annUaL REPoRt2010

2

South Africa

United StatesRaymond devlinCivil Engineer, New Orleans

inTRodUCTion World Map- Contents - Foreword 2FinanCial Key Figures 2010 4pRoFile Mission - Vision - Strategy 6RepoRT Board of Management 7File Urban Areas & Buildings 10The yeaR in view Highlights 2010 14RepoRT Supervisory Board 16File Energy & Industry 18

inTeRview CSR Manager Jan-Paul Kimmel 22File Infrastructure & Ports 24inTeRview hRm director Kees lekkerkerker 28File Water & Environment 30FinanCial Balance Sheet & Profit and Loss Account 2010 34manaGemenT CoUnCil Personal Details 36STRUCTURe Operational Structure 39ConTaCT Addresses & Publishing Information 40

contents

NigeriaobiajUlUm amah, Supervisor Marine Works, Eko Atlantic City, Lagos

the Netherlands hilde van dUijnStrategy & Management Consultant, Rotterdam

FranceFabRiCe CaRleEngineer in the indus-trial risks department, Orange

Belgium

Libya

* Photograph cover: Acoustic screen on Eindhoven ring road, nominated for Dutch Design Award 2010 (see page 27).

United KingdompeTeR wRiGhTBusiness Development Director Maritime, Peterborough

the world of royal haskoning

3Royal Haskoning annual RepoRt 2010

inTRodUCTion Worldmap - Contents - Foreword

‘ Royal Haskoning looks back on 2010 with satisfaction’

IndiaSanjeev bhaTnaGaR Director Corporate & Support Groups, Noida(New Delhi) Vietnam

mS hoa Office manager,Ho Chi Minh City

United Arab EmirateshiSham al-hayoUTiArchitect Building Services & Structures, Dubai

RussiaSveTlana ZveZdinaBusiness Development Manager, Moscow

ThailandaRbhawadee deChalamaiProcess Engineer, Bangkok

Cambodia

Philippines

Indonesia

Malaysia

Qatar

dear reader,welcome to Royal haskoning’s 2010 annual Report. This year, in line with our corporate social responsibility policy, we have chosen to publish a compact report that will for the most part be made available online. The report provides a brief and informative outline of our national and international activities.

Royal haskoning is an independent inter-national engineering and environmental consultancy. Respected thought leaders within our market sectors, our 3,900 staff deploy their skills and expertise every day to develop, design and deliver innovative and sustainable solutions that enhance society, and i am proud to be part of this team.

The past year was one of the most difficult years ever experienced by our industry. but, despite this, my colleagues on the board of management and i are able to look back on 2010 with satisfaction. we succeeded in realising a worldwide turnover of € 335 million. The net profit rose by over 60 per cent in comparison with 2009 to € 7.6 million. our healthy solvency and liquidity position, combined with our new positioning and brand, form a strong basis for the future of our company.

my predecessor jan bout had a large part to play in this success. jan took retirement at the beginning of january 2011 after nine inspiring years at the helm and i would like to take this opportunity to thank him for everything he has meant to the company.

The same goes for each and every one of the company’s employees. Their continued commitment to delivering solutions for the challenges our clients face is an important source of inspiration to us and the decisive factor in the success and sustainability of Royal haskoning and that of our clients.

erik oostwegelChairman board of management

4

key figures2010

The Netherlands (53%)United Kingdom (12%)Belgium (2%)Rest of Western Europe (1%)Central and Eastern Europe (4%)

Middle East and Central Asia (10%)South East Asia (5%)America (2%)Africa (11%)

TurNOVerNet turnoverAdded value

resulTOperating resultEarnings before profit sharing and tax (Ebps)Earnings before interest, tax, depreciation and amortisation (Ebitda) Result after taxationReturn on average group equity (%)

iNVesTeD CAPiTAlBalance sheet totalGroup equitySolvency (%)Working capital/operating income (months)

liQuiDiTyCash flow from operating activities Current ratio (%)

NuMBer Of eMPlOyeesthe NetherlandsUnited Kingdom Rest of Europe Outside Europe

Total number of employees at year-end

Average number of employees over the year

Turnover per employee (x € 1,000)

Added value per employee (x € 1,000) Earnings after tax per employee (x € 1,000)

2010335.0262.7

25.418.2

19.17.6

10.0

170.079.947.1

2.5

29.0180.2

2,057636149

387

3,229

3,293

101.7

79.82.3

2009356.3273.2

23.212.9

18.34.76.8

156.271.645.9

2.6

15.6171.0

2,148675174

360

3,357

3,420

104.2

79.91.4

geOgrAPHiCAl DisTriBuTiONBreakdown of operating income (%)

grOuP eQuiTy(in million euro)

5312

11

10

25

41

2

80

70

60

50

40

30

20

10

02007 2008 2009 2010

KEY FINANCIAL FIGURES (€ MILLION, % OR EMPLOYEES)

6067

72

80

5Royal Haskoning annual RepoRt 2010

financial Key Figures 2010

DiVisiONsBreakdown of operating income (%)

MArkeTsBreakdown of operating income (%)

resulT(in million euro)

NeT TurNOVer ANDADDeD VAlue(in million euro)

Maritime (18%)Infrastructure & Transport (17%)Environment (15%)Coastal & Rivers (9%)Building Services & Structures (7%)

Water (7%)Industrial Engineering (7%)Industrial Concepts (6%)Spatial Development (4%)Buildings (5%)Development & Transport (4%)

Private clients (51%)Government (36%)Utility companies (10%)International financiers (1%)Other (2%)

Earnings before profit sharing and tax (Ebps) Result after taxation

Net turnover Added value

5136

18

17

15

10

97

7

7

6

45 41 2

25

20

15

10

5

0

400

350

300

250

200

150

100

50

02007 20072008 20082009 20092010 2010

23

11

9

5

8

245281 273 263

24

13

18327

373 356335

6

profile Mission - Vision - Strategy

The world is changing rapidly, as are our markets and our customers’ requirements. We need to act in response to international economic developments to create clarity about what Royal Haskoning stands for.

clear choices

We create solutions for problems that relate to the sustainable interaction between people and their environment.

We are at the heart of society and our solutions have a positive social impact. As a result, our employees are proud to work for Royal Haskoning.

These are The four foundaTions ThaT serve as The framework for royal haskoning:

We see our future as continuously increasing the added value of our services for our clients. Our clients’ world is our world: we share ownership of the issues that are important to them.

The real added value is to be found in the results that we achieve together with our clients when developing solutions for the projects we work on. In this way, we contribute to our clients success. Our services produce results for our clients and, at the same time, for society. As an independent organisation, we stand for unbiased and objective advice that is not influenced by external shareholders’ interests. Our ambition builds on this.

Together with our clients and stakeholders, we bring our enthusiasm to bear and work proactively to develop innovative and adventurous solutions that provide a sustainable response to the issue at hand.

We have a strong international network of professionals whose expertise is at the disposal of our clients. Together, we realise inspiring solutions. We operate around the world as ‘One Company’.

We are involved in and see ourselves as connected to our environment.

At Royal Haskoning, there is a unique culture of involvement. Our strength lies in the way we work together, with our clients and society.

our Mission

our Vision

our aMbition

our culture

he Board of Management of Royal Haskoning feels positive as it looks back over 2010. Unfavour-able economic conditions did reduce Group turnover by 6 per

cent to €335 million in 2010, however, a much sharper decline, of 14 per cent, had been expected at the beginning of the year. Never-theless, we unfortunately had to adjust staff numbers to the decreasing market demand. Despite the loss of turnover, earnings before interest, tax and depreciation amounted to €25.4 million (against €23.2 million in 2009). Savings on operating costs and improvement of internal processes have contributed to the more favourable results. After tax and profit distribution to staff, the result amounted to €7.6 million (representing 2.3 per cent of turnover), against €4.7 million in 2009.

SPECIAL ITEMS IN 2010Our 2010 result was positively influenced by a payment of €1.4 million from Dubai, an item for which we had made a provision in 2009.

Two technically, highly challenging and successful projects - ‘Room for the Waal’ in the Netherlands and Ras Laffan in Qatar - were unfortunately less successful in financial terms, causing a setback of €3.0 million. In addition, we have had to make provisions to the amount of €1.4 million in 2010 for reorganisation. In 2010, we also signed an agreement with a new ICT supplier. Total costs for the entire period will be lower than before; the one-off transition costs amounted to €1.4 million in 2010.

A SOUND AND HEALTHY BALANCE SHEETEven tighter control of our working capital enabled us to close the year with a net liquidity position of €52.1 million. Cash flow from operational activities amounted to €29.0 million (against €15.6 million in 2009). Nearly all divisions contributed to the improvement in working capital. With 47.1 per cent solvency and a current ratio of 180.2 per cent, the balance sheet looks healthy as of the end of 2010.

As a result of economic circumstances, work in hand at the end of 2010 had dropped to 5.8 months (against 6.7 months at the end of 2009). Work in hand showed a varied picture across the divisions.

BETTER BUSINESS MANAGEMENTIn 2010 we worked to improve our market profile and business management. Four strategic programmes underlie this: Clients First, Financial Control, Value Improvement in Business Processes and Learn & Grow.The Clients First programme aims to map out our clients’ needs, instead of exclusively offering our own expertise. We have looked at the challenges facing our clients from different perspectives and grouped the vast store of knowledge within Royal Haskoning into multidisciplinary teams. This has enabled us to win and implement several cross-divisional projects. An excellent example is the design

Royal Haskoning in 2010

Royal Haskoning achieved a worldwide turnover of €335 million in 2010. The net profit rose by over 60 per cent in comparison with 2009 to €7.6 million. Its healthy solvency and liquidity positions constitute a solid basis for the future of the company.

‘A good result despite a

difficult year’T

REPORT The Board of Management

7ROyal HaskOning annual REPORT 2010

and engineering of a brewery in Angola, for which the project team drew on resources from the Netherlands, Vietnam, Thailand and Indonesia. Or closer to home, the centre for war casualties De Basis in Doorn, benefited from an integrated approach with expertise from various divisions. Our whole approach to clients has improved further, reflecting the positive influence of the introduction of a new CRM-system. The upward trend in our client satisfaction surveys demonstrates that the programme is resulting in more satisfied clients.

INCREASED EQUITYThe Financial Control programme has borne fruit. The balance sheet has improved further. Royal Haskoning’s equity grew from €72 million to €80 million. In addition, our sound solvency and liquidity position form a firm base for the future.In the context of Value Improvement, we have worked on further improvement of our business management. Investments were made in project management; 500 employees have now been trained and the majority have gained IPMA certification. Co-ordination of our corporate process for all offices in various countries resulted in improvements to quality, flexibility and increased added value for our clients. Risk management rose to a higher plane last year, and became more firmly embedded in our organisation. We introduced a Risk Assessment Board to independently assess project-related risks.

LAUNCH OF SUSTAINABILITY CAMPAIGNSustainable development is, and will continue to be an important driver for our organisation. The greatest profit we record for man and the environment comes from sustainable, innovative solutions for our clients. Naturally, this also applies to our internal processes, including the reduction, as far as possible, of our own CO2 emissions. To involve our employees more closely with sustainable development, we launched the

Dare2Share sustainability campaign last year. Within the framework of the Rotterdam Climate Initiative, we also signed a co-operation agreement on sustainable development with the Rotterdam City Council. Under this agreement, both parties strive for tangible sustainability improvements in a wider sense in property and spatial developments and in projects.

TRAINING AND DEVELOPMENTOur employees are vital to the success of our company. For this reason, we paid even more attention during 2010 to opportunities for our people to train and develop, via the Learn & Grow programme. This has been pursued at world level, to improve our integrated, international service provision. As a result, our teams in India, Vietnam, Indonesia and Thailand - to name but a few - can now work together seamlessly with those in western Europe. Convinced as we are that our innovation skills contribute to our market position, now and in the future, our focus is on developing this even further. We intend to continue this approach in 2011. Other ways of stimulating innovation are: closer collaboration with universities, as well as organising in-house and external competitions. We are proud to have achieved the highest score in our history in the Intermediair Employers’ Survey for the best employer of 2010. Our clients will benefit from this, because we are constantly offering innovative and creative solutions.

CONSEQUENCES OF RECESSIONOn Royal Haskoning’s Western European markets (the Netherlands, the UK, Belgium and France) we have seen a sharp fall, especially in utility and residential buildings, due to the recession. One of the conse-quences has been that we have had to adjust the capacity of our Buildings Division. In the Netherlands, the industrial sector is on the upturn. Given that our sector, by nature, has a late place in the cycle, there has still been no

rise in the turnover of our Industrial Engineer-ing and Industrial Concepts Divisions. Our Infrastructure & Transport Division has fared better than many parts of our company. Extra investments under the Dutch Government’s Crisis and Recovery Act have certainly helped. Government cutbacks and market overcapacity have had a negative impact on results in the water sector. There is clearly less work on the market and price levels are under pressure. For the first time in years, we have had to reduce the size of the Water Division.The consequences of the recession continue to make themselves felt in our activities in the United Kingdom. The formation of a coalition government in spring 2010 has led to a reduction in government spending on infrastructure and on controlling the risks of flooding, while a greater role is being assigned to local government. Although there was considerable support for offshore wind projects and the development of industrial areas such as ports, funding for Private Finance Initiative (PFI) projects in the field of waste processing was scaled down. For Haskoning Belgium, 2010 was a difficult year with a substantial loss. By a better focus and new management, we expect to take an important step in the right direction in 2011. One of the consequences will be that divisions such as Infrastructure & Transport and Building will have a broader focus on the Belgian market in 2011.

The Danish government has recently decided in favour of an immersed tunnel as the fixed link between Denmark and Germany. Royal Haskoning, as a consortium member, played a prominent role in its design. The almost 19 kilometre long tunnel under the Fehmarn Belt is globally regarded as one of the largest and most challenging construction projects that is currently being prepared.In Russia, we had to reduce our staffing, but saw promising developments during the last quarter. These included the oil and gas industry in Yamal and the industry around

‘ Our sound solvency and liquidity position form a firm base for the future’

8

H.J.D. (Henry) Rowe Member since 01-01-2008

Member of the Board since 01-01-2008 > Born in 1952 > Nationality British > Membership Member of Environment Agency Strategic Framework Board > Previous position Director of Coastal & Rivers and Maritime Divisions at Royal Haskoning. International career in harbour and maritime sector <

E. (Erik) OostwegelChairman as from 01-01-2011

Chairman since 01-01-2011 > Member of the Board since 01-05-2009 > Born in 1966 > Nationality Dutch > Additional functions/memberships include Member of the Governing Board of NLingenieurs (association of consulting, management and engineering agencies), Member of Advisory Council Delft Infrastructures & Mobility Initiative (DIMI), Board member of NAP (‘The Process Industry Competence Network’), Member of Advisory Council ‘Universiteitsfonds Delft (UfD)’ > Previous positions Divisional Director of Industrial Installations and acting Divisional Director of Architecture & Building at Royal Haskoning <

F. (Frank) Heemskerk Member since 01-01-2011

Member of the Board since 01-01-2011 > Born in 1969 > Nationality Dutch > Additional functions/memberships include > Chairman of ECP-EPN, Chairman of ‘Nederlandse EffieAwards’ jury > Member of the national committee for Export, Import and Investment Guarantees > Previous positions Secretary of State at the Ministry of Economic Affairs, Member of the Lower House of the Dutch Parliament, various international positions at ABN AMRO Bank<

Moscow and St. Petersburg. The recovering economy in Asia has also yielded better results. Royal Haskoning has built a strong position there, resulting in assignments in - amongst others - the food & beverage and consumer industries. We have designed new facilities for various interna-tional players (such as L’Oréal and Colgate Palmolive). Our activities in Vietnam, Thailand and Indonesia have grown too. India also recorded an excellent result, driven especially by projects in the maritime sector.

The growth of the oil and gas industries (and all related facilities, such as terminals and loading stations) has been very important to Royal Haskoning, since Royal Haskoning contributes to the entire logistics chain. A major civil engineering and maritime project was the Nakilat shipyard in the Ras Laffan harbour in Qatar, which opened in 2010.

OUTLOOK FOR 2011Royal Haskoning realises that the coming year is not going to be easy. Prospects for utility and home building in particular are not good. Due to the weak property market, we expect less demand from project developers for design and consultancy. In addition, the governments in the Netherlands and the

United Kingdom face immense tasks in order to economise. At the same time, oil & gas-related projects offer new scope and opportunities. This also applies to projects in the fields of sustainability and energy saving. Here, Royal Haskoning, with partners, is continuously looking for innovative solutions for its clients’ problems. We expect stronger economic growth figures, especially in emer ging economies.

Royal Haskoning will continue its result-oriented approach in 2011. In doing so, we will focus on greater uniformity of working methods. This will not only increase the efficiency, but also the effectiveness of the organisation and its expected results. Despite unfavourable prospects in some sectors, we are seeking to maintain profitability at a similar level. In addition to the countries in which we are already established, we are paying more attention to opportunities in South Africa, Brazil and Australia. We see oil & gas, energy, food & beverage, water systems and shoreline development as sectors where we can add much value for our clients. Moreover, we have identified a number of niche markets with a high sustain-ability content, such as power generation from mini-hydro power stations.

Since the beginning of 2011, the Arab countries have increasingly been the scene of political tension and changes. Royal Haskoning is continually testing what effects these developments could have on its activities in certain countries and regions.

To increase customer focus in our organisa-tion, we have decided to adopt a market-oriented organisation structure. The existing 11 divisions will therefore be transformed into 5 Business Lines in 2011.

Finally, we wish especially to thank all our employees for their involvement, dedication and professionalism over the past year. With their work, they contribute to a better society. Their continued attention to our clients’ issues is also an important source of inspiration to us. Thus it becomes a decisive factor in the success of our company and of our clients.

Nijmegen, 17 March 2011

The Board of Management,Erik Oostwegel, ChairmanFrank HeemskerkHenry Rowe

REPORT The Board of Management

9ROyal HaskOning annual REPORT 2010

10

16 7,000m2training and rehabilitation centre

‘De Basis’ in Doorn

file Urban areas & bUildings

Royal Haskoning has been supporting the redevelopment of the 16 hectare site at De Basis in Doorn since 2008. De Basis is an inde-pendent provider of care services that helps former armed services personnel and those from uniformed public services who have experienced trauma. The buildings have been designed to blend in with the natural surroundings. Sustainability aspects have also been catered for in varying ways, such as the effective use of daylight and sunlight to save energy.

18terraced sheltered apartments

hectare site

11royal Haskoning annual report 2010

file Urban Areas & Buildings

elcoming accom-modation in beautiful wooded countryside near the town of Doorn. Plenty of opportunities

for sport, fitness training and after-care.A range of specialist carers on hand to counsel uniformed service personnel who have suffered traumatic experiences.

That is basically what the De Basis Founda-tion is there for. Supported by a combination of public and private funding, the organisa-tion has many years’ experience of caring for veterans. Two years ago a decision was made to extend the service to people in other high-risk occupations, such as ambulance paramedics, fire-fighters and police officers. This required updating the facilities and the site.The Foundation therefore called on Royal

Haskoning to help. Since 2008 we have been supporting the redevelopment of the 16 hectare site and carrying out a number of projects. Amongst other things, our architects designed 18 terraced sheltered apartments that are fully equipped for people with disabilities. The remarkable thing about their design is that different modules are used to adapt the accommodation precisely to the needs of the occupant, and maximum privacy is guaranteed. We are also responsible for the design of the 7,000 m² training and rehabilitation centre ‘Nieuwe Basis’ with accommodation facilities on the site. All the training rooms leads on to a beautiful garden that provides the feeling of peace and security that is so essential to the therapy programmes.

Sustainability is a feature of the ‘Nieuwe Basis’ in several different ways. For example,

our architects matched the design of the various buildings to the natural environment as far as possible. The white rendered facades provide a pleasing contrast with the green surroundings, while natural materials such as wood and stone help make the buildings appear grounded in the landscape. The crea-tion of green roofs and the special bat boxes encourage local biodiversity. The buildings have also been designed to make optimum use of daylight and sunlight, thereby saving energy. An innovative ventilation system provides a clean and fresh interior climate, for the comfort of guests, staff and visitors.

Watersaving toilets and showers reduce water consumption. Thanks to all these features, the ‘Nieuwe Basis’ is not only a healthy and attractive place to stay, it also contributes to biodiversity and is at one with its surroundings.

W

12

tHe teaM

Throughout this project, Royal Haskoning’s architects, environmental experts and engineers have worked very closely with the client. The integration of architecture, nature, landscape and sustainability is truly inspiring. This is reflected in a design that is carefully embed-ded in the landscape, whereby the functions of the

different buildings make optimum use of the quality of the environment. All the training rooms, for example, lead on to a beautiful garden that provides the feeling of peace and security that is so essential to the therapy programmes.

“It is wonderful to be involved in the redevelop-ment of the Nieuwe Basis, from the first initiative right through to the execution phase. The project is multi-faceted and ambitious. Thanks to close collaboration with the client, I was

able to act as the link with all the necessary expertise within Royal Haskoning. We translate our knowledge into a specific design for the Nieuwe Basis. It gives me enormous pleasure to work on this project.”

“The buildings of the future, which we are designing today, are sustainable in their use of materials, flexibility and low energy use. Often they will be required to perform multiple functions. This calls for smart, integrated solutions, whereby every-one involved must work together and think in terms of the overall lifecycle. Thanks to the combination of design, organisational capacity and technical expertise, Royal Haskoning has a unique position in the market.”

“Royal Haskoning is an engineering and consultancy firm par excellence. The architects with whom I have the pleasure of working know exactly how to use their creativity to best effect. Architect Jan Koelink is the very embodiment of this. He has his own views, and is willing to

stand up for them, but at the same time he listens very carefully to find out exactly what is required. This is in sharp contrast with other architects who primarily wish to sell their own design to the client, but take little account of what the client actually wants.”

architect royal haskoning

Jan koelink

proJect manager and head of royal

haskoning architecten

maarten faber

property manager of ‘de basis’

harro messelink

INTegRATIONThe design of the various buildings match the natural environment as far as possible.

13royal Haskoning annual report 2010

file Urban Areas & Buildings

proJeCt sHoWCase

official opening of the ‘de la mar’ theatre by QUeen beatrix

innovative design for shopping mall in thailand

sUstainable bUsiness park ‘de brem’

A large garden, an ornamental pond and a spectacular waterfall all form features of the new Promenada resort shopping mall in the second largest city in Thailand, Chiang Mai. Under contract to Dutch investor eCC, Chuchawal Royal Haskoning

is responsible not only for the architectural design, but also for project and construction man-agement. The new ‘resort-style’ shopping centre due to open at the beginning of 2012 will offer a unique shopping experience for Thai consumers.

The municipality of gennep has expressed its ambition to make ‘De Brem’ business park a sustainable and (as far as possible) CO2-neutral industrial site. Royal Haskoning has developed a sustainable design and sustainability strategy based on an earlier market study. Workshops with business people and creative sessions formed an important part of the interactive

renovated cottage inspires a neW generationHow do you convert a 16th century cottage into a modern visitor centre filled with art and culture? A challenging assignment for Royal Haskoning’s civil engineers in the UK. It took them just over a year to work their magic and transform the picturesque dwelling that once belonged to John Clare, one of the country’s greatest 19th century romantics, into an inspiring meet-

ing place for all generations. In addition to preserving many of its authentic features, the design engineers incorporated modern technological features to ensure John Clare Cottage and its visitor centre - located in the english village of Helpston - will continue to provide many more years of education and enjoyment.

The waiting was finally over for Amsterdam at the end of Novem-ber 2010 when the new De la Mar Theatre was officially opened by Queen Beatrix. Theatre lovers Joop van den ende and his wife Janine invested € 65 million in the project. Corsmit Raad-

gevend Ingenieurs, part of Royal Haskoning, were involved in the demolition and new build plans for the theatre since 2002. The main challenge was integrating the original, 19th century facade into the design.

approach taken. A unique aspect of Royal Haskoning’s solution is the proposal to grant co-owner-ship of ground. The industrial site would be split into ‘apartments’ and each business would own an ‘apartment’. In this way, a strong basis can be formed for the sustainable management of the site, an aspect that is not currently addressed on most industrial sites.

14

VILLA ON THE MOONRoyal Haskoning Architecten design villa on the moon.

Vitens and Royal Haskoning win IWA innovation prize for new degassing technology to recover methane gas from extracted groundwater.

Royal Haskoning wins the Ei van Columbus (‘egg of Columbus’) award for the Sensibel noise simulator.

IWA INNOVATION PRIZE

EI VAN cOLuMbus

AGREEMENTThe Delta Group(a joint venture of Dutch companies in which Royal Haskoning participates) signs agreement with Gazprom to develop new gas fields on the Russian peninsula of Yamal.

susTAINAbLERoyal Haskoning wins Cambridge Sustainable Drainage Competi-tion for a sustainable water and drainage system.

MEDIcAL cENTRE uTREcHTOpening of intensive care unit at Univer-sity Medical Centre Utrecht, for which Royal Haskoning designed the building services.

TERMINALWinner of the Hamburg Port Authority terminal design competition.

DIGITAL INFORMATION sYsTEMPresentation of new digital information system for flood defences in Louisiana.

january february may

JAcquEs DELORsAward of ‘Vrede van Nijmegen’ (Peace of Nijmegen) medal to Jacques Delors.

HIGHLIGHTs OF2010

march april june

15Royal Haskoning annual RepoRt 2010

tHe yeaR in view Highlights 2010

‘ We make the biggest gains for people and the environment with innovative, sustainable solutions for our clients’

cRADLE TO cRADLE©Together with Suffolk County Council, Royal Haskoning launches the first Cradle to Cradle© network in the United Kingdom.

ARTWORKUnveiling of De Hurkende Man (‘the squatting man’) in Flevoland. Royal Haskoning was responsible for the structural design.

WIND FARMOpening of Thanet Offshore Wind Farm, the biggest wind farm in the world. Royal Haskoning’s in-volvement included responsibility for the environmental impact assessments.

DELTAHarvard students turn Dutch delta upside-down with their contribu-tion to the Delta Competition, co-organised by Royal Haskoning.

cONcRETE sOcIETY AWARDRoyal Haskoning nominated for the Concrete Society Award for the coastal defence project at Weston-super-Mare.

WINNERProcess engineer Serdar Erdag wins NAP competition for his idea to use CO2 released in the process industry for the production of algae.

bIGGEsT INNOVATORRoyal Haskoning named the ‘biggest innovator’ and ‘best client’ at the Cobouw Awards.

july august september october

sOuTH AFRIcASafety milestone in the construction of chemical plant in South Africa: one million hours worked with no serious accidents.

november december

16

RepoRt of the SupeRviSoRy BoaRd

d uring the year under review, the Supervisory Board has focused, in its supervisory and advisory capacity, on the difficult market conditions caused by the global economic recession. The company took a swift and cautious approach in its response to the

crisis by reducing capacity in a number of departments and through various reorganisations. We are pleased that, despite reduced turnover, we have achieved a significant improvement in the results compared to the previous year. On this basis, we can say with confidence that the company is in a healthy financial state.

We are also pleased to note that a great deal of progress has been made with the reorganisation and rationalisation of the financial and administrative processes. The new, pragmatic approach to innovation, with the main focus on sustainability, is having a refreshing effect and stimulates the relevance for society of our activities. Regular discussions have been held with the Board of Management regarding improvements to project management and risk management and the all-round use of ICT. There is still much to be gained through improvements here and we will look more closely at these areas in 2011.

The Supervisory Board has also decided for 2011 to form a committee from among its members to focus specifically on staff policy at a broad level. It will be similar in nature to the Audit Committee that focuses on financial matters. The findings of these committees will form the basis for discussions in the full Board meetings.

Another important point for deliberation was the succession of the chairman of the Board of Management, Jan Bout, who stepped down from his position on his retirement on 1 January 2011. The Board thanks Jan for the enormous contribution he has made to the growth and development of the company over the past nine years. It was particularly gratifying to learn that he was to be awarded the distinction of Officer in the Order of Orange Nassau. The Board decided to recommend Jan Bout’s appointment as a member of the Supervisory Board as of 1 July 2011. The Works Council and the shareholders adopted this recommendation.

The Supervisory Board also deliberated over the re-appointment of Klaas de Vries on 1 January 2011 and decided to recommend his reappointment to the shareholders. The shareholders were in agreement.

Meanwhile, the new Board of Management with Erik Oostwegel as the new chairman and Frank Heemskerk as

a new member alongside Henry Rowe, has thrown itself enthusiastically into its task as it builds on the strong foundations it has inherited. Their mission will be to continue to use the company’s flexibility to respond to and capitalise on continually changing circumstances. Our customers’ needs and the quality of our services and our employees will continue to be central. The Supervisory Board looks forward to providing continued support to the Board in the fulfilment of its role.

During the year under review, individual members of the Supervisory Board also had contact in different capacities with the Works Council, the Stichting Beheer Aandelen Haskoning (Foundation for the Management of Shares in Haskoning) and the Management Council. We found our meetings with them to be open and constructive and look forward to working together in a similar manner in the future. The understanding attitude taken by the Works Council with regards to the necessary, sometimes painful, measures that have had to be taken, and their constructive contribution to decision-making deserves special mention.

We would like to extend our thanks to all employees: their efforts and achievements form the basis for the company’s success in the past, and allow us to look forward to the future of Royal Haskoning with confidence.

Nijmegen, 17 March 2011

On behalf of the Supervisory BoardJan Veraart, Chairman of the Board

The new, pragmatic approach to innovation, with the main focus on sustainability, is having a refreshing effect and stimulates the relevance for society of our activities

17Royal Haskoning annual RepoRt 2010

RepoRt Supervisory Board

• Term ends at the end of 2012

• Born in 1939 • Nationality Dutch • Chairman of the Super­

visory Board of ‘Koninklijke De Vries Scheepsbouw B.V.’, chairman ‘Stichting ING Aandelen’

• Previous position President of the Board of Manage­ment of ‘Hollandsche Beton Groep’

• Term ends at the end of 2011

• Born in 1946 • Nationality Dutch • Managing Director and

owner of SMALLTAILS.COM, consultants

• Vice Chairman of the Supervisory Board of ‘RDW’, chairman of the ‘Beleggingsadviescom­missie SPW’, member of the board of ‘Stichting Cordeans’, Supervisory director ‘Optiver Holding B.V.’, Supervisory director ‘Total Specific Solutions B.V.’

• Previous position Chairman of the Board of Management ‘Bank Nederlandse Gemeenten’

• Term ends at the end of 2013

• Born in 1965 • Nationality Dutch • Lawyer and partner

with Houthoff Buruma, lawyers, notaries and tax consultants

• chair of the Supervisory Committee of ‘AMREF Fly­ing Doctors’, Supervisory Director ‘Univé­VGZ­IZA­Trias’, member of the Supervisory Committee of ‘Waarborgfonds Kinderopvang’, member of the Supervisory Committee of ‘Nederlands Dansthe­ater’, Chair of the Board ‘John Adams Institute’, member of Executive Com­mittee ‘De Nederlandse Bachvereniging’, member of the Supervisory Com­mittee ‘Stedelijk Museum Amsterdam’, member of Central Planning Committee ‘CPB (CPC)’, Vice Chairman ‘Commissie Integriteit Publieke Omroep (CIPO)’

• Terms ends at the end of 2012

• Born in 1944 • Nationality Dutch • Emeritus Professor at the

Institute of Social Studies • Emeritus Professor at

the Vrije Universiteit Amsterdam, Member of the Afrika Studie Centrum Supervisory Committee, member of the Supervisory Committee of UNICEF­Nederland, member of KNAW, member of the UN Committee for Develop­ment Policy, member of the International Advisory Council of the Institute for Urban Environment, China

• Previous positions Rector of the Institute of Social Studies, Chairman ‘Raad voor Ruimtelijk, Milieu­ en Natuur Onderzoek’, Vice Chairman ‘Raad van Advies voor Onderzoek Ontwikkelingsvraag­stukken’ and the ‘Nationale Advies Raad voor Ontwikkelingsbeleid (NAR)’, Director ‘Instituut voor Milieuvraagstukken’

• Term ends at the end of 2014

• Born in 1943 • Nationality Dutch • Member of Upper House of

Dutch Parliament, mem­ber of Supervisory Board at ENECO, chairman of the board ‘Nederlands Muziek Instituut’, chairman of the board ‘Stichting Centrum Arbeidsverhoudingen Overheidspersoneel’, Visi­ting Professor at Radboud Universiteit Nijmegen

• Previous positions Member of the Lower House of the Dutch Parliament, Minister of the Interior and King­dom Relations, Minister of Social Affairs and Employ­ment, Chairman ‘Sociaal Economische Raad’, Head of the ‘Vereniging van Nederlandse Gemeenten’

J.J.M. (Jan) VeraartChairman of the BoardMember since 2001

P.P.J.J.M. (Pieter Paul) van BesouwMember since 2004

M.T.H. (Marry) de Gaay FortmanMember since 2006

J.B. (Hans) OpschoorMember since 2005

K.G. (Klaas) de VriesMember since 2007

18

240,00030025 yearshomes are supplied with energy annually

megawatt capacitylife expectancy

World’s largest Wind Farm

fileenergy & industry

One hundred wind turbine generators each 115m tall, covering an area of more than 35 square kilometres off the south eastern coast of England – the Thanet Offshore Wind Farm is capable of generating 300MW of electricity; enough to supply 240,000 homes.

19

oyal Haskoning has worked on the Thanet Offshore Wind project since 2004, utilising the com-pany’s expertise in Environmental Impact Assessment (EIA) and the

UK planning process to assist in securing a successful award of consent to construct the wind farm. Royal Haskoning’s role continues, as Environmental Liaison Officer and Consents Advisor to the project. The project opened on 23 September 2010 and is expected to remain operational for at least 25 years.

More than 100 stakeholders, including government agencies, statutory advisors, NGOs, industry representatives, private sector organisations, sea users, and the general public were consulted by Thanet Offshore Wind as part of the EIA-process.

During seabed surveys the reef forming Ross Worm Sabellaria spinulosa was identified. Further assessment revealed that the potential for reefs to form within the wind farm could not be ruled out.

Royal Haskoning worked closely with Thanet Offshore Wind and Natural England, the UK Government’s advisor on nature conserva-tion, in order to agree a plan for the reposi-tioning of wind turbines and power cables to create exclusion zones. This approach has now been adopted as best practice for other projects.

Royal Haskoning is very active in the Offshore Wind sector in Europe. In the UK, so far we have provided a range of environmental, EIA, consenting and engineering support services

to 11 major offshore wind farms. This includes two of the largest offshore wind development zones under the UK Round 3 process which, when fully developed, have the potential generation capacity of 16.5GW of renewable energy.

Royal Haskoning was also responsible for safety coordination during the design and construction stages of the Belwind Park wind farm in the North Sea, where 55 turbines have been producing green electricity for 175,000 homes from December 2010. This equals a CO2 reduction of 270,000 tonnes. Thanks to the collaboration of local, regional and national authorities, the wind farm was developed in a record three-and-a-half-years and built in only 15 months.

r

File Energy & Industry

20

tHe team

Ole Bigum Nielsen has worked in the wind energy sector since 2000 and has overall respon-sibility for coordinating programme timings and construction costs for Vattenfall’s UK offshore projects - including Thanet Offshore Wind Farm.

Why does this sector appeal to you?“Working within an industry where the equip-ment and technology is so new ensures there are always challenges to overcome, but the sense of achievement within the team after the successful completion of a ground-breaking development such as Thanet is inspiring.”

What does the future look like?“I believe that in ten or even 20 years time many different countries will have developed offshore wind farms. It is exciting to be able to assist with this progression and an aspect of my role will be to develop offshore wind farms across Europe, in countries such as Germany and Denmark. Within the UK, after the success of Thanet we are now ready for our next challenge! We hope to begin construction work in early 2015 on an im-mense development off the coast of East Anglia, which will be 25 times the size of Thanet, and will have the potential to power millions of homes.”

“Within Royal Haskoning, we have set up an International Wind Team, consisting of specialists in the fields of energy, the environment, technology and project management. Across all layers and countries of our company, they work together on creative, innovative solutions for our clients who build wind farms. We combine our experience in the field of wind energy with the know-how that we acquired in other sectors. We are familiar with the entire process: from initial feasibility studies, financial risk analyses, environmental studies and permits, to engineering and wind farm construction.” “Royal Haskoning remains

at the forefront of the UK’s plans for a sustain-able energy future. To date, we are involved in the consenting and delivery of around 2.2GW of approved and planned offshore wind generation capacity. Add to this our ongoing involvement in the massive ‘Round 3’ projects in the Firth of

Forth and the Dogger Bank and this figure has the potential to rise to nearly 16GW. Our track record is a reflection of the relationship we build with our clients; a relationship based on the quality of advice and expertise we deliver across all aspects of development.”

Head OffsHOre fOr Vattenfall

in tHe united KingdOm

Ole Bigum nielsen

directOrWind inter-

natiOnal team rOyal HasKOning

BOB meijer

directOr OffsHOre energy rOyal HasKOning

rOBert staniland

File Energy & Industry

21royal Haskoning annual report 2010

proJeCt sHoWCase

deep-freeze tHe size Of fOur fOOtBall pitcHes

neW sHOps fOr indian cOnsumers

reduced reliance On animal testing as a result Of innOVatiVe analysis tecHniques

The ambitions of Reliance Retail Limited, which is part of one of the largest industrial conglomer-ates in India, are anything but modest. Over the next five years, the company plans to open

100 cash & carry outlets, 350 hypermarkets and ten distribu-tion centres. Chuchawal Royal Haskoning Thailand was asked to carry out various design activities.

Royal Haskoning has a strong expertise base in the area of chemistry, (eco)-toxicology, risk management and regula-tory affairs. In 2010, our experts assisted the REACH Citrus Consortium with the registration of a number of substances at the European Chemicals Agency in

Helsinki. The group of around 50 producers and importers of citrus oils worked with our experts to analyse and identify missing information on these substances. A combination of alternative analysis techniques were used, which minimised the need for animal testing.

sustainaBle l’Oréal plant in indOnesiaAt the end of 2009 Royal Haskoning Indonesia won the contract for the design and construction management of the first stage of a new production facility for skin and hair care products for L’Oréal in Indonesia. Mid 2010 Royal Haskoning Indonesia also was awarded for the second stage as well. The entire facility consists of a production plant, packaging building, warehouses, utilities, offices and support buildings and the site infrastructure. The building area is 65,000 m2. Apart from the design and manage-

ment services, Royal Haskoning Indonesia also provided the safety management for the project and the services to obtain a LEED certification for the project. LEED is an evaluation and certification system for sustain-able building set up by the US Green Building Council. It will be the first industrial plant with a LEED certificate in Indonesia. The project is currently under construction with a site team of 14 Royal Haskoning Indonesia staff and is due to be completed in the last quarter of 2011.

Standing 35 metres tall and occupying a plot the size of four football pitches, the new storage and distribution centre of Partner Logistics Europe in Wisbech (UK), can hold 77,000 pallets of frozen goods. Royal Haskoning was commissioned to provide a range of services including the design and engineering of the biggest deep-freeze in the country. The centre is packed with innovative

technology, such as a special concrete floor which can cope with a temperature difference of 50°C. In the unlikely event of a power failure, the centre is engineered to keep the products cool. Air locks prevent cold air from escaping and special cladding on the external walls reflects sunlight so as to keep the inner temperature constant.

an-Paul Kimmel, has a degree in public health and toxicology and has worked for Royal Haskoning for several years in a number of roles. He currently devotes part of his time to the role of Corporate Social Responsibility (CSR) Manager. This role, which he took on a couple of months ago, involves

examining the extent to which the organisation can become more sustainable internally. But what exactly does Royal Haskoning mean by CSR? There are many different definitions and interpretations in circulation. “I prefer to talk about sustainable development. This means the company taking responsibility for the effects on social, ecological and economic aspects across the entire supply chain. It is about assigning responsibility and entering into a dialogue with stakeholders.”

What does this detailed description actually mean for Royal Haskoning on a day-to-day basis?“We are a consultancy with people at the heart of our business. We are not a production company with a massive material and energy consumption. Therefore the biggest gains can be made for people and the environment through the innovative and sustainable solutions we deliver for our clients. For example, we advise clients in the oil & gas sector on environmental management, and those in the logistics sector on port facilities. In our internal business operations too, we weigh up and evaluate the impact of our activities in social, ecological and economic terms. In doing so, we seek to achieve a balance between these three aspects. Our stakeholders have the opportunity to judge the extent to which we are succeeding in this in our CSR report. The report, which Royal Haskoning brings out annually, outlines our performance and the added value we generate for clients through our solutions. It also reports on our role in specific supply chains and our dialogue with stakeholders.”

Could further gains be made internally?“One of the first and most obvious areas we reviewed was the travelling habits of employees. We have overhauled our lease arrangements to make them greener and encourage people to use public transport or car sharing. We have also invested in video conferencing systems in several countries. We will continue our efforts in this area in 2011 by raising awareness of travelling habits among employees.”

What has been achieved in 2010 in concrete terms?“We have achieved level 3 certification on the ProRail performance ladder. This is a way of demonstrating that reducing CO2 helps us to win orders. We have also started work on amalgamating eight different codes of conduct into a single document that we will use for our suppliers (Supplier Code of Conduct) worldwide. Having a discri-minating procurement policy for our various goods and services is another way we can make a difference. By scrutinising the sustainability policy of our suppliers, we are taking responsibility as a company of international standing. Knowledge-based companies like Royal Haskoning can play an important role in the transition to a different way of producing. A study by the UN shows that, if we continue to consume at our current rate, eventually we will need three earths to meet the needs of everyone on the planet. We can and must take a lead in this. Our advisory role in different sectors means we are in a prime position to bring clients together and to help them further along the road to co-creation and innovation. That’s where we really make a difference.”

The Cradle to Cradle® concept developed by German chemist Michael Braungart and which provides a different perspective on production is an important source of inspira-tion for Royal Haskoning. What is the core of this innovative perspective on sustainability?“The essence of this vision lies in the concept of ‘building materials remain building materials’. All the materials used in one product should be designed in such a way that, at the end of the product’s life, the materials can then be used in another product. Braungart believes that this approach of eco-effective production, rather than just eco-efficient production is not only beneficial and necessary for the environment, but it is also profitable. This has already

‘ SuStainable development iS a continuouS proceSS’Royal Haskoning’s primary focus has always been to consider people and the environment by deliver-ing innovative, sustainable solutions for its clients’ challenges. “But, we are also investing in sustain-able development internally,” states CSR manager Jan-Paul Kimmel. “For example, reducing the CO2 emissions attributable to business travel and reviewing the sustainability policy of our suppliers.”

J

‘After the life cycle of one product has ended, the materials used in

that product should be recycled and reused in a different product.’

22

CSR MANAgeR JAN-PAUl KIMMel:

‘ SuStainable development iS a continuouS proceSS’

• Winner of the green Pearl Award 2010, nominated for the Province of limburg’s Koplopersprijs (trendsetter award) for the ‘energy teams on your doorstep’ project

• expansion of Royal Cradle programme

• ProRail perform-ance ladder level 3 certification, improvement programme to achieve level 5 has started

• expansion of Jet-Net partnership

mile-StoneS

been demonstrated on a number of projects we have carried out for various clients.”

Could you give some examples?“Our multi-disciplinary teams sought practical solutions for commonplace processes in the potato-processing industry. large amounts of heat are released when cooking oil is heated and when chips are frozen. This could be used as heating for the surrounding district. Used oil can also be recycled as feed for livestock, or algae can be grown on potato water or peelings. Another notable example is The Hague University of Applied Sciences in Delft. Our architects succeeded in creating an extremely compact and flexible building using innovative, energy-saving technology, such as internal power generation and hot and cold storage facilities in the basement. For example, the finish on the parking facility on the roof and the access ramp for the car park are used as solar collectors. In 2010 we also drew up an award-winning plan for the Hamburg port authority, in which an existing terminal will be converted into a CO2-neutral, automated and truck-free container terminal. Tidal and wind turbines will generate a propor-tion of the energy used by the terminal. As part of the internal Royal Cradle programme developed together with Braungart, dozens of employees have received training in the Cradle to Cradle® concept over the past year. They are now in a position to put the concept into practice for the benefit of clients. Various projects have emerged from this. The annual report details several national and internatio-nal examples.”

Are we involved in social aspects?“We certainly are. This is important, because the company is at the heart of society. For this reason, we are very proud that Royal Haskoning and its partners have won the green Pearl Award for the ‘energy teams on your doorstep’ project. As part of this project, people living on benefits give energy-saving tips to households on a low income. This not only allows them to gain work experience, but it also helps to reduce energy bills. More and more municipalities are embracing this concept.”

Royal Haskoning also invests time and effort into educational projects. For example, we are involved in the

Network Jongeren en Technologie Netwerk Nederland (Jet-Net - Young People and Technology Network) that helps secondary education students form a realistic picture of how technology benefits society. Why does Royal Haskoning believe this is important?“It is important for our future, because students who graduate in science subjects are becoming harder to find. We partner eight secondary schools where our employees provide tailored programmes and activities to promote technical subjects. We also support for instance the univer-sities of Delft, eindhoven and groningen where several of our employees are involved in educational programmes. We have a feeling for and an insight into what is happening in society. In this way, we are investing in our country’s future, a future in which technology plays a crucial role.

In addition, through the Delta Competition, that has now been held three times, we challenge talent from top universities around the world to devise solutions for delta problems. We also organise the Denkfabriek (think tank). In the Denkfabriek, dozens of students, working under the guidance of our employees, seek solutions for pressing issues for existing clients, such as the redevelopment of the Rotterdam port area. These events encourage innovation and creativity in the interest of society.”

What’s in store for your role in the coming years?“In 2010, we launched the Dare2Share sustainability campaign to get our employees even more involved in sustainable development. This was an inspiring week, in which various participants from within and outside the company got involved in a range of activities, such as a brainstorming session on how the Nijmegen Four Day Marches can be given a more sustainable aspect. A number of creative ideas were put together. For example, distributing umbrellas with solar cells that participants can use to cool themselves down. Or recovering valuable raw materials, such as phosphates and urea, from the large quantity of human excreta and urine that the 1.5 million visitors leave behind. Our employees in other countries are seeing greater interest in sustainable development too. For this reason, we will involve them in these types of initiatives even more over the coming years.”

23Royal Haskoning annual RepoRt 2010

inteRview CSR manager Jan-Paul Kimmel

24

110 ha 7 kmreclaimed land outside the coastal

line of Qatar

Civil and maritime top performanCe in Qatar

fileinfrastructure & Ports

Even if we do everything we can to generate energy from renewable resources we will only be able to supply a quarter of the world’s energy needs by the middle of this century. Natural gas remains an attractive option, because it is a relatively clean fuel, emitting much less CO2 when burnt, than coal. To benefit from the advantages of natural gas, a sustainable and safe transport infrastructure is needed.

400 m long, 80 m wide and 17.6 m deepis the size of the dry dock

25royal Haskoning annual report 2010

Civil and maritime top performanCe in Qatar

t he state of Qatar on the Arabian Gulf owns almost 14 per cent of the world’s natural gas resources. While gas used to be burned off as a residual product of oil

extraction, the country now wants to make use of this strategic resource as sustainably as possible.

Some of the gas is converted into a synthetic diesel and used for transport purposes, while much of the remainder finds its way to Europe and Asia as LNG (liquified natural gas). To create LNG, natural gas is transformed into a liquid by lowering its temperature to minus 160 oC.

Not only does Qatar have the world’s largest LNG production capacity, it is also home to the world’s largest fleet of LNG carriers. Nakilat, the Qatar Gas Transport Company, owns 25 LNG carriers, and is partial owner of a further 29 vessels. The company also has four LPG (Liquified Petroleum Gas) tankers.

In 2004, First Marine International, (now part of Royal Haskoning), was asked to carry out

a feasibility study for the construction of a shipyard for the maintenance and repair of LNG and LPG tankers, as well as the construc-tion of coasters, tugboats and supply vessels.

On the basis of the feasibility study, a joint venture was established between Nakilat and Singapore-based Keppel Offshore and Marine, and it was decided to build the ship repair yard near the Port of Ras Laffan in northeast Qatar. The complex is situ-ated seven kilometres from the coast, in a specially-created reclamation. Afterwards the investment has expanded with the construc-tion of a new shipyard, with the Dutch com-pany Damen Shipyards Group as a partner. This has led to a joint venture, named Nakilat Damen Shipyards Qatar.

Royal Haskoning was responsible for the design and supervision of construction works for the dry docks, quays, fabrication buildings and other facilities. During the development of this ‘best-in-class shipyard’, Royal Hakoning worked closely with Nakilat, classification societies, such as Det Norske Veritas, experts from various disciplines and

dozens of subcontractors. In November 2010 the shipyard was officially inaugurated by the Emir of Qatar.

With the Erhama bin Jaber Al Jalahma shipyard, Royal Haskoning has provided a showpiece of its ambition to contribute to a sustainable and safe transport infrastructure. This ambition is not restricted to the transport of oil and gas. Last year, Royal Haskoning won a competition by the Hamburg Port Authority for the redevelopment of a container terminal covering an area of 125 hectares, with a highly innovative concept entitled ‘Port Evolution’.

This concept is characterised by a high degree of automation of quay transport and storage of containers. Containers are moved by rail, preventing the constant movement of lorries. This leaves more room for public services, such as water taxis and access to a nature reserve. The terminal is carbon neutral, thanks to the use of tidal and wind energy.

file Infrastructure & Ports

26

tHe team

The shipyard is situated on a reclamation in the Arabian Gulf, covering an area of 110 hectares, seven kilometres from the coast of the Port of Ras Laffan in the northeast of Qatar. The Port of Ras Laffan is the centre of LNG production.

Two dry docks were built in the reclamation, the largest being 400m long, 80m wide and 17.6m deep. Large enough to service Q-Max carriers, the largest LNG ships in the world, capable of transporting about 260 million m3 of liquid gas. The two dry docks and their enormous gates were built in one stage: a tour

de force in terms of system integration, in which Royal Haskoning played a key role.

The shipyard is not only used for maintenance and repairs, but also the construction of small and medium-sized vessels and offshore constructions. Seven halls were built, the largest of which - measuring 270m x 65m - is suitable for the construction of medium-sized vessels. In addition, offices and other facilities were created for shipyard personnel, subcontractors, representatives of shipping companies, and other parties.

“Our vision is not only to be the world’s leading owner and operator of vessels for the trans-portation of LNG and associated products; but also to be the provider of choice for ship repair and construction services, as measured by customer satisfaction, operational efficiency and our commitment to high standards of safety,

health and environment. With the inauguration of this world-class, state-of-the-art shipyard, a new industry - a marine industry - is born in Qatar. Our new shipyard is an outstanding asset for the State of Qatar, and an excellent foundation for Nakilat to establish ‘centres-of-excellence’ with its joint venture partners.”

“Royal Haskoning is proud to be associated with this project, one of the world’s largest state-of-the-art facilities.  From the initial concept, through to construction and the inauguration of the shipyard, Royal Haskoning’s multi-disciplinary team has provided services in all aspects of the develop-ment to ensure a success-ful outcome.”

“The inauguration of the Erhama bin Jaber Al Jalahma Shipyard is a significant accomplishment for Nakilat and an important development for the State of Qatar. Our new shipyard is of key economic importance and will ensure the highest inte grity and reliability of our fleet of ships, while providing for the development and growth of a new marine industrial sector in Qatar. Taken together, these accomplishments contribute to

the realisation of His Highness the Emir of Qatar’s vision for Qatar’s economic development and for the ongoing prosperity of its citizens. The Nakilat Shipyard combines world-class facilities with outstanding international partners which will establish Qatar as an internationally recognised centre-of-excellence in shipbuilding, repair and conversion, with additional capabilities for industrial fabrication and construction.”

nakilat’s Managing

DirectorMuhaMMaD

ghannaM

Director of DiVision

MaritiMe roYal haskoning

siMon harries

DePutY PreMier, anD Minister

of energY anD inDustrY for the

state of Qatar, anD chairMan of

nakilathis excellencY

abDullah bin haMaD al-attiYah

THE TECHNOLOGy

The impressive dry dock is a technical

tour de force

27royal Haskoning annual report 2010

proJeCt sHoWCasetubular acoustic screen noMinateD for Dutch Design aWarD

DenMark chooses tunnel oPtion for link to gerManY

Juliana briDge Wins aWarD

In its final deliberations on the fixed link with Germany, the Danish government has opted for a solution developed by TEC, Tunnel Engineering Consultants, a joint venture in which Royal Haskoning participates. The immersed tunnel was chosen in preference to a bridge because

of the lower risk profile for the environment and shipping, and higher availability during use. With an investment of around €5 billion, the 19 kilometre long tunnel under the Fehmarn Belt is one of the biggest and most challenging construction projects currently in preparation.

Back in November, the Juliana Bridge in Zaandam, designed by Joris Smits of Royal Haskoning Architecten, was recognised with the European Concrete Award. The international jury was particularly impressed by the

unusual geometry of the slender V-shaped pillars. The bridge, with its low, fluid profile, is carefully integrated into its surroundings in the historic Zaanse Schans area of Zaandam.

neW lifeboat station aMong the cliffs of cornWallWorking with a local architect, Royal Haskoning has designed a new state-of-the-art lifeboat station for the Royal National Lifeboat Institution (RNLI), a client of Royal Haskoning for more than 120 years, at The Lizard, a tiny cove surrounded by steep cliffs in Cornwall. Due to the difficulties of access over land, the station sits at the bottom of a 45m cliff,

A forest of vertical tubes blocks the noise from traffic. The tubes are as effective as a concrete screen. Royal Haskoning sub-sidiary VHP applied this principle along both carriageways of a 2 kilometre stretch of the A2 at Eindhoven, where the acoustic

screen was made of perforated aluminium tubes. The designers wanted to make the connection with the image of Eindhoven as a high-tech city. The design was nominated for the Dutch Design Award in 2010.

most of the construction work took place from a platform on the seaward side. The station will house the RNLI’s new all weather lifeboat which will deliver faster rescues with improved safety. The lifeboat itself is launched into the sea from the station down a slipway to protect lives from one of the busiest shipping lanes in the world.

file Infrastructure & Ports

or the HRM department at Royal Haskoning, 2010 was characterised by two important developments: contraction and internationalisation. As a result of the economic crisis, there were 50 per cent fewer new starters at the company than usual, particularly in the Netherlands

and the United Kingdom. Unfortunately, a number of redundancies were unavoidable in order to safeguard the continuity of the company. At the same time, the workforce grew, particularly in the offices in Asia. According to HRM Director Kees Lekkerkerker, an interna-tional player like Royal Haskoning needs to anticipate and be alert for the opportunities presented by developments like this. “Governments in many European countries are preparing to implement drastic cutbacks. Our clients in the private sector are also suffering the effects of the poor economic climate. Following investment, our offices in several Asian countries are benefiting from the latest in specialist equipment and a high level of expertise among the staff complement. These experts are increasingly being deployed for international activities, including in our home markets. This will allow us to quote at competitive rates and so safeguard the future of Royal Haskoning.”

In what other ways does internationalisation affect Royal Haskoning?“It doesn’t seem that long ago when you could work abroad for a few months on a tourist visa with no problem. That is no longer possible. On average, Royal Haskoning has around 70 employees, together with their families, on long-term missions abroad at any one time. Hundreds of employees regularly travel abroad for shorter periods. Obviously, we have proven processes to cope with this.”

How have you done this?“Increasing complexity in the area of compliance (con-tracts, taxation, work permits, etc.) is a significant factor in terms of working abroad. Therefore we have set up a special site on our company intranet that contains extensive information and knowledge for our expats. We

also focused in 2010 on our health and safety policy. Royal Haskoning set up a close working partnership with the Travel Clinic at the Havenziekenhuis in Rotterdam. We have set up agreements with SOS International and red 24 in the unlikely event of something going wrong.”

As an ‘Employer of Choice’, employee development is high on the agenda at Royal Haskoning. It is not just about developing and improving technical expertise, we also seek to help our employees grow at a personal level. But is there enough interest in technical subjects among young people to start a career with an engineering company?

“Royal Haskoning is well known in its industry and has many links with universities and associations that promotes engineering and science to young people. We are therefore in a fortunate position to attract young people to the company at the start of their career. We are at the heart of society and our solutions produce positive social benefits. We focus on important issues, such as climate change, sustainability, renewable energy and safe deltas. This, coupled with the diverse range of clients in many different market sectors and countries, makes Royal Haskoning an attractive work environment for many people. It is not for nothing that we achieved our highest score ever in the 2010 survey of the best 50 employers in the Netherlands. We were also ranked highly in LOF magazine’s survey of the best employers for working parents. We are very proud of this result as it gives a strong signal that we take combining career choices with caring for a family seriously.”

“New ways of working” undoubtedly plays an important role in this. What are we doing in this area?“This philosophy is not new to us. For many years now, our employees have taken the opportunity to work in locations and at times that suit them best. By ensuring our staff have laptops with webcams and our investment in video conferencing systems, the need for time-consuming and expensive travel is decreasing. As a result, fixed workplaces

‘ Royal Haskoning is continuing to expand its inteRnational opeRations’A number of markets in the countries where Royal Haskoning traditionally operates came under severe pressure during the economic crisis. However, there is strong potential for growth in overseas markets. “We made changes to our organisation in 2010 in order to tap this potential to an even greater extent,” explains Human Resources Management (HRM) Director Kees Lekkerkerker.

F

28

HRM DIRECTOR KEES LEKKERKERKER:

‘We are at the heart of society and our solutions

provide positive social benefits’

are becoming less relevant. Whenever we move offices or make alterations, we seize the opportunity to set up flexible workplaces. However, Rome wasn’t built in a day. This is a learning process in which we are slowly but surely getting closer to the ideal.”

Differences in competencies, gender, ethnic background, age and education make for more effective teamworking. For this reason, diversity is high on the agenda at Royal Haskoning. What has been achieved in this area in 2010?“In 2010 we launched the diversity ambassadors’ network. Each division now has a coach who acts as a sparring partner for the divisional director on the issue of diversity. We have jointly defined a number of qualitative and quan-titative objectives to be achieved in the next few years. The diversity dimension (multi-cultural, male/female, age) is defined on the basis of the division’s requirements. We have evaluated the objectives in terms of ambition, approach, actions and other indicators. We also awarded prizes for the best thought through plans. Our hope is that through these initiatives diversity will become embedded in the day-to-day running of the company.”

Royal Haskoning believes it is important to be part of the community in which it operates. For this reason, we also devote time and resources to social projects. What form does this take?“Working with ROC Nijmegen (a regional teaching centre in the city) and UWV WERKbedrijf (the Dutch social security centre), we launched a project in 2010 in which young unemployed construction workers got involved in the con-struction of a special watchtower in Nijmegen-Noord. The use of sustainable, recycled materials is a central feature in the design. These young people will not only be gaining work experience during these times of crisis, but will also be making a valuable contribution to the local community of De Waalsprong. We employed an architect and a busi-ness administrator, who were themselves looking for a job, and asked them to develop and produce the plan. But, we also devote time and resources to social projects in other

ways. For instance, in Indonesia staff used the opportunity of the opening of the new office in Jakarta to collect money for a local orphanage. And in the United Kingdom, various activities were organised to collect money for a colleague who had had a serious accident. For me, this underlines the caring, family nature of Royal Haskoning. In 2011, we are planning to participate in the Voluntary Services Overseas programme, in which young employees will work on development projects for six months.”

What are the main issues and themes for HRM in 2011?“The review and modernisation of our learning methods is high on the agenda. We are launching the new Profes-sional Development and Talent Development programmes. In 2011, we will also be putting the finishing touches to the Leadership and Senior Management Development programmes. The pension problem will also be a key issue for our deliberations. In common with virtually every pen-sion fund in the Netherlands, we have had to implement measures in our fund to compensate for low interest rates and high life expectancy. Fortunately, we took the right measures in good time. Internationalisation will continue to be an important factor; our non-European offices need to be better incorporated into the Royal Haskoning family. For this reason, we are making more places available for trainees from South Africa and India in our offices in the United Kingdom and the Netherlands, so they can learn about and experience our working methods. This will fur-ther mutual understanding of different cultures and help us to strengthen our network in other countries.”

29Royal Haskoning annual RepoRt 2010

inteRview HRM-director Kees Lekkerkerker

30

PROTECTION AGAINST FLOODING

file Water & environment

Protection against flooding involves much more than building a dam or a dyke, it is an investment in a community’s future. The days of one dimensional technical solutions are over, we must deliver solutions that fit seamlessly into their social and ecological environment.

31

environmental awards3.5 million m3 800Green Apple / Saltire Society

concrete used in the dam houses protected against floodings

PROTECTION AGAINST FLOODING

file Water & environment

ntil recently, the Scottish town of Forres was regularly affected by flooding, which caused great damage. In 1997, for example, the affect of

flooding cost £3.7 million. Moray Council has calculated that if preventative measures had not been taken - material damage could have risen to more than £40 million by 2050.

In 2001, Moray Flood Alleviation was set up to reduce the risk of flooding. Within this framework, Moray Council is working with Royal Haskoning, Morrison Construction and cost consultants EC Harris. As part of a public consultation, the council organised workshops with residents, councillors and representatives from social organisations to promote mutual understanding and trust. Residents were kept apprised of the location selected for the required reservoir and dam, they were also informed of the creation of a permanent wetland for wildlife. The permanent wetland provides a new area of

bio-diversity and enriches the community by providing an attractive recreational amenity. Involving the local community has great advantages - residents feel they have a say in what the final outcome or solution will be.

Work in Forres was completed in 2010. A week after the official opening, the scheme proved its value when - despite heavy rains - hundreds of houses and buildings remained free from flooding. During the past few years, the project has won various environmental awards for the way in which the flood alleviation scheme has been integrated into the landscape.

The Forres flood alleviation scheme example shows that the days of one-dimensional solutions are over. This is not just evident in Scotland - but elsewhere in the world where Royal Haskoning is actively involved in flood protection, such as in Ho Chi Minh City (Vietnam), and Azerbaijan.Ho Chi Minh City is plagued by flooding

almost every day. As the city grows so rapidly, large-scale structural measures are always overtaken by events. Here too, the way forward is to work with citizens and ad ministrators to find comprehensive tailor-made solutions that are an inseparable part of the city’s social and ecological environ-ment.

During the past few years, Azerbaijan has also been affected by mass flooding. Heavy rainfall during 2010 caused Azerbijan’s rivers to burst their banks. As a result, large areas of the country were flooded, causing extensive damage. Together with the Deltares research institute, Royal Haskoning is developing a plan of action for 2011 to prevent a repeti-tion of the 2010 floods. In addition, the two organisations are developing a programme for the improvement of water management. This includes technical measures as well as transfer of expertise and reinforcement of the organisation of the watermanagement.

U

32

THE TEAM

One of the most striking elements of the flood alleviation scheme - at least for the expert - is the control structure which regulates the discharge of water through the dam. The control structure uses a baffled crump weir, which is the first of this size built in the UK, and maintains a regular flow through the dam regardless of the volume of water stored behind the dam. This means that the storage capacity of the reservoir is used to its best effect without the need for power or user intervention. The control structure is also fish friendly, allowing the passage of migratory fish as they move up and down the river.

“I challenged the team to deliver flood alleviation and complement the environment. My measure of success was that the scheme should prevent flooding and yet be ‘invisible’. Not only was the challenge met, but the scheme was delivered ahead of pro-gramme and under budget. The team excelled and the outcome is very pleasing.”

“If you consider floodalleviation as a cost item, you get one-dimensional solutions. These often meet with opposi-tion from the community. If, however, you regard flood risk management as an invest-ment in the community’s future, then you can utilise local knowledge and creativity to create solutions that will last a lifetime.”

“We were delighted to be recognised by The Saltire Society, as protecting the environment and innovative development are central to Royal Haskoning’s ethos. We worked on the flood alleviation scheme over a long period of time and have been very pleased with the innovations we were able to implement, and the harmonious way in which the scheme fits into the surrounding environment.”

Project SPonSor for

the moray coUncil

Peter haSlam

BUSineSS GroUP Director royal

haSkoninGSteven

treWhella

royal haSkoninG’S Project DirectorBarBara hellet

THE TECHNOlOgyIn the design, special attention was given to the migratory fish.

33ROyAL HASkONING ANNuAL REPORT 2010

FILE Water & Environment

PROjECT SHOwCASES

DroUGht Protection for the ‘Groene hart’

DrinkinG Water for Ghana

Small-Scale Water PoWer

To meet the growing drinking water requirement in Kumasi, the second city of ghana, Royal Haskoning assisted the ghana Water Company in the upgrade and expansion of two drinking

water plants as well as the distribution system. A digital management system ensured that the drinking water supply stayed on tap during the work.

The authorities responsible for water management in the Netherlands have agreed to reduce their reliance on fossil fuels. One way to do this is to produce their own energy through small-scale hydro-electric power generation. Royal Haskoning has shown through a number of studies that this option is one that is undoubtedly worth

the investment. At the end of 2010, the Veluwe Water Board commissioned the hydro-electric power plant at Hezenbergerstuw. The plant has an Archimedean screw turbine that delivers energy equivalent to the average annual energy consumption of 43 house-holds. We also offer customers an innovative lease structure for hydro-electric power plants.

oil eXtraction at SchooneBeekAfter a period of fifteen years lying dormant, NAM has restarted oil extraction at the Schoonebeek oil field in the Netherlands. New technology means that approximately 120 million barrels of oil will be extracted from

the field over the next 25 years. Workshops were used to identify activities and teams using the Kaizen (improvement) method. On the basis of this, Royal Haskoning developed a manual for safely initiating oil extraction.

As a result of climate change, the ‘groene Hart’ is likely to experience drier, more saline conditions in the future. This will result in a greater demand for fresh water. This demand is likely to increase further because fresh water is also needed to raise the groundwater level in order to counteract ground

subsidence. Working with all the stakeholders (provinces, water boards, academic institutions), Royal Haskoning carried out a study into the future demand for fresh water and the options for increasing the drought resistance and sustainability of the water system in the ‘groene Hart’.

34

FINANCIAL INFORMATIONCONSOLIDATED BALANCE SHEET (BEFORE PROPOSED RESULT APPROPRIATION) (x € 1,000)

ASSETS

FIxED ASSETS Intangible fixed assetsTangible fixed assetsFinancial fixed assets

CURRENT ASSETS Work in progress ReceivablesCash at bank and in hand

TOTAL

LIABILITIES

GROUP EQUITYShareholders’ equity Third-party interests

PROVISIONS

LONG-TERM LIABILITIES

CURRENT LIABILITIES

TOTAL

14,72810,359

2,745

10,12578,94452,626

79,871(14)

27,832

141,695

169,527

79,857

6,339

4,705

78,626

169,527

16,40312,759

2,632

13,24481,99329,148

71,677(47)

31,794

124,385

156,179

71,630

6,365

5,460

72,724

156,179

2010 2009

35Royal Haskoning annual RepoRt 2010

financial Balance Sheet & Profit and Loss Account 2010

CONSOLIDATED PROFIT AND LOSS ACCOUNT (x € 1,000)

Net turnoverChange in work in progressOther operating incomeTOTAL OPERATING INCOME

Material and work of third partiesWages and salariesSocial security contributionsDepreciation of tangible and intangible fixed assets Other changes in the value of intangible fixed assets Other operating costsTOTAL OPERATING COSTS

OPERATING RESULT

Interest income and other financial incomeInterest charges and other financial charges

RESULT ON ORDINARY ACTIVITIESBEFORE TAxATION

Tax on profit on ordinary activities Share in result of subsidiaries

Group result after taxation

Third-party interests

RESULT AFTER TAxATION

337,957(3,119)

145

72,113150,183

36,9776,944

29056,285

549(535)

334,983

322,792

12,191

14

12,205

(4,347)(235)

7,623

(52)

7,571

362,889(9,638)

3,053

80,022152,613

37,5497,9201,700

67,780

153(862)

356,304

347,584

8,720

(709)

8,011

(3,269)(151)

4,591

99

4,690

2010 2009

36

managementcouncil

Craig Huntbatch

Herman Klein Entink

Frank Heemskerk

Sarah Budd

René Noppeney

Walter Buydens

Erik Oostwegel

Martien Vink

Kees Lekkerkerker

Management Council visits Central Station North South Line (Amsterdam)

board of managementErik Oostwegel - Chairman of the BoardFrank Heemskerk - Member of the BoardHenry Rowe - Member of the Board

dIVISIonaL dIrectorSTom Smit - Spatial Development Piet van Putten - Infrastructure & Transport Martien Vink - BuildingsRichard Velthuis - Building Services & StructuresAuke Piek - Industrial Concepts

Anton van der Sanden - Industrial EngineeringCraig Huntbatch - Development & TransportRené Noppeney - WaterSarah Budd - Coastal & RiversSimon Harries - Maritime Walter Buydens - Environment

The Management Council consists of the Board of Management, the Divisional Directors and the Corporate Group Directors. Secretary to the Management Council: Esther Bosman

37Royal Haskoning annual RepoRt 2010

management council

Piet van Putten

Henry Rowe

Esther Bosman Anton van der Sanden

Tom Smit

Richard Velthuis Maartje Bouvy Auke Piek

Simon Harries

corPorate groUP dIrectorSMaartje Bouvy - Corporate Finance Herman Klein Entink - Corporate InitiativesKees Lekkerkerker - Human Resources Management

SUPPort groUP managerS(NOT PRESENT IN THE PICTURE)Frits Smedts - Facility Management Eric Overvoorde - Knowledge & Information Management Bernard van der Voort - Legal Affairs

Hans Merton - Marketing & CommunicationsRay Milward - Quality, Health & Safety and Environmental Management

Frank Montanus - Compliance Officer

Situation as of 1 April 2011

38

1. CrAig HuNtbAtCH: “Our clients are looking to us to help them through these uncertain economic times.”

2. HerMAN KLeiN eNtiNK: “It’s great to see how highly our efforts to increase sustainability in projects are valued by our clients.”

3. FrANK HeeMSKerK: “I am looking forward to working together in 2011 with our clients in the public & private sector and coming up with sustainable solutions.”

4. SArAH budd: “I’m really proud that we are making a diffe-rence and focusing on sustainable solutions.”

5. reNe NoppeNey: “For us, creating sustainable solutions is not a choice, it is our way of life.”

6. WALter buydeNS: “We all acknowledge that we live and work in a challenging environment; what we try to do at Royal Haskoning is to find a solution that enhances society, by identifying sustainable solutions that are practical, well balanced, robust and have value for generations to come.”

7. eriK ooStWegeL: “High levels of client satisfaction, our

outstanding result in the ‘Best Employer in the Netherlands’ category in the Intermediair survey (no. 48 - the highest ranking to date!) and our stable financial position form an excellent basis as we move forward into 2011.”

8. MArtieN ViNK: “The added value that our integrated project approach brings, is recognised and valued in the market.”

9. KeeS LeKKerKerKer: “The challenge for 2011 is to take major steps forward in our drive to move from being primarily a Dutch/British enterprise to becoming an international player. This is the next stage in the process of diversification.”

10. piet VAN putteN: “The only way to create Happy Clients is by delivering Quality, Quality and yet more Quality.”

11. SiMoN HArrieS:“I am very pleased that we are continuing to grow in our global market despite the difficult economic climate.”

12. HeNry roWe: “Last year was our industry’s worst period to date. Our challenge now is to look forward and continue to care for our clients, our staff and the environment in order to enhance society.”

13. eStHer boSMAN:“Delivering added value for People, Planet, Profit is what I like to contribute to.”

14. riCHArd VeLtHuiS: “Even in this rapidly changing world personal contacts remain of paramount importance.”

15. MAArtje bouVy: “I am proud to see that our company has adapted to the different economic climate, whilst at the same time we have managed to improve our financial position.”

16. ANtoN VAN der SANdeN: “By looking for the question behind the question, we regularly come up with innovative solutions that go beyond our clients’ expectations.”

17. AuKe pieK: “It’s all about passion and enthusiastic employees, happy clients and fun projects!”

18. toM SMit: “Clients are our business...To see them satisfied with our services...That’s what makes me tick!”

Quotes

1.2.

3.4.

5.6. 7. 8. 9.

10.

11. 12.13.

14.

15.

16. 17.18.

39Royal Haskoning annual RepoRt 2010

stRuctuRe Operational Structure

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CORPORATE & SUPPORT gROUPS

THE BOARD OF mANAgEmENT

contacttHE nEtHERLanDSNIJMEGENBarbarossastraat 35PO Box 151, 6500 AD Nijmegen The NetherlandsT: +31 (0)24 328 42 84E: info@royalhaskoning.com

ROTTERDAMGeorge Hintzenweg 85PO Box 8520, 3009 AM Rotterdam The NetherlandsT: +31 (0)10 443 36 66

otHER oFFIcES tHE nEtHERLanDSAmsterdamEnschedeGoesGroningenHedelHoofddorp

Maastricht‘s-HertogenboschSteenwijkUtrechtZwolle

UnItED KInGDoMPETERBOROUGHRightwell HouseBrettonPeterboroughPE3 8DW United KingdomT: +44 (0)1733 334455

otHER oFFIcES UnItED KInGDoMBirminghamBodminChertseyEdinburghElginExeterGlasgowHaywards Heath

LeedsLiverpoolLondonManchesterNewcastleRochdaleSolihull

This annual report has been printed in line with Cradle to Cradle ® principles under the auspices of EPEA Internationale Umweltforschung GmbH.

otHER oFFIcES In EURoPEMechelen & Namen, BelgiumLille & Orange, FranceMoscow & St. Petersburg, Russian Federation

otHER oFFIcES WoRLDWIDEBahrainCambodiaIndia IndonesiaLibyaMalaysiaNigeria

ThailandUnited ArabEmiratesUnited StatesVietnamSouth Africa

For a detailed overview of our activities and offices:www.royalhaskoning.com

PUbLISHInG InFoRMatIon

PRODUCTIONRoyal Haskoning, Marketing &Communications

CONCEPTMaters & Hermsen, Leiden

TExTRoyal HaskoningJoost van Kasteren, The Hague

DESIGNCurve, Haarlem

PHOTOGRAPHyRoyal HaskoningBart Nijs Photography:portraits page 3, 7, 9, 17, 23, 29 and 36.Vincent Nijhof:cover photoJane van Raaphorst:photograph Julianabrug page 27Casper Rila (500Watt):portrait Maarten Faber page 12

WITH THANKS TO:Erhama bin Jaber Al Jalahma, photograph Ras Laffan page 24-25Vattenfall:photograph wind farm page 19

PRINTING AND LITHOGRAPHyDrukkerij Knoops, Venlo