynamic estuarine zone along the River Scheldt with mudflats and shoals, marshlands and brooks. Therefore, the initial remediation project turned into an integrated, sustainable flood management project as part of a more balanced Scheldt Estuary Development Outline - creating not only a safer, but also accessible, attractive and natural estuarine system.
In 2022, DEME’s jack-up vessel tested a new reef on the seabed of the Belgian North Sea. These purpose-built reef structures are the first to be installed offshore off the Belgian coast to facilitate ecological enrichment and enhance biodiversity in the Natura 2000 area. In collaboration with leading reef engineering company Subcon, DEME co-designed and installed this Nature-inclusive design solution, keeping sustainable value creation at the absolute core of our operations. Our active engagement in the development of scientifically and ecologically underpinned solutions reflects DEME’s frontrunning position in the innovative application of offshore Nature-based Solutions.
In order to protect the biodiversity present on the site of the Ecoterres offices and our treatment centres, Ecoterres is committed to Natagora's ‘Réseau Nature Entreprises’. Natagora is an association for the protection of nature in Wallonia and the region around Brussels. This commitment led to the signing of a charter that commits us to five goals:
* To avoid all actions leading to the destruction of natural environments.
* To favour the development of species.
* To respect the landscape and its components, or partially on the site.
* To limit the disturbance of fauna and flora.
* To maintain and develop green spaces.
In 2022, DEME collaborated closely with our client to monitor underwater noise and tested multiple technologies to reduce underwater noise during the installation of foundations at offshore wind farms. In addition, we have deployed a triple bubble curtain (BBC) and an enhanced Hydro Sound Damper net, including a small BBC. Despite these efforts, we acknowledge that it remains a challenging aspect when installing foundations at offshore wind farms.
In 2022, we have successfully integrated Nature-based Solutions into our tender proposals and project designs. For several ongoing projects we also put forward a Nature-based Solution as a fully compliant alternative.
* We have entered into a partnership with the North Sea Foundation for the ‘Living Lab’ project. This collaboration aims to valorise the added value of this pioneering coastal management project.
* We have developed a proposal for the ‘Cassandra’ project, a Living Lab for the Belgian North Sea, which reflects our active engagement in the transition from static coastal protection to dynamic, resilient and integrated coastal zone management.
Our ambition is to continue to integrate Nature-based Solutions into our projects and to develop new solutions that can help us to further reduce our noise emissions.
Charte du label Réseau Nature - E ntreprise - 1 - Charte du label Réseau Nature Entreprises (Version 2021)# INTRAPRENEURSHIP TO ADVANCE SUSTAINABILITY PARTNERSHIPS WITH UNIVERSITIES AND RESEARCH INSTITUTIONS
Sustainable innovation requires collaboration. Multistakeholder partnerships therefore can be seen as a way for organisations from different societal sectors to work together.
The ambition to achieve a sustainable world also means that intrapreneurship (whereby employees can behave like entrepreneurs, even though they work within an organisation) should be encouraged within the company.
We aim to enhance scientific research, upgrade our technological capabilities and encourage sustainable innovation.
SUSTAINABLE INNOVATION
COLLABORATIONS WITH UNIVERSITIES AND RESEARCH INSTITUTES
EUROPE
* UK University of Southampton
* Belgium Ghent University KU Leuven Universiteit Antwerpen Université Libre de Bruxelles
* France Mines Paris Tech Université Grenoble Alpes
* The Netherlands Utrecht University Eindhoven University of Technology
* Poland Lodz University of Techology
* Ukraine Odessa National Maritime University
* Italy Politecnico di Milano
* Germany Kiel University Technische Universität Berlin
REST OF THE WORLD
* Johns Hopkins University- Boston
* National University of Singapore
* Australia University of Western Australia
DEME’S INNOVATION INITIATIVES in following domains
* SUSTAINABLE INNOVATION
* HEALTH AND WELLBEING
* WASTE AND RESOURCE MANAGEMENT
In 2020, waste is not always disposed of in a controlled way, ending up in the oceans and in turn, polluting the coastal environment. Therefore, prudent waste and resource management is essential for a sustainable future. In order to achieve this goal, we need to establish a circular economy to successfully manage soil, sediment, water and land to ensure an efficient use of these vital natural resources. Crucially, we need to find an alternative way of thinking and consider our waste as a potential resource.
Due to the nature of our work, many projects take place in challenging and sometimes dangerous environments. Workplace health, safety and mental wellbeing - for our own people as well as subcontractors, suppliers, partners and other stakeholders - is an ongoing priority. To ensure a safe working environment we have introduced the necessary management systems, action plans and dashboards. For more information we would kindly refer to our dedicated QHSE-S Performance chapter for an overview of our progress. Our ambition is to prioritise our physical, mental health & wellbeing in order to allow our people to be their best selves on the project, at the office and everywhere in between.
OUR 8 KEY SUSTAINABILITY THEMES DEME ANNUAL REPORT 2022
Diversity and opportunity
— To raise awareness about diversity and inclusion throughout the organisation in (leadership) learning programmes.
— To leverage our 'One DEME, One Team' spirit by building on the rich diversity of our operational teams and inclusive employee relationships.
— To ensure all our employees have equal opportunities when it comes to career opportunities and to actively support and guide them in this process.
— An International Starters’ Guide is offered during the onboarding process to assist employees joining DEME from abroad as much as possible.
— Dutch classes were provided in Zwndrecht and Breda to ensure the further integration of non-Dutch speaking employees. In 2022 we welcomed 88 participants, versus 65 in 2021.
— DEME maintained its participation in the project ‘areyouwaterproof. be – Olivia’ which aims to attract more women into the maritime world.
— An Intercultural Awareness training course was organised as a pilot in 2022. Around 60 people who are involved in our US projects were invited. The main goal was to increase awareness regarding cross-cultural communication, helping participants gain more insight into possible cultural differences, improve collaboration and promote effective communication.
— To determine our current status when it comes to diversity, equal opportunities and inclusion, a survey was launched (in combination with the topic of Health and Wellbeing) and focus groups were organised. Nearly 1,400 surveys were completed.
— We carried out an online recruitment campaign and organised Career Days with a focus on international profiles.
| BREAKDOWN FEMALE/MALE* | 79 DIFFERENT NATIONALITIES AMONG CREW AND STAFF |
| NEW HIRES | |
| 20% Male | 80% Female |
| 1% | |
| 4,426 | 781 |
We are a project and expertise-driven company which is expanding its activities worldwide. Talent is a key differentiator, allowing us to offer solutions for global challenges. We believe that a workplace that not only demonstrates demographic diversity but also leverages on diversity of thinking and inclusion will help us to face current and future challenges. Our ambition is to attract, develop and engage our DEME workforce and mitigate employee turnover. By recognising, respecting and valuing differences and allowing people to be their authentic selves at work, we want to increase the impact a diverse and inclusive workforce can have on our organisation. We promote an inclusive working environment where everyone has the same opportunities for promotion, career progression and training, regardless of their gender, age, religion, sexual orientation, nationality, culture, political conviction, mental or physical ability. We aim to foster an engaged workforce via a multi-method approach targeting every step of the employee lifecycle. We focus on maximising the inflow of talent and minimising outflow and make it possible for employees to enjoy a lifelong career at our company. * based on headcount
SUSTAINABILITY & QHSE OUR 8 KEY SUSTAINABILITY THEMESCHAPTER 05 DEME ANNUAL REPORT 2022
— To foster a culture that matches DEME’s culture and ambitions.
— To facilitate transparent and accountable processes for career development and offering support in terms of:
— Career guidance and coaching.
— Upskilling and reskilling.
— In 2022, the HR department was restructured to better support and nurture and develops talent throughout all levels of the organisation.
— The HR department will continue to focus on talent development, which allows us to remain a leading employer and to tell our ambitious, yet authentic, DEME story. Our employee value proposition has been updated with the ‘Act like an owner’ tagline which is being used in all recruitment campaigns.
— In 2022, we continued our efforts to promote internal mobility and develop our people. The ‘Internal Mobility Programme' is designed to inform and consult our DEME talents (regarding career map, leadership development, technical learning journey, etc.).
— To foster a strong sense of community and belonging, we organised a number of events such as ‘DEME heroes’, presentations, business cases, interviews and networking events to ensure potential candidates were still interested in DEME as a potential employer.
— To provide clear career path opportunities, a Career Map for staff was launched, which was structured per job family and seniority level.
— To further structure and professionalise our approach to learning and development, we launched the concept of ‘learning journeys’ for staff. This structures all our training initiatives in five clusters.
— To inform and consult our DEME talents (regarding career map, leadership development, technical learning journey, etc.).
— To continuously improve our training offerings, we have engaged with external consultants to assess and improve our current training catalogue, focusing on accelerating our training opportunities.
| DIVERSITY AND OPPORTUNITY | |
|---|---|
| 55% OF THE PERMANENT STAFF PARTICIPATED IN THE 'TIME TO' STAFF PROGRAMME | 68% OF THE PERMANENT CREW PARTICIPATED IN THE 'TIME TO' CREW PROGRAMME |
| 40 AVERAGE HOURS OF FORMAL TRAINING PER PERMANENT EMPLOYEE | |
| SENIORITY PERMANENT EMPLOYEES | |
| < 1 year | 14% |
| 1-3 years | 31% |
| 3-10 years | 19% |
| > 10 years | 36% |
| 99% OF DEME STAFF COMPLETED COMPLIANCE TRAINING | 95% OF DEME CREW COMPLETED COMPLIANCE TRAINING |
CLEAR GUIDANCE AND HIGH STANDARDS ON BUSINESS ETHICS AND HUMAN RIGHTS FOR ALL PARTIES INVOLVED IN OUR OPERATIONS
— To fully embed the Code of Ethics & Business Integrity as the guiding principle for all our decisions and actions, as well as for our company.
— To promote social dialogue and transparency in our business dealings.
— To raise awareness about ethical conduct and to ensure that all employees understand their responsibilities regarding ethical behaviour.
— In 2022, we continued to reinforce our commitment to ethical business practices and have implemented a new procurement system to further enhance compliance and risk management. The chosen procurement suite with its compliance risk module will support us in ensuring that our ethical standards are embedded throughout our supply chain.
— The Procurement department has started with tool selection where a compliance risk module, as an add-on to the new Procurement suite, was chosen. Following an intensive technical design phase with our implementation partner, we have now arrived at a fully integrated and user-friendly system that will ensure continuous compliance with our ethical guidelines.
— In 2022, we further strengthened our commitment to ethical business conduct by launching a new training course for newcomers.
— To foster a strong ethical culture, we implemented a mandatory e-learning course on business ethics. Following a specific approach for our crew, tailored to life on board, whereby the course has been adapted to be more interactive and engaging, we are moving closer to our goal.
— 95% of our masters and officers trained, we are moving closer to our goal.
We have a strong commitment to acting with integrity and upholding the highest ethical standards. Our whistle-blower channel ensures that employees can report any concerns anonymously and without fear of retaliation. In line with our ambitions to create a sustainable business for the long-term, with all third parties involved, we aim to conduct our business with honesty and integrity and actively and proactively prevent corruption or bribery in any form. Ethical business also includes other topics such as respect for labour and human rights, abolition of child labour, combatting money laundering, and encouraging fair competition with our stakeholders, etc.
OUR 8 KEY SUSTAINABILITY THEMES DEME ANNUAL REPORT 2022
CODE OF ETHICS & BUSINESS INTEGRITY for Business Partners
— To actively participate in and contribute to local communities.
— To foster a sense of responsibility and engagement among employees in community initiatives.
— In 2022, DEME actively engaged with local communities through various initiatives. The DEME Corporate Volunteering Programme, launched in 2021, continued to facilitate employees’ participation in community projects.
— In 2022, employees rolled up their sleeves to clean up litter from streets, beaches and rivers. Over the past year, these activities raised money for a leading cancer charity, Kom op tegen Kanker.
— Employees participated in a community clean-up event organised by the municipality of Zwijndrecht, cleaning up litter from streets, beaches and rivers. Over the past year, these activities raised money for a leading cancer charity, Kom op tegen Kanker.
DEME always aims to build collaborative and sustainable relationships with local communities through consultation, engagement and participation.We want to give value back to these communities and demonstrate responsible community involvement. DEME SUPPORTS MERCY SHIPS. Through our partnership with Mercy Ships, an international NGO operating private hospital ships along the coasts of Africa, DEME employees can provide free surgery and medical training to countries where resources are scarce. DEME has been active in dredging and land reclamation projects in Africa. Therefore, it is very pleased to be able to support an important humanitarian project on the continent through this partnership. With the support of DEME and other organisations, Mercy Ships commissioned a second hospital ship, the ‘Global Mercy’, in the Port of Dakar. The new vessel then began operating as a floating training centre for the first time, providing a series of medical training programmes for healthcare professionals. ‘Global Mercy’ is the largest private hospital ship in the world with 200 beds, 8 operating theatres, and capacity for 600 volunteers, including surgeons, mariners, electricians, teachers and nurses, volunteer their services.
OUR 8 KEY SUSTAINABILITY THEMES
DEME ANNUAL REPORT 2022
LOCAL COMMUNITIES
1. Ok Tedi project
In Papua New Guinea there is an urgent need for improved governance and investment in the health and educational system, therefore our colleagues from the local entity Dredeco and the Ok Tedi project believe that it’s very important to support schools and healthcare facilities within local communities. Dredeco supports the local community by providing financial and medical support to the local hospital and two primary schools. Employees and indeed, many of their family members, rely on medical treatment at these facilities from time to time. The team provides financial support to hospitals and schools such as the Hymiamrae Elementary School, Matkomnai Healthcare Centre and the Senamrai Health Care Post by arranging medical equipment and/or medicines, as well as transport. For the Rumginae Health Care Worker Training Centre they also provide funding for new furniture for students and lecturers on a two-year general nursing course, which is helping to address the critical shortage of healthcare workers in the country. The Dredeco team is proud that it can support these invaluable organisations and help them to continue to offer these vital services to local communities.
2. Groot Onderhoud Vaarwegen (GOVa) project
The Groot Onderhoud Vaarwegen (GOVa) project consists of five locations in the south of the Netherlands. In these locations, jetties, berthing and guidance constructions are being replaced. Most of the wood is being reused as fenders in the new constructions, whereas the remaining wood could not be reused. Therefore, DEME was keen to give it a second life. Four benches are being built by students of De Lage Waard, a regional VMBO school and these will be placed along the nearby footpath. This project highlights that 'waste' can be turned into something valuable and additionally, the initiative resulted in lower emissions.
3. Remediation project in Scotland
On a remediation project in Scotland, the team has set up a system where every safety observation card raised leads to a donation of €5 to the charity ‘Children’s Hospice Association Scotland’. The organisation offers a full family support service for babies, children and young people with life-shortening conditions. In 2022, DEME supported the children’s hospital with €11,250 and the fundraising activities with €11,750.
BEST PRACTICES 2022
GREEN INITIATIVE
QHSE Performance
DEME strives for excellence and continuous improvement. We devote a lot of attention to what could possibly go wrong and certainly to what goes right. To promote this, DEME worked out a communication plan which started with the traditional ‘New Year’s Resolution’. In May, we held our ‘Safety Week’ which focused on the analysis of incidents, near- misses and dangerous situations with a high-risk potential. July and September were marked by our participation in the World Environmental and the World Clean-up Days. The Safety Week resulted in numerous inspiring best practice ‘Safety Success Stories’ and these are being shared throughout the Group.
TAKE 5
The DEME Take 5 programme has been developed with ‘Stop’ as common themes in mind when it comes to Stop and Think, Stop and Assess and Stop and Act. The DEME Take 5 programme aims to encourage everyone who works for DEME to take a few moments to evaluate any risks that may occur before they begin operations. The License to Stop authority gives everybody the right to stop any activity that poses a potential danger. The video message of our CEO speaks for itself: “Everybody has the right and duty to stop work and take necessary measures to avoid any danger.”
Safety DNA
DEME wants to make safety an integral part of its DNA. In its opinion, it is all about caring and sharing, that’s why DEME encourages its employees to take care of each other and share all available data and know-how regarding operational risk management. Within DEME we strive to make the difference by using these shared insights to reach Zero Accidents.
QHSE PERFORMANCE
Safety Week
The Safety Week is all about High Potential (HIPO) incidents: to understand what went wrong, we thoroughly analysed the near-misses, dangerous situations, and incidents with a ‘High Potential’ that happened during the previous year. DEME has evaluated and summarised this valuable data, and asked colleagues who were involved in HIPO situations to share their experiences with the aim to learn from them, or to prevent any similar situations to occur. What went wrong or could have gone wrong? What were the lessons learned? The CEO of DEME has launched the initiative and it was discussed during Safety Week. The CEO has appointed the different HIPO’s and these were discussed during Safety Week.
Safety Stand Down
The Safety Stand Down focuses on Lost Time Incidents (LTI). What went wrong? The number of LTIs increased in the first half of 2022, leading to a drop in the overall QHSE-S score. Unfortunately, during the first half of 2022 the number of LTIs and the related total number of days lost in 2022 were higher than in 2021. In these specific cases, a safety action was urgently needed. Therefore, a special campaign was launched to motivate people to take care not only of themselves, but also of their team members. Everyone had to ask themselves: ‘Can I take care of myself and my team members?’ During our Safety Stand Down campaign, which was very successful, we highlighted the risks related to hand safety, open floors and hatches, dropped objects, falls from height and personnel transfer to and from vessels. Projects, vessels and operational sites organised the Stand Downs to outline the incidents that had happened and the measures to be taken to prevent similar situations occurring.
QHSE-S Performance Dashboard
The DEME QHSE-S Performance Dashboard looks greener than ever before. Targets for Green Initiatives, Safety Week and inspections have been reached. Incidents were reported on time and the related actions were carried out in good time. The quality of incident investigations was closely monitored and highly rated. Unfortunately, DEME was not able to reach its ambitious ‘safety thermometer’ target due to an increase in the number of Lost Time Incidents in the second quarter of the year. Therefore, we launched an additional Safety Stand Down campaign.
Safety Success Stories
Before the launch of the Safety Week, the Safety Success Stories were submitted. Successes show us what we can be proud of, what we have achieved and done in the best possible way, while failures give us the opportunity to grow and identify any areas for improvement. We want to make the workplace safer and can be a valuable source of inspiration for everyone within DEME. One of the most inspiring safety success stories was found at the Saint-Nazaire offshore wind farm project which had a catchy tagline - ‘knowing what to do is knowing when to stop’. The communication between the crew and the management has been improved.
Safety Moment Day
In December our annual Safety Moment Day took place. This not only told us more about our Safety Success Stories but also about two major incidents. Lessons learnt were successfully communicated through several sources: firstly, via e-learning for all of DEME’s operational leaders and management and through great initiatives introduced by the Safety Success Stories.# SUSTAINABILITY & QHSE
The video message of QHSE is very clear: “When it comes to safety, we are responsible for everyone and everything at all times.”
QHSE PERFORMANCE
DEME ANNUAL REPORT 2022
195 HIPO participations timely reported incidents timely closed actions observations inspections incident investigations
HIPO
Lifting Operations 45
Maritime Operations 24
Working at height 19
Other activity / Task 11
Transport Operations 11
Segment specific 11
Use of machinery & equipment 09
Hot Works 06
Working in confined spaces 06
Working with dry earthmoving equipment 06
Pressurised Works 05
Electrical Works 02
Site & Traffic Management 02
Handling hazardous substances 01
Working in specific conditions (hot, cold, …) 01
W W LT I F R ('SAFETY THERMOMETER')
2.00
1.60
1.20
0.80
0.40
0.00
0.23 DEME reference target
0.20
1,453 INCIDENTS
| 313,454 | 117,16 | 4 | 1,309 | 1,307.7 | 2,880 | 12,1545 | 7,15 | 2 | 9,964 |
| 4,790 | 2,737 | 2,455.7 | 2,905 | 170 |
| STAKEHOLDER GROUP | EXPECTATIONS TOWARDS DEME | OUR ENGAGEMENT TOWARDS | INTEREST IN DEME | INFLUENCE ON DEME | EXAMPLES & BEST PRACTICES 2022 |
|---|---|---|---|---|---|
| CLIENTS | Offering most sustainable and innovative solution to respond to client's expectations. | Educate clients and collect feedback on sustainability proposal. Collaborate and partner in industry initiatives. | DEME Offshore has joined the Powering Net Zero Pact initiative together with a global group of energy sector companies to transition to net zero. We are participating in the working groups for circular economy and emissions. More information on the pact can be found at https://www.sse.com/sustainability/poweringnetzeropact. | ||
| EMPLOYEES | Creating healthy & safe working conditions. Enabling career development. Informing about key sustainability themes. | HIPO and Green Initiative communications. Offering more than 600 different training courses. Providing career development plan. Creating sustainability awareness. | Creating more transparency with the launch of our internal Career Map for staff which provides an overview of all available staff positions within DEME. More information can be found under the theme Diversity & Opportunity in Chapter 5. Launch of an internal DEME Sustainability Awareness Campaign ‘Everyday Forward’ to ensure our employees get to know our 8 key sustainability themes. | In case an employee wishes to report or discuss an issue, even anonymously: — They can talk to our confidential advisors — They can report the issue to the [email protected] mailbox. | |
| INVESTORS & SHAREHOLDERS | Enhance transparency, governance and management focus. Better alignment of capital investment decisions with sustainability strategy | Increase exposure. Integration of ESG topics in the long-term strategy. Disclosure of financial and non- financial indicators and targets. Sustainability linked loans. Code of Ethics and Business Integrity. | Organising Initial Public Offering of DEME as a separately listed company. We have added a section Investor Relations on our DEME website and will further develop this section in the coming years. | Organising outreach to investment community: — The Annual General Meeting of Shareholders; — Capital Markets Day, investor conferences and roadshows; — Semester conference calls, one-on-one (virtual) meetings. | More information about our shareholder and investor relations can be found on the Investor portal. |
| SUPPLIERS | Improving transparency. Strengthening long-term relationship. Sharing a common vision. | Code of Ethics and Business Integrity for business partners. Monitoring supplier safety performance. | We include the Code of Ethics and Integrity for business partners in our contracts with suppliers. We monitor and evaluate supplier safety performance via our internal audit system. | ||
| PUBLIC AUTHORITIES | Ensuring compliance with legislation. Ethical business behaviour. | External assurance and audits. Compliance with ISO standards. Code of Ethics and Business Integrity. | Follow-up of general sustainability regulatory framework (CSRD, CSDD, EU Taxonomy...) and sector guidelines. | ||
| NGOS & COMMUNITIES | Building collaboration with shared values. Strengthening local communities to sustain projects we complete. Supporting charitable organisations and campaigns for local communities. | Supporting social projects around the globe. Including philanthropy or public-private stakeholder engagement into our projects. | Best practices and more information on local communities can be found in Chapter 5. | ||
| PEERS | Shaping a sustainable market. Participation in trade associations. | DEME is participating in different sector organisations, as an example we participate in the Sustainability Committee of IADC and the Environmental Sustainability Committee of IMCA. | |||
| ACADEMICS & RESEARCHERS | Encouraging sustainable innovation. Building long-term partnerships and strengthening collaboration. | Partnerships with universities (guest lectures, internship support, sponsoring…). Joint project initiatives. Thesis support. | Conducting studies with universities. | More information and examples of our partnerships with universities and research institutions can be found in Chapter 5 under Sustainable Innovation. |
As a global company operating in many different markets and locations, it is essential to maintain good working relationships with all our stakeholders. DEME strongly believes in joining forces to enlarge the overall sustainability impact.Our approach is to participate in multistakeholder partnerships and inter- and intra-industry collaborations to drive the transition towards holistic, sustainable solutions. An extensive list of partnerships related to energy and emissions reduction is available on our website, www.deme-group.com.
The EU Taxonomy Regulation establishes a classification system for environmentally sustainable economic activities. The goal of this new European legislation is to play an important role in helping the EU scale up sustainable investment and to support the implementation of the European Green Deal.
DEME is reporting according to the EU Taxonomy Regulation and the Non-Financial Reporting Directive. DEME performed an eligibility assessment based on the EU Taxonomy criteria for Climate Change Mitigation (CCM) and Climate Change Adaptation (CCA) activities for the total turnover, capital expenditure and operating expenditure. DEME performed an alignment assessment for activities to disclose the share of EU Taxonomy-eligible economic activities in turnover. The assessments were carried out on 2022 financial data from the investigation of the final project purpose, connecting it with the relevant contributing sector, EU Taxonomy criteria and the evaluation of the Do Not Significant Harm (DNSH) criteria. Finally, compliance with the Minimum Social Safeguards has been verified. The calculation of the proportion of EU Taxonomy-eligible and aligned activities in turnover is based on DEME’s official IFRS reporting as per 2022 and 2021. For CAPEX and OPEX DEME relied on the assessment of its current activities and investments. The table below summarises the results of these evaluations.
The share of EU Taxonomy-eligible activities in turnover:
| 2022 | 2021 | 2022 | 2021 | 2022 | 2021 | |
|---|---|---|---|---|---|---|
| A. Eligible Taxonomy activities | 45 | 46 | 46 | 45 | 0 / 100 | 0 / 100 |
| – Climate Change Mitigation | ||||||
| B. Taxonomy non-eligible activities | 55 | 54 | 54 | 55 | 100 / 100 | 100 / 100 |
| – | ||||||
| C. Taxonomy-aligned activities | 49 | 48 | 48 | 49 | 0 / 100 | 0 / 100 |
| D. Taxonomy non-aligned activities | 51 | 52 | 52 | 51 | 100 / 100 | 100 / 100 |
| – |
29% of the total turnover is eligible for the EU Taxonomy. The turnover is directly related to DEME’s activities making a substantial contribution to climate change mitigation and includes projects for the construction and installation of foundations and wind turbines and their shore connections, as well as projects for railway tunnel infrastructure. 26% of the total turnover is aligned.
52% of the DEME CAPEX is eligible for the EU Taxonomy and aligned. The CAPEX directly related to DEME’s eligible and aligned activities comprises tangible and intangible assets directly related to DEME’s eligible and aligned activities.
DEME ANNUAL REPORT 2022
DEME meets international and local legal regulations but it always aims to operate at higher standards than only meeting the mandatory requirements. DEME holds an ISO certification for its QHSE management system, audited annually by an external accredited body. All certified entities are compliant with the following standards:
Additionally, local certificates are in place, such as:
* CO 2 Performance Ladder
* VCA Petrochemical for the activities at the Antwerp Gas Terminal
Working together to cut CO 2
174 SUSTAINABILITY & QHSE CERTIFICATES, RATINGS & AWARDS CHAPTER 05
DEME’s sustainability performance has been assessed by multiple ESG analysts. The ESG ratings indicate the sustainability performance of a company based on publicly available information. During 2022, we maintained or improved our positioning in the ESG ratings as shown in the table below.
| Rating scale | Rating score 2022 | Rating score 2021 | Rating score 2020 | Sector ranking 2022 | Sector average rating 2022 | DEME Trend vs 2021 |
|---|---|---|---|---|---|---|
| CDP* (D<A) | B | C | - | - | C | Positive |
| Ecovadis* (0<100) | Gold (71) | Silver (63) | - | - | Positive | |
| Sustainalytics** (100<0) | 26,1*** | 27,8*** | - | 21 st Construction & engineering" | Positive | |
| MSCI (CCC<AAA) | AA | AA*** | BBB*** | - | - | Stable |
* The scope is limited to the company DEME Offshore.
** The Sustainalytics ESG Rating gives a lower score to companies with less exposure and better management of their ESG risks.
*** Scores given are covering the scope of the CFE Group before DEME's separate listing.
DEME ANNUAL REPORT 2022
The Trends Impact Awards highlight the most prestigious awards in Belgium for companies that create sustainable value for our society with their projects. In addition to that we were also awarded the Trends Impact Award for the transformation of DEME. Back in September, DEME was nominated based on a submission about the transformation of DEME from a dredging company with more than 150 years of experience into a leading global solutions provider for sustainable challenges. This transformation is about embracing innovation and technology and moving towards an integrated and sustainable approach.
To illustrate this transformation, DEME put forward its pioneering role in unique sustainable business solutions such as building offshore wind farms, developing green hydrogen production facilities and energy islands in addition to its investments and research and development efforts in soil recycling centres, sustainable coastal and riverbank protection and major infrastructure works for rail traffic.
To further develop our sustainable solutions, we also demonstrated the progress we made in our ESG reporting and sustainability reporting with well-defined sustainability programmes connecting ambitions with clear targets, action plans and performance indicators in a coherent and structured way. We see this as a 'journey' where we have already taken a lot of steps but of course, we will continue to work steadily in the coming years to do better and further improve our sustainability performance.
There are four main layers within our governance structure:
EXPLORE SUSTAINABLE BUSINESS SOLUTIONS
OURSELVES TO DEVELOP MORE
TO EXCEL IN OUR OPERATIONS
PERFORMANCE IN
Executive Committee
Sustainability Board
Sustainability Team
Process Owners# DEME ANNUAL REPORT 2022
I love the entrepreneurial spirit within the DEME Group, it leaves room for creativity and self-development. CLAUDE PANNIER | DMC INVESTMENTS | DEME GROUP
CHAPTER 06 — FINANCIAL REPORT
CONSOLIDATED FINANCIAL STATEMENTS
PARENT COMPANY FINANCIAL STATEMENTS
As of December 31 (in thousands of EUR)
| Notes | 2022 | 2021 |
|---|---|---|
| REVENUES | 2,710,796 | |
| (1) | Turnover | 2,654,725 |
| (2) | Other operating income | 56,071 |
| OPERATING EXPENSES | -2,555,560 | |
| Raw materials, consumables, services and subcontracted work | -1,704,618 | |
| (3) | Personnel expenses | -505,743 |
| (4)/(6)/(7) | Depreciation and amortisation expenses | -318,240 |
| (6)/(7) | Impairment of property, plant and equipment and right-of-use assets | -430 |
| (4)/(5) | Impairment of goodwill and intangible assets | - |
| (2) | Other operating expenses | -26,529 |
| OPERATING RESULT | 155,236 | |
| FINANCIAL RESULT (*) | -24,311 | |
| Interest income | 6,026 | |
| Interest expense | -14,914 | |
| Realised/unrealised foreign currency translation effects | -11,134 | |
| Other financial income and expenses | -4,289 | |
| RESULT BEFORE TAXES | 130,925 | |
| (10) | Current taxes and deferred taxes | -31,361 |
| RESULT AFTER TAXES | 99,564 | |
| (8) | Share of profit (loss) of joint ventures and associates | 15,827 |
| RESULT FOR THE PERIOD | 115,391 | |
| Attributable to non-controlling interests | 2,671 | |
| SHARE OF THE GROUP | 112,720 | |
| (17) | Number of shares (basic and diluted) | 25,314,482 |
| (17) | Earnings per share (basic and diluted) | 4.45 |
(*) Net financial result of the year amounts to -24.3 million EUR. More information about the evolution of the financial income and financial expenses is given in the comparative financial statement analysis.
As of December 31 (in thousands of EUR)
| Notes | 2022 | 2021 |
|---|---|---|
| RESULT FOR THE PERIOD | 115,391 | |
| Attributable to non-controlling interests ()* | 2,671 | |
| Share of the Group | 112,720 | |
| RESULT FOR THE PERIOD | 115,391 | |
| Other comprehensive income that may be reclassified to profit or loss in subsequent periods | ||
| (19) | Changes in fair value related to hedging instruments | 45,455 |
| (8) | Share of other comprehensive income of joint-ventures and associates | 50,416 |
| Changes in cumulative translation adjustment reserve | 3,101 | |
| Other comprehensive income that cannot be reclassified to profit or loss in subsequent periods | ||
| (21) | Remeasurement of net liabilities relating to defined benefit plans | 3,953 |
| (8) | Share of other comprehensive income of joint-ventures and associates | 100 |
| TOTAL OTHER COMPREHENSIVE INCOME | 103,025 | |
| TOTAL COMPREHENSIVE INCOME | 218,416 | |
| Attributable to non-controlling interests | 3,168 | |
| SHARE OF THE GROUP | 215,248 |
(*) In both 2022 and 2021 an amount of 2.6 million EUR is coming from the Environmental segment.
As of December 31 (in thousands of EUR)
| Notes | 2022 | 2021 |
|---|---|---|
| ASSETS | 4,509,778 | |
| NON-CURRENT ASSETS | 2,969,289 | |
| (4) | Intangible assets | 24,315 |
| (5) | Goodwill | 13,028 |
| (6) | Property, plant and equipment | 2,422,048 |
| (7) | Right-of-use assets | 98,994 |
| (8) | Investments in joint ventures and associates | 202,748 |
| (9) | Other non-current financial assets | 32,540 |
| (19) | Non-current financial derivatives | 39,336 |
| Interest rate swaps | 39,127 | |
| Forex/fuel hedges | 209 | |
| (9) | Other non-current assets | 11,892 |
| (10) | Deferred tax assets | 124,388 |
| CURRENT ASSETS | 1,540,489 | |
| (11) | Inventories | 25,696 |
| (12) | Contract assets | 344,751 |
| (13) | Trade and other operating receivables | 469,529 |
| (19) | Current financial derivatives | 22,022 |
| Interest rate swaps | 17,638 | |
| Forex/fuel hedges | 4,384 | |
| (14) | Assets held for sale | 31,997 |
| (15) | Other current assets | 124,233 |
| (18)/(19) | Cash and cash equivalents | 522,261 |
| TOTAL ASSETS | 4,509,778 |
As of December 31 (in thousands of EUR)
| Notes | 2022 | 2021 |
|---|---|---|
| GROUP EQUITY AND LIABILITIES | 4,509,778 | |
| SHAREHOLDERS' EQUITY (16) | 1,753,947 | |
| Issued capital | 33,194 | |
| Share premium | 475,989 | |
| Retained earnings and other reserves | 1,218,272 | |
| Hedging reserve | 70,020 | |
| Remeasurement on retirement obligations | -37,458 | |
| Cumulative translation adjustment | -6,070 | |
| NON-CONTROLLING INTERESTS | 22,318 | |
| GROUP EQUITY | 1,776,265 | |
| NON-CURRENT LIABILITIES | 1,015,460 | |
| (21) | Retirement obligations | 60,523 |
| (23) | Provisions | 42,985 |
| (18) | Interest-bearing debt | 789,904 |
| (19) | Non-current financial derivatives | 53,661 |
| Interest rate swaps | - | |
| Forex/fuel hedges | 53,661 | |
| (8) | Other non-current financial liabilities | 1,238 |
| (10) | Deferred tax liabilities | 67,149 |
| CURRENT LIABILITIES | 1,718,053 | |
| (18) | Interest-bearing debt | 252,870 |
| (19) | Current financial derivatives | 31,579 |
| Interest rate swaps | - | |
| Forex/fuel hedges | 31,579 | |
| (23) | Provisions | 4,714 |
| Contract |
As of December 31 (in thousands of EUR)
| 2022 | 2021 | |
|---|---|---|
| CASH AND CASH EQUIVALENTS, OPENING BALANCE | 528,632 | 621,937 |
| Operating result | 155,236 | 143,281 |
| Dividends from participations accounted for using the equity method (8) | 10,651 | 10,479 |
| Reclassification of (income) loss from sales of property, plant and equipment and financial participations to cash flow from divestments | -5,692 | -16,159 |
| Interest received | 6,026 | 4,181 |
| Interest paid | -15,653 | -4,383 |
| Foreign currency translation effects and other financial income (costs) | -15,423 | -2,673 |
| Income taxes paid (10) | -42,962 | -38,422 |
| NON-CASH ADJUSTMENTS | 319,293 | 344,052 |
| Depreciation and amortisation expenses | 318,240 | 291,108 |
| Impairment of property, plant and equipment and right-of-use assets | 430 | 34,608 |
| Impairment of goodwill and intangible assets | - | 311 |
| (Decrease) increase of retirement obligations (21) | 505 | 1,146 |
| (Decrease) increase of provisions (2)/(23) | -1,034 | 13,013 |
| Other non-cash operating expenses (income) (*) | 1,152 | 3,866 |
| CASH FLOW FROM OPERATING ACTIVITIES BEFORE CHANGES IN WORKING CAPITAL | 411,476 | 440,356 |
| CHANGES IN WORKING CAPITAL | 24,893 | -20,782 |
| Decrease (increase) in inventories and advances received | -42,056 | 38,773 |
| Decrease (increase) in amounts receivable | -85,874 | -90,181 |
| Decrease (increase) in contract assets | -18,066 | -74,938 |
| Increase (decrease) in current liabilities (other than borrowings) | 28,684 | 81,268 |
| Increase (decrease) in contract liabilities | 142,205 | 24,296 |
| CASH FLOW FROM OPERATING ACTIVITIES | 436,369 | 419,574 |
| INVESTMENTS | -512,855 | -298,660 |
| Acquisition of intangible assets | -2,115 | -1,908 |
| Acquisition of property, plant and equipment (6) | -481,807 | -280,136 |
| Cash (out) inflows on acquisition of subsidiaries | 4,433 | - |
| Cash (out) inflows on acquisition of associates and joint ventures (8) | -22,667 | -15,632 |
| New borrowings given to joint ventures and associates (9) | -10,097 | -595 |
| Cash outflows of other financial assets (9) | -602 | -389 |
| DIVESTMENTS | 24,001 | 32,248 |
| Sale of intangible assets | - | - |
| Sale of property, plant and equipment (6) | 8,320 | 28,446 |
| Cash (out) inflows on disposal of subsidiaries | 965 | - |
| Cash (out) inflows on disposal of associates and joint ventures (8) | - | -2,539 |
| Repayment of borrowings given to joint ventures and associates (9) | 14,716 | 6,341 |
| Cash inflows of other financial assets | - | - |
| CASH FLOW (USED IN) / FROM INVESTING ACTIVITIES () | -488,854 | -266,412 |
| New interest-bearing debt (18) | 465,000 | 51,344 |
| Repayment of interest-bearing debt (18) | -380,488 | -278,875 |
| Gross dividend paid to the shareholders (16) | -40,843 | -20,421 |
| Gross dividend paid to non-controlling interests | -504 | - |
| CASH FLOW (USED IN) / FROM FINANCIAL ACTIVITIES | 43,165 | -247,952 |
| NET INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS | -9,320 | -94,790 |
| Impact of exchange rate changes on cash and cash equivalents | 2,949 | 1,485 |
| CASH AND CASH EQUIVALENTS, ENDING BALANCE | 522,261 | 528,632 |
() Other non-cash operating expenses (income) mainly relate to bad debt allowances and the gain or losses resulting from the time value of financial derivative instruments.
(*) The amounts of cash flow from investments and divestments can differ from the amounts invested or divested in the notes to which reference is made, due to non-cash corrections such as additions of the year that are not yet paid for.
185
2022 (in thousands of EUR)
| Share capital and share premium | Hedging reserve | Remeasurement on retirement obligations | Retained earnings and other reserves | Cumulative translation adjustment | Shareholders' equity | Non- controlling interests | Group equity | |
|---|---|---|---|---|---|---|---|---|
| Ending, December 31, 2021 | 36,755 | -25,872 | -41,283 | 1,618,824 | -8,881 | 1,579,543 | 19,696 | 1,599,239 |
| Impact IFRS amendments | - | - | - | - | - | - | - | - |
| Opening, January 1, 2022 | 36,755 | -25,872 | -41,283 | 1,618,824 | -8,881 | 1,579,543 | 19,696 | 1,599,239 |
| Profit | - | - | - | 112,720 | - | 112,720 | 2,671 | 115,391 |
| Other comprehensive income | - | 95,892 | 3,825 | - | 2,811 | 102,528 | 497 | 103,025 |
| Total comprehensive income | - | 95,892 | 3,825 | 112,720 | 2,811 | 215,248 | 3,168 | 218,416 |
| Dividends paid | - | - | - | -40,843 | - | -40,843 | -504 | -41,347 |
| Other | 472,428 | - | - | -472,429 | - | -1 | -42 | -43 |
| Ending, December 31, 2022 | 509,183 | 70,020 | -37,458 | 1,218,272 | -6,070 | 1,753,947 | 22,318 | 1,776,265 |
Share capital amounts to 31,110 thousand EUR and share premium amounts to 5,645 thousand EUR in 2021 and up to June 29, 2022 before partial demerger of CFE NV. After partial demerger of CFE NV, a new holding company DEME Group NV replaces DEME NV and the equity components of the new parent company are now reflected in the DEME Group consolidated figures. After partial demerger of CFE NV, share capital amounts to 33,194 thousand EUR and share premium amounts to 475,989 thousand EUR. This is reflected in the line ‘Other’ as a transfer between retained earnings and other reserves and share capital and share premium. Reference is also made to note (16) Share capital, dividends and reserves.
The hedging reserve includes the fair value fluctuations of effective cash flow hedges, net from income taxes. Reference is made to note (19) Financial risk management and financial derivatives. The general increase in market interest rates compared to the hedged interest rates had a positive impact on the hedging reserve. The movement of the year, 95.9 million EUR, also includes the changes in the hedging reserve for joint ventures and associates (50.4 million EUR) for which reference is made to note (8). Some joint ventures and associates, mainly in the DEME Concessions segment, finance significant assets such as infrastructure works, offshore wind farms or vessels and therefore hold interest rate swaps (IRS).
Remeasurement on retirement obligations relates to the defined benefit plans (including the Belgian contribution-based plans which are considered to be defined benefit plans under IFRS) actuarial gains/losses (-) and asset limitation, after income taxes. For more information, reference is made to note (21) Retirement benefit obligations, where the remeasurement is shown before income taxes.
Retained earnings and other reserves include the revaluation surplus, legal reserve, available reserves, untaxed reserves and retained earnings of the parent company, before result appropriation of the year, as well as the consolidation reserves. More detail can be found in note (16) Share capital, dividends and reserves.
Non-controlling interests totalling 22.3 million EUR at December 31, 2022, are related to the Environmental segment for an amount of 18.9 million EUR and to the Dredging & Infra segment for an amount of 2.8 million EUR.
2021 (in thousands of EUR)
| Share capital and share premium | Hedging reserve | Remeasurement on retirement obligations | Retained earnings and other reserves | Cumulative translation adjustment | Shareholders' equity | Non- controlling interests | Group equity | |
|---|---|---|---|---|---|---|---|---|
| Ending, December 31, 2020 | 36,755 | -40,978 | -40,454 | 1,524,664 | -12,495 | 1,467,492 | 17,840 | 1,485,332 |
| Impact IFRS amendments | - | - | - | - | - | - | - | - |
| Opening, January 1, 2021 | 36,755 | -40,978 | -40,454 | 1,524,664 | -12,495 | 1,467,492 | 17,840 | 1,485,332 |
| Profit | - | - | - | 114,581 | - | 114,581 | 2,757 | 117,338 |
| Other comprehensive income | - | 15,106 | -829 | - | 3,614 | 17,891 | 70 | 17,961 |
| Total comprehensive income | - | 15,106 | -829 | 114,581 | 3,614 | 132,472 | 2,827 | 135,299 |
| Dividends paid | - | - | - | -20,421 | - | -20,421 | -1,008 | -21,429 |
| Other | - | - | - | - | - | - | 37 | 37 |
| Ending, December 31, 2021 | 36,755 | -25,872 | -41,283 | 1,618,824 | -8,881 | 1,579,543 | 19,696 | 1,599,239 |
186
DEME has evolved into a global marine sustainable solutions provider organised around four distinct segments. For management purposes, the Group is organised into four business units based on its products and services. The four reportable segments are:
This segment provides engineering and contracting services globally in the offshore renewables and oil & gas industry. Those activities are executed with specialised offshore vessels. In the offshore renewables, the Group is involved in the full Balance of Plant scope for offshore wind farms. This includes the engineering, procurement, construction and installation of foundations, turbines, inter-array cables, export cables and substations. The Group also offers operations and maintenance, logistics, repair and decommissioning as well as salvage services to the market. In the oil & gas industry, the Group performs landfalls and civil works, rock placement, heavy lift, umbilicals, as well as installation and decommissioning services. In addition to these main activities, the Group also provides specialised offshore services, including geoscience services and the installation of suction pile anchors and foundations.
In this segment the Group performs a wide variety of dredging activities worldwide, including capital and maintenance dredging, land reclamation, soil improvement, port construction, coastal protection and beach nourishment works. These activities are executed with specialised dredging vessels and various types of auxiliary vessels and earth-moving equipment. The Group also provides contracting services for marine infrastructure projects. This includes the engineering, design and construction of complex marine structures such as jetties, port terminals, locks and weirs, infrastructural works such as bored and immersed tunnels, foundation and marine works for bridges or other constructions in a marine or fluvial environment, and civil works for harbour construction, dams and sea defences, canal construction, revetment, quay wall construction and shore protection.
187# FINANCIAL INFORMATION OF OPERATING SEGMENTS
In addition, the Group is active in the marine aggregate business, which includes dredging, processing, storage and transport of aggregates. Finally, the Group provides maritime services for port terminals.
The Environmental segment focuses on innovative environmental solutions for soil remediation and brownfield redevelopment, environmental dredging and sediment treatment and water treatment. It is mainly active in the Benelux, France, as well as in other European countries on a project-by-project basis. An external partner participates in the Environmental segment. The segment can be considered as a material partly owned aggregated level of subsidiaries with non-controlling interests of 25.1%.
The Concessions segment, unlike the contracting segments, invests in and develops projects in wind, port infrastructure, green hydrogen and other special projects. It operates through participations in special purpose companies – greenfield and brownfield. Besides creating economic value on its projects and generating equity returns on its investments, it also aims to secure regular activities for the Group contracting activities in the EPC phases of its projects. Within its concessions activities, the Group holds also concessions of seabed areas which contain polymetallic nodules and develops a technology to collect and process these polymetallic nodules containing nickel, cobalt, manganese and copper from the deep ocean floor.
Each of the four abovementioned segments has its own market, asset base and revenue model and is managed separately requiring different strategies. Dredging & Infra activities are complementary as the marine infrastructure works that DEME Infra undertakes are often combined with a dredging or land reclamation scope. The Offshore Energy segment is involved in and serves the offshore energy industry, both renewables and oil & gas sectors. The Environmental segment focuses on environmental solutions. The Concessions segment, unlike the contracting segments, invests in and develops projects in wind, port infrastructure, green hydrogen and other special projects.
The segment reporting comprises financial information of these four segments that are separate operating segments. On a quarterly basis, separate operating results are prepared and reported to the Chief Operating decision maker, the DEME Executive Committee, as well as the Board of Directors. For the segment reporting, some activity lines, that are the lowest level of reportable activities within DEME, are aggregated. As such the activities of CTOW (maritime services for port terminals) and DBM (marine aggregate business) are aggregated in the Dredging & Infra segment. The works performed by Scaldis (salvage works) are aggregated in the Offshore Energy segment.
The reporting of the management accounts (reporting on operating results) is an integral part of the financial reporting. At any time, the consolidated management report can be reconciled with the consolidated financial statements, both resulting in the same IFRS net result of the year (as such one version of the truth).
188 CONSOLIDATED FINANCIAL STATEMENTS
The Group’s company structure is mostly, but not completely, built around the different segments. It is possible that a company of the Group is executing projects in both the Dredging & Infra and Offshore Energy segment and also one project can trigger cost and income in different companies of the Group worldwide. The DEME operational and management structure however is aligned with the DEME operational segments as well as the management reporting that is based on a worldwide uniform analytical accounting system. The analytical result by company, that gives a breakdown by project and cost center, is the basis for the segment reporting that can always be reconciled with the income statement of the company.
For projects in which two segments are involved (for instance an offshore contract with a dredging scope), the segments only report their own share in revenue and result. When one segment is working for another segment as a subcontractor or when a segment hires equipment to use on projects that is dedicated to another segment, this is remunerated at arm’s length basis. Inter-segment revenues are included in the revenues of the segment performing the work, but are eliminated in the segment that is invoicing to the external customer. Currently intercompany sales for major projects are within the same segment (dredging and infrastructure works; offshore and salvage works) so there is no inter-segment revenue to report on separately.
For each segment the turnover, EBITDA, depreciation and impairment cost and EBIT is reported. For the Concessions segment these measures of performance are only applicable to the subsidiaries (fully consolidated entities included in this segment). As the business of the Concessions segment is often resulting in a minority stake in participations, the operating result of these participations is reflected in the result from associates and joint ventures that is also segmented.
The basis for the segment reporting is the management reporting system. Next to all activities done by our subsidiaries, the management report also includes the projects executed by joint ventures, showing the DEME’s share of revenues and expenses in the joint venture. This proportionate consolidation method whereby the Group accounts for the assets, liabilities, revenues and expenses according to its share in the joint venture, is not allowed under IFRS for joint ventures. Management however has to monitor the performance of the entire business, both executed in control as in a joint venture. In the segment reporting the joint ventures are consolidated according to the proportionate consolidation method and the intercompany transactions between the joint ventures and DEME subsidiaries are eliminated following the rules of proportionate consolidation.
The total of the reported segment amounts is reconciled with the corresponding amounts in the DEME consolidated financial statements. The Share of the Group (IFRS net result) is not affected by the difference in consolidation method, only the presentation of the result of the year is different. As for the net result from joint ventures and associates and the carrying amount of joint ventures and associates, the reconciliation column includes the net result and carrying amount of joint ventures that are consolidated according to the equity method in the financial statements but according to the proportionate consolidation method in the segment reporting. Reference is made to note (8) for more information about joint ventures and associates.
DEME’s management reporting focuses on both the current and future (financial) performance and on the current and future assets deployed for the execution of projects. The financing activities and monitoring of our working capital is performed centrally at DEME group level, and therefore no segmented financial information is presented for those activities. The segmentation of DEME’s fleet is done based upon the nature of the equipment dedicated to a specific segment. An overview of the DEME fleet per nature is attached earlier in the annual report. A geographical segmentation of the fleet is not applicable for DEME as its vessels are continuously working on different projects around the world.
DEME ANNUAL REPORT 2022
189 CHAPTER 06
2022 (in thousands of EUR)
| Offshore Energy | Dredging & Infra | Environmental | Concessions | Total | Reconciliation | Group Financial Statements | |
|---|---|---|---|---|---|---|---|
| Turnover | 957,810 | 1,524,316 | 206,336 | 2,214 | 2,690,676 | -35,951 | 2,654,725 |
| EBITDA | 221,967 | 254,889 | 24,974 | -12,675 | 489,155 | -15,249 | 473,906 |
| Depreciation and& Impairment | -104,851 | -210,002 | -8,502 | -61 | -323,416 | 4,746 | -318,670 |
| EBIT | 117,116 | 44,887 | 16,472 | -12,736 | 165,739 | -10,503 | 155,236 |
| Financial result | -25,490 | 1,179 | -24,311 | ||||
| RESULT BEFORE TAXES | 140,249 | -9,324 | 130,925 | ||||
| Current taxes and deferred taxes | -34,498 | 3,137 | -31,361 | ||||
| Net result from joint ventures and associates | 26 | 108 | 547 | 9,255 | 9,936 | 5,891 | 15,827 |
| RESULT FOR THE PERIOD | 115,687 | -296 | 115,391 | ||||
| Attributable to non- controlling interests | 2,967 | -296 | 2,671 | ||||
| NET RESULT SHARE OF THE GROUP | 112,720 | - | 112,720 | 112,720 | |||
| Net book value intangible assets | 14,488 | 8,112 | 1 | 1,744 | 24,345 | -30 | 24,315 |
| Net book value property, plant and equipment and right-of-use assets | 1,168,802 | 1,375,574 | 55,306 | 159 | 2,599,841 | -78,799 | 2,521,042 |
| Carrying amount of joint ventures and associates | 27 | 5,471 | 3,135 | 98,258 | 106,891 | 94,619 | 201,510 |
| Booked as non-current asset | 27 | 5,471 | 3,135 | 99,496 | 108,129 | 94,619 | 202,748 |
| Booked as non-current financial liability (- is credit) | - | - | - | - | - | -1,238 | -1,238 |
| Acquisition of property, plant and equipment and right-of-use assets (*) | 351,501 | 170,877 | 19,630 | 87 | 542,095 | -14,062 | 528,033 |
| Capital investments in joint ventures and associates | - | - | - | 18,771 | 18,771 | 3,893 | 22,664 |
(*) Acquisitions according to balance sheet (rollforward property, plant and equipment and right-of-use assets) and not according to cash flow statement.
The financial information disclosed in the segment reporting (using the proportionate consolidation method for joint ventures) is reconciled with the financial information as reported in the consolidated statement of financial position and the consolidated statement of income (using the equity consolidation method as required under IAS 28) above. The impact of the different consolidation method for joint ventures is included in the ‘Reconciliation’ column. The proportionate (line-by-line) integrated amounts of joint ventures are deducted and replaced by the Group’s share in the result of the joint ventures.# CONSOLIDATED FINANCIAL STATEMENTS
| Segments | Offshore Energy | Dredging & Infra | Environmental Concessions | Tot al | Recon ciliation | Group Financial Statements |
|---|---|---|---|---|---|---|
| Turnover | 916,354 | 1,478,306 | 166,163 | 1,467 | 2,562,290 | -51,683 |
| EBITDA | 170,888 | 305,848 | 16,834 | -12,529 | 481,041 | -11,733 |
| Depreciation & Impairment | -96,277 | -231,806 | -8,037 | -89 | -336,209 | 10,182 |
| EBIT | 74,611 | 74,042 | 8,797 | -12,618 | 144,832 | -1,551 |
| Financial result | -7,447 | 2,035 | -5,412 | |||
| RESULT BEFORE TAXES | 137,385 | 484 | 137,869 | |||
| Current taxes and deferred taxes | -31,637 | 558 | -31,079 | |||
| Net result from joint ventures and associates | - | 1 | 624 | 11,068 | 11,693 | -1,145 |
| RESULT FOR THE PERIOD | 117,441 | -103 | 117,338 | |||
| Attributable to non-controlling interests | 2,860 | -103 | 2,757 | |||
| NET RESULT SHARE OF THE GROUP | 114,581 | - | 114,581 | |||
| Net book value intangible assets | 17,084 | 8,462 | 2 | - | 25,548 | -35 |
| Net book value property, plant and equipment and right-of-use assets | 722,997 | 1,661,329 | 44,783 | 132 | 2,429,241 | -79,580 |
| Carrying amount of joint ventures and associates | - | 5,020 | 2,768 | 31,602 | 39,390 | 90,564 |
| Booked as non-current asset | - | 5,020 | 2,805 | 34,392 | 42,217 | 90,564 |
| Booked as non-current financial liability (- is credit) | - | - | - | -37 | -2,790 | -2,827 |
| Acquisition of property, plant and equipment and right-of-use assets (*) | 128,705 | 189,244 | 14,226 | 37 | 332,212 | -10,774 |
| Capital investments in joint ventures and associates | - | 70 | - | 347 | 417 | 15,215 |
(*) Acquisitions according to balance sheet (rollforward property, plant and equipment and right-of-use assets) and not according to cash flow statement. In comparison with the Financial Report 2021, an amount of 62,291 thousand EUR is transferred from Dredging & Infra to Offshore Energy.
DEME is a world leader in the highly specialised fields of dredging, solutions for the offshore energy market, environmental and infra marine works. The company can build on more than 140 years of know-how and experience and is a front runner in innovation and new technologies. The sub-holding company DEME NV originated on April 5, 1930. DEME’s vision is to work towards a sustainable future by offering solutions for global challenges: a rising sea level, a growing population, reduction of CO₂ emissions, polluted rivers, seas and soils and the scarcity of natural resources. While the company’s roots are in Belgium, DEME has built a strong presence in all of the world’s seas and continents.
Up to June 29, 2022, the parent company of the DEME Group was Dredging, Environmental and Marine Engineering NV (DEME NV). Since then, a new holding company, DEME Group NV, has come on top of DEME NV as a result of the partial demerger of CFE NV, that transferred its 100% stake in DEME NV to DEME Group NV. Reference is made to note (16) Share capital and reserves, for more information about this transaction and the current shareholder structure of the DEME Group.
Both the head office and registered address of the new parent company, DEME Group NV, as well as DEME NV, a 100% affiliate of DEME Group NV, are Scheldedk 30, Zwndrecht, Belgium. The companies are registered at the Chamber of Commerce in Antwerp, Belgium with number BE 0787829347 and BE 0400473705 respectively. The legal entity identifier (LEI) of DEME Group NV at the Crossroad Bank of Enterprises is 549300FPFPQPKI3PJV37.
DEME Group NV is listed since June 30, 2022, on Euronext Brussels under the symbol ‘DEME’ with ISIN code BE0974413453. For the purposes of the EU Directive 2004/109/EC in respect of the harmonisation of transparency requirements relating to information about issuers whose securities are admitted to trading on a regulated market and amending Directive 2001/34/EC, the Home Member State is Belgium. DEME Group NV shall notify the Belgian Financial Services and Market Authority (FSMA), as competent supervisory market authority of its Home Member State. DEME Group’s securities are only admitted to trading in Belgium. The website of the Group is www.deme-group.com.
The consolidated financial statements of DEME Group NV for 2022 and 2021 include the Company and group companies hereinafter referred to jointly as the ‘Group’ and individually as subsidiaries, joint ventures and associates. The section ‘principles of consolidation’ explains how group companies are included in the consolidated financial statements. The consolidated key figures, consolidated statement of income, consolidated statement of financial position and consolidated statement of cash flows together with the management reporting and segment reporting were presented to the Board of Directors of February 17, 2023. The full financial information report including all explanatory notes is presented and authorised for publication by the Board of Directors on March 27, 2023.
The consolidated financial statements and the accompanying explanatory notes have been prepared in accordance with International Financial Reporting Standards (IFRS) as adopted by the European Union (EU-IFRS).
The Group has prepared the consolidated financial statements on the basis that it will continue to operate as a going concern. The consolidated financial statements are presented in thousands of EUR. They are prepared on the historical cost basis except for derivative financial instruments which are stated at fair value. The consolidated financial statements are prepared as of and for the period ending December 31,2022. They are presented before the effect of the profit appropriation proposed to the Shareholders’ General Meeting.
In application of IFRS 1 first-time adoption of International Financial Reporting Standards, the Group has applied consistent accounting principles, based on IFRS-EU, for all the periods presented in these financial statements except for the adoption of new standards effective as of January 1, 2022. The Group has not early adopted any standard, interpretation or amendment that has been issued but is not yet effective.
Below amendments apply for the first time in 2022, but do not have an impact on the consolidated financial statements of the Group:
* Amendments to IFRS 3 business combinations, reference to the conceptual framework;
* Amendments to IAS 16 property, plant and equipment, proceeds before intended use;
* Amendments to IAS 37 provisions, onerous contracts and costs of fulfilling a contract;
* IFRS 9 financial instruments, fees in the ’10 per cent’ test for derecognition of financial liabilities;
* IAS 41 agriculture, taxation in fair value measurements;
* IFRS 16 leases, the amendment to “illustrative example 13”.
The standards and interpretations that are issued, but not yet effective, as of December 31, 2022, are disclosed below:
* Amendments to IAS 1 presentation of financial statements and IFRS practice statement 2 : disclosure of accounting policies , effective January 1, 2023;
* Amendments to IAS 8 accounting policies, changes in accounting estimates and errors : definition of accounting estimates, effective January 1, 2023;
* Amendments to IAS 12 income taxes: deferred tax related to assets and liabilities arising from a single transaction, effective January 1, 2023;
* IFRS 17 insurance contracts , effective January 1, 2023;
* Amendments to IFRS 17 insurance contracts : initial application of IFRS 17 and IFRS 9, comparative information, effective January 1, 2023;
* Amendments to IFRS 16 leases : lease liability in a sale and leaseback, effective January 1, 2024 ();
* Amendments to IAS 1: non-current liabilities with covenants and classification of liabilities as current or non-current (deferred), effective January 1, 2024 ().
(*) The amendments to the standard have not yet been endorsed. The Group intends to adopt these standards and interpretations, if applicable, when they become effective. None of these standards issued, but not yet effective, are expected to have a material impact on the financial statements.
The preparation of financial statements under IFRSs requires estimates to be used and assumptions to be made that affect the amounts shown in those financial statements, particularly with regard to the following items:
* the assessment of projects revenue according to the percentage of completion: in accordance with the provisions of IFRS 15, the revenue of projects is measured according to the estimated revenue at the completion of the project, according to the percentage of completion at the closing date. The identified additional costs are incorporated in the estimated revenue at completion. On the basis of the contractual conditions that are defined for each contract, any compensation granted or, conversely, penalties charged for delays are also incorporated in the estimated revenue at completion in line with the valuation rules of the DEME group.# In the event that the forecast at the completion of the project shows a deficit, the expected loss on completion is immediately recognised as an expense for the period. The costs of labour or material/ equipment that are not allocated to the projects are excluded from the percentage of completion of the project, and are directly recognised as an expense for the period; ‒ the period over which non-current assets are depreciated or amortised; ‒ the estimate being the discount rate and the judgment of the lease term; ‒ the measurement of provisions and pension obligations; ‒ the estimates used in impairment tests that have been carried out. For assets where the lower of the value in use or the fair value less costs to sell was lower than the carrying amount, impairment losses were recognised. The main assumptions applied are described in note (5); ‒ the estimates used in the assessment of income taxes or uncertain tax positions; ‒ the assessment of control. These estimates assume the operation is a going concern and are based on the basis of the information available at the time. Estimates may be revised if the circumstances on which they were based alter or if new information becomes available. Estimates take into account changes in the macroeconomic and geopolitical environment. Actual results may be different from these estimates.
Reference is made to chapter ‘Risk management & control processes’ earlier in this Annual Report and to note (23) Provisions and contingent assets and liabilities.
The construction industry still dealt with the COVID-crisis and its consequences like delays and prevention caused by the various public health measures, and in the aftermath of the imposed restraints, a surge of inflation, increasing interest rates and supply chain bottlenecks. The conflict between Russia and Ukraine has reinforced existing disruption but also generated a new wave of disruptions such as international sanctions against Russia, stringent compliance issues and increasing energy prices. All this led to higher costs for DEME as hedges and pass on clauses to customers do not provide a perfect match and it also resulted in project delays and cautious customers. The macroeconomic situation however did not have a major impact on negotiations of contract terms or investment or financing decisions. In addition, DEME refrained from performing dredging works in Russia in 2022 and currently has no contracts or contractual obligations related to the performance of works. The Group has no significant exposure left in Russia and the situation in Ukraine and the consequences deriving from the sanctions taken towards Russia have no material direct impact on the Group’s activity or its financial results.
DEME ANNUAL REPORT 2022 193
CHAPTER 06
For above topics and for climate related matters, reference is made to note (1) Turnover, note (5) Goodwill, note (6) Property, plant and equipment, note (8) Investments in joint ventures and associates, note (18) Interest-bearing debt and net financial debt, and note (21) Retirement benefit obligations.
The consolidated financial statements incorporate the financial statements of the Company and of subsidiaries which are entities controlled by the Company (fully consolidated entities). Control is achieved when the Company:
‒ has power over the investee;
‒ is exposed, or has rights, to variable returns from its involvement with the investee;
‒ has the ability to use its power to affect its returns.
The Company reassesses whether or not it controls an investee if facts and circumstances indicate that there are changes to one or more of the three elements of control listed above. Consolidation of a subsidiary begins when the Company obtains control over the subsidiary and ceases when the Company loses control of the subsidiary. Specifically, income and expenses of a subsidiary acquired or disposed of during the year are included in the consolidated statement of income and other comprehensive income from the date the Company gains control until the date when the Company ceases to control the subsidiary. Profit or loss and each component of other comprehensive income are attributed to the owners of the Company and to the non-controlling interests. Total comprehensive income of subsidiaries is attributed to the owners of the Company and to the non-controlling interests, even if this results in the non-controlling interests having a deficit balance. When necessary, adjustments are made to the financial statements of subsidiaries to bring their accounting policies in line with the Group’s accounting policies. All intragroup assets and liabilities, equity, income, expenses and cash flows relating to transactions between members of the Group are eliminated in full in the consolidated financial statements.
Changes in the Group’s ownership interests in subsidiaries that do not result in the Group losing control over the subsidiaries are accounted for as equity transactions. The carrying amounts of the Group’s interests and the non-controlling interests are adjusted to reflect the changes in their respective interests in the subsidiaries. Any difference between the amount by which the non-controlling interests are adjusted and the fair value of the consideration paid or received is recognised directly in equity and attributed to the owners of the Company.
When the Group loses control of a subsidiary, a gain or loss is recognised in profit or loss and is calculated as the difference between (i) the aggregate of the fair value of the consideration received and the fair value of any retained interest and (ii) the previous carrying amount of the assets (including goodwill) and liabilities of the subsidiary and any non-controlling interests. All amounts previously recognised in other comprehensive income in relation to that subsidiary are accounted for as if the Group had directly disposed of the related assets or liabilities of the subsidiary (i.e. reclassified to profit or loss or transferred to another category of equity as specified/ permitted by applicable IFRSs). An investment retained is initially measured at fair value. This fair value becomes the initial carrying amount at the date when control is lost and for the purposes of subsequently accounting for the retained interest as an associate, joint venture or financial asset.
Associated companies are those in which the DEME Group has significant influence. The significant influence is the power to take part in financial and operating policies of a company without having control or joint control over these policies. A joint venture is a joint arrangement whereby the parties exerting joint control over the arrangement have rights to the net assets of the joint arrangement. Joint control is the contractually agreed sharing of control of an arrangement, which exists only when decisions about the relevant activities require unanimous consent of the parties sharing control.
Assets, liabilities, revenues and expenses from joint ventures and associates are accounted for under the equity method in the consolidated financial statements. Under the equity method, an investment in a joint venture or associate is firstly recorded at cost in the consolidated financial statement and then adjusted to record the share of the Group in the net result and in the comprehensive income of the associate or joint venture. When the Group’s share of losses of an associate or a joint venture exceeds the Group’s interest in that associate or joint venture (which includes any long-term interests that, in substance, form part of the Group’s net investment in the associate or joint venture), the Group discontinues recognising its share of further losses. Additional losses are recognised only to the extent that the Group has incurred legal or constructive obligations or made payments on behalf of the associate or joint venture. These losses are recorded as other non-current financial liability on the balance sheet instead of a negative investment within non- current financial assets (note (8)).
The proportionate consolidation method whereby the Group accounts for the assets, liabilities, revenues and expenses according to its interest in the joint venture, is not allowed under IFRS but is still applied in the management reporting which is the basis for the segment reporting. Interests in joint ventures or associates are accounted for from the date when the entity becomes a joint venture or associate. At the acquisition of the interest, any surplus between the cost of the investment and the share in the fair value of net assets of the entity is recorded as goodwill included in the carrying amount of the investment. Any surplus between the share of the Group in the fair value of net assets and the cost of the investment after remeasurement is immediately recorded
194 CONSOLIDATED FINANCIAL STATEMENTS
in the income statement during the period of acquisition of the investment. The Group continues to use the equity method when an investment in an associate becomes an investment in a joint venture or an investment in a joint venture becomes an investment in an associate. There is no remeasurement to fair value upon such changes in ownership interests. When the Group reduces its ownership interest in an associate or a joint venture but the Group continues to use the equity method, the Group reclassifies to profit or loss the proportion of the gain or loss that had previously been recognised in other comprehensive income relating to that reduction in ownership interest if that gain or loss would be reclassified to profit or loss on the disposal of the related assets or liabilities.# accounting policies
When a group entity transacts with an associate or a joint venture of the Group, profits and losses resulting from the transactions with the associate or joint venture are recognised in the Group’s consolidated financial statements only to the extent of interests in the associate or joint venture that are not related to the Group. The gross amount on transactions with associates or joint ventures is not eliminated; only any gain or loss on these transactions is eliminated. A joint operation is a joint arrangement in which the parties (joint operators) have direct rights over the assets and direct obligations with respect to the entity’s liabilities. Joint control is the contractually agreed sharing of control of an arrangement, which exists only when decisions about the relevant activities require unanimous consent of the parties sharing control. When a DEME Group entity starts activity in a joint operation, the Group recognises, in relation to its interest in the joint operation:
The Group accounts for the assets, liabilities, revenues and expenses relating to its interest in a joint operation in accordance with the IFRSs applicable to the particular assets, liabilities, revenues and expenses. When a group entity transacts with a joint operation in which a group entity is a joint operator (such as a sale or contribution of assets), the Group is considered to be conducting the transaction with the other parties to the joint operation, and gains and losses resulting from the transactions are recognised in the Group’s consolidated financial statements only to the extent of other parties’ interests in the joint operation. When a group entity transacts with a joint operation in which a group entity is a joint operator (such as a purchase of assets), the Group does not recognise its share of the gains and losses until it resells those assets to a third party. Within the DEME Group there are also project driven construction consortiums that are not structured as a separate legal entity. They are directly integrated in the figures of the DEME subsidiary that is participating in the consortium. They are considered as joint operations and thus follow the accounting method described above (integration on a line-by-line basis).
Acquisitions of businesses are accounted for using the acquisition method. The consideration transferred in a business combination is measured at fair value, which is calculated as the sum of the acquisition-date fair values of the assets transferred by the Group, liabilities incurred by the Group to the former owners of the acquiree and the equity interests issued by the Group in exchange for control of the acquiree. Acquisition-related costs are generally recognised in the income statement as OPEX expenses as incurred. At the acquisition date, the identifiable assets acquired and the liabilities assumed are recognised at their fair value, with the exception of:
Goodwill is initially measured at cost (being the excess of the aggregate of the consideration transferred and the amount recognised for non-controlling interests and any previous interest held over the net identifiable assets acquired and liabilities assumed). After initial recognition, goodwill is measured at cost less any accumulated impairment losses. For the purpose of impairment testing, goodwill acquired in a business combination is, from the acquisition date, allocated to each of the Group’s cash-generating units that are expected to benefit from the combination, irrespective of whether other assets or liabilities of the acquiree are assigned to those units. Where goodwill has been allocated to a cash-generating unit (CGU) and part of the operation within that unit is disposed of, the goodwill associated with the disposed operation is included in the carrying amount of the operation when determining the gain or loss on disposal. Goodwill disposed in these circumstances is measured based on the relative values of the disposed operation and the portion of the cash-generating unit retained. Non-controlling interests that represent ownership interests and entitle their holders to a proportionate share of the entity’s net assets in the event of liquidation may be initially measured either at fair value or at the non-controlling interests’ proportionate share of the recognised amounts of the acquiree’s identifiable net assets. The choice of measurement basis is made transaction by transaction. When the consideration transferred by the Group in a business combination includes assets or liabilities resulting from a contingent consideration arrangement, the contingent consideration is measured at its acquisition-date fair value and included as part of the consideration transferred in a business combination. Changes in the fair value of the contingent consideration that qualify as measurement period adjustments are adjusted retrospectively, with corresponding adjustments against goodwill. Measurement period adjustments are adjustments that arise from additional information obtained during the ‘measurement period’ (which cannot exceed one year from the acquisition date) about facts and circumstances that existed at the acquisition date. The subsequent accounting for changes in the fair value of the contingent consideration that do not qualify as measurement period adjustments depends on how the contingent consideration is classified. Contingent consideration that is classified as an asset or a liability is remeasured at subsequent reporting dates in accordance with IFRS 9, or IAS 37 provisions, contingent liabilities and contingent assets, as appropriate, with the corresponding gain or loss being recognised in profit or loss. When a business combination is achieved in stages, the Group’s previously held equity interest in the acquiree is remeasured to its acquisition-date fair value and the resulting gain or loss, if any, is recognised in profit or loss. Amounts arising from interests in the acquiree prior to the acquisition date that have previously been recognised in other comprehensive income are reclassified to profit or loss where such treatment would be appropriate if that interest were disposed of. If the initial accounting for a business combination is incomplete by the end of the reporting period in which the combination occurs, the Group reports provisional amounts for the items for which the accounting is incomplete. Those provisional amounts are adjusted retrospectively during the measurement period (see above), or additional assets or liabilities are recognised, to reflect new information obtained about facts and circumstances that existed at the acquisition date that, if known, would have affected the amounts recognised at that date. As current IFRSs do not specify recognition and measurement principles in respect of business combinations between entities under common control (these are excluded from the scope of IFRS 3 business combinations), the Group applies predecessor accounting. This means that the assets and liabilities of the acquiree are initially recognised at their carrying amount without fair value adjustments. The difference between the acquisition/selling price and the carrying amount of the net assets acquired/disposed of is accounted for in equity as a compensation to the shareholder.
The Group’s consolidated financial statements are presented in euro, which is also the parent company’s functional currency. For each entity, the Group determines the functional currency and items included in the financial statements of each entity are measured using that functional currency. The Group uses the direct method of consolidation and on disposal of a foreign operation, the gain or loss that is reclassified to profit or loss reflects the amount that arises from using this method. Financial statements of foreign entities with a functional currency not equal to the euro, are translated as follows:
Exchange differences arising, if any, are recognised in other comprehensive income and accumulated in equity (and attributed to non-controlling interests as appropriate). On the disposal of a foreign operation (i.e. a disposal of the Group's entire interest in a foreign operation, a disposal involving loss of control over a subsidiary that includes a foreign operation), all of the exchange differences accumulated in equity in respect of that operation attributable to the owners of the Company are reclassified to profit or loss.In case of a partial disposal of a subsidiary that includes a foreign operation that does not result in the Group losing control over the subsidiary, the proportionate share of accumulated exchange differences are reattributed to non-controlling interests and are not recognised in profit or loss. For all other partial disposals (i.e. partial disposals of associates or joint arrangements that do not result in the Group losing significant influence or joint control), the proportionate share of the accumulated exchange differences is reclassified to profit or loss. Foreign currency transactions are accounted for at exchange rates prevailing at the date of the transactions. Monetary assets and liabilities denominated in foreign currencies are translated at the balance sheet date rate. Gains and losses resulting from the settlement of foreign currency transactions and from the translation of monetary assets and liabilities denominated in foreign currencies are recognised in the income statement. Non- monetary items that are measured in terms of historical cost in a foreign currency are not retranslated. In note (19) a table with currency rates from foreign currency to EUR can be found as per December 31, 2022 and 2021.
These intangibles, that are separately acquired and that have a finite useful life, are carried at cost less accumulated amortisation and accumulated impairment losses. Amortisation is recognised on a straight line basis over their estimated useful lives. These intangibles mainly relate 196 CONSOLIDATED FINANCIAL STATEMENTS to the acquired technology of the SPT Offshore business that is amortised over the economic lifetime of 10 years. Costs for configuring or customising a supplier’s application software in a Software as a Service (SaaS) arrangement is determined as a service contract and expensed.
Expenditure on research activities is recognised in the income statement as an OPEX expense as incurred. An internally-generated intangible asset arising from development (or from the development phase of an internal project) is recognised if, and only if, all of the following have been demonstrated:
‒ the technical feasibility of completing the intangible asset so that it will be available for use or sale;
‒ the intention to complete the intangible asset and use or sell it;
‒ the ability to use or sell the intangible asset;
‒ how the intangible asset will generate probable future economic benefits;
‒ the availability of adequate technical, financial and other resources to complete the development and to use or sell the intangible asset;
‒ the ability to reliably measure the expenditure attributable to the intangible asset during its development.
The amount initially recognised for internally-generated intangible assets is the sum of the expenditure incurred from the date when the intangible asset first meets the recognition criteria listed above. Where no internally- generated intangible asset can be recognised, development expenditure is recognised in profit or loss in the period in which it is incurred. Subsequent to initial recognition, internally-generated intangible assets are reported at cost less accumulated amortisation and accumulated impairment losses, on the same basis as intangible assets that are acquired separately. Impairment testing is done during the development at each closing period. In the segment Concessions, some development expenses are capitalised in the associates DEME Concessions participates in, as well as in the participating entity itself that is fully consolidated. For each project, initial recognition has to be approved by the Audit Committee and impairment testing is discussed in the meeting on a semi-annual basis.
In the segment Concessions, DEME expenses costs incurred for the exploration and evaluation of mineral resources on the seabed since the recognition criteria are not met.
Goodwill arising from a business combination is recognised as an asset on the date on which control was obtained (the acquisition date). Goodwill is measured at cost being the excess of the consideration transferred, the non-controlling interests in the acquired company and the fair value of the stake already owned by the Group in the acquired company (if any) over the net amount of identifiable assets acquired and liabilities assumed on the acquisition date. Non-controlling interests are initially measured either at fair value, or at the non-controlling interests’ share of the acquiree’s recognised identifiable net assets. The basis of measurement is selected transaction by transaction. If, after reassessment, the net balance, at the acquisition date, of identifiable assets acquired and liabilities assumed is higher than the sum of the consideration transferred, non-controlling interests in the acquiree and the fair value of the stake in the acquiree previously owned by the Group (if any), the surplus is recognised immediately in the income statement as a gain from a bargain purchase. Goodwill is not amortised but is subject to impairment tests taking place annually or more frequently if there is an indication that the cash-generating unit to which it is allocated could have suffered a loss of value. Goodwill is stated on the balance sheet at cost less accumulated impairment losses, if any. Impairment of goodwill is not reversed in future periods. If the Group loses control over a subsidiary, it derecognises the related assets (including goodwill), liabilities, non- controlling interest and other components of equity, while any resultant gain or loss is recognised in profit or loss. Any investment retained is recognised at fair value.
Property, plant and equipment are measured at historical cost, less accumulated depreciation and impairment losses. Historical cost includes all direct costs and all expenditure incurred to bring the asset to its working condition and location, as well as for its intended use. Historical cost includes the original purchase price, borrowing costs incurred during the construction period, and related direct costs. Main dredging and offshore equipment consists of components with different useful lives that are accounted for as separate items. Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be measured reliably. The carrying amount of the replaced part is derecognised. The wear and tear of dredging equipment is highly dependent on project-specific combinations of soil conditions, material to be processed, maritime circumstances, and the intensity of the deployment of the equipment (factors that are difficult to predict). Due to these erratic and time-independent patterns, the maintenance and repair costs for upkeep of the assets during the operation of the vessel are predominantly expensed. Dry-docking costs of main production equipment (major repair costs) are recognised in the carrying amount of the vessel when incurred and depreciated over the period until the next dry-docking. DEME ANNUAL REPORT 2022 197 CHAPTER 06 Depreciation is charged to the income statement on a straight line basis over the useful lives taking into account an estimated residual value. Land is not depreciated as it is deemed to have an infinite life, except for landfills used for sand production that are depreciated according to the tonnes extracted. Buildings are depreciated over 25 years. The depreciation periods of the floating and other construction materials range from 3 years (such as for pipelines) to 21 years. The principal component of trailing suction hopper dredgers and cutter suction dredgers is depreciated over a period of 18 years. For new hopper dredgers, cutter suction dredgers, cable lay vessels and DP3 offshore crane vessels in production since 2019, the principal component is depreciated over a period of 20 years and a second component is amortised over a period of 10 years. For major jack-up vessels this depreciation rule was already applicable. The principal component mainly includes the hull and machinery and the second component relates to parts of a vessel for which the lifespan is shorter than the economic life cycle of the vessel. Furniture and other fixed assets are depreciated over a period between 3 and 10 years. For all equipment with a residual value, this amount has been estimated as 1% of the investment value from 2019 onwards. DEME will apply this 1% residual value for older vessels as an extra year of depreciation beyond the useful life of the vessel. Methods for depreciation, useful life and residual value are reassessed at the end of each financial year and amended if necessary. Property, plant and equipment under construction are included based on the instalments paid and the capitalised interests during the construction period. Gains and losses on disposals are determined by comparing the net disposal proceeds with the carrying amount and are recognised within other operating income or other operating expenses.
The Group assesses at contract inception whether a contract is, or contains, a lease. That is, if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration. The Group applies a single recognition and measurement approach for all leases, except for short-term leases (less than one year) and leases of low-value assets.# Right-of-use assets and lease liabilities
Assets, representing the right to use the underlying leased asset, are capitalised as right-of-use assets at cost, comprising the amount of the initial measurement of lease liability, any lease payments made at or before the commencement date less any lease incentives received, any initial direct costs and restoration costs. The corresponding lease liabilities, representing the net present value of the lease payments to be made over the lease term, are recognised as long-term or current liabilities depending on the period in which they are due. The lease payments are discounted using the lessee’s incremental borrowing rate. The lease payments include fixed payments (including in-substance fixed payments) less any lease incentives receivable, variable lease payments that depend on an index or a rate, and amounts expected to be paid under residual value guarantees. The lease liabilities are included in interest-bearing debt. Lease interest is charged to the income statement as an interest expense. Leased assets are depreciated, using straight line depreciation over the shorter of the lease term and the estimated useful life of the assets, including the period of renewable options, in case it is reasonably certain that the option will be exercised. When there is reasonable certainty that ownership will be obtained by the end of the lease term, the depreciation policy for the leased asset is consistent with that for depreciable assets which are owned. However, when there is no reasonable certainty that ownership will be obtained by the end of the lease term, the asset is depreciated over the shorter of the lease term and its expected useful life. The right-of-use assets are also subject to impairment.
Inventories are measured at the lower of cost and net realisable value. The weighted average cost method is used to calculate the cost for raw materials, whereas the cost of consumables is determined using the FIFO method. Net realisable value is the estimated selling price in the ordinary course of business, less the costs of completion and estimated costs to make the sale. When inventories are sold, the carrying amount of those inventories shall be recognised as an expense in the period in which the related revenue is recognised. The amount of any write down of inventories to net realisable value and all losses of inventories shall be recognised as an expense in the period the write down or loss occurs. The amount of any reversal of any write down of inventories, arising from an increase in net realisable value, shall be recognised as a reduction in the amount of inventories recognised as an expense in the period in which the reversal occurs.
Contract assets concern the gross amount yet to be charged which is expected to be received from customers for contractual work performed up to the reporting date (hereinafter: “work in progress”) and services rendered. Work in progress is valued as the sum of the cost price of the work performed, plus a part of the expected results upon completion of the project in proportion to the progress made and less progress billings, and less potential provisions for losses. Provisions are recognised for expected losses on work in progress as soon as they are anticipated and if applicable, any profits already recognised are reversed. As long as the project is not started and the assumptions re execution of the work are
198 CONSOLIDATED FINANCIAL STATEMENTS
not final yet (hence a loss to completion provision is difficult to measure reliably), no loss to completion provision is accounted for, unless there is a certain event supporting the provision. A loss to completion provision is accounted for as a contract liability. Revenues for additional work and claims are included in the overall contract revenues if the client has formally accepted the sum involved. The cost price includes project costs, consisting of payroll costs, materials, costs of subcontracted work, rental charges and maintenance costs of the equipment used and other project costs. The vessel rates used are based on the expected average vessel occupation in the long run. The progress of a project is measured as the ratio of the basis of the cost of the work performed in relation to the total expected cost price of the project as a whole. Profits are not recognised unless a reliable estimate of the end of project result can be made. DEME considers that no such reliable estimate can be made as long as the percentage of completion remains below 10% of the total expected cost price of the project or if the installation vessels for offshore wind farm foundation projects has not yet been mobilised. The balance of the value of work in progress is determined per project. For projects where the progress billings and advance payments exceed the value of work in progress, the balance is recognised under contract liabilities instead of under contract assets. Advances are amounts received by the Group (no significant financing component) before the related work is performed. The Group presents those separately from other contract liabilities.
Trade and other receivables are stated initially at fair value and subsequently at amortised cost less accumulated impairment losses. For the impact of IFRS 9 and the application of the expected credit loss model, reference is made to note (19) of this report where we elaborate on the credit and counterparty risk. Amortised cost is determined using the effective interest rate.
The Group classifies non-current assets and disposal groups as held for sale if their carrying amounts will be recovered principally through a sale transaction rather than through continuing use. Non-current assets and disposal groups classified as held for sale are measured at the lower of their carrying amount and fair value less costs to sell. Costs to sell are the incremental costs directly attributable to the disposal of an asset (disposal group), excluding finance costs and income tax expense. The criteria for held for sale classification is regarded as met only when the sale is highly probable, and the asset or disposal group is available for immediate sale in its present condition. Actions required to complete the sale should indicate that it is unlikely that significant changes to the sale will be made or that the decision to sell will be withdrawn. Management must be committed to the plan to sell the asset and the sale expected to be completed within one year from the date of the classification. Property, plant and equipment and intangible assets are not depreciated or amortised once classified as held for sale. Assets and liabilities classified as held for sale are presented separately as current items in the statement of financial position. Discontinued operations are excluded from the results of continuing operations and are presented as a single amount as profit or loss after tax from discontinued operations in the statement of income. All notes to the financial statements include amounts for continuing operations, unless indicated otherwise.
Cash and cash equivalents consist of cash in hand and on bank accounts and short-term investments with an initial term of less than three months. Cash, cash equivalents and short-term deposits are carried in the balance sheet at nominal value.
At the end of each reporting period, the Group reviews the carrying amounts of its property, plant and equipment and right-of-use assets and intangible assets to determine whether there is any indication of impairment. If such indication exists or when it is required, the asset’s recoverable amount is estimated. For intangible assets that are not yet available for use, and for goodwill, the recoverable amount is estimated at each balance sheet date. An impairment loss is recognised whenever the carrying amount of an asset or its cash-generating unit exceeds its recoverable amount. Recoverable amount is the higher of fair value less costs of disposal and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset for which the estimates of future cash flows have not been adjusted. If the recoverable amount of an asset (or cash-generating unit) is estimated to be less than its carrying amount, the carrying amount of the asset (or cash-generating unit) is reduced to its recoverable amount. An impairment loss is recognised immediately in the income statement. When there is an indication that prior recognition impairment losses no longer exist, the carrying amount of the asset (or a cash-generating unit) is increased to the revised estimate of its recoverable amount, but in such a way that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset (or cash-generating unit) in prior years. A reversal of an impairment loss is recognised immediately in the income statement. An impairment loss on goodwill is never reversed.
Provisions are recognised in the balance sheet when the Group has a present obligation (legal or constructive) resulting from a past event, when it is probable (more likely than not) that an outflow of resources embodying economic benefits will be required to settle the obligation, and a reliable estimate of the amount of the obligation can be made.# DEME ANNUAL REPORT 2022
The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at the end of the reporting period, taking into account the risks and uncertainties surrounding the obligation. When a provision is measured using the cash flows estimated to settle the present obligation, its carrying amount is the present value of those cash flows (when the effect of the time value of money is material). The unwinding of discount on provisions is recognised as a financial expense.
Provisions for warranties are recognised based on the best estimate of the expected cash outflows or cost of repair to settle contractually agreed warranties during the defect notification period for completed projects. The carrying amount of these provisions is estimated based on common industry practice and the Group’s experience with warranty claims for relevant projects. Initial recognition of these assurance-type warranties is based on historical experience and the estimate of warranty- related costs is revised annually.
Restructuring provisions will be recognised (but do currently not apply) when the Group has a constructive obligation, meaning when there is a detailed formal plan that identifies the business or part of the business concerned, the location and number of employees affected, the detailed estimate of the associated costs and the timeline. The Group must also notify all the employees affected about this plan’s main features.
Other provisions, more specifically in the Environmental segment, relate to the legal provision for the capping of the landfill when the dumping areas are full or to the provision for end of contract reinstatement of a site. Other provisions, which are explained in note (23), can also be provisions for a legal proceeding.
Contributions to defined contribution plans are recognised as an expense in the income statement when incurred.
By law, defined contribution pension plans in Belgium are subject to minimum guaranteed rates of return. Consequently, these ‘defined contribution’ plans classify as ‘defined benefit’ plans.
For defined benefit retirement benefit plans, the cost of providing benefits is determined using the projected unit credit method, with actuarial valuations being carried out at the end of each annual reporting period. Remeasurement, comprising actuarial gains and losses, the effect of the changes to the asset ceiling (if applicable) and the return on plan assets (excluding net interest), is reflected immediately in the statement of financial position with a charge or credit recognised in other comprehensive income in the period in which they occur. Remeasurement recognised in other comprehensive income is reflected as a separate reserve in equity and will not be reclassified to profit or loss. Past service cost is recognised in profit or loss in the period of a plan amendment. Net interest is calculated by applying the discount rate at the beginning of the period to the net defined benefit liability or asset.
Defined benefit costs are categorised as follows:
‒ service cost (including current service cost, past service cost, as well as gains and losses on curtailments and settlements);
‒ net interest expense or income;
‒ remeasurement.
The Group presents the first two components of defined benefit costs in profit or loss. Curtailment gains and losses are accounted for as past service costs. The retirement benefit obligation recognised in the consolidated statement of financial position represents the actual deficit or surplus in the Group’s defined benefit plans. Any surplus resulting from this calculation is limited to the present value of any economic benefits available in the form of refunds from the plans or reductions in future contributions to the plans.
Interest-bearing loans and borrowings are recognised initially at fair value adjusted for the attributable transaction costs. Subsequent to initial recognition, interest-bearing loans and borrowings are stated at amortised cost with any difference between the proceeds (adjusted for transaction costs) and redemption value being recognised in the income statement over the period of the loan or borrowings on an effective interest rate basis. The effective interest method is a method of calculating the amortised cost of a financial liability and of allocating interest expense over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash payments (including all fees and points paid or received that form an integral part of the effective interest rate, transaction costs and other premiums or discounts) through the expected life of the financial liability, or (where appropriate) a shorter period, to the amortised cost of a financial liability.
Trade and other payables are stated at amortised cost.
Income taxes are classified as either current or deferred taxes. Income tax is recognised in the income statement except to the extent that it relates to items recognised directly in other comprehensive income or equity, in which case it is recognised in OCI or equity. Current income tax assets and liabilities are measured at the amount expected to be recovered from or paid to the taxation authorities. The tax rates and tax laws used to compute the amount are those that are enacted or substantively enacted at the reporting date in the countries where the Group operates and generates taxable income. Current income taxes include expected tax charges based on the accounting profit for the current year and adjustments to tax charges of prior years. Current income tax assets and liabilities are measured at the amount expected to be recovered from or paid to the taxation authorities. The tax rates and tax laws used to compute the amount are those that are enacted or substantively enacted at the reporting date in the countries where the Group operates and generates taxable income.
Deferred taxes are calculated using the liability method, on temporary differences arising between the tax bases of assets and liabilities and their carrying amounts in the financial statements. The principal temporary differences arise from depreciation of property, plant and equipment, provisions for defined benefit plans, fair value measurement of derivatives and tax losses carried forward. Deferred taxes are measured using the tax rates expected to apply to taxable income in the years in which those temporary differences are expected to be realised or settled, based on tax rates enacted or substantively enacted by the balance sheet date. A deferred tax asset shall be recognised for the carryforward of the unused tax losses and unused tax credits to the extent that it is probable that future taxable profit will be available against which the unused tax losses and unused tax credits can be utilized. Deferred tax assets are recognised for all deductible temporary differences to the extent that it is probable that taxable profit will be available against which the deductible temporary difference can be utilised unless the deferred tax assets arise from the initial recognition of an asset or liability in a transaction that is not a business combination and at the time of the transaction affects neither accounting profit nor taxable profit (tax loss). Deferred tax assets are also recognised for all deductible differences arising from investments in subsidiaries, joint ventures and associates to the extent that, it is probable that the temporary difference will reverse in the foreseeable future and the taxable profit will be available against which the temporary difference can be utilised. At each balance sheet date the Group reassess if all the above criteria are met.
IFRIC 23, which became effective as from January 1, 2019 onwards, clarifies how to apply the recognition and measurement requirements in IAS 12 income taxes when an uncertainty over current and deferred income tax treatments exists. The acceptability of a particular tax treatment under tax law may not be known until the relevant taxation authority or a court takes a decision in the future. In assessing whether and how an uncertain tax treatment affects the determination of taxable results, the Group assumes that a taxation authority will examine amounts it has a right to examine and has full knowledge of all related information when making those examinations. If the Group concludes it is probable that the taxation authority will accept an uncertain tax treatment, it determines the taxable result consistently with the tax treatment used or planned to be used in its income tax filings. If the Group concludes that it is not probable that a taxation authority will accept an uncertain tax treatment, it reflects the effect of uncertainty in determining its accounting tax position. If the possible outcomes are binary or concentrated to one value, the uncertain tax position is measured using the most likely amount. In case there exists a range of possible outcomes that are neither binary nor concentrated on one value, the sum of the weighted amounts in a range of possible outcomes might best predict the resolution of the uncertainty.
Investment tax credits are excluded from the scope of IAS 12 income taxes and IAS 20 accounting for government grants and disclosure of government assistance. In accordance with IAS 8 accounting policies, changes in accounting estimates and errors, the Group defined an accounting policy in respect of investment tax credits by making an analogy to IAS 12 income taxes.## DERIVATIVES AND HEDGING
By making this analogy and when the entity satisfies the criteria to receive the credit, this will be recognised in the income statement (deferred taxes), and the related assets in the statement of financial position (deferred tax asset).
The Group’s financial instruments are cash and cash equivalents, trade and other receivables, interest- bearing loans, trade and other payables and derivatives. Derivatives are used exclusively as hedging instruments and not for trading or other speculative purposes. The Group is exposed to the following risks from financial instruments which will be further elaborated in note (19):
The company uses derivative financial instruments primarily to reduce exposure to adverse fluctuations in interest rates, foreign exchange rates, commodity prices and other market risks. As already mentioned above, the Group’s policy prohibits the use of derivatives for speculation. The company does not hold or issue derivative financial instruments for trading purposes. However, derivatives which do not qualify as hedging instruments as defined by IFRS 9 are presented as instruments held for trading.
Derivative financial instruments are recognised initially at cost. Subsequent to initial recognition, derivative financial instruments are measured at fair value. Recognition of any resulting unrealised gain or loss depends on the nature of the derivative and the effectiveness of the hedge. The fair value of interest-rate swaps is the estimated amount that the company would receive or pay when exercising the swaps at the closing date, taking into account current interest rates and the solvency of the swap counterparty. The fair value of a forward-exchange contract is the quoted value at the closing date, and therefore the present value of the quoted forward price.
Hedge accounting is applicable if all criteria in the IFRS 9 standard are fulfilled:
Variations of fair value between periods are recognised differently according to the accounting classification.
When a derivative financial instrument hedges variations in cash flows relating to a recognised liability, a firm commitment or an expected transaction, the effective part of any gain or loss resulting from the derivative financial instrument is recognised directly in other elements of the comprehensive income and is presented in a separate reserve in equity. When the firm commitment or the expected transaction results in the recognition of an asset or liability, the cumulative gain or loss is removed from the comprehensive income and is reported under a separate reserve in the equity. Otherwise, the cumulative gain or loss is removed from equity and recognised in the income statement at the same time as the hedged transaction. The ineffective part of any gain or loss on the financial instrument is taken into result. Gains or losses resulting from the time value of financial derivative instruments are recognised in the income statement in interest income or interest expense.
When a hedging instrument or hedge relationship expires but the hedged transaction is still expected to occur, the cumulative unrealised gain or loss (at that point) remains in equity and is recognised in accordance with the above policy when the transaction occurs. If the hedged transaction is expected not to occur, the cumulative unrealised gain or loss recognised in equity is immediately taken to income.
When a derivative financial instrument hedges variations in the fair value of a recognised receivable or payable, any gain or loss resulting from the remeasurement of the hedging instrument is recognised in the income statement. The hedged item is also stated at the fair value attributable to the risk hedged, with any gain or loss being recognised in the income statement. The fair value of hedged items, in respect of the risk hedged, is their carrying amount at the balance sheet date translated into euro at the exchange rate on that date.
If a derivative financial instrument hedges variations in cash flows relating to a recognised liability, a firm commitment or an expected transaction in the framework of a construction contract (mainly forward purchases of raw materials, or foreign exchange purchases or sales), a documentation of the cash flow hedge relationship as described above will not be prepared. Any gain or loss resulting from the derivative financial instrument is recognised in the income statement. These instruments are, however, submitted to a test of efficiency based on the same methodology as utilised for hedge accounting. The effective part of any gain or loss on the financial instrument is considered as construction cost and is presented as an operational result based upon the percentage of completion of the contract. The fair value variation itself however is not considered for determining the percentage of completion of the contract and deferred hedge charges and income are not part of contract assets or contract liabilities as these are stated at hedge rate and not at market rate. Deferred hedge charges and income are included in other current assets and other current liabilities.
All segments, except for the Concessions segment, which is the Group’s investment and development vehicle, are contributing to the Group’s turnover. Consolidated turnover comprises the total of the work and services realised by DEME and its subsidiaries pursuing their main activity. DEME’s activities encompass dredging, land reclamation, hydraulic engineering, construction and services for the offshore oil & gas and renewable energy industries, civil engineering and environmental works. These activities being construction or execution of a service are executed following a contract with the customer.
The consolidated revenue is recognised in accordance with IFRS 15. Revenues do not have any significant financing component. Most construction and service contracts with the customers involve only one performance obligation, which is fulfilled progressively over time. For a limited number of “EPCI” contracts in the renewable business (offshore wind farms), multiple performance obligations were identified. In those contracts the EPC and T&I part for the monopiles can be separated, as well as the cable laying part and the EPC and T&I part for the offshore substations (OSS). Those parts of the contract are capable of being distinct, and are distinct in the context of the contract, and accordingly are considered as separate performance obligations.
Where a contract includes several distinct performance obligations, the Group allocates the overall price of the contract to each performance obligation in accordance with IFRS 15. That price corresponds to the amount of the consideration to which it expects to be entitled. The most common variable considerations such as the steel price, fuel consumption or design price modifications shall only be included in the transaction price to the extent that it is highly probable that a significant reversal in the revenue recognised will not occur. When the price includes a variable component, such as a performance bonus or a claim, the Group only recognises that consideration from the moment that agreement is reached with the client.
There are no IFRS 15 service-type warranties. The Group has concluded that revenue from construction and service contracts should be recognised over time. As such, the revenue recognition reflects the rate at which our performance obligations are fulfilled corresponding to the transfer of control of a good or service to our customers. When there is no transfer of control throughout the contract revenue is still recognised over time, based on the fact that the asset created has no alternative use, as well as the fact that an enforceable right to payment exists for performance completed to date.
Revenue from construction and service contracts is recognised by reference to the stage of completion of the contract activity at the end of the reporting period, measured based on the proportion of contract costs incurred for work performed to date relative to the estimated total contract costs, except where this would not be representative of the stage of completion. A correction is made for the cost of material (e.g. steel) that is purchased but not yet manufactured or utilised in the production process at the reporting date.
When the outcome of a construction contract cannot be estimated reliably, contract revenue is recognised to the extent of project costs incurred that will probably be recoverable. Project costs are recognised as expenses in the period in which they are incurred. Management concluded that costs to fulfil a contract that are not incurred in respect of the satisfaction of the performance obligation have no material impact on the recognition of revenues and margin of the project. As such, these costs are also recognised when incurred and are included computing the stage of completion. When it is probable that total contract costs will exceed total contract revenue, the expected loss is recognised as an expense immediately.# DEME ANNUAL REPORT 2022
The following subsidiaries and jointly controlled entities were liquidated during 2022:
Subsidiaries:
* Berin Engenharia Dragagens e Ambiente SA (Portugal) (100%);
* DEC do Brasil Engenharia Ambiental LTDA (Brazil) (74.90%);
* DEME Concessions Merkur BV (The Netherlands) (100%);
* Marine Construction & Solution Holding LLC (USA) (100%);
* Marine Construction & Solution LLC (USA) (100%);
Jointly controlled entities:
* DEME Brazil Servicos de Dragagem LTDA (Brazil) (50%);
* Transterra NV (Belgium) (50%).
The following 100% subsidiaries were merged with another entity of the DEME Group during 2022:
* DEME Offshore DE GmbH merged with Nordsee Nassbagger- und Tiefbau GmbH (both Germany);
* DEME Offshore LU SA merged with DEME Offshore LU Procurement & Shipping SA (both Luxembourg).
The following subsidiaries and associates were created during 2022:
Subsidiaries:
* DEME Group NV (Belgium) (100%), the new DEME parent company;
* DEME Dredging NV (Belgium) (100%), within Dredging & Infra;
* DEME Hyport Energy NV (Belgium) (100%), within the Concessions segment;
* DEME Japan Ltd (Japan) (100%), within Offshore Energy;
* Innovation Shipping SA (Luxembourg) (100%), within Offshore Energy;
Associates:
* Cedar Luxembourg SARL (Luxembourg) (1.8%), within Offshore Energy;
* Thistle Wind Partners Cluaran Deas Ear LTD (United Kingdom) (42.50%), within Concessions;
* Thistle Wind Partners Cluaran Eear-Thuath LTD (United Kingdom) (42.50%), within Concessions.
The percentage of shareholding in or the consolidation method of the following subsidiary and associate changed in the course of 2022:
Subsidiary:
* Dragafi Asia Pacific Pte Ltd (Singapore) and its subsidiary, within segment Dredging & Infra, from 40% to 100% and from equity method consolidation to full consolidation;
Associate:
* Thistle Wind Partners Ltd (United Kingdom), within Concessions, from 100% to 42.50% and from fully consolidation to equity method consolidation.
The name of the 100% subsidiary changed in the course of 2022:
* DEME Offshore Equipment SA (Belgium) (formerly G-tec Offshore SA), within the Offshore segment.
The shares in Filterres SA (Belgium) (74.90%), within the Environmental segment, were sold in the course of 2022 to the partner in the company. The same applied for Hydrogeo SARL (Morocco) (40%), a dormant company in the Offshore Energy segment.
In 2022, Seatec Holding BV and its 100% affiliate Seatec Subsea Systems BV, within the Offshore segment, were externally sold.
The changes in the consolidation scope described above have no material impact on the financial statements.
The following subsidiaries were liquidated during 2021:
* DEME Concessions Infrastructure NV (Belgium) (100%);
* DEME Shipping Company LTD (Cyprus) (100%);
* Dredging International Services Middle East DMCEST (UAE) (100%);
* Mascarenes Dredging & Management LTD (Mauritius) (100%);
* Middle East Marine Contracting LTD (Cyprus) (100%).
The following subsidiaries were merged with another entity of the DEME Group during 2021:
* Agroviro NV and Purazur NV both merged with DEME Environmental NV (all Belgium);
* Dredging International Luxembourg SA and Société de Dragage Luxembourg SA both merged with DEME Luxembourg SA (all Luxembourg).
The following subsidiaries, jointly controlled entities and associates were newly created during 2021:
Subsidiaries:
* Hyport Oostende Holdco NV (Belgium) (70%);
* Thistle Wind Partners LTD (United Kingdom) (100% in 2021, but changed to 42.5% in 2022);
Jointly controlled entities:
* CDWE Green Jade Shipowner LTD (Taiwan) (49.99%);
* Japan Offshore Marine LTD (Japan) (49%);
* Wérisol SA (Belgium) (37.45%);
Associates:
* Asyad Terminals DUQM LLC (Oman) (14.70%);
* Duqm Logistic Lands and Investment Company LLC (Oman) (26%);
* Hyport Coordination Company LLC (Oman) (50%);
* Hyve BV (Belgium) (16.67%);
* Nou Vela SA (France) (46.60%);
* Port-La Nouvelle SEMOP (France) (23.77%);
* Rhama Port Hub SRL (Italy) (28%);
* Zeeboerder Westdiep BV (Belgium) (20%).
The percentage of shareholding in or the consolidation method of the following companies changed in the course of 2021:
* DIAP Thailand Co Ltd (Thailand) (from fully consolidation to equity method consolidation; from 98% to 48.90%);
* G-tec Offshore SA / G-tec SAS / G-tec NV / G-tec BV (from 72.5% to 100%); as a consequence of the above, Hydrogeo SARL changed from 43.50% to 60% and from consolidation according to the equity method towards fully consolidation;
* High Wind NV (Belgium) (from 99.1% to 100%);
* PT Dredging International Indonesia (Indonesia) (from 60% to 95%).
The name of the following subsidiaries changed in the course of 2021:
* DEME Environmental NV (Belgium) (prior DEME Environmental Contractors NV);
* DEME Luxembourg SA (Luxembourg) (prior Safindi SA);
* Spartacus Shipping SA (Luxembourg) (prior Maritime Services & Solutions SA).
The classification to one or another ‘operational segment’ of a company within the Group can vary each year based upon the projects performed by that company and is not necessarily the same as the operational segment of its legal parent company. A company can also execute projects for more than one operational segment. In that case the main operational segment for the current year is disclosed in the table below. All subsidiaries, joint ventures and associates have the same year-end closing date as at December 31, except for those in India and Zeeboerder Westdiep BV (Belgium) where the year-end closing date is March 31. When the year-end closing date differs from the December 31 closing date, the figures included in the consolidation are those for the period ended December 31 calendar date. Further on, within the DEME Group there are no significant restrictions to transfer funds in the form of cash and dividends.
As of December 31, 2022
Until June 29, 2022, Dredging, Environmental & Marine Engineering NV (DEME NV), was the parent company of the Group. On that date CFE NV transferred its 100% stake in DEME NV to a newly created company, DEME Group NV, by means of a partial demerger and as such DEME Group NV became the new parent company. DEME NV, as a subholding, is now included in the list as a subsidiary compared to prior year. Reference is made to note (16) Share capital, dividends and reserves for more information.
DEME Environmental NV, the parent company of the Environmental segment, is owned for 25.1% by a third party. In the Dredging & Infra segment there are some non-controlling interests in the marine aggregate and maritime services business and in the dredging business only some minor interests are hold by third parties. In the Concessions segment the same external partner holds interests in two subsidiaries of the Group.In the Offshore segment there are no non-controlling interests at December 31, 2022. Reference is made to the consolidated statement of comprehensive income and the consolidated statement of changes in equity for more information about the non-controlling interests.
| Name | Country | 2022 % of Share-holding | 2021 % of Share-holding | Main Operational Segment |
|---|---|---|---|---|
| Dredging, Environmental & Marine Engineering NV | Belgium | 100% | 100% | Dredging & Infra |
| Baggerwerken Decloedt en Zoon NV | Belgium | 100% | 100% | Dredging & Infra |
| Cathie Associates Holding CVBA | Belgium | 100% | 100% | Offshore Energy |
| Deeptech NV | Belgium | 100% | 100% | Concessions |
| DEME Building Materials NV | Belgium | 100% | 100% | Dredging & Infra |
| DEME Concessions NV | Belgium | 100% | 100% | Concessions |
| DEME Concessions Wind NV | Belgium | 100% | 100% | Concessions |
| DEME Coordination Center NV | Belgium | 100% | 100% | Dredging & Infra |
| DEME Dredging NV | Belgium | 100% | 0% | Dredging & Infra |
| DEME Hyport Energy NV | Belgium | 100% | 0% | Concessions |
| DEME Infra Marine Contractors NV | Belgium | 100% | 100% | Dredging & Infra |
| DEME Infrasea Solutions NV | Belgium | 100% | 100% | Dredging & Infra |
| DEME Offshore BE NV | Belgium | 100% | 100% | Offshore Energy |
| DEME Offshore Equipment SA (formerly G-tec Offshore SA) | Belgium | 100% | 100% | Offshore Energy |
| DEME Offshore Holding NV | Belgium | 100% | 100% | Offshore Energy |
| Dredging International NV | Belgium | 100% | 100% | Dredging & Infra |
| Geowind NV | Belgium | 100% | 100% | Offshore Energy |
| Global Sea Mineral Resources NV | Belgium | 100% | 100% | Concessions |
| G-tec SA | Belgium | 100% | 100% | Offshore Energy |
| High Wind NV | Belgium | 100% | 100% | Offshore Energy |
| Logimarine NV | Belgium | 100% | 100% | Dredging & Infra |
| DEME Environmental NV | Belgium | 74.90% | 74.90% | Environmental |
| Ecoterres SA | Belgium | 74.90% | 74.90% | Environmental |
| Ekosto NV | Belgium | 74.90% | 74.90% | Environmental |
| Hyport Oostende Holdco NV | Belgium | 70% | 70% | Concessions |
| DEME Blue Energy NV | Belgium | 69.99% | 69.99% | Concessions |
| Combined Marine Terminal Operations Worldwide NV | Belgium | 54.38% | 54.38% | Dredging & Infra |
| Grond Recyclage Centrum NV | Belgium | 52.43% | 52.43% | Environmental |
| GRC Zolder NV | Belgium | 36.70% | 36.70% | Environmental |
| Filterres SA | Belgium | 0% | 56.10% | Environmental |
| Soyo Dragagem LDA | Angola | 100% | 100% | Dredging & Infra |
| Dragagem Angola Serviços Lda | Angola | 100% | 100% | Dredging & Infra |
| Dredging International Argentina SA | Argentina | 100% | 100% | Dredging & Infra |
| Dredging International Australia Pty Ltd | Australia | 100% | 100% | Dredging & Infra |
| GeoSea Australia Pty Ltd | Australia | 100% | 100% | Offshore Energy |
| Dredging International Bahrain WLL | Bahrain | 49% (1) | 49% (1) | Dredging & Infra |
| Dragabras Serviços de Dragagem Ltda | Brazil | 100% | 100% | Dredging & Infra |
| DEC do Brasil Engenharia Ambiental Ltda | Brazil | 0% | 74.90% | Environmental |
(1) The economic rights in this company are 100%.
206 CONSOLIDATED FINANCIAL STATEMENTS
| Name | Country | 2022 % of Share-holding | 2021 % of Share-holding | Main Operational Segment |
|---|---|---|---|---|
| DEME Offshore CA Ltd | Canada | 100% | 100% | Offshore Energy |
| Dredging International Management Consulting Shanghai Ltd | China | 100% | 100% | Dredging & Infra |
| Far East Dredging Ltd | China | 100% | 100% | Dredging & Infra |
| Bellsea Ltd | Cyprus | 100% | 100% | Dredging & Infra |
| DEME Cyprus Ltd | Cyprus | 100% | 100% | Dredging & Infra |
| DEME Offshore CY Ltd | Cyprus | 100% | 100% | Offshore Energy |
| Dredging International Cyprus Ltd | Cyprus | 100% | 100% | Dredging & Infra |
| Dredging International Services Cyprus Ltd | Cyprus | 100% | 100% | Dredging & Infra |
| Novadeal Ltd | Cyprus | 100% | 100% | Dredging & Infra |
| T.C.M.C. The Channel Management Company Ltd | Cyprus | 100% | 100% | Dredging & Infra |
| DEME Offshore DK SAS | Denmark | 100% | 100% | Offshore Energy |
| DEME Offshore FR SAS | France | 100% | 100% | Offshore Energy |
| G-tec SAS | France | 100% | 100% | Offshore Energy |
| Société de Dragage International SA | France | 100% | 100% | Offshore Energy |
| Nordsee Nassbagger- und Tiefbau GmbH | Germany | 100% | 100% | Dredging & Infra / Offshore Energy |
| Oam-Deme Mineraliën GmbH | Germany | 70% | 70% | Dredging & Infra |
| DEME Offshore DE GmbH | Germany | 0% | 100% | Offshore Energy |
| DEME Building Materials Ltd | United Kingdom | 100% | 100% | Dredging & Infra |
| NewWaves Solutions Ltd | United Kingdom | 100% | 100% | Offshore Energy |
| SPT Offshore UK Ltd | United Kingdom | 100% | 100% | Offshore Energy |
| Dredging International India Pvt Ltd | India | 99.97% | 99.97% | Dredging & Infra |
| International Seaport Dredging Pvt Ltd | India | 93.64% | 93.64% | Dredging & Infra |
| PT Dredging International Indonesia | Indonesia | 49% (3) | 49% (3) | Dredging & Infra |
| Societa Italiana Dragaggi Spa | Italy | 100% | 100% | Dredging & Infra |
| DEME Japan Ltd | Japan | 100% | 0% | Offshore Energy |
| Apollo Shipping SA | Luxembourg | 100% | 100% | Offshore Energy |
| Bonny River Shipping SA | Luxembourg | 100% | 100% | Dredging & Infra |
| CRiver Shipping SA | Luxembourg | 100% | 100% | Dredging & Infra |
| Delta River Shipping SA | Luxembourg | 100% | 100% | Dredging & Infra |
| DEME Luxembourg SA | Luxembourg | 100% | 100% | Dredging & Infra |
| DEME Offshore LU Procurement & Shipping SA | Luxembourg | 100% | 100% | Offshore Energy |
| Innovation Shipping SA | Luxembourg | 100% | 0% | Offshore Energy |
| Meuse River Shipping SA | Luxembourg | 100% | 100% | Dredging & Infra |
| Safindi RE SA | Luxembourg | 100% | 100% | Dredging & Infra |
| Spartacus Shipping SA | Luxembourg | 100% | 100% | Dredging & Infra |
| DEME Offshore LU SA | Luxembourg | 0% | 100% | Offshore Energy |
| SPT Offshore Sdn Bhd | Malaysia | 100% | 100% | Offshore Energy |
| Dredging International Malaysia Sdn Bhd | Malaysia | 30% (1) | 30% (1) | Dredging & Infra |
| Hydrogeo SARL | Morocco | 0% | 60% | Offshore Energy |
| Dredging International Mexico SA de CV | Mexico | 100% | 100% | Dredging & Infra |
| Logimarine SA de CV | Mexico | 100% | 100% | Dredging & Infra |
| Dragamoz Lda | Mozambique | 100% | 100% | Dredging & Infra |
| Earth Moving International Nigeria Ltd | Nigeria | 100% | 100% | Dredging & Infra |
| Novadeal EKO FZE | Nigeria | 100% | 100% | Dredging & Infra |
| Dredging and Environmental Services Nigeria Ltd | Nigeria | 39% (1) | 39% (1) | Dredging & Infra |
| Dredging International Services (Nigeria) Ltd | Nigeria | 39% (1) | 39% (1) | Dredging & Infra |
| Combined Marine Terminal Operators Nigeria Ltd | Nigeria | 21.25% (2) | 21.25% (2) | Dredging & Infra |
| Dredging International de Panama SA | Panama | 100% | 100% | Dredging & Infra |
(1) The economic rights in this company are 100%.
(2) The economic rights in this company are 54.375%.
(3) The economic rights in this company are 95%.
DEME ANNUAL REPORT 2022 207
CHAPTER 06
| Name | Country | 2022 % of Share-holding | 2021 % of Share-holding | Main Operational Segment |
|---|---|---|---|---|
| Corporacion Arenera Marina SA | Panama | 100% | 100% | Dredging & Infra |
| Dredeco PNG Ltd | Papua New Guinea | 100% | 100% | Dredging & Infra |
| Berin Engenharia Dragagens e Ambiente SA | Portugal | 0% | 100% | Dredging & Infra |
| Middle East Dredging Company QSC | Qatar | 49% (3) | 49% (3) | Dredging & Infra |
| Dragmorstroy LLC | Russia | 100% | 100% | Dredging & Infra |
| Mordraga LLC | Russia | 100% | 40% | Dredging & Infra |
| Dredging InternationaI Saudi Arabia Co Ltd | Saudi Arabia | 100% | 100% | Dredging & Infra |
| Dragafi Asia Pacific Pte Ltd | Singapore | 100% | 40% | Dredging & Infra |
| Dredging International Asia Pacific Pte Ltd | Singapore | 100% | 100% | Dredging & Infra |
| Dredging International South Africa PTY Ltd | South-Africa | 100% | 100% | Dredging & Infra |
| Dredging International España SA | Spain | 100% | 100% | Dredging & Infra |
| Naviera Living Stone SLU | Spain | 100% | 100% | Offshore Energy |
| DEME Building Materials BV | The Netherlands | 100% | 100% | Dredging & Infra |
| DEME Concessions Netherlands BV | The Netherlands | 100% | 100% | Concessions |
| DEME Infra Marine Contractors BV | The Netherlands | 100% | 100% | Dredging & Infra |
| DEME Offshore NL BV | The Netherlands | 100% | 100% | Offshore Energy |
| DEME Offshore Shipping BV | The Netherlands | 100% | 100% | Offshore Energy |
| Dredging International Netherlands BV | The Netherlands | 100% | 100% | Dredging & Infra |
| G-tec BV | The Netherlands | 100% | 100% | Offshore Energy |
| SPT Equipment BV | The Netherlands | 100% | 100% | Offshore Energy |
| SPT Offshore Holding BV | The Netherlands | 100% | 100% | Offshore Energy |
| SPT Offshore BV | The Netherlands | 100% | 100% | Offshore Energy |
| Aannemingsmaatschapp De Vries & van de Wiel BV | The Netherlands | 74.90% | 74.90% | Environmental |
| De Vries & van de Wiel Beheer BV | The Netherlands | 74.90% | 74.90% | Environmental |
| De Vries & van de Wiel Kust- en Oeverwerken BV | The Netherlands | 74.90% | 74.90% | Environmental |
| Zandexploitatiemaatschapp De Vries & van de Wiel BV | The Netherlands | 74.90% | 74.90% | Environmental |
| Milieutechniek De Vries & van de Wiel BV | The Netherlands | 74.90% | 74.90% | Environmental |
| DEME Concessions Merkur BV | The Netherlands | 0% | 100% | Concessions |
| Seatec Holding BV | The Netherlands | 0% | 100% | Offshore Energy |
| Seatec Subsea Systems BV | The Netherlands | 0% | 100% | Offshore Energy |
| Dredging International Ukraine LLC | Ukraine | 100% | 100% | Dredging & Infra |
| Dredging International RAK FZ LLC | United Arab Emirates | 100% | 100% | Dredging & Infra |
| DEME Offshore US INC | USA | 100% | 100% | Offshore Energy |
| DEME Offshore US LLC | USA | 100% | 100% | Offshore Energy |
| Marine Construction & Solutions Holding LLC | USA | 0% | 100% | Dredging & Infra |
| Marine Construction & Solutions LLC | USA | 0% | 100% | Dredging & Infra |
| Servicios Maritimos Servimar SA | Venezuela | 100% | 100% | Dredging & Infra |
(3) The economic rights in this company are 95%.
208 CONSOLIDATED FINANCIAL STATEMENTS
JOINT VENTURES (EQUITY METHOD IN FINANCIAL STATEMENTS BUT PROPORTIONATE METHOD IN SEGMENT REPORTING)
As of December 31, 2022
| Name | Country | 2022 % of Share-holding | 2021 % of Share-holding | Main Operational Segment |
|---|---|---|---|---|
| Scaldis Salvage & Marine Contractors NV | Belgium | 54.38% | 54.38% | Offshore Energy |
| Sédisol SA | Belgium | 37.45% | 37.45% | Environmental |
| Blue Site SA | Belgium | 37.45% | 37.45% | Environmental |
| Wérisol SA | Belgium | 37.45% | 37.45% | Environmental |
| Silvamo NV | Belgium | 37.45% | 37.45% | Environmental |
| Top Wallonie NV | Belgium | 37.45% | 37.45% | Environmental |
| Transterra NV | Belgium | 0% | 50% | Dredging & Infra |
| MSB Minerações Sustentáveis do Brasil SA | Brazil | 51% | 51% | Dredging & Infra |
| DEME Brazil Serviços de Dragagem Ltda | Brazil | 0% | 50% | Dredging & Infra |
| Guangzhou Coscocs DEME New Energy Engineering Co. (partial name) | China |
As of December 31, 2022
| Name | Country | 2022 % of Share-holding | 2021 % of Share-holding | Main Operational Segment |
|---|---|---|---|---|
| Offshore Energy Earth Moving Worldwide | Cyprus | 49.99% | 49.99% | Offshore Energy |
| Dredging & Infra | Japan | 49% | 49% | Dredging & Infra |
| Offshore Energy | United Kingdom | 50% | 50% | Dredging & Infra |
| Normalux Maritime SA | Luxembourg | 37.50% | 37.50% | Offshore Energy |
| Combined Marine Terminal Operations Marafi LLC | Oman | 37.68% | 37.68% | Dredging & Infra |
| Gulf Earth Moving Qatar WLL | Qatar | 50% | 50% | Dredging & Infra |
| DIAP Thailand Co Ltd | Thailand | 48.90% | 48.90% | Dredging & Infra |
| CSBC DEME Wind Engineering Co Ltd (CDWE) | Taiwan | 49.99% | 49.99% | Offshore Energy |
| CDWE Green Jade Shipowner Ltd | Taiwan | 49.99% | 49.99% | Offshore Energy |
| DBM-Bontrup BV | The Netherlands | 50% | 50% | Dredging & Infra |
| K3 DEME BV | The Netherlands | 50% | 50% | Dredging & Infra |
| Deeprock Beheer BV | The Netherlands | 50% | 50% | Offshore Energy |
| Deeprock CV | The Netherlands | 50% | 50% | Offshore Energy |
| Overseas Contracting & Chartering Services BV | The Netherlands | 50% | 50% | Offshore Energy |
| Earth Moving Middle East Contracting DMCEST | United Arab Emirates | 50% | 50% | Dredging & Infra |
| Consortium Antwerp Port (Oman) NV | Belgium | 60% | 60% | Concessions |
| Power@Sea NV | Belgium | 51.10% | 51.10% | Concessions |
| Consortium Antwerp Port Industrial Port Land NV | Belgium | 50% | 50% | Concessions |
| Blue Open NV | Belgium | 49.94% | 49.94% | Environmental |
| Bluepower NV | Belgium | 35% | 35% | Concessions |
| Bluechem Building NV | Belgium | 25.47% | 25.47% | Environmental |
| Blue Gate Antwerp Development NV | Belgium | 25.46% | 25.46% | Environmental |
| Terranova NV | Belgium | 24.96% | 24.96% | Environmental |
| Zeeboerder Westdiep BV | Belgium | 20% | 20% | Concessions |
| Feluy M2M SA | Belgium | 19.47% | 19.47% | Environmental |
| Otary BIS NV | Belgium | 18.89% | 18.89% | Concessions |
| Otary RS NV | Belgium | 18.89% | 18.89% | Concessions |
| Rentel NV | Belgium | 18.89% | 18.89% | Concessions |
| Hyve BV | Belgium | 16.67% | 16.67% | Concessions |
| Terranova Solar NV | Belgium | 16.01% | 16.01% | Environmental |
| North Sea Wave NV | Belgium | 13.22% | 13.22% | Concessions |
| SeaMade NV | Belgium | 13.22% | 13.22% | Concessions |
| La Vélorie SA | Belgium | 12.48% | 12.48% | Environmental |
| C-Power Holdco NV | Belgium | 10% | 10% | Concessions |
| C-Power NV | Belgium | 6.46% | 6.46% | Concessions |
| Nou Vela SA | France | 46.60% | 46.60% | Concessions |
| Port-La-Nouvelle SEMOP | France | 23.77% | 23.77% | Concessions |
| Thistle Wind Partners Ltd | United Kingdom | 42.50% | 100% | Concessions |
| Thistle Wind Partners Cluaran Deas Ear Ltd | United Kingdom | 42.50% | 0% | Concessions |
| Thistle Wind Partners Cluaran Ear-Thuath Ltd | United Kingdom | 42.50% | 0% | Concessions |
| West Islay Tidal Energy Park Ltd | United Kingdom | 35% | 35% | Concessions |
| Rhama Port Hub SRL | Italy | 28% | 28% | Dredging & Infra |
| Cedar Luxembourg SARL | Luxembourg | 1.80% | 0% | Offshore Energy |
| Hyport Coordination Company LLC | Oman | 50% | 50% | Concessions |
| Port of Duqm Company SAOC | Oman | 30% | 30% | Concessions |
| Duqm Industrial Land Company LLC | Oman | 27.55% | 27.55% | Concessions |
| Duqm Logistic Lands and Investment Company LLC | Oman | 26% | 26% | Concessions |
| DIAP-Daelim Joint Venture Pte Ltd | Singapore | 51% | 51% | Dredging & Infra |
| DIAP-SHAP Joint Venture Pte Ltd | Singapore | 51% | 51% | Dredging & Infra |
| BAAK Blankenburg-Verbinding BV | The Netherlands | 15% | 15% | Concessions |
There were no business combinations in 2022. Within the Offshore Energy segment the company Seatec Holding BV and its affiliate Seatec Subsea Systems BV were sold as part of a management buyout. This sale has an immaterial impact on the financial statements. The manufacturing and trading vehicle Seatec was acquired in 2020 as part of the SPT Offshore Group. DEME secured exclusivity on the suction pump equipment manufacturing executed by Seatec through a framework agreement. The shares in Filterres SA (Belgium) (74.90%), within the Environmental segment, were sold in the course of 2022 to the partner in the company. The same applied for Hydrogeo SARL (Morocco) (40%), a dormant company in the Offshore Energy segment. These sales had a very immaterial impact on the financial statements.
There were no business combinations, nor disposals in 2021.
This part has to be read together with the ‘Group Performance 2022’ earlier in this annual report where the major contributors to the result of the year are explained. In the ‘Group Performance 2022’ when elaborating on the performance of the segments separately, as well as in the segment reporting, management report figures are used. The only reconciling item between these figures and the figures as in the financial statements is the impact of the different consolidation method for joint ventures. Joint ventures are consolidated proportionally in the management report figures, whereas according to equity method in the financial statements. The result for the period (share of the Group) is not affected by the difference in consolidation method, only the presentation is different. In the notes and in this comparative financial statement analysis, the figures as per financial statements are disclosed.
As of December 31 (in thousands of EUR)
| Notes | 2022 | 2021 | DELTA | |
|---|---|---|---|---|
| REVENUES | 2,710,796 | 2,580,773 | 130,023 | |
| Turnover (1) | 2,654,725 | 2,510,607 | 144,118 | |
| Other operating income (2) | 56,071 | 70,166 | -14,095 | |
| OPERATING EXPENSES | -2,555,560 | -2,437,492 | -118,068 | |
| Raw materials, consumables, services and subcontracted work | -1,704,618 | -1,575,624 | -128,994 | |
| Personnel expenses (3) | -505,743 | -488,896 | -16,847 | |
| Depreciation and amortisation expenses (4)/(6)/(7) | -318,240 | -291,108 | -27,132 | |
| Impairment of property, plant and equipment and right-of-use assets | (6)/(7) | -430 | -34,608 | 34,178 |
| Impairment of goodwill and intangible assets (4)/(5) | - | -311 | 311 | |
| Other operating expenses (2) | -26,529 | -46,945 | 20,416 | |
| OPERATING RESULT | 155,236 | 143,281 | 11,955 | |
| FINANCIAL RESULT | -24,311 | -5,412 | -18,899 | |
| Interest income | 6,026 | 4,181 | 1,845 | |
| Interest expense | -14,914 | -6,920 | -7,994 | |
| Realised/unrealised foreign currency translation effects | -11,134 | 6,130 | -17,264 | |
| Other financial income and expenses | -4,289 | -8,803 | 4,514 | |
| RESULT BEFORE TAXES | 130,925 | 137,869 | -6,944 | |
| Current taxes and deferred taxes (10) | -31,361 | -31,079 | -282 | |
| RESULT AFTER TAXES | 99,564 | 106,790 | -7,226 | |
| Share of profit (loss) of joint ventures and associates (8) | 15,827 | 10,548 | 5,279 | |
| RESULT FOR THE PERIOD | 115,391 | 117,338 | -1,947 | |
| Attributable to non-controlling interests | 2,671 | 2,757 | -86 | |
| SHARE OF THE GROUP | 112,720 | 114,581 | -1,861 |
Total revenues in 2022 increased with 130 million EUR. Turnover increased with 144 million EUR or 6% compared to 2022, whereas other operating income decreased with 14 million EUR. Operating income of 2022 includes liquidated damages received as compensation for the incremental costs incurred as a result of the late delivery of installation vessel ‘Orion’ (Offshore Energy segment) for 19 million EUR, whereas the operating income of 2021 included 15 million EUR of liquidated damages received relating to cutter suction dredger ‘Spartacus’ (Dredging & Infra segment). The operating result or EBIT increased with 12 million EUR but the EBIT margin remained the same, due to a higher number of vessel dockings and overhauls, inflation, consumables and commodity price increases. The depreciation expenses increased due to the new vessels ‘Orion’, ‘Spartacus’ and ‘Groenewind’. On the other hand, no significant impairments are recorded in 2022 while in 2021, 35 million EUR of impairments were included. Other operating expenses decreased with 20 million EUR and will be further explained in the notes. The decrease of the financial result with 19 million EUR is mainly caused by negative realised/unrealised foreign currency translation effects of -11.1 million EUR in 2022, in comparison with positive effects of 6 million EUR in 2021 (difference -17.3 million EUR). This mainly results from the devaluation of the Egyptian Pound, leading to a negative remeasurement of the cash and outstanding receivables for the Abu Qir project in Egypt. Furthermore, interest expenses increased with 8 million EUR, due to a higher debt position as a consequence of the issuance of new term loan facilities of 440 million EUR (referring to note (18)) and less capitalised interest expenses in 2022. Interests for the 'Orion' vessel financing were not longer capitalised as from June, as all activities to prepare the vessel for its intended use were then completed. The result before taxes is 6.9 million EUR lower than last year and the effective tax rate increased to 24.0% compared to 22.5% last year. The share of profit of joint ventures and associates increased with 5.3 million EUR mainly due to an increase of the result of the joint ventures. The amount attributable to non-controlling interests remained stable compared to last year. The result for the period (share of the Group) decreased with 1.9 million EUR compared to last year and amounts to 112.7 million EUR which is 4.45 EUR per share.# CONSOLIDATED FINANCIAL STATEMENTS
As of December 31 (in thousands of EUR)
| ASSETS | Notes | 2022 | 2021 | DELTA |
|---|---|---|---|---|
| NON-CURRENT ASSETS | 2,969,289 | 2,694,235 | 275,054 | |
| Intangible assets | (4) | 24,315 | 25,513 | -1,198 |
| Goodwill | (5) | 13,028 | 13,028 | - |
| Property, plant and equipment | (6) | 2,422,048 | 2,259,041 | 163,007 |
| Right-of-use assets | (7) | 98,994 | 90,620 | 8,374 |
| Investments in joint ventures and associates | (8) | 202,748 | 132,781 | 69,967 |
| Other non-current financial assets | (9) | 32,540 | 33,451 | -911 |
| Non-current financial derivatives | (19) | 39,336 | 613 | 38,723 |
| Interest rate swaps | 39,127 | - | 39,127 | |
| Forex/fuel hedges | 209 | 613 | -404 | |
| Other non-current assets | (9) | 11,892 | 4,239 | 7,653 |
| Deferred tax assets | (10) | 124,388 | 134,949 | -10,561 |
| CURRENT ASSETS | 1,540,489 | 1,355,362 | 185,127 | |
| Inventories | (11) | 25,696 | 12,168 | 13,528 |
| Contract assets | (12) | 344,751 | 326,685 | 18,066 |
| Trade and other operating receivables | (13) | 469,529 | 384,022 | 85,507 |
| Current financial derivatives | (19) | 22,022 | 3,207 | 18,815 |
| Interest rate swaps | 17,638 | - | 17,638 | |
| Forex/fuel hedges | 4,384 | 3,207 | 1,177 | |
| Assets held for sale | (14) | 31,997 | 32,456 | -459 |
| Other current assets | (15) | 124,233 | 68,192 | 56,041 |
| Cash and cash equivalents | (18)/(19) | 522,261 | 528,632 | -6,371 |
| TOTAL ASSETS | 4,509,778 | 4,049,597 | 460,181 |
Total assets of the year increased with 460.2 million EUR, of which the net increase in property, plant and equipment represents the largest increasing category of the balance sheet (+ 163 million EUR). Main investments for 2022 include the ‘Orion’, DEME’s revolutionary offshore installation vessel which officially was added to the fleet in the second quarter of 2022, the acquisition and conversion of cable-laying vessel ‘Viking Neptun’, the investment in a new rock dumping vessel and the upgrade of the offshore installation vessel ‘Sea Installer’. Also significant maintenance investments in DEME’s existing fleet were capitalised. The increase in investments in joint ventures and associates is, next to capital increases, mainly related to the increase of other comprehensive income (because of the increase in the fair value of interest-rate hedges). Because of the same reason, we also observe an increase in non-current and current financial derivatives due to the positive evolution of the fair value of the interest rate hedges, in 2022. Inventories, contract assets and trade and other operating receivables increased with respectively 13.5, 18.1 and 85.5 million EUR. The increase in trade and other operating receivables is partly due to an increase in activities but mainly due to the progress of major projects and the timing of invoicing as contract assets are transferred to receivables upon acceptance by the client. The increase in trade receivables is not caused by an increase in overdue amounts. Assets held for sale remained stable. In 2021 the amount was related to the reclassification of the net book value of the ‘Thor’ vessel (sold in April 2022) from property, plant and equipment. In 2022 the amount is related to another vessel within the Offshore Energy segment. Other current assets increased with 56 million EUR compared to 2021, mainly related to an increase in deferred hedge cost on the US projects Vineyard and Coastal Virginia.
DEME ANNUAL REPORT 2022
213
| Notes | 2022 | 2021 | DELTA | |
|---|---|---|---|---|
| SHAREHOLDERS’ EQUITY | (16) | 1,753,947 | 1,579,543 | 174,404 |
| Issued capital | 33,194 | 31,110 | 2,084 | |
| Share premium | 475,989 | 5,645 | 470,344 | |
| Retained earnings and other reserves | 1,218,272 | 1,618,824 | -400,552 | |
| Hedging reserve | 70,020 | -25,872 | 95,892 | |
| Remeasurement on retirement obligations | -37,458 | -41,283 | 3,825 | |
| Cumulative translation adjustment | -6,070 | -8,881 | 2,811 | |
| NON-CONTROLLING INTERESTS | 22,318 | 19,696 | 2,622 | |
| GROUP EQUITY | 1,776,265 | 1,599,239 | 177,026 | |
| NON-CURRENT LIABILITIES | 1,015,460 | 786,718 | 228,742 | |
| Retirement obligations | (21) | 60,523 | 65,267 | -4,744 |
| Provisions | (23) | 42,985 | 39,572 | 3,413 |
| Interest-bearing debt | (18) | 789,904 | 577,970 | 211,934 |
| Non-current financial derivatives | (19) | 53,661 | 26,868 | 26,793 |
| Interest rate swaps | - | 2,608 | -2,608 | |
| Forex/fuel hedges | 53,661 | 24,260 | 29,401 | |
| Other non-current financial liabilities | (8) | 1,238 | 2,827 | -1,589 |
| Deferred tax liabilities | (10) | 67,149 | 74,214 | -7,065 |
| CURRENT LIABILITIES | 1,718,053 | 1,663,640 | 54,413 | |
| Interest-bearing debt | (18) | 252,870 | 343,340 | -90,470 |
| Current financial derivatives | (19) | 31,579 | 12,368 | 19,211 |
| Interest rate swaps | - | 1,892 | -1,892 | |
| Forex/fuel hedges | 31,579 | 10,476 | 21,103 | |
| Provisions | (23) | 4,714 | 3,738 | 976 |
| Contract liabilities | (12) | 323,300 | 181,095 | 142,205 |
| Advances received | (12) | 72,539 | 101,067 | -28,528 |
| Trade payables | 777,705 | 772,905 | 4,800 | |
| Remuneration and social debt | 98,793 | 94,026 | 4,767 | |
| Current income taxes | (10) | 66,571 | 76,370 | -9,799 |
| Other current liabilities | (22) | 89,982 | 78,731 | 11,251 |
| TOTAL LIABILITIES | 2,733,513 | 2,450,358 | 283,155 | |
| TOTAL GROUP EQUITY AND LIABILITIES | 4,509,778 | 4,049,597 | 460,181 |
214
CONSOLIDATED FINANCIAL STATEMENTS
As of December 31 (in thousands of EUR)
| Notes | 2022 | 2021 | DELTA | |
|---|---|---|---|---|
| CASH AND CASH EQUIVALENTS, OPENING BALANCE | 528,632 | 621,937 | -93,305 | |
| CASH FLOW FROM OPERATING ACTIVITIES BEFORE CHANGES IN WORKING CAPITAL | 411,476 | 440,356 | -28,880 | |
| CHANGES IN WORKING CAPITAL | 24,893 | -20,782 | 45,675 | |
| CASH FLOW FROM OPERATING ACTIVITIES | 436,369 | 419,574 | 16,795 | |
| Investments | -512,855 | -298,660 | -214,195 | |
| Divestments | 24,001 | 32,248 | -8,247 | |
| CASH FLOW (USED IN) / FROM INVESTING ACTIVITIES | -488,854 | -266,412 | -222,442 | |
| New interest-bearing debt | (18) | 465,000 | 51,344 | 413,656 |
| Repayment of interest-bearing debt | (18) | -380,488 | -278,875 | -101,613 |
| Gross dividend paid to the shareholders | (16) | -40,843 | -20,421 | -20,422 |
| Gross dividend paid to non-controlling interests | (16) | -504 | - | -504 |
| CASH FLOW (USED IN) / FROM FINANCIAL ACTIVITIES | 43,165 | -247,952 | 291,117 | |
| NET INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS | -9,320 | -94,790 | 85,470 | |
| Impact of exchange rate changes on cash and cash equivalents | 2,949 | 1,485 | 1,464 | |
| CASH AND CASH EQUIVALENTS, ENDING BALANCE | 522,261 | 528,632 | -6,371 |
Total liabilities increased with 283 million EUR. Group equity increased with 177 million EUR and is next to the result of the year of 112.7 million EUR positively impacted by an increase of other comprehensive income (hedging reserve, remeasurement on retirement obligations and cumulative translation adjustments) for an amount of 102.5 million EUR, compensated by the payment of a dividend of 40.8 million EUR in 2022. Note that due to the partial demerger of CFE NV, a transfer from retained earnings and other reserves to share capital and share premium has been recorded. Non-current liabilities increased with 228.7 million EUR of which 211.9 million EUR is related to the increase in non-current interest-bearing debt. The increase in interest-bearing debt is related to additional term loan facility agreements of 440 million EUR partly offset by reimbursements for 246 million EUR. The current interest-bearing debt decreased with 90.4 million EUR. The contract liabilities increased with 142 million EUR, partly due to an increase in activities but mainly due to the timing (e.g. new projects starting up where the invoicing is ahead of the operational execution of the project for some major US offshore projects).
DEME ANNUAL REPORT 2022
215
Cash flow from operating activities increased from 419.6 million EUR in 2021 to 436.4 million EUR in 2022. This mainly relates to the higher activity level and corresponding increase in the net operating result from 143.3 million EUR in 2021 to 155.2 million EUR in 2022. The aforementioned net operating result includes items reclassed to investing cash flow for an amount of 5.7 million EUR in 2022 compared to 16.2 million EUR in 2021. The increased working capital per December 31, 2022 is mainly caused by an increase in contract liabilities and current liabilities partly offset by an increase in trade debtors and deferred hedge charges. The effect of the changes in working capital on the cash flow from operating activities amounts to 24.9 million EUR in 2022 compared to 20.8 million EUR in 2021. Other material cash flows from operating activities in 2022 include an inflow of ca. 10.7 million EUR of dividends received from participations in joint ventures and associates, and an outflow of ca. 43 million EUR of income taxes. The material non-cash adjustments from operating activities in 2022 include 318.2 million EUR of depreciation and impairment cost and ca. 1 million EUR decrease of provisions.
Cash flow used in investing activities increased by 83% in 2022, amounting to 488.9 million EUR in 2022 compared to 266.4 million EUR in 2021. The considerable increased cash outflow in 2022 was mainly driven by the following factors:
* increased investments in the DEME fleet (PP&E), reaching ca. 482 million EUR of cash spent in 2022 compared to ca. 280 million EUR in 2021. This is mainly driven by the ‘Orion’ which came into the fleet in Q2 2022, the acquisition and conversion of cable-laying vessel ‘Viking Neptun’, the investment in a new rock dumping vessel, the conversion of offshore installation vessel ‘Sea Installer’ and maintenance investments in DEME’s existing fleet;
* investments in joint ventures and associates (ca. 23 million EUR), compared to ca. 16 million EUR in 2021;
* divestments for an amount of 24.0 million EUR in 2022, which is a decrease compared to the cash inflow realised in 2021 (32.2 million EUR).
Cash flow used in financial activities considerably increased from 248.0 million EUR net cash-out flow in 2021 to a net cash-in flow of 43.2 million EUR in 2022. The main 2022 cash flows from financial activities relate to:
* interest-bearing debt raised in 2022 amounting to 465.0 million EUR, compared to 51.3 million EUR in 2021;
* dividend payments for ca. 41 million EUR in 2022, compared to ca. 20 million EUR in 2021;
* debt repayments performed in 2022 amounting to ca.# CONSOLIDATED FINANCIAL STATEMENTS EXPLANATORY NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Balance at December 31
Below a split by nature, segment and geographical market can be found.
Turnover by nature (in thousands of EUR)
| 2022 | 2021 | |
|---|---|---|
| Revenue from contracts with customers | 2,644,257 | 2,498,256 |
| Revenue from ancillary activities | 10,468 | 12,351 |
| Total turnover as per financial statements | 2,654,725 | 2,510,607 |
Revenue from contracts with customers mainly comprises the net revenue from the operational activities of the segments. For most contracting activities the contract is based on a fixed/lump sum price. The Group acts as contractor and principal of the engagement. Revenue from ancillary activities is revenue that can be very divers such as sale of equipment or fees. It is turnover that is not followed up as a separate project in the management reporting system. The Group has determined that the disaggregation of revenue by product line is best reflected by the revenue information that is disclosed for each reportable segment under IFRS 8, as this information is regularly reviewed by the chief decision makers (see also separate chapter on Segment Reporting) and best depicts how the nature, amount, timing and uncertainty of revenue and cash flows are affected by economic factors.
Turnover by segment (in thousands of EUR)
| 2022 | 2021 | |
|---|---|---|
| Offshore Energy | 957,810 | 916,354 |
| Dredging & Infra | 1,524,316 | 1,478,306 |
| Environmental | 206,336 | 166,163 |
| Concessions | 2,214 | 1,467 |
| Total turnover by segment | 2,690,676 | 2,562,290 |
| Reconciliation | -35,951 | -51,683 |
| Total turnover as per financial statements | 2,654,725 | 2,510,607 |
The reconciliation between the segment turnover and the turnover in the consolidated statement of income is the turnover of joint ventures. These are consolidated according to the proportionate method in the segment reporting but according to the equity consolidation method (application of IAS 28) in the financial statements.
Turnover by geographical market (in thousands of EUR)
| 2022 | 2021 | |
|---|---|---|
| Belgium | 354,439 | 279,248 |
| Europe - EU | 1,271,034 | 976,939 |
| Europe - non EU | 362,975 | 608,708 |
| Africa | 319,256 | 491,058 |
| Asia & Oceania | 136,069 | 93,700 |
| America | 124,832 | 42,359 |
| Indian subcontinent | 81,023 | 17,317 |
| Middle East | 5,097 | 1,278 |
| Total turnover as per financial statements | 2,654,725 | 2,510,607 |
A geographical market is determined as the area (location) where projects are realised and services are provided or the project location for offshore works. A large part of the Group’s turnover is generated on projects for a variety of clients in various countries and geographical areas.
DEME ANNUAL REPORT 2022 217 CHAPTER 06
Unlike in 2021, no single client contributed more than 10% in the Group’s turnover of 2022. The Abu Qir Port Expansion Project in Egypt (Dredging & Infra segment), contributed between 10% and 15% in the Group’s turnover last year and qualified as such as a material client in relation to the total turnover of the Group. However, because of the occasional nature and spread of the contracts, none of the DEME’s clients will eventually qualify as a material client in relation to the total turnover of the Group. As a result of the military conflict between Russia and Ukraine, the Group refrained from performing dredging works in Russia in 2022 and currently has no contracts or contractual obligations related to the performance of works in Russia. Additionally, 29% of DEME’s consolidated turnover can be regarded as taxonomy-eligible turnover. This percentage is directly related to DEME’s activities making a substantial contribution to climate change mitigation and includes projects for the construction and installation of foundations and wind turbines and their shore connections, as well as projects for railway tunnel infrastructure. Further on, 26% of total DEME turnover is also aligned.
The Group’s orderbook is the contract value of assignments acquired as of December 31 but that is not yet accounted for as turnover because of non-completion. The orderbook also includes the Group’s share in the orderbook of joint ventures, but not of associates. Contracts are not included in the orderbook until the agreement with the client is signed. A letter of award is not sufficient to include the contract in the orderbook according to the Group. Additionally financial close must be reached when projects will be executed in ‘uncertain’ countries before including them in the orderbook. Further on, experience shows that once an agreement has been reached, cancellations or substantial reductions in the scope or size of contracts are quite rare, but they do occur, certainly in markets that are under severe pressure.
Orderbook by segment (in thousands of EUR)
| 2022 | 2021 | |
|---|---|---|
| Offshore Energy | 3,260,909 | 2,816,564 |
| Dredging & Infra | 2,615,713 | 2,833,296 |
| Environmental | 313,378 | 255,330 |
| Concessions | - | - |
| Total orderbook | 6,190,000 | 5,905,190 |
The orderbook as per December 31, 2022, is record strong at 6.2 billion EUR, up 5% compared to last year (2021: 5.9 billion EUR). Projects with a total value of 2.2 billion EUR were acquired in the course of 2022 (2021: 3.1 billion EUR). The orderbook is reflecting continued healthy demand, strong market positioning and sizeable wins mainly in the Offshore Energy segment. The overall orderbook at year-end is 2.3 times the 2022 turnover. The increase compared to last year is mainly led by strong demand in both the Environmental and the Offshore Energy segments, the latter including the addition of major long-term projects in South-East Asia (amongst others in Taiwan and Australia), United States and Europe.
Orderbook by geographical market (in thousands of EUR)
| 2022 | 2021 | |
|---|---|---|
| Europe - EU | 2,467,294 | 2,866,266 |
| Europe - non EU | 898,747 | 814,462 |
| Africa | 306,325 | 414,346 |
| Asia & Oceania | 752,385 | 325,516 |
| America | 1,692,695 | 1,454,872 |
| Indian subcontinent | 68,033 | 25,786 |
| Middle East | 4,521 | 3,942 |
| Total orderbook | 6,190,000 | 5,905,190 |
From a geographical perspective the Europe and Africa region shows a decline in 2022 compared to 2021, largely offset by strong wins in the Asia and America region. Europe still represents more than half of the orderbook.
218 CONSOLIDATED FINANCIAL STATEMENTS
Orderbook 2022 split in time (in thousands of EUR)
| 2023 | 2024 | 2025 | Beyond | Total | |
|---|---|---|---|---|---|
| Total orderbook | 2,307,546 | 1,612,426 | 148,181 | 821,847 | 6,190,000 |
Orderbook 2021 split in time (in thousands of EUR)
| 2022 | 2023 | 2024 | Beyond | Total | |
|---|---|---|---|---|---|
| Total orderbook | 2,021,167 | 1,456,930 | 1,079,065 | 1,348,028 | 5,905,190 |
The Group estimates that 37.3% of the orderbook will be executed in the next year (2021: 34.2%). Actual execution depends on several factors, such as weather circumstances, soil and technical conditions, vessel availability and a lot of other factors.
Balance at December 31
| 2022 | 2021 | |
|---|---|---|
| Gain on sale of property, plant and equipment | 7,752 | 3,983 |
| Gain on disposal of financial fixed assets | 9 | 12,186 |
| Other operating income | 48,310 | 53,997 |
| Total other operating income | 56,071 | 70,166 |
In 2022 the gain on sale of property, plant and equipment is mainly related to the sale of the jack-up installation vessel ‘Thor’ (Offshore Energy segment), that was classified as assets held for sale at December 31, 2021. Sale took place in April 2022. Other gain was realised on the sale of old equipment (Dredging & Infra segment). In 2021 the gain on sale of property, plant and equipment was mainly related to the sale of the drilling platform ‘Li Ya’ (formerly ‘Goliath’). Gain on disposal of financial fixed assets in 2022 is related to the profit on the sale of all the shares in Filterres to our partner in the company. In 2021 the amount relates to the gain on the sale of 12.5% participation in Merkur Offshore Gmbh, a German windfarm. Although the sale took place in 2020, an additional capital gain of 12.1 million EUR was recognised in 2021 as the result of a favourable and final settlement of a contingent consideration previously accounted for. Other operating income in 2022 includes delay damages of 18.8 million EUR related to the delivery of the vessel ‘Orion’ (Offshore Energy segment) whereas the 2021 figures include received delay damages of 15 million EUR related to the delivery of the vessel ‘Spartacus’ (Dredging & Infra segment). Both delay damages compensate the incremental costs incurred because of the late delivery of the vessels.
| 2022 | 2021 | |
|---|---|---|
| Loss on disposal of financial fixed assets | 17 | - |
| Loss on sale of property, plant and equipment | 440 | 10 |
| Movement in amounts written off inventories and trade receivables | -5,428 | 3,185 |
| Movement in retirement benefit obligations | 505 | 1,146 |
| Movement in provisions | 4,389 | 13,013 |
| Other operating expenses | 26,607 | 29,591 |
| Total other operating expenses | 26,529 | 46,945 |
Loss on sale of property, plant and equipment is mainly related to the disposal of the old crane of the offshore installation vessel ‘Sea Installer’. The decrease of amounts written off for inventories and trade receivables is partially caused by the final write-off of a customer receivable and the related bad debt allowance. The allowance recognised as a cost in prior years is now reversed within amounts written off for trade receivables, whereas the write-off of the customer is booked as a service cost in the consolidated statement of income. The other movement in amounts written off for inventories and trade receivables is the reversal of the allowance for bad debtors that are no longer uncollectable. For the movement in provisions (mainly warranty provisions) reference is made to note (23) Provisions. More information about the retirement benefit obligations can be found in note (21).# CHAPTER 06
| Balance at December 31 | 2022 | 2021 |
|---|---|---|
| Average number of persons employed during the year (in FTE) | ||
| Employees | 2,985 | 2,797 |
| Workers | 2,168 | 2,083 |
| Total | 5,153 | 4,880 |
The average headcount reported in this note is based upon the consolidation scope whereby only the average headcount of entities controlled by the Group are included.
| Personnel expenses (in thousands of EUR) | 2022 | 2021 |
|---|---|---|
| Remuneration | 428,954 | 416,972 |
| Social charges | 61,769 | 57,649 |
| Pension expenses | 15,020 | 14,275 |
| Total | 505,743 | 488,896 |
In 2021 DEME paid an amount to the Belgian tax authorities after the receipt of corrective tax assessments regarding prior years. The amount paid is included in remuneration. This explains why the increase in personnel expenses is lower than the increase in average headcount.
| Development costs | Concessions, patents, licences, etc. | Other intangible assets | Total | |
|---|---|---|---|---|
| Acquisition cost at January 1, 2022 | 4,096 | 47,025 | 12,283 | 63,404 |
| Movements during the year | ||||
| Additions, including fixed assets, own production | 1,744 | 371 | - | 2,115 |
| Sales and disposals | - | -12,136 | -19 | -12,155 |
| Transfers from one heading to another | - | - | 1,324 | 1,324 |
| Translation differences | - | 1 | - | 1 |
| Additions through business combinations | - | - | - | - |
| Changes in consolidation scope or method | - | -853 | - | -853 |
| At December 31, 2022 | 5,840 | 34,408 | 13,588 | 53,836 |
| Cumulative amortisation and impairment at January 1, 2022 | 4,096 | 24,717 | 9,078 | 37,891 |
| Movements during the year | ||||
| Amortisation of the year | - | 3,056 | 885 | 3,942 |
| Written down after sales and disposals | - | -12,136 | -19 | -12,155 |
| Transfers from one heading to another | - | - | - | - |
| Translation differences | - | 1 | - | 1 |
| Additions through business combinations | - | - | - | - |
| Changes in consolidation scope or method | - | -156 | - | -156 |
| At December 31, 2022 | 4,096 | 15,482 | 9,944 | 29,522 |
| Net book value at the end of prior year | - | 22,308 | 3,205 | 25,513 |
| Net book value at the end of the year | 1,744 | 18,926 | 3,644 | 24,315 |
The concessions, patents and licences do not include indefinite useful lives intangible assets. In the line ‘Transfers from one heading to another’, also transfers from assets under construction originally booked within property, plant and equipment are included. In the addition of the year 2022, an amount of 1.7 million EUR is related to the capitalisation of development costs in the Concessions segment. Amortisation of the year is recognised under ‘depreciation and amortisation expenses’ in the consolidated income statement for an amount of 3.9 million EUR. Amortisation of development costs starts at the earliest on the date financial close of the related project is reached. In the sales and disposals of the year 2022, a fully amortised licence fee, that expired was disposed of for an amount of 12 million EUR. An amount of 14.4 million EUR out of the 24.3 million EUR total net book value of intangibles at the end of the year 2022 is related to the purchase price allocation (PPA)-exercise of the SPT Offshore group (at the end of 2020). These intangibles are amortised over the economic lifetime of 10 years.
| Development costs | Concessions, patents, licences, etc. | Other intangible assets | Total | |
|---|---|---|---|---|
| Acquisition cost at January 1, 2021 | 4,007 | 48,557 | 7,963 | 60,527 |
| Movements during the year | ||||
| Additions, including fixed assets, own production | - | 1,620 | 288 | 1,908 |
| Sales and disposals | 89 | -1,185 | -33 | -1,129 |
| Transfers from one heading to another | - | -1,968 | 4,065 | 2,097 |
| Translation differences | - | 1 | - | 1 |
| Additions through business combinations | - | - | - | - |
| Changes in consolidation scope or method | - | - | - | - |
| At December 31, 2021 | 4,096 | 47,025 | 12,283 | 63,404 |
| Cumulative amortisation and impairment at January 1, 2021 | 4,004 | 23,625 | 7,963 | 35,592 |
| Movements during the year | ||||
| Amortisation of the year | 3 | 2,936 | 474 | 3,413 |
| Written down after sales and disposals | 89 | -1,185 | -33 | -1,129 |
| Transfers from one heading to another | - | -660 | 674 | 14 |
| Translation differences | - | 1 | - | 1 |
| Additions through business combinations | - | - | - | - |
| Changes in consolidation scope or method | - | - | - | - |
| At December 31, 2021 | 4,096 | 24,717 | 9,078 | 37,891 |
| Net book value at the end of prior year | 3 | 24,932 | - | 24,935 |
| Net book value at the end of the year | - | 22,308 | 3,205 | 25,513 |
The addition of the year 2021 of 1.9 million EUR is primarily related to the capitalisation of software licences. Amortisation charge of the year is recognised under ‘depreciation and amortisation expenses’ in the consolidated income statement for an amount of 3.4 million EUR. An amount of 17 million EUR out of the 25.5 million EUR total net book value of intangibles at the end of the year 2021 is related to the purchase price allocation (PPA)-exercise of the SPT Offshore group (at the end of 2020). These intangibles are amortised over the economic lifetime of 10 years.
| 2022 | 2021 | |
|---|---|---|
| Balance at January 1 | 13,028 | 13,339 |
| Movements during the year | ||
| Acquisitions through business combinations | - | - |
| Disposals | - | - |
| Impairment losses | - | -311 |
| Balance at December 31 | 13,028 | 13,028 |
In accordance with IAS 36 impairment of assets , goodwill was tested for impairment at December 31, 2022 and 2021. In 2022 no impairment losses were recognised. In 2021 impairment losses of 0.3 million EUR were recognised in the Environmental segment. Within the DEME Group, goodwill is tested for impairment annually. The impairment tests are based on figures and insights of the third quarter of the annual reporting year. If there is an indication that the cash generating unit to which the goodwill is allocated could have suffered a loss of value, impairment testing is done more frequently than once a year. In 2022, there were no such indicators and no additional impairment tests have been prepared. Significant judgement by management is required to estimate the impact of macroeconomic and other factors on future cash flows, including those related to the COVID-19 pandemic, the war in Ukraine and climate related matters (more detailed in section ‘risk and uncertainties’ above). The Group believes the estimates and assumptions used in the impairment testing are reasonable and are comparable to those that would be used by competitors. Management does not foresee activities negatively being impacted by climate related business requirements, leading to an impairment loss, as the Group continues its strategy to promote the transition to clean energy worldwide to its customers.
Goodwill is allocated to the cash generating unit that will benefit most of the knowledge acquired upon the acquisition. Management has identified the lowest level of cash generating units based on the most appropriate and most detailed level of information about operations available for internal reporting purposes. The current outstanding goodwill of the DEME Group is allocated as follows:
| Carrying amount of goodwill (in thousands of EUR) | 2022 | 2021 |
|---|---|---|
| CGU Infra | 3,536 | 3,536 |
| CGU Dredging – Asia Pacific | 3,024 | 3,024 |
| CGU Environmental Ecoterres | 2,496 | 2,496 |
| CGU Offshore | 1,943 | 1,943 |
| CGU Offshore Foundations | 1,256 | 1,256 |
| CGU Concessions | 605 | 605 |
| CGU Dredging DBM | 168 | 168 |
| Total | 13,028 | 13,028 |
The comparison of the carrying amount of each mentioned cash generating unit with the recoverable amount of the respective cash generating unit did not result in an impairment need for the annual reporting year 2022. The recoverable amount of each cash generating unit is based on a discounted cash flow model that represents the fair value minus the cost of disposal. The projected cash flows used are obtained from the budgets, prepared by management, of the respective cash generating unit and approved by the Board of Directors. These budgets cover a three-year period. Cash flows beyond the three-year period are extrapolated using a cautious growth rate of 1%. The discount rate used equals the weighted cost of capital (WACC) calculated on the consolidated DEME Group figures, as per the third quarter of 2022, amounting to 5.55% compared to the WACC of 6.46% used in 2021.
A sensitivity analysis has been performed by adjusting important assumptions used in the calculation of the recoverable amount.
The gross margin used in the discounted cash flow model is based upon the estimates of management and has been approved by the Board of Directors for a period of three years to come. Sensitivity is tested by reducing the estimated gross margins to 95% of their initial value. Adjusting the gross margin downwards did not result in impairment for any of the mentioned cash generating units.
The discount rate used is the weighted average costs of capital, calculated on DEME Group figures. Future cash flows will negatively be impacted if the discount rate rises. Sensitivity is tested by increasing the weighted average cost of capital with 1%. Adjusting the weighted average cost of capital to a higher value did not result in an impairment for any of the mentioned cash generating units.
The DEME Group assumes a careful growth of 1% of its gross margin in the years to come. Should the growth percentage be lower, the recoverable amount of each cash generating unit will drop. Sensitivity is tested by reducing the growth rate to 0%. Adjusting the growth rate did not result in an impairment for any of the mentioned cash generating units.# NOTE 6 – PROPERTY, PLANT AND EQUIPMENT
| Land and buildings | Floating and other construction equipment | Furniture and vehicles | Other tangible assets | Assets under construction | Tot al property, plant and equipment | |
|---|---|---|---|---|---|---|
| Acquisition cost at January 1, 2022 | 107,910 | 4,272,250 | 20,221 | 1,911 | 308,955 | 4,711,247 |
| Movements during the year | ||||||
| Additions, including fixed assets, own production | 12,970 | 154,614 | 1,983 | 70 | 316,342 | 485,980 |
| Sales and disposals | -1,169 | -95,700 | -1,711 | -996 | - | -99,576 |
| Transfer to 'Assets held for Sale' | - | -34,314 | - | - | - | -34,314 |
| Transfers from one heading to another | 55 | 394,451 | 8 | 6,311 | -402,149 | -1,324 |
| Translation differences | -14 | 3,381 | 1 | - | - | 3,367 |
| Acquisitions through business combinations | - | - | - | - | - | - |
| Changes in consolidation scope or method | 171 | - | 62 | -40 | -106 | 87 |
| At December 31, 2022 | 119,923 | 4,694,683 | 20,564 | 7,256 | 223,042 | 5,065,468 |
| Cumulative depreciation and impairment at January 1, 2022 | 49,098 | 2,385,178 | 16,198 | 1,732 | - | 2,452,206 |
| Movements during the year | ||||||
| Depreciation charge of the year | 4,483 | 278,818 | 2,425 | 422 | - | 286,147 |
| Written down after sales and disposals | -17 | -94,353 | -1,591 | -996 | - | -96,956 |
| Transfer to 'Assets held for Sale' | - | -2,316 | - | - | - | -2,316 |
| Transfers from one heading to another | - | -2,056 | - | 2,056 | - | - |
| Translation differences | -13 | 4,248 | 16 | - | - | 4,250 |
| Acquisitions through business combinations | - | - | - | - | - | - |
| Changes in consolidation scope or method | 84 | 46 | -40 | - | - | 90 |
| At December 31, 2022 | 53,635 | 2,569,518 | 17,094 | 3,174 | - | 2,643,420 |
| Net book value at the end of prior year | 58,812 | 1,887,072 | 4,023 | 179 | 308,955 | 2,259,041 |
| Net book value at the end of the year | 66,288 | 2,125,165 | 3,470 | 4,082 | 223,042 | 2,422,048 |
At December 31, 2022, the net book value of ‘Floating equipment’ as part of ‘Floating and other construction equipment’ contributes 99% to the total of this category. Other construction equipment within ‘Floating and other construction equipment’ consists amongst other of dry earth moving equipment, pipelines and equipment of DEME Infra. In the first half of 2022 the DP3 offshore installation vessel ‘Orion’ joined the fleet and was transferred from ‘Assets under construction’ to ‘Floating and other construction equipment’. In January 2022, DEME has entered into an agreement with the Norwegian shipping company Eidesvik to acquire the DP3 offshore installation vessel ‘Viking Neptun’. DEME is upgrading the vessel into a cable laying vessel and will integrate the vessel into the DEME fleet in the first quarter of 2023. In light of upgrading its fallpipe vessel fleet, DEME also invested in a new DP fallpipe vessel by purchasing and converting a bulk carrier. The vessel will be equipped with a central fallpipe system with a large inclined fallpipe in order to allow pre- and post-lay activities using rocks with larger diameters, close to subsea structures. This vessel will join the DEME fleet in the first half of 2024. The amounts invested in 2022 in the ‘Orion’, ‘Viking Neptun’ and the fallpipe vessel (all assets of the Offshore Energy segment), are included in the additions in ‘Assets under construction’. The DP2 jack-up installation vessels ‘Sea Challenger’ and ‘Sea Installer’ are currently undergoing an extensive upgrade, preparing them for offshore wind farm projects in Japan and US. For both vessels, the crane’s lifting capacity will be increased from 900 tonnes to 1,600 tonnes and a wider beam and longer legs will enable the vessels to handle the next generation of mega wind turbines. The amount invested in the ‘Sea Installer’ is included in the additions in ‘Floating and other construction equipment’. The investment in the ‘Sea Challenger’ is carried out within a Japanese joint venture between DEME (49%) and partner Penta- Ocean Construction. The company will upgrade and take possession of the ‘Sea Challenger’ in 2024 and reflag the vessel to the DEME ANNUAL REPORT 2022 223 CHAPTER 06 Japanese flag. As the joint venture is consolidated according to equity method, the investment is not included in ‘Property, plant and equipment’of the consolidated statement of financial position. DEME is however financing the vessel through capital and shareholders loan included in the financial assets. In 2020 CDWE, the Taiwanese joint venture between DEME (49.99%) and partner CSBC, ordered the offshore wind installation vessel ‘Green Jade’ in Taiwan. The floating heavy-duty crane and installation vessel with DP3 capacity will be equipped with a high-tech crane with a lifting capacity of 4,000 tonnes. Starting in 2023, the vessel will be deployed in the thriving local offshore wind market. As the joint venture is integrated according to equity method, the new vessel is not included in ‘Property, plant and equipment’ of the consolidated statement of financial position. DEME however invested itself approximately 30 million EUR in CDWE in 2020 and 13.3 million EUR in 2021 as capital for the joint venture. No additional capital was invested by DEME in 2022. The joint venture itself secured a long-term bank loan that will be drawn in 2023 for further payment of the ‘Green Jade’. In 2022, 1.5 million EUR borrowing costs related to assets under construction were capitalised. The depreciation cost of 2022 includes 0.4 million EUR impairment cost. A vessel within the Offshore Energy segment, with a net book value of 32 million EUR, has been transferred to ‘Assets held for sale’ (note (14)). In 2021 the jack-up installation vessel ‘Thor’, with a net book value of 32.5 million EUR, was transferred to ‘Assets held for sale’ and was sold in 2022 (note (2)). In the line ‘Transfers from one heading to another’, also transfers to intangible assets are included. The transfer to ‘other tangible assets’ relates to the transfer of a vessel that is leased to an associate of the Group for a period of more than one year. The line ‘sales and disposals’ of ‘floating and other construction equipment’ includes 52 million EUR (both acquisition cost and cumulative depreciation) of priorly activated and fully depreciated dry-docking costs. In the second half of 2022, an amount of 18.3 million EUR mortgage on vessels was released following the early repayment of the related long-term loan. At December 31, 2022, the commitment made for investments in the coming years amounts to 192.6 million EUR, mainly for the upgrades for vessels ‘Viking Neptun’, ‘Sea Installer’, the new fallpipe vessel and some additional modifications to the ‘Orion’. 52% of DEME’s CAPEX can be regarded as taxonomy-eligible & aligned CAPEX (2021: 32%). This percentage (increased compared to last year as a result of the investment in the ‘Viking Neptun’) is directly related to DEME’s fleet working on climate change mitigation projects such as the construction and installation of foundations and wind turbines and their shore connections. Furthermore, at current, climate risks do not have any significant impact on the useful life of the Group’s assets.
| Land and buildings | Floating and other construction equipment | Furniture and vehicles | Other tangible assets | Assets under construction | Tot al property, plant and equipment | |
|---|---|---|---|---|---|---|
| Acquisition cost at January 1, 2021 | 98,742 | 3,998,148 | 19,153 | 1,911 | 505,821 | 4,623,775 |
| Movements during the year | ||||||
| Additions, including fixed assets, own production | 8,750 | 142,770 | 2,266 | - | 126,372 | 280,158 |
| Sales and disposals | -1,013 | -136,246 | -2,077 | - | -26 | -139,362 |
| Transfer to 'Assets held for Sale' | - | -58,699 | - | - | - | -58,699 |
| Transfers from one heading to another | 1,423 | 320,950 | 724 | - | -323,212 | -115 |
| Translation differences | 8 | 5,327 | 155 | - | - | 5,490 |
| Acquisitions through business combinations | - | - | - | - | - | - |
| Changes in consolidation scope or method | - | - | - | - | - | - |
| At December 31, 2021 | 107,910 | 4,272,250 | 20,221 | 1,911 | 308,955 | 4,711,247 |
| Cumulative depreciation and impairment at January 1, 2021 | 45,882 | 2,223,883 | 15,253 | 1,668 | - | 2,286,686 |
| Movements during the year | ||||||
| Depreciation charge of the year | 4,035 | 294,135 | 2,332 | 64 | - | 300,566 |
| Written down after sales and disposals | -827 | -111,879 | -2,184 | - | - | -114,890 |
| Transfer to 'Assets held for Sale' | - | -26,242 | - | - | - | -26,242 |
| Transfers from one heading to another | - | 1,140 | 671 | - | - | 1,811 |
| Translation differences | 8 | 4,141 | 126 | - | - | 4,275 |
| Acquisitions through business combinations | - | - | - | - | - | - |
| Changes in consolidation scope or method | - | - | - | - | - | - |
| At December 31, 2021 | 49,098 | 2,385,178 | 16,198 | 1,732 | - | 2,452,206 |
| Net book value at the end of prior year | 52,860 | 1,774,265 | 3,900 | 243 | 505,821 | 2,337,089 |
| Net book value at the end of the year | 58,812 | 1,887,072 | 4,023 | 179 | 308,955 | 2,259,041 |
224 CONSOLIDATED FINANCIAL STATEMENTS
In 2021 the cutter suction dredger ‘Spartacus’ and the service operation vessel ‘Groenewind’ joined the fleet and were transferred from ‘Assets under construction’ to ‘Floating and other construction equipment’. End of 2021, the net book value of the ‘Floating equipment’ amounts to 97% of the total net book value of 1,887 million EUR for the ‘Floating and other construction equipment’. Other construction equipment within ‘Floating and other construction equipment’ consists amongst other of dry earth moving equipment, pipelines and equipment of DEME Infra. In 2021, 4.4 million EUR borrowing costs related to assets under construction were capitalised. The depreciation cost of 2021 includes 34.6 million EUR impairment cost of which 25.5 million EUR relates to the impairment of the cutter suction dredgers ‘Al Mahaar’ and ‘Al Jarraf’. This impairment is exceptional and resulting from a strategic rebalancing of our fleet upon the delivery of the cutter section dredger ‘Spartacus’. The DP2 offshore installation vessel ‘Thor’, with a net book value of 32.5 million EUR, has been transferred to ‘Assets held for sale’ (note (14)). In 2021 the offshore vessels ‘Li Ya’ (formerly ‘Goliath’) and ‘Omalius’ were sold. No gain on sale was realised for the ‘Omalius’. See note (2) Other operating income. In the line ‘Transfers from one heading to another’, also transfers to and from intangible assets and right-of-use assets are included.## NOTE 7 – RIGHT-OF-USE ASSETS
| Land and buildings | Floating and other construction equipment | Furniture and vehicles | Total | |
|---|---|---|---|---|
| Acquisition cost at January 1, 2022 | 90,204 | 10,376 | 34,143 | 134,722 |
| Movements during the year | ||||
| Additions, including fixed assets, own production | 19,843 | 13,958 | 8,252 | 42,052 |
| Sales and disposals | -10,332 | -3,309 | -4,308 | -17,948 |
| Transfers from one heading to another | - | - | - | - |
| Translation differences | -391 | 385 | 124 | 118 |
| Acquisitions through business combinations | - | - | - | - |
| Changes in consolidation scope or method | -22 | - | -63 | -84 |
| At December 31, 2022 | 99,303 | 21,410 | 38,148 | 158,860 |
| Cumulative depreciation and impairment at January 1, 2022 | 23,090 | 5,367 | 15,645 | 44,102 |
| Movements during the year | ||||
| Depreciation charge of the year | 13,632 | 6,404 | 8,547 | 28,582 |
| Written down after sales and disposals | -7,051 | -2,216 | -3,704 | -12,971 |
| Transfers from one heading to another | - | 51 | -51 | - |
| Translation differences | -141 | 153 | 51 | 63 |
| Acquisitions through business combinations | - | - | - | - |
| Changes in consolidation scope or method | 109 | - | -20 | 89 |
| At December 31, 2022 | 29,639 | 9,759 | 20,468 | 59,866 |
| Net book value at the end of prior year | 67,114 | 5,008 | 18,498 | 90,620 |
| Net book value at the end of the year | 69,664 | 11,650 | 17,680 | 98,994 |
The net carrying amount of right-of-use assets amounts to 99 million EUR at December 31, 2022, compared to 90.6 million EUR at the end of 2021. At December 31, 2022, the net book value of ‘Land and buildings’ can be split in 52.6 million EUR land and 17 million EUR buildings. The category ‘Floating and other construction equipment’ includes amongst others support vessels, accommodation vessels and dry earth equipment. The major increase in ‘Floating and other construction equipment’ in 2022 is related to the hire of vessels. Lease liabilities that correspond with the right-of-use assets are disclosed in note (20).
| Land and buildings | Floating and other construction equipment | Furniture and vehicles | Total | |
|---|---|---|---|---|
| Acquisition cost at January 1, 2021 | 74,909 | 10,952 | 24,969 | 110,830 |
| Movements during the year | ||||
| Additions, including fixed assets, own production | 25,974 | 3,428 | 11,878 | 41,280 |
| Sales and disposals | -11,805 | -2,332 | -2,806 | -16,943 |
| Transfers from one heading to another | - | -1,967 | - | -1,967 |
| Translation differences | 1,126 | 295 | 101 | 1,522 |
| Acquisitions through business combinations | - | - | - | - |
| Changes in consolidation scope or method | - | - | - | - |
| At December 31, 2021 | 90,204 | 10,376 | 34,142 | 134,722 |
| Cumulative depreciation and impairment at January 1, 2021 | 18,475 | 5,980 | 10,458 | 34,913 |
| Movements during the year | ||||
| Depreciation charge of the year | 10,543 | 3,364 | 7,831 | 21,738 |
| Written down after sales and disposals | -6,386 | -2,332 | -2,642 | -11,360 |
| Transfers from one heading to another | - | -1,760 | -51 | -1,811 |
| Translation differences | 458 | 115 | 49 | 622 |
| Acquisitions through business combinations | - | - | - | - |
| Changes in consolidation scope or method | - | - | - | - |
| At December 31, 2021 | 23,090 | 5,367 | 15,645 | 44,102 |
| Net book value at the end of prior year | 56,434 | 4,972 | 14,511 | 75,917 |
| Net book value at the end of the year | 67,114 | 5,009 | 18,497 | 90,620 |
The net carrying amount of right-of-use assets amounts to 90.6 million EUR at December 31, 2021, compared to 75.9 million EUR at the end of 2020. At December 31, 2021, the net book value of ‘Land and buildings’ can be split in 52.0 million EUR land and 15.1 million EUR buildings (2020: 37.9 million EUR land and 18.5 million EUR buildings). A major increase in land in 2021 is related to the long-term hire (till 2040) of a yard in Vlissingen (The Netherlands).
The list of the companies contributing to DEME’s investments in joint ventures and associates, the percentage of shareholding by the DEME Group, the segment in which they operate and the country of incorporation can be found earlier in this report. None of the companies are listed on a public market. The joint ventures and associates have other contingent liabilities or commitments for which the Group has a corresponding commitment for an amount of 80.0 million EUR (about 67.5 million related to Dredging & Infra). In the financial statements, all investments in joint ventures and associates are accounted for using the equity method. Only in the segment reporting, a separate chapter in this report, joint ventures are accounted for using the proportionate consolidation method. The changes over the period are explained below. The amount of goodwill included in the carrying amount of the Group’s interest in joint ventures is 0.3 million EUR with no change in that amount in 2022 nor in 2021. There is no goodwill included in the carrying amount of associates.
| Investments in joint ventures | Investments in associates | 2022 | Investments in joint ventures | Investments in associates | 2021 | |
|---|---|---|---|---|---|---|
| Balance at January 1 | 90,564 | 39,390 | 129,954 | 71,248 | 28,737 | 99,985 |
| Movements during the year | ||||||
| Additions | 3,893 | 18,772 | 22,665 | 15,215 | 417 | 15,632 |
| Disposals (-) | -1,613 | - | -1,613 | 4,057 | - | 4,057 |
| Share in the result of participations accounted for using the equity method | 5,891 | 9,936 | 15,827 | -1,145 | 11,693 | 10,548 |
| Dividends distributed by the participations | -2,781 | -7,870 | -10,651 | -3,694 | -6,785 | -10,479 |
| Other comprehensive income | 1,177 | 49,339 | 50,516 | 344 | 10,026 | 10,370 |
| Other movements | 336 | -3,406 | -3,070 | -207 | -5,367 | -5,574 |
| Translation differences | -2,849 | 730 | -2,119 | 4,746 | 669 | 5,415 |
| Balance at December 31 | 94,619 | 106,891 | 201,510 | 90,564 | 39,390 | 129,954 |
| Booked as a non-current asset | 94,619 | 108,129 | 202,748 | 90,564 | 42,217 | 132,781 |
| Booked as a non-current financial liability (- is credit) | - | -1,238 | -1,238 | - | -2,827 | -2,827 |
Most of the result of the year of the associates (9.3 million EUR) is related to the Concessions segment and its participations in Rentel NV and Seamade NV that operate offshore wind farms, as well as to its participation in BAAK Blankenburgverbinding BV and in Port of Duqm Company SAOC. The Offshore Energy segment contributes for 5.6 million EUR to the result of the year of joint ventures. As for the dividends distributed by the participations in 2022, the amount received from associates comes from the participations Rentel NV, Seamade NV and C-Power NV, whereas the dividend received from joint ventures mainly comes from Transterra NV. Some joint ventures and associates finance significant assets such as infrastructure works, offshore wind farms or vessels and therefore hold interest rate swaps (IRS). Per December 31, 2021, the other comprehensive income (OCI) of the current period includes a positive amount of 28.3 million EUR compared to a negative amount of -22.2 million EUR at the end of 2021 (+50.5 million EUR movement of the year). This reflects DEME’s share in the fair value of the IRSs of Rentel NV, C-Power NV, Seamade NV, Normalux SA, BAAK Blankenburg-Verbinding BV and Port-La Nouvelle SEMOP, net of deferred tax assets. A minor amount of -0.02 million EUR relates to the remeasurement of net liabilities relating to defined benefit and contribution plans. The fair value (DEME share) is indirectly reflected in the consolidated balance sheet in the net assets of the investee for the same amount. The major positive movement of the year of the hedging reserve of joint ventures and associates (+ 50.5 million EUR) is related to the general increase in market interest rates compared to the hedged interest rates. There are no equity accounted for investees where DEME has not recorded the share in the negative equity of the joint venture or associate. The equity accounted for investees for whom the share in the net assets is negative, are allocated to other components of the investor’s interest in the equity accounted investee such as shareholder loans on equity accounted investees. This allocation is presented in the line 'other movements'. The amount can be positive or negative as the transfer from receivable to investment in joint ventures and associates is reversed once the net assets of the equity accounted investees are positive again. If after allocation the negative net asset exceeds the investor’s interest, a corresponding liability (non-current financial liability) is recorded instead of a negative investment within non-current assets. Additions of the year in 2022 includes investments in associates for 18.8 million EUR and investments in joint ventures for 3.9 million EUR. The investments in associates are mainly related to the Concessions segment and more specifically to the investment in Thistle Wind Partners. In the beginning of 2022 this consortium had been awarded 2GW worth of option areas in Scotland’s highly competitive Scotwind seabed leasing process. The investment in joint ventures relates to a capital increase in Scaldis NV, within the Offshore Energy segment. In 2021 an amount of 13.3 million EUR was invested in CDWE Taiwan. The Taiwanese joint venture between DEME (49.99%) and partner CSBC, ordered the offshore wind installation vessel ‘Green Jade’ in Taiwan. As the joint venture is consolidated according to the equity method, this new vessel is not included in ‘Property, plant and equipment’ but DEME’s funding in the new vessel is reflected through the addition of the year in the investments in joint ventures.
Summarised financial information of the Group’s associates and joint ventures by segment is set out below.This information represents 100% amounts in associates and joint ventures financial statements prepared in accordance with IFRS Standards. Intercompany transactions are not eliminated.
| Offshore Energy | Dredging & Infra | Environmental | Concessions | Total | |
|---|---|---|---|---|---|
| Financial position | |||||
| Non-current assets | - | - | 363 | 30,610 | 2,796,443 |
| Current assets | 14,063 | 53,552 | 43,967 | 1,361,206 | 1,472,788 |
| Equity | 1,506 | 10,949 | 16,224 | 1,031,499 | 1,060,178 |
| Non-current liabilities | 9,388 | 90 | 21,016 | 2,736,867 | 2,767,361 |
| Current liabilities | 3,169 | 42,149 | 37,337 | 389,282 | 471,937 |
| Net financial debt (+ is net debt) | 12,528 | -7,407 | 10,114 | 2,604,622 | 2,619,857 |
| Income statement | |||||
| Revenues | - | 47,027 | 19,566 | 698,325 | 764,918 |
| Result for the period | 1,494 | 319 | 3,625 | 56,213 | 61,651 |
The Group’s associates can be mainly found in the Concessions segment and the non-current assets and liabilities (financial debt) of them are mainly related to the offshore wind farms C-Power, Rentel and Seamade as well as to building of the roadway and tunnel of Blankenburg in the Netherlands (BAAK).
| Concessions | Total | C-Power NV | Rentel NV | Seamade NV | BAAK Blankenburg-Verbinding BV | |
|---|---|---|---|---|---|---|
| Financial position | ||||||
| Non-current assets | 594,813 | 762,021 | 1,062,573 | - | 2,419,407 | |
| Current assets | 112,689 | 119,503 | 177,893 | 852,010 | 1,262,095 | |
| Equity | 282,760 | 158,769 | 187,090 | 57,132 | 685,751 | |
| Non-current liabilities | 352,347 | 647,613 | 925,233 | 770,671 | 2,695,864 | |
| Current liabilities | 72,395 | 75,143 | 128,143 | 24,208 | 299,889 | |
| Net financial debt (+ is net debt) | 318,371 | 624,735 | 924,504 | 738,086 | 2,605,696 | |
| Income statement | ||||||
| Revenues | 129,235 | 123,211 | 140,683 | 260,341 | 653,470 | |
| Result for the period | 5,787 | 21,460 | 11,676 | 12,321 | 51,244 |
228
CONSOLIDATED FINANCIAL STATEMENTS
| Offshore Energy | Dredging & Infra | Environmental | Concessions | Total | |
|---|---|---|---|---|---|
| Financial position | |||||
| Non-current assets | 252,247 | 2,542 | 5,070 | - | 259,859 |
| Current assets | 104,258 | 28,124 | 8,914 | - | 141,296 |
| Equity | 254,829 | 19,696 | 8,352 | - | 282,877 |
| Non-current liabilities | 67,058 | 2,144 | 1,783 | - | 70,985 |
| Current liabilities | 34,617 | 8,826 | 3,849 | - | 47,292 |
| Net financial debt (+ is net debt) | 26,817 | -1,740 | -2,633 | - | 22,444 |
| Income statement | |||||
| Revenues | 110,669 | 16,650 | 7,132 | - | 134,451 |
| Result for the period | 12,201 | -1,244 | 2,353 | - | 13,310 |
The Group’s joint venture activities relate to offshore works (CDWE Taiwan and Deeprock BV) and salvage works (Scaldis NV), both within the Offshore Energy segment. In the Dredging & Infra segment most activity was noted in the joint venture K3 DEME BV, a 50% joint venture with DEME Building Materials BV. There was no activity in Russia (Mordraga LLC) anymore in 2022.
The reconciliation of the total net assets to the carrying amount of the Group’s interests in the associates and joint ventures is as follows.
| Offshore Energy | Dredging & Infra | Environmental | Concessions | Total | |
|---|---|---|---|---|---|
| Net assets of associates: 100% standalone amounts | 1,506 | 10,949 | 16,224 | 1,031,499 | 1,060,178 |
| Proportion of the Group's ownership interests in the standalone amounts | 27 | 5,471 | 2,938 | 162,679 | 171,115 |
| Reconciliation items | - | - | 198 | -64,423 | -64,225 |
| Carrying amount of the Group's interest in associates | 27 | 5,471 | 3,135 | 98,256 | 106,889 |
| Booked as a non-current asset | 27 | 5,471 | 3,135 | 99,494 | 108,127 |
| Booked as a non-current financial liability (- is credit) | - | - | - | -1,238 | -1,238 |
| Offshore Energy | Dredging & Infra | Environmental | Concessions | Total | |
|---|---|---|---|---|---|
| Net assets of associates: 100% standalone amounts | 254,829 | 19,696 | 8,352 | - | 282,877 |
| Proportion of the Group's ownership interests in the standalone amounts | 122,119 | 9,901 | 3,128 | - | 135,148 |
| Reconciliation items | -41,491 | 38 | 925 | - | -40,528 |
| Carrying amount of the Group's interest in associates booked as a non-current asset | 80,628 | 9,939 | 4,053 | - | 94,620 |
The reconciliation items are related to the recognition of the income in accordance with the DEME Group accounting policies and to the intercompany eliminations.
DEME ANNUAL REPORT 2022
229
CHAPTER 06
| Offshore Energy | Dredging & Infra | Environmental | Concessions | Total | |
|---|---|---|---|---|---|
| Financial position | |||||
| Non-current assets | - | 125 | 34,884 | 2,917,740 | 2,952,749 |
| Current assets | - | 37,547 | 42,363 | 966,044 | 1,045,954 |
| Equity | - | 9,955 | 13,470 | 651,486 | 674,911 |
| Non-current liabilities | - | 1,715 | 23,059 | 2,887,892 | 2,912,666 |
| Current liabilities | - | 26,002 | 40,719 | 344,405 | 411,126 |
| Net financial debt (+ is net debt) | - | -7,556 | 12,140 | 2,508,011 | 2,512,595 |
| Income statement | |||||
| Revenues | - | 43,789 | 28,379 | 673,026 | 745,194 |
| Result for the period | - | 2 | 3,171 | 67,077 | 70,250 |
| Offshore Energy | Dredging & Infra | Environmental | Concessions | Total | |
|---|---|---|---|---|---|
| Financial position | |||||
| Non-current assets | 156,776 | 19,266 | 5,266 | - | 181,308 |
| Current assets | 91,429 | 37,812 | 7,157 | - | 136,398 |
| Equity | 155,586 | 29,751 | 6,499 | - | 191,836 |
| Non-current liabilities | 57,921 | 5,466 | 2,136 | - | 65,523 |
| Current liabilities | 34,697 | 21,862 | 3,787 | - | 60,346 |
| Net financial debt (+ is net debt) | 27,497 | -1,965 | -2,227 | - | 23,305 |
| Income statement | |||||
| Revenues | 87,630 | 148,722 | 5,780 | - | 242,132 |
| Result for the period | 4,790 | -4,958 | 817 | - | -649 |
The reconciliation of the total net assets to the carrying amount of the Group's interests in the associated and joint ventures is as follows:
| Offshore Energy | Dredging & Infra | Environmental | Concessions | Total | |
|---|---|---|---|---|---|
| Net assets of associates: 100% standalone amounts | - | 9,955 | 13,470 | 651,486 | 674,911 |
| Proportion of the Group's ownership interests in the standalone amounts | - | 5,020 | 2,571 | 91,902 | 99,493 |
| Reconciliation items | - | - | 197 | -60,300 | -60,103 |
| Carrying amount of the Group's interest in associates | - | 5,020 | 2,768 | 31,602 | 39,390 |
| Booked as a non-current asset | - | 5,020 | 2,805 | 34,392 | 42,217 |
| Booked as a non-current financial liability (- is credit) | - | - | - | -2,790 | -2,827 |
230
CONSOLIDATED FINANCIAL STATEMENTS
| Offshore Energy | Dredging & Infra | Environmental | Concessions | Total | |
|---|---|---|---|---|---|
| Net assets of associates: 100% standalone amounts | 155,586 | 29,751 | 6,499 | - | 191,836 |
| Proportion of the Group's ownership interests in the standalone amounts | 73,052 | 14,618 | 2,434 | - | 90,104 |
| Reconciliation items | -465 | 925 | - | 460 | |
| Carrying amount of the Group's interest in associates | 73,052 | 14,153 | 3,359 | - | 90,564 |
| 2022 | 2021 | |
|---|---|---|
| Balance at January 1 | 33,451 | 32,813 |
| Movements during the year | ||
| Additions | 10,699 | 984 |
| Disposals (-) | -14,716 | -6,341 |
| Transfer (to) from other items | 3,081 | 5,995 |
| Other movements | -19 | |
| Translation differences | 44 | |
| Balance at December 31 | 32,540 | 33,451 |
| Of which | ||
| Loans to joint ventures and associates | 24,173 | 25,668 |
| Other non-current financial assets | 8,367 | 7,783 |
Additions of 10.7 million EUR in 2022 are mainly loans granted to Thistle Wind Partners (2.3 million EUR) and Japan Offshore Marine (6.8 million EUR). Disposals include an amount of 11.5 million EUR in 2022 and 6.3 million EUR in 2021 for repayment of loans that have been granted to the companies developing and meanwhile operating the Rentel and Seamade offshore wind farms. In 2022 also a shareholders loan of 3 million EUR was paid back within the Dredging & Infra segment. No expected credit losses are recorded on other non-current financial assets as the repayment of the loans follows a solid business plan. The equity accounted investees for whom the share in the net assets is negative, are allocated to other components of the investor’s interest in the equity accounted investee such as shareholder loans on equity accounted investees. This allocation is presented in the line ‘Transfer (to) from other items’. The amount can be positive or negative as the transfer from receivable to investment in joint ventures and associates is reversed once the net assets of the equity accounted investees are positive again. The non-current financial assets, other than loans to joint ventures and associates mainly include long-term deposits and guarantees.
DEME ANNUAL REPORT 2022
231
CHAPTER 06
| 2022 | 2021 | |
|---|---|---|
| Balance at January 1 | 4,239 | 3,221 |
| Movements during the year | ||
| Additions | 7,963 | 1,018 |
| Disposals (-) | -310 | - |
| Transfer (to) from other items | - | - |
| Other movements | - | - |
| Translation differences | - | - |
| Balance at December 31 | 11,892 | 4,239 |
Other non-current assets are non-current operating receivables and loans. The addition of 7.9 million EUR is mainly related to the long term part of the 10 million loan granted to the buyer of the ‘Thor’ vessel.# NOTE 10 – CURRENT TAXES AND DEFERRED TAXES
(in thousands of EUR)
| 2022 | 2021 | |
|---|---|---|
| Current tax expense | 36,558 | 45,979 |
| Reclassification of deferred income taxes regarding prior financial years | - | - |
| Adjustments in respect of current income tax of previous years | 7,353 | -1,281 |
| Total current tax expense / (income) | 43,911 | 44,698 |
| Relating to origination and reversal of temporary differences | -11,003 | -11,570 |
| Movement of recognised tax losses carried forward | -1,547 | -2,049 |
| Total deferred tax expense / (income) | -12,550 | -13,619 |
| Current taxes and deferred taxes recognised in the income statement | 31,361 | 31,079 |
| - Employee benefits | 1,294 | -259 |
| - Financial derivatives | 15,122 | 1,826 |
| Current taxes and deferred taxes recognised in other elements of the comprehensive income (+ is liability) | 16,416 | 1,567 |
| Current taxes and deferred taxes recognised in comprehensive income | 47,777 | 32,646 |
Current income tax assets and liabilities are measured at the amount expected to be recovered from or paid to the taxation authorities. The tax rates and tax laws used to compute the amount are those that are enacted or substantively enacted at the reporting date in the countries where the Group operates and generates taxable income. Current income tax relating to items recognised directly in other comprehensive income is recognised in OCI and not in the statement of income. Management periodically evaluates positions taken in the tax returns with respect to situations in which applicable tax regulations are subject to interpretation and establishes provisions where appropriate. Deferred tax is provided using the liability method on temporary differences between the tax bases of assets and liabilities and their carrying amounts for financial reporting purposes at the reporting date. The operational activities of the Group are subject to various tax regimes with tax rates ranging from 0% to 41.5%.
232 CONSOLIDATED FINANCIAL STATEMENTS
Balance at December 31
(in thousands of EUR)
| 2022 | 2021 | |
|---|---|---|
| Current income tax receivables (+ is debet) | 21,593 | 32,303 |
| Current income tax payables (+ is credit) | 66,571 | 76,370 |
Current income tax receivables are included in trade and other operating receivables in the consolidated statement of financial position.
Below a reconciliation between the effective tax rate and the tax rate applicable in Belgium is made.
(in thousands of EUR)
| 2022 | 2021 | |
|---|---|---|
| Result before taxes | 130,925 | 137,869 |
| Tax expense at nominal tax rate in Belgium which is 25% in 2022 and 2021 | 32,731 | 34,467 |
| Increase (decrease) in tax rate resulting from: | ||
| Tax effect of non-deductible expenses | 2,916 | 2,039 |
| Tax effect of non-taxable revenue | -3,711 | -9,525 |
| Tax credits and impact of notional interest | - | - |
| Effects of different tax rates applicable to subsidiaries operating in other jurisdictions or income taxable under special tax regimes such as tonnage tax (2) | -4,134 | -7,823 |
| Tax impact of (de)recognition of provisions for uncertain tax positions | -6,648 | -10,429 |
| Tax impact of adjustments to current and deferred tax relating to previous periods | 7,353 | -1,281 |
| Tax impact on losses for which no deferred tax assets were recognised (3) | 2,854 | 23,631 |
| Tax expense | 31,361 | 31,079 |
| Effective tax rate for the period | 23.95% | 22.54% |
(1) The main components of the tax effect on non-taxable revenue are tax-deductible losses on capital in 2022 and tax-deductible losses on receivables and random depreciations in 2021.
(2) The effective tax rate (2022: 23.95%) is lower than the nominal tax rate in Belgium (25%), because in several countries where we operated in 2022 the nominal tax rate is relatively low and because of the application of tonnage tax. The same applied for 2021 (effective tax rate of 22.54%).
(3) The difference between 2022 and 2021 is caused by on the one hand the reassessment of recognised deferred tax assets relating to tax losses carried forward in 2021 (increasing the effective tax rate) and on the other hand the usage of unrecognised tax losses in 2022 (for a corresponding tax effect of 6.4 million EUR), decreasing the effective tax rate.
The changes of the period of deferred tax assets and liabilities split by their origin is set out below. Deferred taxes (both assets and liabilities) related to fixed assets are presented separately. These deferred tax positions relate to both temporary differences between the statutory carrying amount and the carrying amount under the DEME group depreciation policy and impairment corrections on fixed assets. Deferred taxes regarding employee benefits (only deferred tax assets) are related to the provision booked for employee benefits according to to IAS 19 employee benefits. The column reversal statutory provision is mainly related to the reversal of the statutory provisions for repair and maintenance which are not allowed under IFRSs. Deferred taxes on other timing differences mainly relate to consolidation adjustments on running projects. Management periodically evaluates positions taken in the tax returns with respect to situations in which applicable tax regulations are subject to interpretation and establishes provisions where appropriate. These provisions for uncertain tax positions (UTP) are booked as a deferred tax liability. In this regard, management considers UTP’s individually, based on an approach which provides the best prediction of the resolution of the uncertainties with the tax authority. For 2022 (and 2021) each UTP has been measured using the most likely single amount. Currently, the major UTP’s relate to ongoing tax litigations in the Philippines, India, and Nigeria.
DEME ANNUAL REPORT 2022 233 CHAPTER 06
Deferred tax assets are recognised for all deductible temporary differences, the carry forward of unused tax credits and any unused tax losses. Deferred tax assets are recognised to the extent that it is probable that taxable profit will be available against which the deductible temporary differences, and the carry forward of unused tax credits and unused tax losses can be utilised. The deferred tax assets for tax losses and tax credits are booked separately. For a breakdown of the (un)recognised tax losses, see further section in this note. Deferred tax assets and liabilities regarding financial derivatives only concern fully consolidated companies, see also the section regarding other comprehensive income.
| Tangible fixed assets | Employee benefits | Financial derivatives | Reversal statutory provision | Long term tax accruals (UTP) | Other timing differences | Netting | Total | |
|---|---|---|---|---|---|---|---|---|
| Deferred tax liabilities related to | ||||||||
| Balance at January 1 | 54,217 | - | 65 | 7,577 | 29,627 | 9,126 | -26,399 | 74,213 |
| Recognised in income statement | -19,975 | - | - | 14,350 | -7,113 | -5,549 | 4,144 | -14,143 |
| Charged to equity | - | - | - | - | - | - | - | - |
| Changes in consolidation scope or method | - | - | - | - | - | - | - | - |
| Exchange differences | - | - | - | - | - | -388 | - | -388 |
| Netting (*) | - | - | - | - | - | - | 7,467 | 7,467 |
| Transfer | - | - | - | - | - | - | - | - |
| Balance at December 31 | 34,242 | - | 14,415 | 464 | 24,078 | 12,882 | -18 ,932 | 67,149 |
| Deferred tax assets related to | ||||||||
| Balance at January 1 | 26,180 | 13,218 | 1,293 | 48,773 | 17,634 | 54,251 | -26,399 | 134,950 |
| Recognised in income statement | -3,685 | -19 | 14,193 | 1,547 | -450 | -13,179 | - | -1,593 |
| Charged to equity | - | -1,294 | -15,122 | - | - | - | - | -16,416 |
| Changes in consolidation scope or method | - | - | - | - | - | - | - | - |
| Exchange differences | - | - | - | - | - | -20 | - | -20 |
| Netting (*) | - | - | - | - | - | - | 7,467 | 7,467 |
| Transfer | - | 2,306 | - | - | - | -2,306 | - | - |
| Balance at December 31 | 22,495 | 14,211 | 364 | 50,320 | 17,184 | 38,746 | -18,932 | 124,388 |
(*) The tax netting item reflects the netting of deferred tax assets and liabilities per entity.
234 CONSOLIDATED FINANCIAL STATEMENTS
| Tangible fixed assets | Employee benefits | Financial derivatives | Reversal statutory provision | Long term tax accruals (UTP) | Other timing differences | Netting | Total | |
|---|---|---|---|---|---|---|---|---|
| Deferred tax liabilities related to | ||||||||
| Balance at January 1 | 60,676 | - | 364 | 570 | 36,748 | 6,676 | -57,677 | 47,358 |
| Recognised in income statement | -6,460 | - | -299 | 7,007 | -7,120 | 2,073 | - | -4,799 |
| Charged to equity | - | - | - | - | - | - | - | - |
| Changes in consolidation scope or method | - | - | - | - | - | - | - | - |
| Exchange differences | - | - | - | - | - | 377 | - | 377 |
| Netting (*) | - | - | - | - | - | - | 31,278 | 31,278 |
| Transfer | - | - | - | - | - | - | - | - |
| Balance at December 31 | 54,216 | - | 65 | 7,577 | 29,628 | 9,126 | -26,399 | 74,214 |
| Deferred tax assets related to | ||||||||
| Balance at January 1 | 27,546 | 12,584 | 3,467 | 46,723 | 16,231 | 47,544 | -57,677 | 96,418 |
| Recognised in income statement | -1,366 | 375 | -348 | 2,049 | 1,403 | 6,707 | - | 8,820 |
| Charged to equity | - | 259 | -1,826 | - | - | - | - | -1,567 |
| Changes in consolidation scope or method | - | - | - | - | - | - | - | - |
| Exchange differences | - | - | - | - | - | - | - | - |
| Netting (*) | - | - | - | - | - | - | 31,278 | 31,278 |
| Transfer | - | - | - | - | - | - | - | - |
| Balance at December 31 | 26,180 | 13,218 | 1,293 | 48,772 | 17,634 | 54,251 | -26,399 | 134,949 |
(*) The tax netting item reflects the netting of deferred tax assets and liabilities per entity.# DEFERRED TAX ASSETS AND LIABILITIES RECORDED IN OTHER COMPREHENSIVE INCOME
The following movements in deferred tax assets and liabilities, as well as the items they relate to, were recorded in other comprehensive income:
| Before income tax | Income tax | Net of income tax | |
|---|---|---|---|
| Changes in fair value related to hedging instruments | 60,577 | -15,122 | 45,455 |
| Remeasurement of net liabilities relating to defined benefit plans | 5,247 | -1,294 | 3,953 |
| Total | 65,824 | -16,416 | 49,408 |
| Before income tax | Income tax | Net of income tax | |
|---|---|---|---|
| Changes in fair value related to hedging instruments | 6,408 | -1,826 | 4,582 |
| Remeasurement of net liabilities relating to defined benefit plans | -1,105 | 259 | -846 |
| Total | 5,303 | -1,567 | 3,736 |
In 2022, income tax losses carried forward of subsidiaries amount to 460 million EUR. For 200 million EUR of these tax losses, deferred tax assets have been recognised. The table below provides a breakdown by maturity of the recognised tax losses of subsidiaries and the amounts (share of the Group) related to joint ventures and associates. For an amount of 260 million EUR of tax losses of subsidiaries, no deferred tax assets is recognised. In 2021, income tax losses carried forward of subsidiaries for which no deferred tax assets are recognised amount to 241 million EUR.
(in thousands of EUR)
| | 2022 |
| :-------------------------------------------------------------- | :-------- |
| Expiration date within 1 year | - |
| Expiration date after 1 year but not later than 5 years | 32,613 |
| Expiration date after 5 years and tax losses without an expiration date | 167,257 |
| Total recognised tax losses from subsidiaries | 199,870|
| Recognised tax losses from joint ventures and associates (share of the Group) | 190 |
| Total recognised tax losses | 200,060|
| Unrecognised tax losses from subsidiaries | 260,291 |
| Unrecognised tax losses from joint ventures and associates (share of the Group) | 39,196 |
| Total unrecognised tax losses | 299,487|
| Total tax losses | 499,547|
| 2022 | 2021 | |
|---|---|---|
| Raw materials | 2,779 | 2,683 |
| Consumables | 22,917 | 9,485 |
| Total inventories | 25,696 | 12,168 |
Movement of the year recorded in statement of income: 13,528 (2022) vs 1,712 (2021).
Inventories can be split into ‘Raw materials’ and ‘Consumables’. Raw materials are mainly related to ballast & dredged material and sand from the marine aggregate business within the segment “Dredging & Infra”. Consumables mainly consist out of fuel, auxiliary materials and spare parts. The movement of the year of consumables (13.4 million EUR) is mainly impacted by the moment of refueling of the vessels and the fuel usage up till closing date. Also the start-up of some major projects and preparation of the fleet explain the increase of the year. No inventories are pledged as security for liabilities.
Contract assets and contract liabilities relate in compliance with IFRS 15 revenue from contracts with customers to the work in progress of construction projects executed by the Group and services rendered. Work in progress shows the balance of revenue recognised on those contracts less progress billings, advance payments and potential provisions for losses. Advances received are amounts received by the Group before the related work is performed. The Group presents those separately from other contract liabilities. The Group carries out a diversity of projects, all with different aspects regarding e.g. nature and scope, type of clients, type of contract and payment conditions and geographical location. Most of the turnover is paid with an advance received at the beginning of the project followed by milestone payments after execution of the work and approval by the client.
| 2022 | 2021 | |
|---|---|---|
| Contract assets | 344,751 | 326,685 |
| Contract liabilities | -323,300 | -181,095 |
| Advances received | -72,539 | -101,067 |
| Net balance | -51,088 | 44,523 |
Contract assets are the Group’s right to consideration in exchange for goods or services that the entity has transferred to a customer when that right is conditioned on something other than the passage of time. A contract asset arises when the Group performed works for a customer that are recognised as revenue to date but are not yet invoiced or paid. As such the revenue recognition reflects the rate at which the Group’s performance obligations are fulfilled corresponding to the transfer of control of a good or service to the customers. When there is no transfer of control throughout the contract, revenue is still recognised over time, based on the fact that the asset created has no alternative use, as well as the fact that the Group has an enforceable right to the payment for performance completed to date. Contract assets turn into receivables when those works are accepted by the client. Contract liabilities are the Group’s obligation to transfer goods or services to a customer for which the entity has received consideration from the customer. A contract liability arises when the Group has invoiced the customer or received payment from them while the work was not done yet and the invoices and/or payments exceed the revenue recognised to date. Provisions are recognised for expected losses on work in progress as soon as they are foreseen and if necessary, any profit already recognised is reversed. Those are also recognised as contract liabilities for an amount of 24.8 million EUR as of December 31, 2022, compared to 8.1 million EUR at the end of 2021. The determination of estimated profit (or loss) is based on estimated costs and revenues of the related projects and for profitable projects only, in proportion to the stage of completion. These estimates and judgments may contain some uncertainties.
| Balance at January 1 | Business-related changes | Changes in consolidation scope | Balance at December 31 | |
|---|---|---|---|---|
| Offshore Energy | 68,174 | 34,387 | - | 102,561 |
| Dredging & Infra | 239,379 | -37,082 | - | 202,297 |
| Environmental | 19,132 | 20,761 | - | 39,893 |
| Concessions | - | - | - | - |
| Total | 326,685 | 18,066 | - | 344,751 |
| Balance at January 1 | Business-related changes | Changes in consolidation scope | Balance at December 31 | |
|---|---|---|---|---|
| Offshore Energy | -51,075 | -180,716 | - | -231,791 |
| Dredging & Infra | -124,693 | 41,126 | - | -83,567 |
| Environmental | -5,327 | -2,615 | - | -7,942 |
| Concessions | - | - | - | - |
| Total | -181,095 | -142,205 | - | -323,300 |
| Balance at January 1 | Business-related changes | Changes in consolidation scope | Balance at December 31 | |
|---|---|---|---|---|
| Offshore Energy | -79,490 | 26,392 | - | -53,098 |
| Dredging & Infra | -20,464 | 1,496 | - | -18,968 |
| Environmental | -1,113 | 640 | - | -473 |
| Concessions | - | - | - | - |
| Total | -101,067 | 28,528 | - | -72,539 |
| Balance at January 1 | Business-related changes | Changes in consolidation scope | Balance at December 31 | |
|---|---|---|---|---|
| Offshore Energy | -62,391 | -119,937 | - | -182,328 |
| Dredging & Infra | 94,222 | 5,540 | - | 99,762 |
| Environmental | 12,692 | 18,786 | - | 31,478 |
| Concessions | - | - | - | - |
| Total | 44,523 | -95,611 | - | -51,088 |
‘Business-related changes’ relate to cumulative catch up adjustments arising from a change in the measure of progress, a change in an estimate of the transaction price (including any changes in the assessment of whether an estimate of variable consideration is constrained) or a contract modification. The increase in contract liabilities as of December 31, 2022, is mainly related to the US offshore contracts that are not yet fully operational at the end of 2022, but for which a consideration was already received. Due to the high number of individual projects (with all different aspects regarding nature, type of clients, contract and payment conditions) a more detailed description of changes in contract assets and contract liabilities compared to prior year is not deemed relevant. Around 55% of the performance obligations, meaning the turnover to be executed in the upcoming years regarding the current ongoing construction contracts for which contract assets and contract liabilities are booked, is expected to be fulfilled by the Group next year, followed by 20% in 2024, 15% in 2025 and 10% beyond. The related contract assets and contract liabilities as of December 31, 2022 are expected to follow a similar timing for run-off.
| Balance at January 1 | Business-related changes | Changes in consolidation scope | Balance at December 31 | |
|---|---|---|---|---|
| Offshore Energy | 108,331 | -40,157 | - | 68,174 |
| Dredging & Infra | 135,310 | 104,069 | - | 239,379 |
| Environmental | 8,106 | 11,026 | - | 19,132 |
| Concessions | - | - | - | - |
| Total | 251,747 | 74,938 | - | 326,685 |
| Balance at January 1 | Business-related changes | Changes in consolidation scope | Balance at December 31 | |
|---|---|---|---|---|
| Offshore Energy | -7,779 | -43,296 | - | -51,075 |
| Dredging & Infra | -144,269 | 19,576 | - | -124,693 |
| Environmental | -4,751 | -576 | - | -5,327 |
| Concessions | - | - | - | - |
| Total | -156,799 | -24,296 | - | -181,095 |
| Balance at January 1 | Business-related changes | Changes in consolidation scope | Balance at December 31 | |
|---|---|---|---|---|
| Offshore Energy | -33,211 | -46,279 | - | -79,490 |
| Dredging & Infra | -26,941 | 6,477 | - | -20,464 |
| Environmental | -430 | -683 | - | -1,113 |
| Concessions | - | - | - | - |
| Total | -60,582 | -40,485 | - | -101,067 |
| Balance at January 1 | Business-related changes | Changes in consolidation scope | Balance at December 31 | |
|---|---|---|---|---|
| Offshore Energy | 67,341 | -129,732 | - | -62,391 |
| Dredging & Infra | -35,900 | 130,122 | - | 94,222 |
| Environmental | 2,925 | 9,767 | - | 12,692 |
| Concessions | - | - | - | - |
| Total | 34,366 | 10,157 | - | 44,523 |
| 2022 | 2021 | |
|---|---|---|
| Trade receivables gross amount | 424,476 | 314,175 |
| Amounts written off | -13,018 | -18,423 |
| Trade receivables net amount | 411,458 | 295,752 |
| Corporation taxes | 21,593 | 32,302 |
| Value added tax (VAT) | 27,642 | 41,354 |
| Other operating receivables | 8,836 | 14,614 |
Balance at December 31 (in thousands of EUR)
| 2022 | 2021 | |
|---|---|---|
| Assets held for sale | 31,997 | 32,456 |
According to IFRS 5 non-current assets held for sale and discontinued operations the following conditions must be met for an asset (or ‘disposal group’) to be classified as held for sale:
- management is committed to a plan to sell;
- the asset is available for immediate sale;
- an active program to locate a buyer is initiated;
- the sale is highly probable, within 12 months of classification as held for sale;
- the asset is being actively marketed for sale at a sales price reasonable in relation to its fair value;
- actions required to complete the plan indicate that it is unlikely that the plan will be significantly changed or withdrawn.
Per December 31, 2022, DEME management is of the opinion that all of the conditions have been fulfilled and a sale within the next 12 months is highly probable for a vessel within the Offshore Energy segment. The net book value of the vessel is 32 million EUR, which is the lower of the carrying amount and fair value at closing date.
In August 2021, a Memorandum of Agreement was signed under which the jack-up vessel ‘Thor’, another vessel belonging to the Offshore Energy segment, was sold to a Dutch third party on the condition that the buyer obtained the necessary funding for the vessel. As such, the ‘Thor’ vessel was classified as assets held for sale at the end of December, 2021. On April 21, 2022, the ‘Thor’ vessel was sold, the resulting gain on disposal is included in ‘other operating income’.
Balance at December 31 (in thousands of EUR)
| 2022 | 2021 | |
|---|---|---|
| Deferred charges and accrued income | 100,950 | 45,710 |
| Environmental landfill volume reservation fee | 8,320 | 7,530 |
| Advance payments on purchases and cost of material regarding construction contracts for costs not incurred | 14,963 | 14,952 |
| Other current assets | 124,233 | 68,192 |
Deferred charges and accrued income include amongst others deferred hedge charges for construction contracts, only for their percentage not completed. The hedge charges of construction contracts are recorded as construction cost for the percentage completed. The increase in 2022 compared to 2021 is related to deferred hedge charges for the new offshore energy contracts in the US.
Until June 29, 2022, DEME NV was the parent company of the DEME Group and DEME’s 100% shareholder was the Brussels-based civil engineering contractor CFE NV, which is controlled by the Belgian investment group Ackermans & van Haaren NV. Both CFE NV and Ackermans & van Haaren NV are publicly listed companies on Euronext Brussels. The share capital of DEME NV amounts to 31,110,010 EUR and is represented by 4,538,100 ordinary shares without nominal value.
On June 29, 2022, CFE NV, transferred its 100% stake in DEME NV to a new company, DEME Group NV, by means of a partial demerger and as such the DEME Group became listed as well. The first day of trading of the DEME Group NV shares was June 30, 2022. DEME Group NV shares are listed on Euronext Brussels under the symbol “DEME” with ISIN code BE0974413453. DEME Group NV is now 100% shareholder of DEME NV and at the date of the demerger the participation in DEME NV was the only asset of the company booked against equity.
Per December 31, 2022, the share capital of DEME Group NV amounts to 33,193,861 EUR and is represented by 25,314,482 ordinary shares without nominal value. The owners of ordinary shares have the right to receive dividends and all shares are of the same class and are entitled to one vote per share in Shareholders’ General Meetings.
At December 31, 2022, the shareholder structure of DEME Group NV is as follows:
| Ackermans & van Haaren NV | DEME GROUP NV | DEME XBRU | BE0974413453 | Vinci Construction SAS | EURONEXT BRUSSELS |
|---|---|---|---|---|---|
| 62.12% | 100% | 12.11% | 25.77% |
The shareholders holding 5% or more of total voting rights for the shares they hold are:
Ackermans & van Haaren NV 15,725,684 shares (or 62.12%)
VINCI Construction SAS 3,066,460 shares (or 12.11%)
Begnenvest,113 5,coursFerdinand-de-Lesseps B-2000 Antwerp (Belgium) F-92851 Rueil-Malmaison Cedex (France)
For the financial year 2020 a dividend of 20,421,450 EUR was paid to CFE NV on May 14, 2021, corresponding to 4.5 EUR gross dividend per share. An intermediary dividend, paid out of the accumulated results at the end of the financial year 2020, was approved by DEME NV’s shareholder for an amount of 40,842,900 EUR, corresponding to 9 EUR gross dividend per share. This dividend was paid to CFE NV on March 25, 2022. No additional dividend was decided upon by DEME NV’s shareholder on the results at the end of financial year 2021.
DEME Group's Board of Directors will propose to the General Assembly, on May 17, 2023, to distribute a gross dividend of 1.5 euro per share. Subject to the approval of the General assembly and the Board of Directors, the record date is proposed to be set at July 4, 2023.
Balance at December 31
The consolidated statement of changes in equity is presented earlier in this report. In the table below, we further detail the movement of the period in retained earnings and other reserves.
2022 (in thousands of EUR)
| Parent company reserves before profit distribution | Revaluation surplus | Legal reserves | Untaxed reserves | Available reserves | Retained earnings | Consolidation reserves | Retained earnings and other reserves | |
|---|---|---|---|---|---|---|---|---|
| Balance at January 1, 2022 | 3,111 | 28,922 | 3,270 | 267,027 | 1,316,494 | 1,618,824 | ||
| Parent company result 2021 | 79,217 | -79,217 | - | |||||
| Dividends paid | -40,843 | -40,843 | ||||||
| Result share of the Group | 112,720 | 112,720 | ||||||
| Other | 487,400 | 208 | -27,206 | -1,356 | -249,776 | |||
| Balance at December 31, 2022 | 487,400 | 3,319 | 1,716 | 1,914 | 55,625 | 668,298 | 1,218,272 |
The line ‘Other’ relates to the fact that since June 29, 2022, there is a new parent company DEME Group NV on top of DEME NV that was the parent company at the beginning of the year. The retained earnings and other reserves at the end of 2022 are those of the new parent company DEME Group NV.
2021 (in thousands of EUR)
| Parent company reserves before profit distribution | Legal reserves | Untaxed reserves | Available reserves | Retained earnings | Consolidation reserves | Retained earnings and other reserves | |
|---|---|---|---|---|---|---|---|
| Balance at January 1, 2021 | 3,111 | 28,922 | 3,270 | 225,435 | 1,263,926 | 1,524,664 | |
| Parent company result 2020 | 62,013 | -62,013 | - | ||||
| Dividends paid | -20,421 | -20,421 | |||||
| Result share of the Group | 114,581 | 114,581 | |||||
| Balance at December 31, 2021 | 3,111 | 28,922 | 3,270 | 267,027 | 1,316,494 | 1,618,824 |
Balance at December 31 (in thousands of EUR)
| 2022 | 2021 | pro forma (*) 2021 | |
|---|---|---|---|
| Result for the period from continuing operations - Share of the Group | 112,720 | 114,581 | 114,581 |
| Result for the period - Share of the Group | 112,720 | 114,581 | 114,581 |
| Comprehensive income - Share of the Group | 215,247 | 132,472 | 132,472 |
| Number of ordinary shares at balance sheet date | 25,314,482 | 25,314,482 | 4,538,100 |
Earnings per share, based on the number of ordinary shares at the end of the period (both basic and diluted) in EUR:
| 2022 | 2021 | 25.25 | |
|---|---|---|---|
| Earnings per share from continuing operations (Share of the Group) | 4.45 | 4.53 | |
| Earnings per share (Share of the Group) | 4.45 | 4.53 | 25.25 |
| Comprehensive income (Share of the Group) per share | 8.50 | 5.23 | 29.19 |
(*) Pro forma assuming the same amount of shares for 2021 as for 2022 (25,314,482 shares at the end of 2022).
Basic earnings per share is calculated by dividing the ‘Result for the period – Share of the Group’ attributable to ordinary equity holders of the parent by the weighted average number of ordinary shares outstanding during the year.# CONSOLIDATED FINANCIAL STATEMENTS
NET FINANCIAL DEBT AS DEFINED BY THE GROUP
(in thousands of EUR / (-) is debit balance)
| 2022 | 2021 | |
|---|---|---|
| Non-current Current Total | Non-current Current Total | |
| Subordinated loans | 677 - 677 | 542 135 677 |
| Lease liabilities (note (20)) | 76,382 24,960 101,342 | 72,275 20,118 92,393 |
| Credit institutions | 711,441 227,910 939,351 | 503,649 217,637 721,286 |
| Long-term loan facility 1 | 6,286 31,315 37,601 | 37,601 57,942 95,543 |
| Long-term loan facility 2 | 19,476 31,408 50,884 | 50,883 41,407 92,290 |
| Long-term loan facility 3 | 109,375 31,250 140,625 | 140,625 31,250 171,875 |
| Long-term loan facility 4 | 157,054 4 4,196 201,250 | 201,250 44,196 245,446 |
| Long-term loan facility 5 | 357,500 55,000 412,500 | - - - |
| Asset-based loan 1 (*) | - - - | 100 4,573 4,673 |
| Asset-based loan 2 | 100 2,344 2,444 | 2,443 4,687 7,130 |
| Asset-based loan 3 | 100 3,813 3,913 | 3,913 3,813 7,726 |
| Asset-based loan 4 | 3,666 3,566 7,232 | 7,232 3,566 10,798 |
| Asset-based loan 5 | 5,423 4,192 9,615 | 9,615 4,192 13,807 |
| Asset-based loan 6 | 25,220 12,560 37,780 | 37,780 12,560 50,340 |
| Asset-based loan 7 | 18,775 6,225 25,000 | - - - |
| Other long-term bank loans | 8,466 2,041 10,507 | 12,207 9,451 21,658 |
| Other long-term loans | 1,404 - 1,404 | 1,504 - 1,504 |
| Short-term credit facilities | - - - | - 105,450 105,450 |
| Short-term bank loans | - - - | - 105,450 105,450 |
| Short-term commercial paper | - - - | - - - |
| Total interest-bearing debt | 789,904 252,870 1,042,774 | 577,970 343,340 921,310 |
| Short-term deposits | - -31,646 -31,646 | - -14,026 -14,026 |
| Cash at bank and in hand | - -490,615 -490,615 | - -514,606 -514,606 |
| Total cash and cash equivalents | - -522,261 -522,261 | - -528,632 -528,632 |
| Total net financial debt | 789,904 -269,391 520,513 | 577,970 -185,292 392,678 |
(*) Initial maturity till 2026. Early repayment in 2022.
To finance the DEME Group capital expenditure (vessels and other equipment), equity participations (e.g. by DEME Concessions) and acquisitions, DEME sources its funding through term loan facilities, which are available for general corporate purposes as well as through asset-based loans. The total subordinated loan is contracted by entity CTOW (and includes the part due to the partners in the company). As per contract modalities no fix instalments are due, therefore the loan is reported as long term debt and will be reported as short term the year before maturity date. Currently, DEME Coordination Center NV, which serves as in-house bank financing the DEME-entities, has term loan facilities with eleven different commercial banks. Same as for the revolving credit facilities, the documentation is signed bilaterally (no club deal), catering for optimal financing conditions and maximum flexibility. The term loan facility documentation is identical for all banks, apart from the amount, tenor and commercial conditions. On May 20th, 2022, DEME Coordination Center NV entered additionally into bilateral term loan facility agreements. These facilities were fully drawn on June 15th, 2022. The financing package amounting to 440 million EUR, is amortised over eight years (16 equal half-yearly capital instalments) and is based on the loan documentation that was used for previous transactions, updated to the new LMA-standard, including the sustainability KPI’s that were introduced in all term loan facility agreements in February 2022. The financial covenants applying to the new credit facilities are the same as in previous transactions.
DEME ANNUAL REPORT 2022 243
CHAPTER 06
In line with DEME’s sustainability goals, the Group converted its long-term loans into sustainability-linked loans, totalling 843 million EUR at the end of 2022. This major commitment highlights DEME’s vision to realise a sustainable future. The two metrics required by the loan-agreements are the worldwide LTIFR and the low carbon fuels. With one metric above target and one below, the impact on the result for 2022 is neutral.
(in thousands of EUR)
| Initial amount | Dating from | Maturity till | |
|---|---|---|---|
| Long-term loan facilities | |||
| Long-term loan facility 1 | 435,000 | 2015-2017 | 2024 |
| Long-term loan facility 2 | 240,000 | 2018 | 2025 |
| Long-term loan facility 3 | 250,000 | 2019 | 2027 |
| Long-term loan facility 4 | 350,000 | 2019 | 2027 |
| Long-term loan facility 5 | 440,000 | 2022 | 2030 |
| 1,715,000 | |||
| Asset-based loans | |||
| Asset-based loan 1 (*) | 18,392 | 2018 | 2022 |
| Asset-based loan 2 | 18,848 | 2019 | 2027 |
| Asset-based loan 3 | 15,352 | 2019 | 2027 |
| Asset-based loan 4 | 14,364 | 2020 | 2028 |
| Asset-based loan 5 | 18,000 | 2020 | 2028 |
| Asset-based loan 6 | 50,340 | 2021 | 2029 |
| Asset-based loan 7 | 25,000 | 2022 | 2030 |
| 160,296 |
(*) Initial maturity till 2026. Early repayment in 2022.
The interest rate of the long-term loan facilities is based on EURIBOR plus a margin which is updated each semester following DEME’s leverage ratio. The interest rate risk resulting from this floating interest rate base, is hedged through interest rate swaps (note (19)). The interest rate of the asset-based loans is fixed. Next to the long-term loan facilities and asset-based loans, DEME has lease liabilities and other long-term loans.
(in thousands of EUR)
| More than 5 years | Between 1 and 5 years | Less than one year | Total | |
|---|---|---|---|---|
| Subordinated loans | - | 677 | - | 677 |
| Lease liabilities | 35,315 | 41,067 | 24,960 | 101,342 |
| Credit institutions | 140,494 | 570,947 | 227,910 | 939,351 |
| Other long-term loans | - | 1,404 | - | 1,404 |
| Total long-term financial liabilities | 175,809 | 614,095 | 252,870 | 1,042,774 |
(in thousands of EUR)
| 2022 | 2021 | |
|---|---|---|
| Non-current Current Total | Non-current Current Total | |
| Guaranteed debt | 711,441 227,910 939,351 | 500,515 311,349 811,864 |
| Secured debt | - - - | 3,125 6,250 9,375 |
| Unguaranteed-unsecured debt | 78,463 24,960 103,423 | 74,330 25,741 100,071 |
| Total interest-bearing debt | 789,904 252,870 1,042,774 | 577,970 343,340 921,310 |
Contrary to the way DEME financed its assets before 2015, whereby for each investment, DEME looked for a bank (or a few banks) and provided hard securities in favour of the banks (such as mortgages on the vessels), no securities (other than the DEME NV parent company guarantee) are provided for the long-term loan facilities and for the asset-based loans listed above. This offers maximum flexibility with respect to the underlying assets, which can be sold intragroup and can be reflagged according to project needs.
244
CONSOLIDATED FINANCIAL STATEMENTS
Total interest-bearing debt
(in thousands of EUR)
| 2022 | 2021 | |
|---|---|---|
| Balance at January 1 | 921,310 | 1,110,967 |
| Cash movements as per cash flow from financial activities | ||
| Movements during the year | ||
| New interest-bearing debt | 465,000 | 51,344 |
| Repayment of interest-bearing debt | -380,488 | -278,875 |
| Non-cash movements | ||
| Movements during the year | ||
| Assumed in business combinations | - | - |
| IFRS 16 leases | 36,952 | 36,389 |
| Other | - | 1,485 |
| Balance at December 31 | 1,042,774 | 921,310 |
Cash and cash equivalents relate to cash and cash equivalents centralised at DEME’s internal bank, DEME Coordination Center NV, but also at operational subsidiaries and joint ventures. Therefore, a portion of the consolidated cash and cash equivalents is not always immediately available as a result of transfer restrictions, joint control (in joint operations) or other legal restrictions. At December 31, 2022, the amount of cash available for use by the Group amounted to 388.2 million EUR out of 522.3 million EUR cash & cash equivalents. As such an amount of 134.1 million EUR was not immediately available. At the end of 2021 the cash that is immediately available amounted to 405 million EUR out of 528.6 million EUR cash and cash equivalents. The cash not immediately available amounted to 123.6 million EUR.
At December 31, 2022, the Group has 125 million EUR available but undrawn bank credit facilities compared to 118 million EUR at the end of 2021. In addition, the Group has the possibility to issue commercial paper for amounts up to 125 million EUR.
The same set of financial covenants as for the revolving credit facilities is applicable for the long-term loan facilities. At December 31, 2022 as well as at December 31, 2021 the Group complies with the solvency ratio (>25%), the debt/EBITDA ratio (<3), and the interest cover ratio (>3), that were agreed upon within the contractual terms of the loans received. The solvency ratio that should be higher than 25% is computed as shareholders’ equity less intangible assets and goodwill divided by the balance sheet total adjusted for intangible assets and deferred tax assets. The solvency ratio at December 31, 2022 was 38.1% (identical to 2021: 38.1%). The debt/EBITDA ratio computed as total net financial debt (without subordinated and other loans) divided by EBITDA, should be lower than 3. The debt/EBITDA ratio at December 31, 2022 was 1.09 (2021: 0.83). The interest cover ratio computed as EBITDA divided by net financial interest charges (interest charges less interest income), should be higher than 3. The interest cover ratio at December 31, 2022 was 53.3 (2021: 171.3).
DEME ANNUAL REPORT 2022 245
CHAPTER 06
The Group’s financial instruments are cash and cash equivalents, trade and other receivables, interest-bearing loans and bank overdrafts, trade and other payables and derivatives. Derivatives are designated exclusively as hedging instruments and not for trading or other speculative purposes. The Group is exposed to the following risks linked to financial instruments:
- Market risk consisting of:
- Interest rate risk;
- Currency risk;
- Price risk/commodity risk;
- Credit and Counterparty risk;
- Liquidity risk.
To finance its investments and activities, DEME frequently makes use of external finance, both in the short and the long-term.The extent of leverage may expose the Group to various risks, including increasing its vulnerability to downturns or adverse changes in general economic, industry or competitive conditions and government regulations and requiring a substantial portion of its cash flows from operations to be dedicated to the payment of principal and interest on the Group’s indebtedness, therefore reducing its ability to use its cash flows to fund its operations, capital expenditures and future business opportunities. Market risk is the risk that changes in market prices (foreign exchange rates, interest rates, fuel prices,…) will affect the Group’s income statement or the value of its assets and liabilities. The objective of market risk management is to manage and control market risk exposures and to keep the market risk position within acceptable boundaries while achieving the best possible return.
Balance at December 31
DEME contracts considerable financing for the acquisition of its fleet and related capital expenditure. Interest rate risk can be defined as the extent to which the results or value of a financial transaction are affected by a change in market interest rates. The interest rate risk management is centrally performed within the Group. To achieve the best possible balance between financing costs and the volatility of the financial results for its long-term borrowings, DEME covers the vast majority of the risks of changes in the underlying floating interest rates through derivative financial instruments, mainly by using interest rate swaps. As for the uncovered part of the interest rate risks (which mainly relate to short- term borrowing if applicable) adverse changes in variable interest rates may lead to increases in the interest charges borne by DEME. These hedging instruments generally equal the same notional amounts and generally have the same maturity dates as the hedged debts. As such the swaps are determined as an effective hedge of outstanding or anticipated borrowings and meet the hedge accounting requirements of IFRS 9. The fair values of the effective portion of the hedging instrument are therefore recognised directly in the other comprehensive income under hedge accounting treatment. The ineffective part of any gain or loss on the financial instrument will be taken in result. At closing date, the instruments qualified as cash flow hedges have the following characteristics:
| Non-current asset | Non-current liability | Current asset | Current liability | Total net balance fair value | |
|---|---|---|---|---|---|
| Interest rate swaps | 39,127 | - | 17,638 | - | 56,765 |
| <1 year | Between 1 and 2 years | Between 2 and 5 years | > 5 years | Notional amount | |
| Interest rate swaps | 193,169 | 150,913 | 361,278 | 137,500 | 842,860 |
| Non-current asset | Non-current liability | Current asset | Current liability | Total net balance fair value | |
|---|---|---|---|---|---|
| Interest rate swaps | - | -2,608 | - | -1,892 | -4,500 |
| <1 year | Between 1 and 2 years | Between 2 and 5 years | > 5 years | Notional amount | |
| Interest rate swaps | 181,045 | 141,294 | 255,003 | 37,188 | 614,530 |
Some joint ventures and associates finance significant assets such as infrastructure works, offshore windfarms or vessels and therefore also hold interest rate swaps (IRS). Per December 31, 2022, the other comprehensive income (OCI) of the current period includes an amount of +28.3 million EUR compared to -22.2 million EUR at the end of 2021. This reflects DEME’s share in the positive fair value of the IRSs of Rentel NV, C-Power NV, Seamade NV, Normalux SA, BAAK Blankenburg-Verbinding BV and SEMOP Port-La Nouvelle, net of deferred tax assets.
246 CONSOLIDATED FINANCIAL STATEMENTS
At DEME the hedging instruments swap the variable interest rate into a fixed one as described in the tables below. Lease liabilities are not included in the tables below. Reference is also made to note (18) Interest-bearing debt and net financial debt.
| Type of debts | Amounts | Quota | Rate | Amounts | Quota | Rate | Amounts | Quota | Rate |
|---|---|---|---|---|---|---|---|---|---|
| Fixed Rate | Floating Rate | Total | |||||||
| Credit institutions, subordinated loans & other loans | 98,572 | 100.00% | 1.75% | 842,860 | 100.00% | 3.01% | 941,432 | 100.00% | 2.88% |
| Short-term credit facilities | - | 0.00% | - | - | 0.00% | - | - | 0.00% | 0.00% |
| Total | 98,572 | 100.00% | 1.75% | 842,860 | 100.00% | 3.01% | 941,432 | 100.00% | 2.88% |
| Type of debts | Amounts | Quota | Rate | Amounts | Quota | Rate | Amounts | Quota | Rate |
|---|---|---|---|---|---|---|---|---|---|
| Fixed Rate | Floating Rate | Total | |||||||
| Credit institutions, subordinated loans & other loans | 941,432 | 100.00% | 1.58% | - | 0.00% | - | 941,432 | 100.00% | 1.58% |
| Short-term credit facilities | - | 0.00% | - | - | 0.00% | - | - | 0.00% | 0.00% |
| Total | 941,432 | 100.00% | 1.58% | - | 0.00% | - | 941,432 | 100.00% | 1.58% |
Similar to 2021, almost the entire Group’s outstanding debt portfolio (short and long-term) has a fixed interest rate character, which limits the exposure of the Group to interest rate fluctuations.
| Type of debts | Amounts | Quota | Rate | Amounts | Quota | Rate | Amounts | Quota | Rate |
|---|---|---|---|---|---|---|---|---|---|
| Fixed Rate | Floating Rate | Total | |||||||
| Credit institutions, subordinated loans & other loans | 101,230 | 48.98% | 0.88% | 622,237 | 100.00% | 0.52% | 723,467 | 87.28% | 0.57% |
| Short-term credit facilities | 105,450 | 51.02% | -0.64% (*) | - | - | - | 105,450 | 12.72% | -0.64% |
| Total | 206,680 | 100.00% | 0.43% | 622,237 | 100.00% | 0.52% | 828,917 | 100.00% | 0.42% |
| Type of debts | Amounts | Quota | Rate | Amounts | Quota | Rate | Amounts | Quota | Rate |
|---|---|---|---|---|---|---|---|---|---|
| Fixed Rate | Floating Rate | Total | |||||||
| Credit institutions, subordinated loans & other loans | 715,761 | 87.16% | 1.07% | 7,706 | 100.00% | 0.75% | 723,467 | 87.28% | 1.07% |
| Short-term credit facilities | 105,450 | 12.84% | -0.64% (*) | - | - | - | 105,450 | 12.72% | -0.64% |
| Total | 821,211 | 100.00% | 0.93% | 7,706 | 100.00% | 0.75% | 828,917 | 100.00% | 0.85% |
(*) On December 3rd, 2021, DEME Coordination Center NV entered into a short-term loan agreement, under the TLTRO-program (Targeted Longer-Term Refinancing Operation) of the European Central Bank, which offers DEME Coordination Center an interest rate of EURIBOR unfloored + a margin of minus 20 basis points.
DEME ANNUAL REPORT 2022 247 CHAPTER 06
Balance at December 31
The Group is subject to the risk of fluctuating interest rates for cash flows relating to financial instruments at floating rate that are not hedged. As the entire Group’s outstanding debt portfolio (short and long-term) after hedging, has a fixed interest rate character at year-end 2022, the exposure of the Group to interest rate fluctuations is eliminated. As such an increase of EURIBOR with 50 base points at closing date (assumed that underlying figures remain stable over the year), will not have an impact on the current interest charges in the income statement. In 2021 as a result of the high ratio of hedged financial instruments used, such increase of the EURIBOR could have had only a minor impact of 39 thousand EUR.
| Result (- is debit/+ is credit) | Impact of calculation +50 bp | Impact of calculation -50 bp | |
|---|---|---|---|
| Non-current interest-bearing debts (+ current portion due in the year) after hedge accounting | - | - | - |
| Net short-term financial debts (*) after hedge accounting | - | - | - |
(*) excluding cash at bank and in hand
| Result (- is debit/+ is credit) | Impact of calculation +50 bp | Impact of calculation -50 bp | |
|---|---|---|---|
| Non-current interest-bearing debts (+ current portion due in the year) after hedge accounting | -39 | +39 | - |
| Net short-term financial debts (*) after hedge accounting | - | - | - |
(*) excluding cash at bank and in hand
The Group does not maintain a hedging ratio as an instruction as such, although the hedge ratio is kept as high as possible. However as shown above, for interest rate risk the hedging ratio (almost) equals 100%. The funding activity with respect to the fully owned subsidiaries is fully centralised at DEME Coordination Center NV. DEME Coordination Center NV has taken out long- term loans from various banks at floating rates. The cash flow schemes that are hedged by means of IRSs are one on one identical to the cashflow schemes representing each individual loan contract. When in-effectiveness occurs, the hedge is being amended accordingly. When loans are taken out on a joint venture level, DEME depends on the partner for hedging decisions.
DEME is exposed to risks associated with fluctuations in currency exchange rates. The Group’s currency risk can be split into two categories: translational and transactional currency risk.
DEME’s reporting currency is euro, however, given the Group’s global operations, a significant portion of the Group’s assets, liabilities, expenses and revenue are denominated in currencies other than euro. Such assets, liabilities, expenses and revenue are translated to euro at the applicable exchange rates to prepare the Group’s consolidated financial statements. Therefore, fluctuations in exchange rates between euro and such other currencies affect the value of those items expressed in euro terms in the Group’s consolidated financial statements. A change of one or more of the foreign currencies in which DEME’s local subsidiaries operate against euro impacts its revenue and profitability expressed in euro terms accordingly. Changes in the euro values of the Group’s consolidated assets and liabilities resulting from exchange rate movements may cause the Group to record foreign currency gains and losses through profit or loss, or through its cumulative translation adjustment reserve recognised in other comprehensive income and accumulated in equity. The main foreign currency companies contributing to the Group’s turnover have GBP, USD, INR, NGN, SGD, DKK, UYU, BRL, PLN, PGK, TWD, PEN and MXN as their currency. In 2022 these entities, especially in GBP & USD, contributed 21% to the Group’s turnover. For 2021 this was even 34%.The Group does not hedge against translational currency risk.
Some of the main exchange rates that have been used to convert the financial statements:
Currency rates from foreign currency to EUR
| Currency | December 31, 2022 Closing rate | December 31, 2022 Average rate | December 31, 2021 Closing rate | December 31, 2021 Average rate |
|---|---|---|---|---|
| AED | 0.2545 | 0.2576 | 0.2395 | 0.2303 |
| AOA | 0.0019 | 0.0021 | 0.0016 | 0.0014 |
| AUD | 0.6366 | 0.6570 | 0.6386 | 0.6333 |
| BRL | 0.1768 | 0.1835 | 0.1579 | 0.1570 |
| CAD | 0.6896 | 0.7268 | 0.6963 | 0.6743 |
| CNY | 0.1355 | 0.1408 | 0.1385 | 0.1313 |
| EGP | 0.0378 | 0.0498 | 0.0562 | 0.0540 |
| HKD | 0.1197 | 0.1208 | 0.1128 | 0.1088 |
| INR | 0.0113 | 0.0121 | 0.0118 | 0.0115 |
| JPY | 0.0071 | 0.0073 | 0.0076 | 0.0077 |
| MXN | 0.0480 | 0.0472 | 0.0429 | 0.0415 |
| MYR | 0.2124 | 0.2157 | 0.2113 | 0.2048 |
| NGN | 0.0021 | 0.0022 | 0.0021 | 0.0021 |
| OMR | 2.4289 | 2.4587 | 2.2866 | 2.1983 |
| PGK | 0.2584 | 0.2615 | 0.2432 | 0.2348 |
| PHP | 0.0168 | 0.0174 | 0.0173 | 0.0172 |
| PLN | 0.2135 | 0.2139 | 0.2182 | 0.2193 |
| QAR | 0.2549 | 0.2592 | 0.2416 | 0.2316 |
| RUB | 0.0129 | 0.0143 | 0.0118 | 0.0115 |
| SGD | 0.6974 | 0.6876 | 0.6521 | 0.6305 |
| TWD | 0.0306 | 0.0319 | 0.0317 | 0.0304 |
| UAH | 0.0253 | 0.0294 | 0.0323 | 0.0310 |
| USD | 0.9344 | 0.9462 | 0.8797 | 0.8459 |
| UYU | 0.0234 | 0.0230 | 0.0197 | 0.0195 |
| ZAR | 0.0550 | 0.0577 | 0.0550 | 0.0569 |
Balance at December 31
The global nature of DEME’s activities means that payments made further to contracts may be in a variety of currencies, thus exposing DEME to exchange rate risks. Similarly, purchases and expenditure in foreign currencies also give rise to exchange rate risks. Most of the Group’s purchases are typically transacted in euro or U.S. dollar. This means that the Group will face a risk of exchange rate fluctuation when the sales are made in a different currency than the purchase. DEME may be unable to pass along increased costs to its customers.
| (in thousands of EUR) | 2022 | 2021 |
|---|---|---|
| EUR | 941,432 | 723,467 |
| USD | - | - |
| Other currencies | - | - |
| Total long-term debts (*) | 941,432 | 723,467 |
(*) Lease liabilities are not included. Total long-term debts also includes the current portion of the long-term debts (note (18)).
DEME ANNUAL REPORT 2022 249
Given the international character of its business operations and the execution of contracts in foreign currency, DEME is exposed to currency risks. DEME’s transactional foreign currency risk arises from commercial flows denominated in currencies other than the euro.
• In 2022, 79% of the Group’s turnover was contracted in EUR followed by USD, SGD, INR, GBP, DKK, BRL and UYU. In 2021 this was 62% in EUR, followed by USD, GBP, DKK, RUB, PLN, SGD, UYU and INR.
• The Group’s expenses are mainly in euro. To a lesser extent costs are charged in a currency not equal to the euro or in the currency of a country in which our activities are performed.
• The residual foreign currency risk is assessed on a case-by-case basis and, if necessary, DEME uses forward exchange contracts to hedge its residual foreign currency risk on projected net commercial flows denominated in currencies other than the euro.
The fair value variation of exchange rate instruments is considered as construction costs. This variation is presented as an operating result.
The following tables disclose the fair value and the notional amount of exchange rate instruments (forex hedges) issued (forward sales/purchase agreements) (+ is asset / - is liability):
2022
| (in thousands of EUR) | Non-current asset | Non-current liability | Current asset | Current liability | Total net balance fair value |
|---|---|---|---|---|---|
| Forex hedges | 68 | -53,661 | 2,481 | -30,404 | -81,516 |
2021
| (in thousands of EUR) | Non-current asset | Non-current liability | Current asset | Current liability | Total net balance fair value |
|---|---|---|---|---|---|
| Forex hedges | 114 | -24,260 | 1,056 | -10,162 | -33,252 |
2022
| Currency | Market value (in thousands of EUR) Forward purchase | Market value (in thousands of EUR) Forward sale | Market value (in thousands of EUR) Total amount | Notional amount (in thousands of foreign currency) Forward purchase | Notional amount (in thousands of foreign currency) Forward sale | Notional amount (in thousands of foreign currency) Total amount |
|---|---|---|---|---|---|---|
| USD | 463 | -81,219 | -80,756 | -118,110 | 1,176,483 | 1,058,373 |
| GBP | -91 | 177 | 86 | -6,645 | 5,400 | -1,245 |
| AED | - | 3 | 3 | - | 7,841 | 7,841 |
| AUD | 8 | - | 8 | -5,407 | - | -5,407 |
| INR | - | 113 | 113 | - | 505,000 | 505,000 |
| SEK | - | - | - | -2 | - | -2 |
| DKK | 1 | - | 1 | -8,180 | 1,275 | -6,905 |
| SGD | -580 | - | -580 | -105,339 | - | -105,339 |
| JPY | - | - | - | -10,008 | - | -10,008 |
| EGP | - | -369 | -369 | - | 150,000 | 150,000 |
| NOK | -20 | - | -20 | -24,645 | - | -24,645 |
| Balance at December 31 | -221 | -81,295 | -81,516 |
250 CONSOLIDATED FINANCIAL STATEMENTS
2021
| Currency | Market value (in thousands of EUR) Forward purchase | Market value (in thousands of EUR) Forward sale | Market value (in thousands of EUR) Total amount | Notional amount (in thousands of foreign currency) Forward purchase | Notional amount (in thousands of foreign currency) Forward sale | Notional amount (in thousands of foreign currency) Total amount |
|---|---|---|---|---|---|---|
| USD | 561 | -32,816 | -32,255 | -48,067 | 1,314,750 | 1,266,683 |
| AUD | -5 | - | -5 | -7,200 | - | -7,200 |
| PLN | 70 | -6 | 64 | -31,178 | 24,600 | -6,578 |
| SGD | 363 | - | 363 | -77,229 | - | -77,229 |
| JPY | -12 | - | -12 | -95,009 | - | -95,009 |
| EGP | - | -1,121 | -1,121 | - | 1,224,090 | 1,224,090 |
| DKK | - | - | - | -19,039 | 3,639 | -15,400 |
| COP | - | 19 | 19 | - | 10,800,000 | 10,800,000 |
| GBP | - | -393 | -393 | - | 36,993 | 36,993 |
| TWD | 196 | -108 | 88 | - | - | - |
| Balance at December 31 | 1,173 | -34,425 | -33,252 |
Balance at December 31
Sensitivity to currency fluctuations is mainly related to the evolution of a portfolio of foreign currencies versus the euro. The fair value of foreign currency monetary items is impacted by currency fluctuations. In order to eliminate most of these effects in foreign currencies, the Group uses monetary items and/or derivative financial instruments as described above, which are meant to offset the impact of such results to a major extent. The following analysis is performed supposing that the amount of financial assets/liabilities and derivatives as at December 31, 2022 and 2021 would remain stable over the year. A variation of 5% (appreciation of the EUR) at closing date would give an increase or a decrease in the balance sheet items as follows (mainly USD, EGP, GBP, SGD):
2022
| (in thousands of EUR) | Balance sheet impact (+ is debit/- is credit) | Impact of the sensitivity calculation- depreciation of 5% of the EUR | Impact of the sensitivity calculation- appreciation of 5% of the EUR |
|---|---|---|---|
| Non-current interest-bearing debts (+ current portion due in the year) after hedge accounting | - | - | - |
| Net short-term financial debts (*) after hedge accounting | +4,309 | -3,899 | |
| Translational currency risk on outstanding trade receivables & payables | +11,871 | -11,871 |
(*) including cash at bank and in hand
2021
| (in thousands of EUR) | Balance sheet impact (+ is debit/- is credit) | Impact of the sensitivity calculation- depreciation of 5% of the EUR | Impact of the sensitivity calculation- appreciation of 5% of the EUR |
|---|---|---|---|
| Non-current interest-bearing debts (+ current portion due in the year) after hedge accounting | - | - | - |
| Net short-term financial debts (*) after hedge accounting | +2,593 | -2,346 | |
| Translational currency risk on outstanding trade receivables & payables | +18,894 | -18,894 |
(*) including cash at bank and in hand
DEME ANNUAL REPORT 2022 251
Balance at December 31
DEME is also exposed to commodity risks and hedges against oil price fluctuations by entering into forward contracts. The fair value variation of these instruments is considered as construction costs. This variation is presented as an operating result. The fair value and notional amount of these instruments can be found below (+ is asset / - is liability):
2022
| (in thousands of EUR) | Non-current asset | Non-current liability | Current asset | Current liability | Total net balance fair value | Notional amount |
|---|---|---|---|---|---|---|
| Fuel hedges | 141 | - | 1,903 | -1,175 | 869 | 18,111 |
2021
| (in thousands of EUR) | Non-current asset | Non-current liability | Current asset | Current liability | Total net balance fair value | Notional amount |
|---|---|---|---|---|---|---|
| Fuel hedges | 500 | - | 2,151 | -314 | 2,337 | 16,292 |
Balance at December 31
| (+ is asset / - is liability) | 2022 (in thousands of EUR) | ||||
|---|---|---|---|---|---|
| Non-current asset | Non-current liability | Current asset | Current liability | Total net balance fair value | |
| Interest rate swaps | 39,127 | - | 17,638 | - | 56,765 |
| Forex hedges | 68 | -53,661 | 2,481 | -30,404 | -81,516 |
| Fuel hedges | 141 | - | 1,903 | -1,175 | 869 |
| Balance at December 31 | 39,336 | -53,661 | 22,022 | -31,579 | -23,881 |
| (+ is asset / - is liability) | 2021 (in thousands of EUR) | ||||
|---|---|---|---|---|---|
| Non-current asset | Non-current liability | Current asset | Current liability | Total net balance fair value | |
| Interest rate swaps | - | -2,608 | - | -1,892 | -4,500 |
| Forex hedges | 114 | -24,260 | 1,056 | -10,162 | -33,252 |
| Fuel hedges | 500 | - | 2,151 | -314 | 2,337 |
| Balance at December 31 | 614 | -26,868 | 3,207 | -12,368 | -35,415 |
A credit risk may arise in the event a customer or counterparty fails to perform its contractual obligations in respect of DEME in accordance with the provisions of the contract concerned. Non-payment by a customer may be the consequence of a lack of liquidity, bankruptcy or fraud on the part of the customer or be attributable to the general political or economic situation in the customer’s country.# CONSOLIDATED FINANCIAL STATEMENTS
Although DEME aims to minimize the credit risks of its customers by examining their solvency prior to finalising the contract and putting the required payment guarantees in place (including credit insurance policies with public service credit insurers such as Credendo and private credit insurers, bank guarantees and through letters of credit) it is not possible to entirely exclude the credit risks of customers. A large part of the consolidated turnover is realised through public or semi-public sector customers. The level of counterparty risk is limited by the large number of customers. To contain the risk, DEME constantly monitors its outstanding trade receivables and adjusts its position if necessary. Overdue receivables in the table below, mainly covered by Credendo, relate to pending settlements, additional works & subsequent contract modifications accepted by the customers but to be recovered by an overall agreement with the client and that are all part of a broader negotiation process. Further on, revenues and earnings are only recognised in the accounts when it is probable that they will be realised. DEME values all its financial assets (amongst others contract assets) in conformity with the expected credit loss model of IFRS 9. As such, the discounted effect of estimated losses, in case a debtor would default on its obligations, would be reflected in its book value. The credit history of the Group over recent years indicates credit losses are insignificant compared to the level of activity. Therefore management is of the opinion that credit risk is adequately controlled by the current applicable procedures. The payment behaviour of the Group's customers remains unchanged in 2022 and was not affected by macro-economic factors that could impact the ability of the customers to settle the receivables. At the reporting date there was no concentration of credit risk with any customers.
The aging of trade receivables (net amount and excluding other operating receivables) (note (13)) is as follows:
2022 (in thousands of EUR)
| Total | Not expired | Expired <1 month | Expired <2 months | Expired <3 months | Expired <6 months | Expired <1 year | Expired > 1 year | |
|---|---|---|---|---|---|---|---|---|
| Trade receivables | 424,476 | 272,694 | 30,038 | 46,527 | 26,076 | 8,509 | 14,610 | 26,024 |
| Loss allowance | -13,018 | - | - | - | - | - | - | -13,018 |
| Total net amounts | 411,458 | 272,694 | 30,038 | 46,527 | 26,076 | 8,509 | 14,610 | 13,006 |
2021 (in thousands of EUR)
| Total | Not expired | Expired <1 month | Expired <2 months | Expired <3 months | Expired <6 months | Expired <1 year | Expired > 1 year | |
|---|---|---|---|---|---|---|---|---|
| Trade receivables | 314,175 | 217,102 | 10,470 | 14,421 | 5,372 | 9,573 | 10,244 | 46,993 |
| Loss allowance | -18,423 | - | - | - | - | - | - | -18,423 |
| Total net amounts | 295,752 | 217,102 | 10,470 | 14,421 | 5,372 | 9,573 | 10,244 | 28,570 |
All other financial assets of the consolidated balance sheet are considered as not expired.
DEME is also exposed to counterparty risks when investing its assets available to it and when subscribing to financial derivatives. DEME has a policy to minimise counterparty risk by avoiding concentrations of these and in such matters working only with banks with which it has a long-standing relationship, but it is not possible to entirely exclude credit risks of financial counter parties. The Group has cash and cash equivalents of 522.3 million EUR at December 31, 2022 (2021: 528.6 million EUR). The cash and cash equivalents are held with reputable bank and financial institution counterparties that have good investment grade credit ratings.
Although DEME operates strict financial policies and ensures that there is a diversity of sources of finance and repayment periods, it cannot be ruled out that the non-performance of significant payment obligations by customers or the inability to arrange adequate external financing subject to acceptable conditions could have a negative effect on the cash flow and liquidity of DEME and thus have a negative impact on the activities, financial situation and results of DEME. All these factors might result in DEME having difficulties to comply with its credit facility covenants. If DEME’s future cash flows from operations and other capital resources would be insufficient to comply with its payment obligations or to fund its liquidity needs, DEME may be forced to adapt its business activities and capital expenditures, sell assets, obtain additional debt or equity capital, restructure or refinance all or a part of its debt on or before maturity or forgo opportunities such as acquisitions. The liquidity risk is limited by spreading borrowing among several banks, agreeing a variety of repayment periods and also by mitigating the credit risk as described above. DEME aims to maintain a healthy balance between the consolidated Group equity and the consolidated net debt. DEME has significant credit facilities and guarantee facilities with various international banks. In addition, it has a commercial paper programme to cover its short-term borrowing requirements if needed. The risk on its current long-term variable interest bank loans has been entirely covered by making use of interest rate swaps (see interest rate risk factor). DEME mainly invests in equipment with a long lifespan, which is written off over several years. For that reason, DEME seeks to structure a substantial part of its debts as long-term debt. Since 2015, DEME has worked out a new bank financing structure, based on bilateral unsecured long-term financing with several banks. DEME must in the context of some of its long-term credit facilities respect certain covenants. Any breach of these covenants could give rise to the acceleration of the loans. At December 31, 2022 as well as at December 31, 2021, the Group complies with the solvency ratio (>25%), the debt/EBITDA ratio (<3), and the interest cover ratio (>3), that were agreed upon within the contractual terms of the loans received (note (18)). At year-end 2022, DEME has a net financial debt of -520,513 thousand EUR (note (18)) and a Group equity of 1,776,265 thousand EUR. The Group equity of the DEME group includes share capital, share premium, consolidated reserves and non-controlling interests. The entire equity is used to finance the operations described in the corporate purposes of the subsidiaries. At December 31, 2022, the Group has 125 million EUR unused bank credit compared to 118 million EUR at the end of 2021. The explanatory note (18) discloses the changes in liabilities arising from financing activities and the extent to which cash and cash equivalents are not not immediately available as a result of transfer restrictions, joint control (in joint operations) or other legal restrictions. Note (24) Working capital also elaborates on how DEME manages cash and liquidity.
DEME ANNUAL REPORT 2022 253
The fair values are classified in three levels according to the valuation hierarchy of IFRS 13, depending on the type of input used for the valuation of financial instruments.
Set out below is an overview of the carrying amounts of the Group’s financial instruments that are shown in the financial statements. All fair values mentioned in the table below relate to Level 2. During the reporting periods, there were no transfers between Level 1 and Level 2 fair value measurements, and no transfers into and out of Level 3 fair value measurements.
2022 (in thousands of EUR)
| Derivatives designated as hedging instrument | Assets & liabilities at amortised cost | Book value | Fair value measurement by level | Fair value | |
|---|---|---|---|---|---|
| Non-current assets | 83,768 | 83,092 | |||
| Other non-current financial assets | - | 32,540 | 32,540 | Level 2 | 33,002 |
| Financial derivatives | 39,336 | - | 39,336 | Level 2 | 39,336 |
| Other non-current assets | - | 11,892 | 11,892 | Level 2 | 10,754 |
| Current assets | 1,138,045 | 1,138,193 | |||
| Trade receivables and other operating receivables | - | 469,529 | 469,529 | Level 2 | 469,677 |
| Financial derivatives | 22,022 | - | 22,022 | Level 2 | 22,022 |
| Cash and cash equivalents | - | 522,261 | 522,261 | Level 2 | 522,261 |
| Other current assets | - | 124,233 | 124,233 | Level 2 | 124,233 |
| Non-current liabilities | 844,803 | 798,295 | |||
| Interest-bearing debt | - | 789,904 | 789,904 | Level 2 | 743,396 |
| Financial derivatives | 53,661 | - | 53,661 | Level 2 | 53,661 |
| Other liabilities | - | 1,238 | 1,238 | Level 2 | 1,238 |
| Current liabilities | 1,390,039 | 1,400,149 | |||
| Interest-bearing debt | - | 252,870 | 252,870 | Level 2 | 262,980 |
| Financial derivatives | 31,579 | - | 31,579 | Level 2 | 31,579 |
| Advances received | - | 72,539 | 72,539 | Level 2 | 72,539 |
| Trade payables and other operating debts | - | 777,705 | 777,705 | Level 2 | 777,705 |
| Remuneration and social debt | - | 98,793 | 98,793 | Level 2 | 98,793 |
| Current income taxes | - | 66,571 | 66,571 | Level 2 | 66,571 |
| Other current liabilities | - | 89,982 | 89,982 | Level 2 | 89,982 |
254 CONSOLIDATED FINANCIAL STATEMENTS
2021 (in thousands of EUR)
| Derivatives designated as hedging instrument | Assets & liabilities at amortised cost | Book value | Fair value measurement by level | Fair value | |
|---|---|---|---|---|---|
| Non-current assets | 38,303 | 38,303 | |||
| Other non-current financial assets | - | 33,451 | 33,451 | Level 2 | |
| 613 | |||||
| - | |||||
| 613 | |||||
| Level 2 | |||||
| 613 | |||||
| # Other non-current assets | |||||
| - | |||||
| 4,239 | |||||
| 4,239 | |||||
| Level 2 | |||||
| 4,239 | |||||
| # Current assets | |||||
| 3,207 | |||||
| 980,846 | |||||
| 984,053 | |||||
| 984,053 | |||||
| ## Trade receivables and other operating receivables | |||||
| - | |||||
| 384,022 | |||||
| 384,022 | |||||
| Level 2 | |||||
| 384,022 | |||||
| ## Financial derivatives | |||||
| 3,207 | |||||
| - | |||||
| 3,207 | |||||
| Level 2 | |||||
| 3,207 | |||||
| ## Cash and cash equivalents | |||||
| - | |||||
| 528,632 | |||||
| 528,632 | |||||
| Level 2 | |||||
| 528,632 | |||||
| ## Other current assets | |||||
| - | |||||
| 68,192 | |||||
| 68,192 | |||||
| Level 2 | |||||
| 68,192 | |||||
| # Non-current liabilities | |||||
| 26,868 | |||||
| 580,797 | |||||
| 607,665 | |||||
| 620,631 | |||||
| ## Interest-bearing debt | |||||
| - | |||||
| 577,970 | |||||
| 577,970 | |||||
| Level 2 | |||||
| 590,936 | |||||
| ## Financial derivatives | |||||
| 26,868 | |||||
| - | |||||
| 26,868 | |||||
| Level 2 | |||||
| 26,868 | |||||
| ## Other liabilities | |||||
| - | |||||
| 2,827 | |||||
| 2,827 | |||||
| Level 2 | |||||
| 2,827 | |||||
| # Current liabilities | |||||
| 12,368 | |||||
| 1,466,439 | |||||
| 1,478,807 | |||||
| 1,487,090 | |||||
| ## Interest-bearing debt | |||||
| - | |||||
| 343,340 | |||||
| 343,340 | |||||
| Level 2 | |||||
| 351,623 | |||||
| ## Financial derivatives | |||||
| 12,368 | |||||
| - | |||||
| 12,368 | |||||
| Level 2 | |||||
| 12,368 | |||||
| ## Advances received | |||||
| - | |||||
| 101,067 | |||||
| 101,067 | |||||
| Level 2 | |||||
| 101,067 | |||||
| ## Trade payables and other operating debts | |||||
| - | |||||
| 772,905 | |||||
| 772,905 | |||||
| Level 2 | |||||
| 772,905 | |||||
| ## Remuneration and social debt | |||||
| - | |||||
| 94,026 | |||||
| 94,026 | |||||
| Level 2 | |||||
| 94,026 | |||||
| ## Current income taxes | |||||
| - | |||||
| 76,370 | |||||
| 76,370 | |||||
| Level 2 | |||||
| 76,370 | |||||
| ## Other current liabilities | |||||
| - | |||||
| 78,731 | |||||
| 78,731 | |||||
| Level 2 | |||||
| 78,731 |
The following methods and assumptions were used to estimate the fair values:
- Cash and cash equivalents, trade and other operating receivables, other current assets, trade payables and other operating debts, advances received, remuneration and social debts, current income taxes and other current liabilities approximate their carrying amounts because they have a short-term maturity;
- The fair value of interest-bearing debts is estimated by discounting future cash flows using the effective interest rates currently available for debt on similar terms, credit risk and remaining maturities; where the interest rate is variable (floating), the fair value is considered to be similar to the carrying amount. A similar approach is used for non-current financial assets;
- The Group enters into financial derivative instruments with various counterparties, principally financial institutions with investment grade credit ratings. Derivatives valued using valuation techniques with market observable inputs are mainly interest rate swaps, fuel hedges and foreign exchange forward contracts. The models incorporate various inputs including foreign exchange spot and forward rates and interest rate curves.
DEME ANNUAL REPORT 2022 255
CHAPTER 06
NOTE 20 – LEASE LIABILITIES
| Balance at December 31 (in thousands of EUR) | 2022 | 2021 |
|---|---|---|
| More than 5 years | 51,234 | 42,710 |
| Between 1 and 5 years | 42,710 | 25,162 |
| Less than 1 year | 25,162 | 119,106 |
| To tal | 119,106 | 110,550 |
| Gross lease payments | 51,234 | 42,710 |
| Interest payments | -15,919 | -1,642 |
| Lease liabilities present value | 35,315 | 41,068 |
| Land and buildings | 71,778 | 68,617 |
| Floating and other construction equipment | 11,627 | 4,974 |
| Furniture and vehicles | 17,938 | 18,802 |
| Total lease payments per class of property, plant and equipment | 101,343 | 92,393 |
There are no material leases concluded at reporting date that did not commence as of December 31, 2022. The amount of renewal options and termination options not reflected in the lease liabilities is immaterial.
The statement of income includes the following amounts relating to leases:
| (in thousands of EUR) | 2022 | 2021 |
|---|---|---|
| Land and buildings | 13,632 | 10,543 |
| Floating and other construction equipment | 6,403 | 3,364 |
| Furniture and vehicles | 8,547 | 7,831 |
| Total depreciation charge of right-of-use assets | 28,582 | 21,738 |
| Interest expense (included in finance cost) | 1,634 | 1,257 |
| Expense relating to short-term leases | 4,271 | 2,694 |
| Expense relating to leases of low-value assets that are not short-term leases | 131 | 76 |
| Total expense related to leases | 34,618 | 25,765 |
256
CONSOLIDATED FINANCIAL STATEMENTS
NOTE 21 – RETIREMENT BENEFIT OBLIGATIONS
The DEME Group contributes to pension and early retirement plans in several of the countries in which it operates. These benefits are recognised in accordance with IAS 19 employee benefits. About 80% of the retirement benefit obligations is related to Belgian employees. The DEME Group currently foresees several occupational pension plans in favour of these employees:
- The pension schemes of the type “defined benefit” are funded either through a group insurance branch 21 either through a company pension fund. Assets of the pension fund “KBC Pension Fund Service deelvermogen Decloedt” have been estimated starting from the market value as at November 30, 2022, reported by the investment manager, taking into account the planned cash flows for the rest of the year and assuming a 0% financial return for the month of December 2022. Assets of the insured plans are calculated per person as the maximum of the mathematical reserves and the present value at the discount rate of the accrued benefits according to IAS 19 paragraph 115, with the application of a correction on the discount rate on the part of the present value that exceeds the mathematical reserves, to take into account the default risk of the insurance company. Total assets are then increased with the value of the financing funds;
- The DEME Group also sponsors pension schemes of the type “defined contributions” for Belgian employees, which are entirely employer funded through a group insurance branch 21. In accordance with Belgian social legislation, the employer has to guarantee an interest rate on the employer contributions paid in defined contributions plans of 3.25% for contributions paid until October 1, 2016. For contributions paid as from 2016 the Belgian legislation decided to use a yearly variable interest rate based on a Belgian state bond of 10 year, with an absolute minimum return of 1.75% and an absolute maximum return of 3.75% (0% as from the termination date of the labour contract). All contributions paid before a change in return rate will be held at the original interest rate in the future (legal horizontal guarantee). This horizontal guarantee is not fully covered by the rates provided by the insurance companies towards the employers regarding the effectuation of the group insurance contracts. The employer liabilities as at December 31, 2022, resulting from this legal guarantee, were valued with respect to the contributions attributed in the past and assuming that the interest rate with respect to the legal minimum guarantee increased from 1.75% to 2.50% for the future. Assets are calculated per person as the maximum of the mathematical reserves and the present value at the discount rate of the accrued benefits according to IAS 19 paragraph 115, with the application of a correction on the discount rate on the part of the present value that exceeds the mathematical reserves, to take into account the default risk of the insurance company. Total assets are then increased with the value of the financing funds. DEME’s subsidiaries in the Netherlands operate a number of defined benefit pension schemes. Without exception, these plans are insured with an authorised insurance company in the Netherlands and are closed for new entries and accruals. The net liabilities of the schemes arise from the obligation for the entities to index accrued pension benefits and benefits in payment and/or the obligation to pay guarantee costs to the insurance company.
| Employee benefit obligations (in thousands of EUR) | 2022 | 2021 |
|---|---|---|
| Retirement obligations in Belgium and The Netherlands | 56,902 | 62,213 |
| Other retirement obligations | 3,621 | 3,054 |
| Balance at December 31 | 60,523 | 65,267 |
The decrease in retirement obligations in Belgium and The Netherlands is related to the evolution in the macro-economic environment and more specifically to the evolution of the interest rates and the inflation. Per December 31, 2022, the discount rate increased to 3.46% compared to 0.90% at the end of 2021. This resulted in a very negative return on assets on the one hand and in a significant gain in the remeasurement of retirement benefit plan obligations due to change in financial assumptions on the other hand. The net positive effect was only slightly reduced by the increase of the inflation rate from 1.90% to 2.16%.
| Retirement benefit obligations in Belgium and The Netherlands (in thousands of EUR) | 2022 | 2021 |
|---|---|---|
| Present value of wholly or partially funded obligations | 199,109 | 246,857 |
| Fair value of plan assets | -142,560 | -184,686 |
| Impact of asset ceiling | 353 | 42 |
| Net funded benefit obligation as recorded in the balance sheet at December 31 | 56,902 | 62,213 |
MOVEMENT OF RETIREMENT BENEFIT PLAN OBLIGATIONS
Balance at January 1 | 62,213 | 60,026
Charges recognised in income (1) | 14,453 | 14,243
Charges recognised in other comprehensive income (2) | -5,248 | 1,073
Contributions from employer | -14,516 | -13,136
Other movements | - | 7
Balance at December 31 | 56,902 | 62,213
| (1) Charges recognised in income | 2022 | 2021 |
|---|---|---|
| Current service cost | 13,851 | 13,916 |
| Past service cost & other | 102 | 86 |
| Interest cost | 2,225 | 1,223 |
| Interest income on plan assets (-) | -1,725 | -982 |
| Total charges recognised in income | 14,453 | 14,243 |
257
CHAPTER 06
NOTE 21 - continued
| 2022 | 2021 | |
|---|---|---|
| (2) Charges recognised in other comprehensive income | ||
| Actuarial (gains)/losses | -57,935 | -4,945 |
| Return on plan assets (-) | 49,249 | 2,976 |
| Other movements | 3,438 | 3,042 |
| Total charges recognised in other comprehensive income | -5,248 | 1,073 |
MOVEMENT IN RETIREMENT BENEFIT PLAN OBLIGATIONS AND ASSETS
Retirement benefit plan obligations balance at January 1 | 246,857 | 250,100
Current service cost | 13,851 | 13,916
Interest cost | 2,225 | 1,223
Contributions from employees | 123 | 137
Benefits paid to beneficiaries | -7,344 | -14,740
Remeasurement of liabilities resulting in actuarial (gains)/losses | -54,809 | -1,945
due to changes in demographic assumptions | - | 7,270
due to changes in financial assumptions | -70,842 | -10,740
due to experience adjustments | 16,033 | 1,525
Past service cost | - | -
Other movements | -1,794 | -1,834
Retirement benefit plan obligations balance at December 31 | 199,109 | 246,857
Retirement benefit plan assets balance at January 1 | 184,686 | 190,074
Return on plan assets (+) (excluding interest income) | -49,249 | -2,976
Interest income on plan assets (+) | 1,725 | 982
Contributions from# CONSOLIDATED FINANCIAL STATEMENTS
| 2022 | 2021 | |
|---|---|---|
| employer/employees (*) | 14,516 | 13,273 |
| Benefits paid to beneficiaries | -7,344 | -14,740 |
| Other movements | -1,773 | -1,927 |
| Retirement benefit plan assets balance at December 31 | 142,560 | 184,686 |
| MAIN ACTUARIAL ASSUMPTIONS AT THE END OF THE PERIOD | ||
| Discount rate at December 31 | 3.46% | 0.90% |
| Expected rate of salary increases (inflation included) | 3.70% | 3.40% |
| Long term inflation | 2.16% | 1.90% |
| Mortality tables BE-plans | MR/FR-5 yrs | MR/FR-5 yrs |
| Mortality tables NL-plans | AG2022 ES-P2A | AG2021 ES-P2A |
| Average duration in years of the benefit plan obligations | 13.91 | 15.37 |
| Average actual return on plan assets | -25.36% | -1.06% |
| Expected contribution in next financial year | 14,287 | 12,029 |
| 2022 | 2021 | |
|---|---|---|
| Discount rate | ||
| 25bp increase | -4.25% | -5.00% |
| 25bp decrease | 2.19% | 2.78% |
| Salary growth rate | ||
| 25bp increase | 0.76% | 0.76% |
| 25bp decrease | -2.87% | -3.11% |
| Life expectation increase by 1 year | -0.39% | -0.15% |
| Inflation rate | ||
| 25bp increase | 0.39% | N.A. |
| 25bp decrease | -2.53% | N.A. |
| Cash and cash equivalents | 0.12% | 0.07% |
| Equity instruments | 0.91% | 0.93% |
| Debt instruments | 0.96% | 0.82% |
| Insurance contracts | 97.99% | 98.18% |
(*) In 2022 an amount of 10.9 million EUR relates to Belgian defined contribution plans (2021: 9.8 million EUR). Total contribution (defined benefit and contribution plans) expected for the next financial year is 14.3 million EUR.
Balance at December 31 (in thousands of EUR)
| 2022 | 2021 | |
|---|---|---|
| Other current taxes and value added tax (VAT) | 35,716 | 38,160 |
| Other amounts payable | 45,540 | 34,770 |
| Accruals and deferred income | 8,726 | 5,801 |
| Other current liabilities | 89,982 | 78,731 |
Other amounts payable relate to other operating payables and to amounts due to joint ventures. The latter are also included in the amount disclosed in note (26) Related parties.
| Warranties | Other | Total | |
|---|---|---|---|
| Balance at January 1 | 37,378 | 5,932 | 43,310 |
| 2022 | 30,297 | ||
| 2021 | |||
| Arising during the year | 5,153 | 895 | 6,048 |
| 2022 | 13,213 | ||
| 2021 | |||
| Utilised during the year | -1,659 | - | -1,659 |
| 2022 | -200 | ||
| 2021 | |||
| Unused amounts reversed | - | - | - |
| Balance at December 31 | 40,872 | 6,827 | 47,699 |
| 2022 | 43,310 | ||
| 2021 | |||
| Current | 4,714 | - | 4,714 |
| Non-current | 36,158 | 6,827 | 42,985 |
DEME ANNUAL REPORT 2022
259
CHAPTER 06
Reference is made to the summary of principal accounting policies for information about the provisions. There is no formal plan for restructuring. The dismissal provisions in the normal course of business that exist at the end of the period are immaterial and are booked as remuneration and social charges. The other provisions are all related to the Environmental segment and the warranties (all assurance type warranties) are related to the Offshore Energy segment.
Based on available information at the date on which the financial statements were approved by the Board of Directors, we are not aware of any other contingent assets or liabilities than the one described below:
Balance at December 31
Net working capital (NWC) is current assets less current liabilities. Operating working capital (OWC) is net working capital (current assets less current liabilities), excluding interest-bearing debt and cash and cash equivalents and financial derivatives related to interest rate swaps and including other non-current assets and non- current liabilities (if any) as well as non-current financial derivatives (assets and liabilities), except for those related to interest rate swaps. In 2022 management changed the definition of operating working capital to exclude the impact of hedge accounting of interest rate swaps that are related to net financial debt and not to working capital, and to include all the non-current financial derivatives of forex/ fuel hedges that are related to the works in progress. The operating working capital as reported last year amounted to -488.7 million EUR. According to the new definition the operating working capital at December 31, 2021 amounts to -511.1 million EUR.
Focus of the DEME Group is to find the balance between the operating working capital on the one hand and the net cash being the difference between cash and cash equivalents and short-term debt on the other hand. In the contracting business operating working capital is difficult to monitor as each project is different, not only in size and capital needs but also and more specifically in the way the Group is paid by its customers. Most of the turnover is paid with an advance payment at the beginning of the project followed by milestones payments after execution of the work and approval by the client. When the operating working capital is under pressure and when it has to be increased, the Group can either grow its assets or reduce its liabilities. The Group can negotiate shorter milestones and payment terms with the customers or negotiate longer payment terms with the suppliers, however without putting a strain on the relationships with them. The Group can limit the non-project-related expenditure and review and limit the capital expenditure or sell excess equipment and convert them into working capital.
260
CONSOLIDATED FINANCIAL STATEMENTS
For the financing of its working capital needs, DEME sources its short-term funding through a commercial paper program and through revolving credit facilities. The commercial paper program at the end of 2022, that was not used, amounts to 125 million EUR and is accommodated by 3 agents (banks) that place DEME debt with external investors in tranches of different sizes and for tenors ranging from a few weeks up to maximum 1 year. The revolving credit facilities are contracted by DEME Coordination Center NV with 5 different commercial banks, all being relationship banks for DEME. In total, 125 million EUR of unused credit facilities were available at the end of 2022, for general corporate purposes. Besides short-term financing also long-term financing can be considered to fund raising working capital needs.
| 2022 | 2021 | DELTA | |
|---|---|---|---|
| NON-CURRENT ASSETS | 12,101 | 4,852 | 7,249 |
| Non-current financial derivatives (forex/fuel hedges) | 209 | 613 | -404 |
| Other non-current assets | 11,892 | 4,239 | 7,653 |
| CURRENT ASSETS | 1,000,590 | 826,730 | 173,860 |
| Inventories | 25,696 | 12,168 | 13,528 |
| Contract assets | 344,751 | 326,685 | 18,066 |
| Trade and other operating receivables | 469,529 | 384,022 | 85,507 |
| Current financial derivatives (forex/fuel hedges) | 4,384 | 3,207 | 1,177 |
| Assets held for sale | 31,997 | 32,456 | -459 |
| Other current assets | 124,233 | 68,192 | 56,041 |
| TOTAL ASSETS | 1,012,691 | 831,582 | 181,109 |
| NON-CURRENT LIABILITIES | 53,661 | 24,260 | 29,401 |
| Non-current financial derivatives (forex/fuel hedges) | 53,661 | 24,260 | 29,401 |
| CURRENT LIABILITIES | 1,465,183 | 1,318,408 | 146,775 |
| Current financial derivatives (forex/fuel hedges) | 31,579 | 10,476 | 21,103 |
| Provisions | 4,714 | 3,738 | 976 |
| Contract liabilities | 323,300 | 181,095 | 142,205 |
| Advances received | 72,539 | 101,067 | -28,528 |
| Trade payables | 777,705 | 772,905 | 4,800 |
| Remuneration and social debt | 98,793 | 94,026 | 4,767 |
| Current income taxes | 66,571 | 76,370 | -9,799 |
| Other current liabilities | 89,982 | 78,731 | 11,251 |
| TOTAL LIABILITIES | 1,518,844 | 1,342,668 | 176,176 |
| OPERATING WORKING CAPITAL | -506,153 | -511,086 | 4,933 |
The reconciliation of the operating working capital movement with the cash flow from changes in working capital can be found below.# RECONCILIATION OPERATING WORKING CAPITAL MOVEMENT WITH CASH FLOW FROM CHANGES IN WORKING CAPITAL
(in thousands of EUR)
| 2022 | 2021 | DELTA | |
|---|---|---|---|
| OPERATING WORKING CAPITAL | -506,153 | -511,086 | 4,933 |
| CASH FLOW CORRECTIONS ON WORKING CAPITAL MOVEMENTS OF THE YEAR | |||
| Addition assets held for sale | -31,997 | ||
| Movements in amounts written off inventories and trade receivables | -5,428 | ||
| Impact financial derivatives included in working capital | 1,852 | ||
| Correction unpaid taxes and interests | 171 | ||
| Correction unpaid investment in property, plant and equipment | 4,173 | ||
| Other corrections | 1,403 | ||
| CASH FLOW FROM CHANGES IN WORKING CAPITAL | -24,893 |
DEME ANNUAL REPORT 2022 261
Balance at December 31 (in thousands of EUR)
| 2022 | 2021 | |
|---|---|---|
| COMMITMENTS GIVEN | ||
| Amount of real guarantees, given or irrevocably promised by the enterprises included in the consolidation on their own assets, as security for debts and commitments, of enterprises included in the consolidation. | - | 18,281 |
| Bank and insurance guarantees for commitments of enterprises included in the consolidation. | 1,374,021 | 1,411,273 |
| COMMITMENTS RECEIVED | ||
| Bank guarantees received as security for commitments to enterprises included in the consolidation. | 129,672 | 241,035 |
In the environmental segment DEME has the obligation to pay a fee for landfill volume reservation over the next 8 years for an estimated amount of 9.1 million EUR.
Balance at December 31
Reference is made to the DEME Group structure and list of joint ventures and associates earlier in this report. Transactions with joint ventures and associates are realised in the normal course of business and at arm’s length. None of the related parties have entered into any other transactions with the Group that meet the requirements of IAS 24 related party disclosures.
(in thousands of EUR)
| 2022 | 2021 | |
|---|---|---|
| Assets related to joint ventures and associates | ||
| Non-current financial assets | 24,173 | 25,668 |
| Trade and other operating receivables | 31,465 | 13,889 |
| Liabilities related to joint ventures and associates | ||
| Trade and other current liabilities | 34,606 | 20,996 |
| Expenses and income related to joint ventures and associates | ||
| (-) is cost and (+) is income | ||
| Revenues | 231,565 | 194,362 |
| Operating expenses | -28,572 | -17,456 |
| Financial income and expenses | 1,584 | 2,116 |
The non-current financial assets are the loans given to joint ventures and associates such as to Japan Offshore Marine Ltd, Seamade NV, Rentel NV, Deeprock BV, Thisle Wind Partners Ltd and Combined Marine Terminal Operations Marafi LLC. The revenues realised towards joint ventures and associates are mainly related to BAAK Blankenburg-Verbinding BV, CDWE Taiwan LTD, SEMOP Port-La Nouvelle, DIAP-Daelim PTE LTD, K3 DEME BV, Scaldis NV, Deeprock BV and C-Power NV.
CFE NV, DEME’s previous shareholder before the public listing, is considered to be a fellow subsidiary as from June 29, 2022, date of the partial demerger of CFE NV. CFE NV and DEME Group NV have both Ackermans & van Haaren NV as their main shareholder. Since 2001, DEME has an identical service agreement with Ackermans & van Haaren NV and CFE NV for services rendered. The service agreement covers specialised advice delivered by both Ackermans & van Haaren NV and CFE NV. The service agreement, that ended for CFE NV after the recent partial demerger, is subject to indexation on a yearly basis. The remuneration due by DEME in 2022 towards both parties upon the conditions of the contract amounts to 1,985 thousand EUR (AvH:1,323 thousand EUR and CFE: 662 thousand EUR; in comparison with 1,235 thousand EUR for each in 2021). Additionally, DEME received invoices related to its recent IPO from CFE NV for an amount of 1,106 thousand EUR. On the other hand, DEME invoiced around 164 thousand EUR to its shareholder and fellow subsidiary, mainly related to IT licences and tax consulting services (2021: 877 thousand EUR).
262 CONSOLIDATED FINANCIAL STATEMENTS
Currently DEME is constructing a new office building. Execution of works is done by a subsidiary of CFE NV. At December 31, 2022 invoices received for an amount of 6,221 thousand EUR are recognised as assets under construction.
DEME Group NV has a “one tier” governance structure consisting of a Board of Directors (as collegiate body). The Board of Directors is vested with the power to perform all acts that are necessary or useful for the realisation of the Company’s corporate object, except for those actions that are specifically reserved by law for the Shareholders’ Meeting. On June 29, 2022, the Board of Directors has delegated the daily management of the Company from the Executive Committee to the CEO. The CEO is supported in the execution of his mandate by the Executive Committee, which operates as an advisory committee (separate from the Board of Directors). The Executive Committee, chaired by the CEO, is responsible for the general management of the Group. For his role as Executive Director, Luc Vandenbulcke received a fixed and variable remuneration of 1,862 thousand EUR in 2022 (2021: 1,576 thousand EUR). Representatives who are members of the Board of Directors, Audit Committee and Remuneration Committee are only remunerated since the public listing of the Group.
(in thousands of EUR)
| 2022 | 2021 | |
|---|---|---|
| Remuneration of the directors | 360 | - |
| Director fees at the expense of DEME Group | 360 | - |
| Remuneration of the CEO | 1,862 | 1,576 |
| Fixed annual remuneration | 343 | 330 |
| Short-term variable remuneration | 1,454 | 1,194 |
| Long-term variable remuneration | - | - |
| Group insurance / Pension (Plan) contributions | 62 | 50 |
| Other benefits | 3 | 3 |
| Remuneration of the members of the Executive Committee (excluding CEO) | 5,676 | 4,581 |
| Fixed annual remuneration | 1,260 | 1,197 |
| Short-term variable remuneration | 3,937 | 2,984 |
| Long-term variable remuneration | - | - |
| Group insurance / Pension (Plan) contributions | 463 | 383 |
| Other benefits | 17 | 18 |
Balance at December 31
An overview of the total remuneration paid to the auditors by DEME Group NV and its consolidated subsidiaries is presented below. A distinction (both in absolute figures and in percentage) is made between fees paid by the Group to the statutory auditor of DEME Group NV and fees paid to other audit firms. For the financial year 2021, Deloitte and EY were jointly appointed as the statutory auditor of DEME NV (parent company before the public listing of the Group). For the financial year 2022, EY became the sole statutory auditor of DEME Group NV.
| EY Amount | EY % | Others Amount | Others % | Total | |
|---|---|---|---|---|---|
| Audit fees | 999 | 40.0% | 1,500 | 60.0% | 2,499 |
| Tax advisory services | 368 | 23.5% | 1,199 | 76.5% | 1,567 |
| Other non-audit services | 100 | 2.4% | 4,015 | 97.6% | 4,115 |
| 1,467 | 17.9% | 6,714 | 82.1% | 8,181 |
The amount of additional (non-) audit services provided by the statutory auditor and persons professionally related to him are in line with article 3:64 and 65 of the Code of Companies and Associates and approved by the Audit Committee in advance. They mainly relate to rendered tax services, ad-hoc attestations and additional audit works performed relating to the IPO. The other non-audit services, performed by other auditors not being the statutory auditor of DEME Group NV, mainly relate to consulting services regarding the procurement transformation project (including a compliance component) started in 2021.
DEME ANNUAL REPORT 2022 263
| Deloitte Amount | Deloitte % | EY Amount | EY % | Others Amount | Others % | Total | |
|---|---|---|---|---|---|---|---|
| Audit fees | 1,059 | 47.1% | 358 | 15.9% | 833 | 37.0% | 2,250 |
| Tax advisory services | 129 | 9.7% | 357 | 26.9% | 839 | 63.4% | 1,325 |
| Other non-audit services | 78 | 1.7% | 72 | 1.6% | 4,394 | 96.7% | 4,544 |
| 1,266 | 15.6% | 787 | 9.7% | 6,066 | 74.7% | 8,119 |
In 2021, additionally to the start of the procurement transformation project, the Group rolled-out a specialised software for guarantee management and further invested in a new treasury system for which consulting services were received.
Within the Concessions segment, the Group continues to work on the Global Sea Mineral Resources (GSR) initiative, which is helping to tackle the scarcity of our planet’s resources and is continuing its research into the possibility of collecting metal-rich, polymetallic nodules from the deep ocean floor. In February 2023, the Group announced a strategic cooperation with Transocean Ltd. (NYSE: RIG) whereby Transocean contributes an ultra-deepwater drilling vessel and a cash investment. There are no other signifant changes to be reported in the financial and commercial situation of the Group as of December 31, 2022.
264 CONSOLIDATED FINANCIAL STATEMENTS
In accordance with Article 12, §2, 3° of the Royal Decree of November 14, 2007, L. Vandenbulcke (CEO) and E. Verbraecken (CFO) declare that, to their knowledge:
We have audited the Consolidated Financial Statements of DEME Group NV, that comprise of Consolidated Statement of Financial Position on December 31, 2022, Consolidated Statement of Income, Consolidated Statement of Comprehensive Income, Consolidated Statement of Changes in Equity and the Consolidated Statement of Cash Flows of the year and the disclosures, which show a consolidated balance sheet total of 4.509.778 thousand EUR and of which the consolidated income statement shows a profit for the year (share of the group) of 112.720 thousand EUR.
In our opinion, the Consolidated Financial Statements give a true and fair view of the consolidated net equity and financial position as at December 31, 2022, and of its consolidated results for the year then ended, prepared in accordance with the International Financial Reporting Standards as adopted by the European Union (“IFRS”) and with applicable legal and regulatory requirements in Belgium.
We conducted our audit in accordance with International Standards on Auditing (“ISAs”) applicable in Belgium. In addition, we have applied the ISA’s approved by the International Auditing and Assurance Standards Board (“IAASB”) that apply at the current year-end date and have not yet been approved at national level. Our responsibilities under those standards are further described in the “Our responsibilities for the audit of the Consolidated Financial Statements” section of our report. We have complied with all ethical requirements that are relevant to our audit of the Consolidated Financial Statements in Belgium, including those with respect to independence. We have obtained from the Board of Directors and the officials of the Company the explanations and information necessary for the performance of our audit and we believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the Consolidated Financial Statements of the current reporting period. These matters were addressed in the context of our audit of the Consolidated Financial Statements as a whole and in forming our opinion thereon, and consequently we do not provide a separate opinion on these matters.
For the majority of its contracts (hereafter the “contracts” or the “projects”), the Group recognizes revenue and profit on the stage of completion based on the proportion of contract costs incurred for the work performed to the balance sheet date, relative to the estimated total costs of the contract at completion. The recognition of revenue and profit therefore relies on estimates in relation to the forecasted total costs on each contract. Cost contingencies may also be included in these estimates to take specific uncertain risks into account, or disputed claims against the Group, arising within each contract. The revenue on contracts may also include variation order and claims, which are recognized on a contract-by-contract basis when the additional contract revenue can be measured reliably in line with the IFRS.
Revenue recognition and contract accounting often involves a high degree of judgment due to the complexity of projects, uncertainty about costs to complete and uncertainty about the outcome of discussions with clients on variation orders and claims. This is a key audit matter because there is a high degree of risk and related management judgement in estimating the amount of revenue and associated profit or loss to be recognized, and changes to these estimates could give rise to important variances.
DEME operates its global business across a variety of countries subject to different tax regimes. The taxation of its operations can be subject to judgements and might result in diverging views of local tax authorities and that may span multiple years to get resolved. Where the amount of tax payable is uncertain, management establishes an accrual based on its best estimate of the probable amount to settle the liability. This is a key audit matter because management exercises significant judgement in assessing the liability for uncertain tax positions at balance sheet date and changes to these estimates could give rise to important variances.
The Board of Directors is responsible for the preparation of the Consolidated Financial Statements that give a true and fair view in accordance with IFRS and with applicable legal and regulatory requirements in Belgium and for such internal controls relevant to the preparation of the Consolidated Financial Statements that are free from material misstatement, whether due to fraud or error.
As part of the preparation of the Consolidated Financial Statements, the Board of Directors is responsible for assessing the Company’s ability to continue as a going concern, and provide, if applicable, information on matters impacting going concern. The Board of Directors should prepare the financial statements using the going concern basis of accounting, unless the Board of Directors either intends to liquidate the Company or to cease business operations, or has no realistic alternative but to do so.
In the context of the statutory audit of the Consolidated Financial Statements) of DEME Group NV (the “Company”) and its subsidiaries (together the “Group”), we report to you as statutory auditor. This report includes our opinion on Consolidated Statement of Financial Position as at December 31, 2022, Consolidated Statement of Income, Consolidated Statement of Comprehensive Income, Consolidated Statement of Changes in Equity and the Consolidated Statement of Cash Flows for the year ended December 31, 2022 and the disclosures (all elements together the “Consolidated Financial Statements”) as well as our report on other legal and regulatory requirements. These two reports are considered one report and are inseparable.
We have been appointed as statutory auditor by the shareholders’ meeting of June 29, 2022, in accordance with the proposition by the Board of Directors following recommendation of the Audit Committee and following recommendation of the workers’ council. Our mandate expires at the shareholders’ meeting that will deliberate on the Consolidated Financial Statements for the year ending December 31, 2024. We performed the audit of the Consolidated Financial Statements of the Group for one year.
266
CONSOLIDATED FINANCIAL STATEMENTS# DEME ANNUAL REPORT 2022
Our objectives are to obtain reasonable assurance whether the Consolidated Financial Statements are free from material misstatement, whether due to fraud or error, and to express an opinion on these Consolidated Financial Statements based on our audit. Reasonable assurance is a high level of assurance, but not a guarantee that an audit conducted in accordance with the ISAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these Consolidated Financial Statements.
In performing our audit, we comply with the legal, regulatory and normative framework that applies to the audit of the Consolidated Financial Statements in Belgium. However, a statutory audit does not provide assurance about the future viability of the Company and the Group, nor about the efficiency or effectiveness with which the Board of Directors has taken or will undertake the Company’s and the Group’s business operations. Our responsibilities with regards to the going concern assumption used by the Board of Directors are described below.
As part of an audit in accordance with ISAs, we exercise professional judgment and we maintain professional skepticism throughout the audit. We also perform the following tasks:
We communicate with the Audit Committee within the Board of Directors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
Because we are ultimately responsible for the opinion, we are also responsible for directing, supervising and performing the audits of the subsidiaries. In this respect we have determined the nature and extent of the audit procedures to be carried out for group entities.
We provide the Audit Committee within the Board of Directors with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, related safeguards. From the matters communicated with the Audit Committee within the Board of Directors, we determine those matters that were of most significance in the audit of the Consolidated Financial Statements of the current period and are therefore the key audit matters. We describe these matters in our report, unless the law or regulations prohibit this.
The Board of Directors is responsible for the preparation and the content of the Board of Directors’ report on the Consolidated Financial Statements, the non-financial information attached to the Board of Directors’ report, and other information included in the annual report.
In the context of our mandate and in accordance with the additional standard to the ISAs applicable in Belgium, it is our responsibility to verify, in all material respects, the Board of Directors’ report on the Consolidated Financial Statements, the non-financial information attached to the Board of Directors’ report, and other information included in the annual report, as well as to report on these matters.
In our opinion, after carrying out specific procedures on the Board of Directors’ report, the Board of Directors’ report is consistent with the Consolidated Financial Statements and has been prepared in accordance with article 3:32 of the Code of companies and associations.
In the context of our audit of the Consolidated Financial Statements, we are also responsible to consider whether, based on the information that we became aware of during the performance of our audit, the Board of Directors’ report and other information included in the annual report, being:
contain any material inconsistencies or contains information that is inaccurate or otherwise misleading. In light of the work performed, there are no material inconsistencies to be reported.
The non–financial information required by article 3:32, § 2, of the Code of companies and associations has been included in the annual report. The Company has prepared the Group’s non-financial information based on “Sustainable Development Goals (SDG’s)”. However, in accordance with article 3:80 § 1, 5° of the Code of companies and associations, we do not express any opinion on the question whether this non- financial information has been established in accordance with the SDG framework.
As requested by the Company, we have issued a separate limited assurance report on a low carbon fuel Key Performance Indicator (“KPI”) in accordance with the International Standard on Assurance Engagements ISAE 3000. We do not express any assurance on the KPI’s not covered by our separate limited assurance report.
Our audit firm and our network have not performed any services that are not compatible with the audit of the Consolidated Financial Statements and have remained independent of the Company during the course of our mandate. The fees related to additional services which are compatible with the audit of the Consolidated Financial Statements as referred to in article 3:65 of the Code of companies and associations were duly itemized and valued in the notes to the Consolidated Financial Statements.
In accordance with the standard on the audit of the conformity of the financial statements with the European single electronic format (hereinafter “ESEF”), we have carried out the audit of the compliance of the ESEF format with the regulatory technical standards set by the European Delegated Regulation No 2019/815 of December 17, 2018 (hereinafter: “Delegated Regulation”).
The Board of Directors is responsible for the preparation, in accordance with the ESEF requirements, of the consolidated financial statements in the form of an electronic file in ESEF format (hereinafter ‘the digital consolidated financial statements’) included in the annual financial report available on the portal of the FSMA (https://www.fsma.be/en/ data-portal). It is our responsibility to obtain sufficient and appropriate supporting evidence to conclude that the format and markup language of the digital consolidated financial statements comply in all material respects with the ESEF requirements under the Delegated Regulation.
Based on the work performed by us, we conclude that the format and tagging of information in the digital consolidated financial statements of DEME Group NV per December 31, 2022 included in the annual financial report available on the portal of the FSMA (https://www.fsma.be/en/ data-portal) are, in all material respects, in accordance with the ESEF requirements under the Delegated Regulation.
This report is consistent with our supplementary declaration to the Audit Committee as specified in article 11 of the regulation (EU) nr. 537/2014.Diegem, March 30, 2023
EY Bedrfsrevisoren BV
Statutory auditor
Represented by Patrick Rottiers (Partner)
Wim Van Gasse (Partner)
Acting on behalf of a BV/SRL
Acting on behalf of a BV/SRL
In accordance with the Belgian Code on Companies and Associations, both the statutory annual accounts and the annual report of the Board of Directors of DEME Group NV are presented in a condensed form. The statutory annual accounts of DEME Group NV are prepared in accordance with Belgian Generally Accepted Accounting Principles. The statutory auditor has issued an unqualified audit opinion on the statutory annual accounts for the year ended December 31, 2022, as they give a true and fair view of the financial position and results of DEME Group NV in accordance with all legal and regulatory dispositions. In accordance with the legislation, the complete financial statements (consolidated and statutory annual accounts), together with the annual report of the Board of Directors to the Annual General Meeting of Shareholders, as well as the Auditor’s Report, will be filed at the National Bank of Belgium. All these documents are available on the website of the Company (www.deme-group.com) or at the registered office of the company upon simple request.
Address: Scheldedk 30 - 2070 Zwndrecht, Belgium
Phone: +32 3 250 52 11 - Email: [email protected]
(in thousands of EUR)
(according to Belgian GAAP and after profit allocation)
| ASSETS | 2022 | 2021 |
|---|---|---|
| FIXED ASSETS | 1,100,000 | - |
| FORMATION EXPENSES | - | - |
| INTANGIBLE ASSETS | - | - |
| PROPERTY, PLANT AND EQUIPMENT | - | - |
| FINANCIAL ASSETS | 1,100,000 | - |
| Affiliated enterprises | 1,100,000 | - |
| CURRENT ASSETS | 50,148 | - |
| AMOUNTS RECEIVABLE AFTER MORE THAN ONE YEAR | - | - |
| INVENTORIES AND CONTRACTS IN PROGRESS | - | - |
| AMOUNTS RECEIVABLE WITHIN ONE YEAR | 49,524 | - |
| Other amounts receivable | 49,524 | - |
| OWN SHARES AND OTHER INVESTMENTS | - | - |
| CASH AT BANK AND IN HAND | - | - |
| DEFERRED CHARGES AND ACCRUED INCOME | 624 | - |
| TOTAL ASSETS | 1,150,148 | - |
| LIABILITIES | 2022 | 2021 |
|---|---|---|
| CAPITAL AND RESERVES | 1,111,845 | - |
| CAPITAL | 33,194 | - |
| Issued capital | 33,194 | - |
| Uncalled capital (-) | - | - |
| SHARE PREMIUM ACCOUNT | 475,989 | - |
| REVALUATION SURPLUS | 487,400 | - |
| RESERVES | 6,949 | - |
| Legal reserves | 3,319 | - |
| Reserves not available for distribution | - | - |
| Untaxed reserves | 1,716 | - |
| Reserves available for distribution | 1,914 | - |
| PROFIT CARRIED FORWARD | 108,313 | - |
| PROVISIONS AND DEFERRED TAXES | - | - |
| Provisions for liabilities and charges | - | - |
| Deferred tax liabilities | - | - |
| CREDITORS | 38,303 | - |
| AMOUNTS PAYABLE AFTER MORE THAN ONE YEAR | - | - |
| AMOUNTS PAYABLE WITHIN ONE YEAR | 38,303 | - |
| Trade payables | 331 | - |
| Other amounts payable | 37,972 | - |
| ACCRUED CHARGES AND DEFERRED INCOME | - | - |
| TOTAL LIABILITIES | 1,150,148 | - |
(in thousands of EUR)
(according to Belgian GAAP)
| 2022 | 2021 | |
|---|---|---|
| OPERATING INCOME | - | - |
| OPERATING CHARGES | -204 | - |
| OPERATING RESULT | -204 | - |
| FINANCIAL INCOME | 50,022 | - |
| Income from financial assets | 50,022 | - |
| FINANCIAL CHARGES | - | - |
| RESULT FOR THE FINANCIAL PERIOD BEFORE TAXATION | 49,818 | - |
| TRANSFER FROM (TO) DEFERRED TAXES | - | - |
| INCOME TAXES | - | - |
| RESULT FOR THE FINANCIAL PERIOD | 49,818 | - |
Until June 29, 2022, DEME NV was the holding company of the DEME Group, 100 % owned by the Brussels-based civil engineering contractor CFE NV, who is controlled by the Belgian investment Group Ackermans & van Haaren NV. Both CFE NV and Ackermans & van Haaren NV are publicly listed companies on Euronext Brussels. On June 29, 2022, CFE NV, transferred its 100% stake in DEME NV to a new company, DEME Group NV, by means of a partial demerger and as such DEME became listed as well. The first day of trading of the DEME Group NV shares was June 30, 2022. DEME Group NV is 100% shareholder of DEME NV and at the date of the demerger, the participation in DEME NV was the only asset of the company, booked against equity. During 2022 DEME Group NV received dividends for an amount of 50,000 thousand EUR from its subsidiaries and has an outstanding dividend to pay of 37,972 thousand EUR. As a result of cash pooling within the Group, all funds received are immediately transferred to the in-house bank of the Group, DEME Coordination Center NV, resulting in an ‘other amounts receivable’ on the balance sheet. As DEME Group NV is a newly created company in 2022, no comparatives for 2021 are available. Reference is also made to the section about ‘Risk management & control processes’, ‘Strategy ’, ‘Sustainability & QHSE’, ‘Financial risk management and financial derivatives’ earlier in this Annual Report of the Group.
(in thousands of EUR)
(according to Belgian GAAP)
| 2022 | 2021 | |
|---|---|---|
| RESULT FOR THE FINANCIAL PERIOD | 49,818 | - |
| TRANSFER FROM (TO) THE UNTAXED RESERVES | - | - |
| PROFIT FOR THE PERIOD AVAILABLE FOR APPROPRIATION | 49,818 | - |
| TRANSFER FROM PROFIT CARRIED FORWARD | 96,467 | - |
| TRANSFER TO LEGAL RESERVES | - | - |
| DISTRIBUTION OF DIVIDENDS | -37,972 | - |
| TRANSFER TO PROFIT CARRIED FORWARD | 108,313 | - |
The result for the financial period 2022 of DEME Group NV amounts to 49,818 thousand EUR. The transfer from profit carried forward originates from the partial demerger from CFE NV. The Board of Directors will propose to the General Assembly, on May 17, 2023, to distribute a gross dividend of 1.5 euro per share. Subject to the approval of the General assembly and the Board of Directors, the record date is proposed to be set at July 4, 2023.
In line with the Act of May 2, 2007, on the disclosure of major participations in listed companies (the Transparency Act), the Company uses the threshold of 5%. On December 31, 2022, the total number of shares amounts 25,314,482. The owners of ordinary shares have the right to receive dividends and all shares are of the same class and are entitled to one vote per share in the Shareholders’ General Meetings. Shareholders holding 5% or more of total voting rights for the shares they hold are:
Ackermans & van Haaren NV
15,725,684 shares (or 62.12%)
Begnenvest, 113 5, cours Ferdinand-de-Lesseps
B-2000 Antwerp (Belgium)
VINCI Construction SAS
3,066,460 shares (or 12.11%)
F-92851 Rueil-Malmaison Cedex (France)
Activity Line
level of internal operating segment to report on.
Associated companies
in which the Group has significant influence. The significant influence is the power to take part in the financial and operating policies of a company without having control or joint control over these policies.
BOP
Balance of Plant
BBC
Big Bubble Curtain
CapEx
Innovation, Smarts by introducing novel solutions.
CCZ
Clarion Clipperton Zone of the Pacific Ocean. Relevant for DEME's GSR's activity. See GSR - Concessions Chapter.
Climate-neutrality
emissions by balancing those emissions so they are equal (or less than) the emissions that get removed through the planet's natural absorption.
CO₂ Performance Ladder
For the Netherlands and Belgium, we are certified in accordance with the information and details on the CO₂ can be found on www.deme-group. in particular, DEME’s progress report ‘Energy Performance’ booklet).
Contributed Capacity ('MW Installed foundations')
Contributed capacity is calculated counting total number of foundations installed by DEME during the reporting period (between January 1 and corresponding turbine capacity. The turbine capacity is also called the rated power of the turbine. It is the power that the turbine generates for wind installed turbine has a specific rated
Corporate Sustainability Due Diligence Directive
Corporate Sustainability Reporting Directive (CSRD)
is the new EU legislation requiring all large companies to publish regular reports on their environmental and social impact activities. It helps investors, consumers, policymakers, and other stakeholders evaluate large companies' non-financial performance.
Cutter Suction Dredger
Dredging
in place using spuds and anchors, which makes use of a cutter head to loosen the material to be dredged. It cuts and pumps the dredged materials into a pressured pipeline ashore or into barges. While dredging the cutter head describes arcs and is swung around the spud-pole powered by winches.It combines powerful cutting with suction dredging techniques. The cutter head can be replaced by several kinds of suction heads for special purposes, such as environmental dredging. This kind of dredger is mainly used where the sea-and riverbed is hard and/or compact. Large heavy-duty cutter dredgers are capable of dredging some types of rock, which have not been pre-treated. Most of the DEME cutter suction dredgers are self-propelled to allow easy movement from site to site.
| Unit | 2022 | 2021 | 2020 |
|---|---|---|---|
| EU Taxonomy Turnover Eligible | € | € | - |
| EU Taxonomy CapEx Eligible | € | € | - |
| EU Taxonomy OpEx Eligible | € | - | - |
| Unit | 2022 | 2021 | 2020 |
|---|---|---|---|
| Scope 1 GHG emissions kt CO₂e | 92 | 73 | 92 |
| Scope 1 GHG emissions kt CO₂e | 1.4 | 1.0 | 1.0 |
| Scope 1 GHG emissions kt CO₂e | 11 | 10 | 10 |
| Unit | 2022 | 2021 | 2020 |
|---|---|---|---|
| Scope 1 CO₂ emissions kt CO₂ | 44 | 41 | 45 |
| Scope 1 CO₂ emissions kt CO₂ | 0.4 | 0.4 | 0.4 |
| Scope 1 CO₂ emissions kt CO₂ | 10 | 10 | 10 |
| Unit | 2022 | 2021 | 2020 |
|---|---|---|---|
| Scope 1 CO₂ emissions kt CO₂ | 10 | 10 | 10 |
| Unit | 2022 | 2021 | 2020 |
|---|---|---|---|
| CO₂ emissions BE + NE + LUX (according to CO₂ Reporting Guidelines) | 92 | 73 | 92 |
| Scope 1 CO₂ emissions kt CO₂ | 44 | 41 | 45 |
| Scope 1 CO₂ emissions kt CO₂ | 0.4 | 0.4 | 0.4 |
| Scope 1 CO₂ emissions kt CO₂ | 10 | 10 | 10 |
| Unit | 2022 | 2021 | 2020 |
|---|---|---|---|
| Dredged material (%) | 74 | 75 | 74 |
| Machinery & equipment | 7 | 6 | 1 |
| Transport of people (lease cars) | 1 | 1.4 | 1 |
| Buildings | 1.4 | 1.4 | 1 |
| Low Carbon Fuel (% Low carbon fuels versus total consumed oils) | 14% | - | - |
| MW | Installed wind turbines | 224 | 167 | 155 |
|---|---|---|---|
| MW | Offshore substations | 163 | 164 | 136 |
| MW | Beneficial Ownership | 88 | 88 | 88 |
| Unit | 2022 | 2021 | 2020 |
|---|---|---|---|
| Green Initiatives realised | 127 | 125 | 128 |
| Green Initiatives per theme | |||
| Minimising air emissions | 59 | 60 | 59 |
| Preventing emissions in water | 5 | 5 | 0 |
| Reducing noise and vibrations | 74 | 74 | 75 |
| Preventing soil emissions | 0 | 1 | 5 |
| Protecting fauna and flora | 51 | 54 | 51 |
| Raising energy efficiency | 74 | 68 | 67 |
| Smart use of natural resources | 55 | 59 | 59 |
| Sustainable use of raw materials | 10 | 9 | 1 |
| Unit | 2022 | 2021 | 2020 |
|---|---|---|---|
| Approved innovation initiatives | 50 | 58 | 50 |
| Partnerships with universities and research institutions | |||
| Collaborations with universities and research institutes | 55 | 10 | 58 |
| Master theses & PhDs | 59 | 58 | 50 |
A.# DEME ANNUAL REPORT 2022
| Unit | 2022 | 2021 | 2020 |
|---|---|---|---|
| Green initiatives on smart use of natural resources | 7,9 | 7,10 | 6,7 |
| Green initiatives on avoiding and reusing waste | 17,14 | 14,16 | 15,10 |
| Unit | 2022 | 2021 | 2020 |
|---|---|---|---|
| Guaranteeing physical and mental health & wellbeing | |||
| Worldwide Lost Time Injury Frequency Rate (WW LTIFR) | 0.0466 | 0.0457 | 0.0454 |
| Timely reported incidents | 5.06427 | 5.06550 | 5.05111 |
| Timely closed actions | 6.07498 | 6.06942 | 5.06178 |
| Observations | 5.06989 | 5.06555 | 5.05111 |
| Inspections | 17.017487 | 17.014879 | 15.011751 |
| Incident Investigations | 6.0515 | 6.04137 | 11.057 |
| Unit | 2022 | 2021 | 2020 |
|---|---|---|---|
| Total Headcount permanent employees | 90,2645 | 90,4242 | 80,3540 |
| Total Headcount staff | 90 | 90 | 98 |
| Total Headcount crew and workmen | 88 | 88 | 84 |
| Headcount by age group permanent employees | |||
| < 30 years | 5,40 | 5,40 | 5,5 |
| 30-40 years | 17,10 | 17,10 | 17,12 |
| 40-50 years | 16,90 | 16,90 | 16,90 |
| > 50 years | 24,10 | 24,10 | 24,15 |
| Gender breakdown permanent employees | |||
| Headcount male permanent employees | 80,802645 | 80,711125 | 80,651165 |
| Headcount male – staff | 87 | 87 | 85 |
| Headcount male – crew and workmen | 95 | 95 | 97 |
| Headcount female permanent employees | 15,102645 | 15,188775 | 15,148835 |
| Headcount female – staff | 13 | 13 | 15 |
| Headcount female – crew and workmen | 5 | 5 | 3 |
| Total number of nationalities | 17 | 16 | 16 |
| Crew & workmen - number of nationalities | 15 | 15 | 16 |
| Staff - number of nationalities | 18 | 17 | 16 |
| Full-time and part-time employees by gender | |||
| Headcount of full-time permanent employees | 90,2450 | 80,7282 | 80,5775 |
| Female full-time | 25,80 | 25,70 | 25,70 |
| Male full-time | 40,90 | 40,50 | 40,50 |
| Headcount of part-time permanent employees | 5,7450 | 5,1960 | 5,1775 |
| Female part-time | 4,90 | 4,70 | 4,50 |
| Male part-time | 7,15 | 7,50 | 7,11 |
| Hires - Total new permanent employee hires | 140,90 | 140,52 | 155 |
| New female hires | 46 | 43 | 41 |
| New male hires | 124 | 126 | 155 |
| Unit | 2022 | 2021 | 2020 |
|---|---|---|---|
| Performance and career development permanent employees | |||
| Participation rate 'Time to' Staff programme | 24,80 | 25,70 | 10,40 |
| Participation rate 'Time to' Crew programme | 20,10 | 15,70 | 10,40 |
| Under 1 years | 5,80 | 5,70 | 5,10 |
| 1-5 years | 17,50 | 17,50 | 17,10 |
| 5-10 years | 15,70 | 16,40 | 16,40 |
| > 10 years | 15,10 | 15,10 | 15,50 |
| Training hours permanent employees | |||
| Total training hours | 45,106,490 | 44,210,590 | 37,149,790 |
| Hours/permanent employee | 4,70 | 4,80 | 4,40 |
| Training hours for male | 45,650,240 | 47,760,280 | 45,590,250 |
| Training hours for female | 40,400,820 | 40,900,470 | 34,100,280 |
| Training hours for crew and workmen | 35,500,140 | 37,190,110 | 27,160,150 |
| Training hours for staff | 10,400,100 | 10,210,350 | 9,140,350 |
| Relying on the new EU Taxonomy regulation, the ESG department of DEME has developed a clear guidance on the environmental sustainability criteria that must be met by all our sustainable activities. The EU Taxonomy regulation defines categories of environmentally sustainable activities and sets minimum safeguards that all DEME activities must comply with.
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1. Environmentally sustainable activities (Taxonomy-aligned)
| Unit | 2022 | 2021 | 2020 |
| :-------------------------------------------------------------------- | :------------ | :------------ | :------------ |
| Infrastructure for rail transport | 39,160,552.00 | 1.48% | 1.48% |
| Electricity generation from wind power | 649,369,509.00 | 24.46% | 24.46% |
| Turnover of environmentally sustainable activities (Taxonomy-aligned) (A.1) | 688,530,061.00 | 25.94% | 25.94% |
A.2. Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)
| Unit | 2022 | 2021 | 2020 |
| :-------------------------------------------------------------------- | :------------ | :------------ | :------------ |
| Electricity generation from wind power | 80,442,467.00 | 3.03% | |
| Turnover of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) | 80,442,467.00 | 3.03% | |
Total (A.1 + A.2)
| Unit | 2022 | 2021 | 2020 |
| :-------------------------------------------------------------------- | :------------ | :------------ | :------------ |
| Total (A.1 + A.2) | 768,972,528.00 | 28.97% | 25.94% |
B. TAXONOMY NON-ELIGIBLE ACTIVITIES
| Unit | 2022 | 2021 | 2020 |
| :-------------------------------------------------------------------- | :--------------- | :------------ | :------------ |
| Turnover of Taxonomy non-eligible activities (B) | 1,885,752,511.00 | 71.03% | |
| Total (A + B) | 2,654,725,039.00 | 100.00% | |
# ESG APPENDIX
## B. EU Taxonomy reporting tables
### DEME ANNUAL REPORT 2022
```
| # ESG APPENDIX
The material topics for DEME are identified based on the materiality matrix, which aims to identify the most relevant topics to DEME’s business and its stakeholders. The matrix is presented in Chapter 04 Stakeholders & Materiality. The identified material topics have been mapped to the 8 key sustainability themes presented below.
| | CLIMATE AND ENERGY # ASSURANCE REPORT
This report may contain forward-looking information. Forward-looking statements are statements that are not historical facts and include, but are not limited to, statements regarding our plans, strategies, goals, future events or intentions. The achievement of forward-looking statements contained in this report is subject to risks and uncertainties. Consequently, actual results or future events may differ materially from those expressed or implied by such forward-looking statements. Should known or unknown risks or uncertainties materialize, or should our assumptions prove inaccurate, actual results could vary materially from those anticipated. DEME undertakes no obligation to publicly update or revise any forward-looking statements.
DEME Investor Relations and Finance Department
www.bbc.be
www.deme-group.com
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| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:IssuedCapitalMember | ifrs-full:SharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember |
| 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:IssuedCapitalAndSharePremiumMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfCashFlowHedgesMember | ifrs-full:ReserveOfCashFlowHedgesMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:IssuedCapitalMember | ifrs-full:SharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember |
| 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:IssuedCapitalAndSharePremiumMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfCashFlowHedgesMember | ifrs-full:ReserveOfCashFlowHedgesMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:IssuedCapitalMember | ifrs-full:SharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember |
| 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:IssuedCapitalAndSharePremiumMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfCashFlowHedgesMember | ifrs-full:ReserveOfCashFlowHedgesMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:IssuedCapitalMember | ifrs-full:SharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember |
| 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:IssuedCapitalAndSharePremiumMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfCashFlowHedgesMember | ifrs-full:ReserveOfCashFlowHedgesMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:IssuedCapitalMember | ifrs-full:SharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember |
| 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:IssuedCapitalAndSharePremiumMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfCashFlowHedgesMember | ifrs-full:ReserveOfCashFlowHedgesMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:IssuedCapitalMember | ifrs-full:SharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember |
| 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:IssuedCapitalAndSharePremiumMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfCashFlowHedgesMember | ifrs-full:ReserveOfCashFlowHedgesMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:IssuedCapitalMember | ifrs-full:SharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember |
| 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:IssuedCapitalAndSharePremiumMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfCashFlowHedgesMember | ifrs-full:ReserveOfCashFlowHedgesMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:IssuedCapitalMember | ifrs-full:SharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember |
| 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:IssuedCapitalAndSharePremiumMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfCashFlowHedgesMember | ifrs-full:ReserveOfCashFlowHedgesMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:IssuedCapitalMember | ifrs-full:SharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember |
| 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:IssuedCapitalAndSharePremiumMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfCashFlowHedgesMember | ifrs-full:ReserveOfCashFlowHedgesMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:IssuedCapitalMember | ifrs-full:SharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember |
| 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:IssuedCapitalAndSharePremiumMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfCashFlowHedgesMember | ifrs-full:ReserveOfCashFlowHedgesMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:IssuedCapitalMember | ifrs-full:SharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember |
| 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:IssuedCapitalAndSharePremiumMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfCashFlowHedgesMember | ifrs-full:ReserveOfCashFlowHedgesMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:IssuedCapitalMember | ifrs-full:SharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember |
| 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:IssuedCapitalAndSharePremiumMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfCashFlowHedgesMember | ifrs-full:ReserveOfCashFlowHedgesMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:IssuedCapitalMember | ifrs-full:SharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember |
| 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:IssuedCapitalAndSharePremiumMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfCashFlowHedgesMember | ifrs-full:ReserveOfCashFlowHedgesMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:IssuedCapitalMember | ifrs-full:SharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember |
| 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:IssuedCapitalAndSharePremiumMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfCashFlowHedgesMember | ifrs-full:ReserveOfCashFlowHedgesMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:IssuedCapitalMember | ifrs-full:SharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember | DEM:IssuedCapitalAndSharePremiumMember |
| 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:IssuedCapitalAndSharePremiumMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfCashFlowHedgesMember | ifrs-full:ReserveOfCashFlowHedgesMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfRemeasurementsOfDefinedBenefitPlansMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| DEM:RetainedEarningsAndMiscellaneousOtherReservesMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 |
| ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSsCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:EquityAttributableToOwnersOfParentMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372021-01-012021-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372020-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:NoncontrollingInterestsMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| 549300FPFPQPKI3PJV372022-01-012022-12-31 | 549300FPFPQPKI3PJV372022-12-31 | 549300FPFPQPKI3PJV372021-12-31 | 549300FPFPQPKI3PJV372021-12-31 |
| ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember | ifrs-full:OpeningBalanceAfterAdjustmentCumulativeEffectAtDateOfInitialApplicationMember |
| # Consolidated Financial Statements |
This section contains the consolidated financial statements of the Company.
| 2021-12-31 | 2020-12-31 | |
|---|---|---|
| ifrs-full:NoncontrollingInterestsMember | ||
| ifrs-full:OpeningBalanceAfterAdjustment | ||
| ifrs-full:CumulativeEffectAtDateOfInitialApplicationMember | ||
| ifrs-full:IncreaseDecreaseDueToChangesInAccountingPolicyRequiredByIFRSs | ||
| ifrs-full:CumulativeEffectAtDateOfInitialApplicationMember | ||
| ifrs-full:OpeningBalanceAfterAdjustment | ||
| ifrs-full:CumulativeEffectAtDateOfInitialApplicationMember |
549300FPFPQKI3PJV37 (in EUR)
2021-01-01 (in EUR)
2021-12-31 (in EUR)
2020-12-31 (in EUR)
iso4217:EURxbrli:shares
iso4217:EURxbrli:shares
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