Consultancy and Engineering

Corporate Responsibility Report 2009

dhvgroup.com

Gateway to solutions

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CONTENTS PAGE

INTRODUCTION 5

STATEMENT BY THE EXECUTIVE BOARD 7

1 PROFILE 91.1 Core business 91.2 Identity 101.3 Key economic figures 111.4 Legal structure 111.5 Corporate responsibility at a glance 12

2. PHILOSOPHY AND STRATEGY 152.1 Our view on corporate responsibility 152.2 Added value of corporate responsibility to our business 162.3 Corporate Responsibility Inside 202.4 Our vision on the future of corporate responsibility 212.5 Our future 23

3. POLICY 253.1 From ambition to action 253.2 Representation and Commitments 263.3 Corporate responsibility in our strategy 273.4 Working with dilemmas 32

4. PERFORMANCE 354.1 Awards and rankings 354.2 Inside business and innovation 364.3 Business with integrity 37

DHV Group

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4.4 People care 414.5 Community care 534.6 Caring operations 56

5 REPORTING 635.1 Scope of Report 635.2 External assurance 645.3 Data clarification table 685.4 Glossary and definitions 705.5 GRI index 71

6 COLOPHON 816.1 Contact details / offices 81

© DHV Group No part of these specifications/printed matter may be reproduced and/or published by print, photocopy, microfilm or by any other means, without the prior writtenpermission of DHV Group; nor may they be used, without such permission, for any purposes other than that for which they were produced. The quality management system for policy-making and management of the DHV Group has been approved against ISO 9001.

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DHV Group

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INTRODUCTION

Corporate Responsibility, contributing to the sustainable development of ourliving environment is one of the key ambitions of the DHV Group. We strive topractice this in our services to clients and in our own operations. It is an integralpart of the responsibility that we have to our stakeholders for maintaining asustainable enterprise.

The Group began reporting annually from the perspective of CorporateResponsibility in 2006. We use GRI G3 guidelines and continue to learn aboutimproving the accuracy and transparency of our reporting through practice anddialogue with others.

This CR Report has been reviewed by external assurance providerPricewaterhouseCoopers Accountants N.V. (PwC). Please see section 5.1Scope of Report for further information on the scope of this report.

For those readers who would like a brief overview of our CR philosophy, policyand performance, there is a summary booklet, Taking Corporate Responsibility,Highlights 2009. This is available in print and digitally at www.dhvgroup.com/cr-report.

In addition to this CR Report, please see our Annual Report 2009. The sections“Developments in our Global Network” (pages 18-26) and “Projects, Connect &Deliver” (pages 27-37) illustrate how sustainability is integrated in the Group’score business. We also make reference to sections of the Annual Report formore detailed company information.

Annual Report 2009 Corporate Responsibility Summary 2009

In recognition of the increased integration of CR and financial performancereporting, we intend to produce a combined report for 2010.

We invite you to respond to this report and engage with us in dialogue aboutrelated activities,

Marga Donehoo, Director Corporate InitiativesTobias Stöcker, Corporate Responsibility Manager, the Netherlands

Mail us at: cr@dhv.com

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DHV Group

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STATEMENT BY THE EXECUTIVE BOARD

There is a universal climate for change. The economic crisis and increasingimpact of climate change have made it plain how intertwined and vulnerable ourecological and economic systems are. If we are to answer the ambitions of themajority of the world’s population for a better life and also address theuncertainties of those who have been more fortunate, then it is time to look fordifferent solutions.

World leaders did not gather in Copenhagen to discuss whether change isnecessary, but rather how and how much. Both adaptation and mitigationmeasures are needed; and economic considerations are a driving factor in theequation. Meanwhile, countries, provinces and cities are mobilizing, settingpolicies for aspects which they can influence. At a grass roots level, individualsare changing habits to decrease waste. This combination of top down andbottom up is the beginning of a time of real change.

Businesses too are active players, through improvements in their operations, byundertaking cooperative initiatives, and by providing services that addressnegative impacts. Everyone can do something. It is clear that companies haveunique opportunities to contribute through their knowledge and ability to movedecisively in their spans of control and influence.

This is the context in which the DHV Group operates. We believe in takingconcrete steps for positive impact, within our own operations and together withothers. Our philosophy is 'Corporate Responsibility inside', continuouslyseeking ways to imbed a positive and sustainable contribution in everything that

we do. This provides the base from which we can meaningfully engage withothers.

During this past year, the Group has been able to help make a differencethrough projects, by the individual efforts of our employees and throughsubscribing to larger movements. We have found ready partners in clients andwith professional platforms. Further, we have decided to target a 25% reductionper employee of our CO2 footprint and contribute to wider reductions bycompensating to a climate neutral position.

For the future, we look forward to making step changes through technicalinnovation and especially in partnership with others. We are a company forpeople from people; our inspiration comes from being able to make adifference. We very much welcome your feedback and opportunities to combineefforts.

Bertrand van Ee (President) Piet Besselink (Vice President)

Amersfoort, the Netherlands, 21 May 2010

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DHV Group

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1 PROFILE

1.1 Core business

The DHV Group is a global provider of consultancy and engineering services inthe following markets:

Transportation Water Building and Industry Spatial Planning and

Environment Aviation

We offer expertise ranging from environmental impact assessments to fullproject design, implementation, maintenance, and asset management.

The DHV Group is active worldwide through a network of local offices inEurope, Asia, Africa, and North America. Information on specific activities byregion is contained on pages 23-26 of our Annual Report 2009.

Our major clients are:

Governments Public Sector and

Semi-Government Industry, Commercial

Services, Contractors,and Developers

InternationalDevelopment Agencies

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1.2 Identity

We are an independent employee owned company. Starting in 1917 with ourearly roots in flood control, post war construction, and development aid, wehave continuously worked in fields that touch the basic needs of people andwell-being of communities. This heritage is reflected in our respect for people,local conditions, and the living environment.

Our key values are integrity, respect, and freedom. These translate to adeep commitment to social responsibility, integrity and accountability. Wepromote empowerment, coupled with strong personal and professionalresponsibility. Different perspectives are welcome and we support freedom ofthought and action.

We believe in the positive impact of international frameworks and principles,and are signatory to the United Nations Global Compact (UN GC) and thePartnering Against Corruption Initiative (PACI) of the World Economic Forum.

More details on our profile can be found on our corporate website and on pages4-5 and 18-22 of our Annual Report 2009.

DHV consultants received training in Cradle-to-Cradle methodology at EPEA.

DHV Group

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1.3 Key economic figures

The following is an overview of our economic performance. More detailedinformation is available in our Annual Report 2009.

Economic Value retained (€thousands)

2009 2008 2007

Direct economic value generated

Revenues 480,325 477,314 392,227

Economic value distributed

Operating costs

Employee wages and benefits

Payments to providers of capital

Payments to government

Community investments*

238,366

229,746

3,307

3,356

163

248,210

209,837

3,539

5,638

386

193,267

186,465

2,170

3,156

360

Economic value retained 5,550 10,090 6,809

Personnel of DHV

Staff in headcount 5,497 5,320 4,730

Average full-time equivalents 4,868 4,717 3,986

* Since our community involvement is primarily organized on a local basis,these totals do not represent all activity. The 2009 figure represents out-of-pocket costs and cash donations. In addition, 3,700 hours of “in kind” supportwas provided in 2009. In previous years, our investments in kind (labor hours)from SSI had been included in the financial total. This has now been split out forclarity.

1.4 Legal structure

The legal structure of the DHV Group, including a listing of subsidiaries andjoint ventures, is detailed in the Annual Report 2009 in the sections“Participating Interests” (page 66), “Shareholding Structure” (page 67) and ourorganization chart, “Structure and Management DHV Group” (page 70).

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1.5 Corporate responsibility at a glance

Key figures 2009 (2008) Targets 2009 Accomplishments 2009 Targets 2010

Core business andinnovation- Activity in R&D: €19.9

million (€17.7 million)

Maintain investment in R&D.Increase number of patents.

Continue technology transfer. Awards that recognize

sustainability.

- 12 patents for existing innovations in newcountries. 1 new patent requested for greenpower and fertilizer from wastewater.

- International expertise meetings held for Water,Aviation, Rail, Transit & Transfer and Mining.

- SAICE award for Engineering Excellence onNereda® Gansbaai

- Dutch SIKCup for most innovative and costeffective soil remediation management.

- Maintain partnering and owninvestment in R&D. Increase numberof patents.

- Continue technology transfer.- Awards that recognize sustainability.

Integrity- BIMS (Business Integrity

Management System)cases: 4 (7) - two open

Roll-out Global Code of BusinessPrinciples.

External audit of BIMS compliance. External whistle blower program

- Business Principles rolled out.- External audit of BIMS and compliance program- External whistle blower program contracted

- Update BIMS in line with auditrecommendations

- Roll out SpeakUp, external whistleblower program.

Partnerships Further strengthen accountmanagement.

Continue CR stakeholder dialogue. Expand participation with select

forums.

- Focus on key clients resulted in long termagreements and increased turnover.

- Stakeholder dialogue in the Netherlands- Leaders For Nature, Copenhagen

Communiqué, Dutch Building Brains, and GreenBuilding Council

- Further strengthen accountmanagement.

- CR stakeholder dialogue androundtable discussions

DHV Group

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Key figures 2009 (2008) Targets 2009 Accomplishments 2009 Targets 2010

Communities- Investment in community

projects:• €163,000 (€386,000)• Hours community

initiatives: 3,700 (5,770)

More accurate monitoring for our(financial) engagements and tostimulate the link betweenexpertise and philanthropy.

Encourage a greater emphasis onbuilding futures and sustainabilityas appropriate to the local context.

- Education and community involvement adoptedby multiple entities. SSI Saturday School in fiveSouth African cities. Mentoring and "Pet'je af" inthe Netherlands.

- "Plakkies" collaboration of South Africa andNetherlands.

- Expand investment, on education andcapacity building to more operations.

People management- Jobs created: -16 (372)- Staff covered by career

development programs:67% (64%)

- Avg. training hours perFTE: 37 (39)

- Female workforce: 28%(29%)

- LTI cases/200,000 hours:0.4 (0.2)

Improve retention of staff Use career planning and

development to grow capabilities Establish HR network and

Community of Practice.

- Cross assignments and internal projectsmitigate lower workload in parts of the company.

- Improved retention not achieved, ratio of outflowincreased by 1% to 20%

- Executive Development Program 3 conducted.- HR network and CoP established, HR manual of

the DHV Group updated.- Talent to the Top program in Netherlands

increased attention to % of women in leadershippositions.

- Increase (international) crossassignments

- Increase % of women in leadershippositions.

- Launch Management DevelopmentProgram

Our operations- Green electricity: 41%

(38%)- Avg. CO2 footprint/FTE:

2,910 kg (3,115 kg)- Avg. paper/FTE: 31 kg (52

kg)

Establish target and plan for CO2

reduction. Continue revision of Dutch

procurement policy. Share learning between locations.

- Policy and target set for 25% reduction per FTEversus 2008 by 2015.

- Commitment to compensate to climate neutral- CR taken into Procurement discussions- New office in Portugal and renovations on HQ

significantly improve environmental impact.- DHV, Intervistas, Delcan meet to develop

greenhouse strategy.

- Translate reduction targets tobusiness plans.

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Key figures 2009 (2008) Targets 2009 Accomplishments 2009 Targets 2010

Reporting andTransparency- CR Report ranked #18 (16)

of 183 (146) and #1 (#1) inthe services sector by thetransparency benchmarkof the Dutch Ministry ofEconomic Affairs.

Improve accuracy of CR reportingand provide more interim feedbackto stimulate action.

- Improved coverage and accuracy of Planet data- CR program for projects and operations

launched by SSI in South Africa.- External audit of CR reporting process at 2

largest entities, DHV Netherlands and SSI.- CR reporting discussed at Finance and Control

annual meeting.

- Improve accuracy of CR reportingsystem.

- Establish CR Committee at seniormanagement level.

DHV Group

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2. PHILOSOPHY AND STRATEGY

2.1 Our view on corporate responsibility

Our view on corporate responsibility is that we are part of the global livingenvironment and have an obligation to make a positive contribution. Thefocus on sustainable development is central to our mission. We see this as acommitment to future generations, as well as to the stakeholders of today.

“Our mission is to provide multidisciplinary services for the sustainabledevelopment of our living environment, in close relationship with clients,employees and partners, based on mutual loyalty, while providing a solidreturn to our shareholders.”

It has been our experience that taking a collaborative approach is a goodpath to sustainability. Integrating stakeholders early in the process andembracing local considerations often generates more practical and longerlasting solutions. This is reflected in our company business model, localdelivery of world-class solutions .

Our work has an impact on people and communities where our clientsundertake their projects. For example, in addition to the direct users, work oninfrastructure or water systems has enormous impact on people living closeby. We work closely with our clients to appropriately engage stakeholders inthe course of projects.

How we conduct our business, with fair process and integrity, also has alarge impact on communities. Therefore, we pay special attention toBusiness Integrity in our behavior and supply chain of clients, contractors,partners and agencies. From an environmental perspective, we seekcontinuous improvement through our facilities, travel policies andarrangements, purchase of more sustainable products and by wasteminimization. For our clients, we also strive to support their supply chainambitions with sustainable solutions and transparent reporting.

Showcase project

Corporate Responsibility in social housing

SSI is supporting an emergency social housingprogram in the Eden district of the Southern

Cape Province. The project involves the repair

and renovation of 910 houses, under difficult

conditions. At its own initiative and cost, SSIhired an advisory Environmental Control

Officer (ECO) and social workers to prevent

unnecessary damage to the environment and

to maintain contact with the residents, who have either lost their homes or are waitingfor repairs. In this way, SSI recognizes the feelings of individuals and takes on a

responsibility for the wider success of this project.

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2.2 Added value of corporate responsibility to ourbusiness

A focus on corporate responsibility adds value to our business in severalways. The demand for sustainable solutions increases the market for ourservices and technologies. In addition, as more and varied companiescommit to sustainability, this increases the opportunities to work together andinnovate. We benefit from a focus on transparency and integrity, whichprovides a better internal and external business environment. Internally, ourfocus on sustainability strengthens the ability to retain talent, is a catalyst forcreativity and generates cost savings through e.g. energy savings.

Opportunities in the marketThe demand for sustainable solutions and the resolve of governments toprovide a stimulus in this direction has continued to grow despite the worldeconomic crisis. In developed western economies, we see a focus onoptimization. Elsewhere, there is leapfrogging through embracing cleantechnology for new developments and in large scale projects. Further, theconsequences of climate change are becoming harsher, with the heaviestimpact often on the poorest communities. Finally, there is the strong trendtowards urbanization and mega-cities.

These factors create a number of different opportunities for the DHV Group.Mobility, climate change (especially involving water) and urban developmentare areas in which we have much to offer. The biggest impact we can makeis through a combination of technology, infrastructure and social solutions.Examples of our multi-disciplinary solutions include mega eco-cities, multi-modal transportation hubs, and asset management for cities and industrialparks.

On the other hand, simple solutions, scaled to local capacity in a way that isrepeatable, are also a success. This includes a program for 16 schools inGauteng, South Africa and the World Bank’s Water and Sanitation programin Indonesia.

Showcase project

Innovative program to tacklesanitation crisis

Barely 1% of the Indonesian

population has access to

sewerage. Many householdsdischarge into open drains and

waterways. The World Bank's

Water and Sanitation Program

(WSP) commissioned DHV andassociates to work hand in hand

with Government to develop an innovative strategy that enables local governments to

develop their own action and implementation programs for solving the urban sanitation

crisis. The multi-disciplinary DHV teams have been successfully supporting localgovernments in 12 towns and 3 provinces with facilitation, capacity building and needs

assessment. In 2010 this ‘Urban Sanitation Development Project’ will be extended to

develop sanitation strategies and manage studies, designs and construction

supervision services for wastewater, urban drainage, and solid waste in 80 cities.

DHV Group

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Stimulating innovationThe drive for sustainability is stimulating more parties to work together andjointly share risks as well as opportunities. As an example, DHV’s innovativebiological wastewater treatment technology, Nereda® is a fruitful cooperationwith research foundation STOWA, six Water Boards in the Netherlands andDelft University of Technology. In addition, clients in South Africa andPortugal have supported demo facilities to test scale-up and operations indifferent environments.

We believe that game changing innovation is taking place all over the world.Tomorrow is happening somewhere, today. Examples of applying differentapproaches to increase sustainability include nature driven design and theCradle to Cradle philosophy.

Showcase project

Reusable parking garage

A lack of temporary parking space can

present a big problem - for example in urbanrenewal areas. DHV has developed for

PARK4ALL Inc a demountable parking

garage: it is a super-light construction with

fiberglass-composite floors. This structuralengineering innovation requires no

foundation, so that the garages can be set up

literally anywhere. All the materials used are

reusable, and since PARK4ALL takes backthe garages after use, they are truly sustainable. The first demountable parking garage

began operating in January in the Dutch city of Purmerend.

Showcase project

Nature driven design, building with nature:

a new global answer to climate change

Exploring the potential for natural solutions in

two very different situations. Marshlandcreation, New Orleans, USA. Louisiana’s

coastline is slowly disappearing into the Gulf of

Mexico as salt water is flowing further inland,

killing the plants that hold together themarshlands. In response, DHV and its partners

have piloted a method for marshland creation

in the Mississippi Delta, based on Dutch land reclamation techniques. Extreme aridity

in Canghzou, China, the threat of acute fresh water shortages and sea water intrusionhas made water a critical concern in the region. Under DHV project management, an

integrated water management plan has been developed to achieve ecological balance,

retain rain water, restore groundwater balance, and protect the wetland, while

sustaining economic activity in the area.

As a company, we are challenged to innovate ourselves, but also to identifyand partner with new front running innovators. This is an important point ofattention, which we intend to pursue more actively in different regions.

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Promotion of integrityIntegrity issues have an enormous impact on the lives of people, thefunctioning of economies and also the environment. The nature of much ofour work, civil projects with multiple stakeholders, often in the public arena,and frequently with direct environmental and social consequences makes itespecially important to be vigilant. This is not only true for our employees,but also with clients, partners, agencies and other external stakeholders. It isa critical part of corporate responsibility in our supply chain.

The DHV Group applies a zero tolerance policy that is assured through ourBusiness Integrity Management System (BIMS) and supporting complianceprograms. This has an impact on where and how we choose to operate.Even though the choices present dilemmas and possible loss of business,greater transparency leads to a more level playing field and reduces risks.We are seeing an increased support for this position and believe itstrengthens the ability to be a reliable partner.

DHV Group

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Quest for talentEmployee engagement is essential to excelling in the type of work that wedo. This is particularly important given the shortage of resources and highturnover rate in a number of regions. Being able to contribute to communitiesand the environment is a strong motivator for many working at the DHVGroup.

Young internationals from across the company gather to discuss strategy.

The DHV Group aspires to be an employer of choice, differentiating throughan engaging work environment that offers ample opportunity for creativity,personal initiative and enterprise. Tracking our progress through CRmeasurements helps benchmark across the company and to keep attentionon career development, retention, internal promotion, diversity, and training.

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2.3 Corporate Responsibility Inside

Our vision is to achieve “Corporate Responsibility inside”, embracing this asa natural and integrated part of everything that we do. We emphasizesustainable development in terms of people, planet and profit. This is put intopractice in the following aspects of our business:

Core business: the choices of what we do, where, with whom andhow

Specialized services: part of our core business, with specificexpertise in environmental and sustainability services for our clients

Operations: CR in our own operations Community: building futures through education and capacity

building, and enhancing environmental sustainability.

How we approach these is explained in greater detail throughout thisdocument, such as section 3.1 “From ambition to action”. In some areas weare well on our way, as illustrated in the show case projects featured in thisreport. Our employees are strong proponents of CR, as evidenced by directstatements from colleagues around the world and explained in section 3.3“Corporate responsibility in our strategy, Impact of stakeholders on strategy”.We have a way to go in terms of quantification and structure, but see apositive trend in most scores that relate to our operations and are improvingin coverage and accuracy. We will continue to work on improving these,staying close to our core business, soliciting advice from independentassessors, and making choices in order to invest effort where it brings mostvalue.

Shared expertise boosts specialized sustainability services.

DHV Group

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2.4 Our vision on the future of corporate responsibility

We believe that the future will present a broad pallet of challenges. Thefocus on emissions will continue and sharpen. New facilities increasinglyincorporate sustainability aspects and our clients face complex challenges inupgrading and better use of existing infrastructure. Mobility and alternativesto physical travel will look primarily to technical solutions, while otherchallenges lend themselves more to incorporating natural processes.

Different aspects of sustainability, like millennium development goalsregarding clean water, education, poverty reduction and health will becomeincreasingly critical and where possible a part of project scope. Political andsocio-economic considerations are becoming more explicit, and there is agreater expectation that all parties contribute to the improvement of livingstandards and sound environmental stewardship.

The biggest global challenge which we foresee is around water. Whereasflooding is now making headlines, the progressive lack of clean water is amajor concern. Current efforts to clean rivers, improve sanitation andadvances in water treatment are a good start, but not enough. A multi-tieredcommitment is needed. The paradox of water is that it is both plentiful andscarce. While it is there, people believe that it is a natural gift, whichreplenishes itself and should be free. When it is gone, there is no substitute.We believe that greater awareness and managing of the “water footprint” bystakeholders are essential.

The consultancy and engineering sector has a unique opportunity to makepositive contributions to the sustainable development of our livingenvironment. This is increasingly being recognized and addressed not only

in individual company ambitions, but also as a sector. For example,NLingenieurs, the Dutch association of consulting engineers, addressesthemes such as Climate Change and education, and the Dutch Water sectorbundles its expertise for global issues. CESA, Consulting Engineers ofSouth Africa, has a special focus on development of young talent in additionto engineering excellence. Working together with national governments andmunicipalities, we can make a substantial difference in finding andimplementing new solutions.

Showcase project

Cradle to Cradle sanitationThe Dutch city of Almere isbecoming one of the fastestgrowing urban areas inEurope. To accommodatethis development, Almerehas formulated ambitiousgoals based on the Cradle toCradle philosophy, with anemphasis on improvingpublic health and theenvironment. The city and

the Waterboard Zuiderzeeland asked DHV to apply Cradle to Cradleprinciples to develop a vision for the city’s future sustainable sanitationsystem – this vision will be translated into several concrete solutions. A goodunderstanding of the Cradle to Cradle philosophy as well as an integratedapproach were significant factors in selecting DHV.

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RisksAt a macro level, climate crises and prolonged economic pressure pose adistinct risk to Corporate Responsibility. Governments, who are essentialpartners in creating the context for sustainability, are dealing with deficits andcould become less able to support initiatives at home and in developingnations. In addition, resource shortages and overcrowding in cities cancreate political and social instability, which also impacts CR. Lastly,continued investment in Research and Development is required, which isalso at risk due to immediate economic priorities. Fortunately, there seemsto be an understanding and growing conviction at national levels that suchinvestment is necessary.

For specific projects, environmental and social considerations are oftencomplex, with many different stakeholders and agendas. This impacts thestart and progress of projects. Stakeholder dialogue, transparency andbalancing expectations are essential to enabling sustainable development.This is even more difficult in a stressed situation that touches on basicneeds.

The above risks apply directly to the DHV Group and we must remain alert tochanges and pressures on our stakeholders. In order to anticipate andmitigate such risks, we focus on our home countries where we betterunderstand the context, and can work with communities. We do not enterinto projects with high political uncertainty or low level of integrity. Anevaluation of this is imbedded in our Tender Board procedure. We activelyinvest in innovation that is related to sustainability and apply our influencethrough related platforms.

Showcase project

Creative and cost-saving maintenance of soil remediationPeople living near the Griftpark in downtown Utrecht are happy with theirpark. Previously occupied by a gasworks, the site was a notorious source ofsoil contamination inherited from the last century. In 2003, an extensive soilremediation program was completed. To deal with the subsequent‘ever-lasting maintenance’ the municipality of Utrecht selected DHV’s valueadded approach, where-in payment is based on sharing cost savings.

The municipality, DHV, andcontractor Mourik were awarded theSIK Cup 2009 for this maintenanceproject, as the best team with themost innovative and cost-savingapproach to soil-remediationmaintenance with benefits includingannual energy-savings amounting to250,000 euros. The jury took specialnote of the good cooperationbetween the team and thesurrounding community.

DHV Group

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2.5 Our future

The market outlook for the DHV Group remains positive, both in terms ofmarket focus and regional presence. Major trends such as climate change,the further growth of mega-cities and the demand for natural resourcesprovides opportunities in environment, urban planning, transportation, andwater markets. We will continue to strengthen our expertise profiles in theseareas and to contribute to global sustainability through innovation and byworking with others.

Our goalsDuring 2009 we set a number of targets that support our philosophy of CRInside. For the Group we set a target for 25% CO2 reduction per FTE versus2008 by 2015. In the Netherlands we are targeting an increase to 20% by2013 of women in leadership positions to support diversity and in SouthAfrica we have set project targets for investment in Corporate Responsibility.As in previous years, we target for a top 25% placing in the TransparencyBenchmark of the Dutch Ministry of Economic Affairs.

Our goals for the next years related to corporate responsibility are tocontinue and accelerate the initiatives that we have begun. We will placespecial emphasis on sustainable innovation in areas of Water andTransportation. The emphasis will be on local needs and initiatives within theoverall company framework. Specific goals for 2010 are stated in 1.5Corporate Responsibility at a glance.

What is my personal passion in contributing tomy living environment or in my work?

“The absolute necessity to reducethe environmental footprint of ourtransportation systems in order toallow my children's generation toenjoy traveling and meet with othercultures.”

Rik Krabbenda m, NACO, Direc tor*

* In 2009 Rik served as technical advisor to the GRI working group fordeveloping the airport sector supplement. NACO will design its first LEEDcertified airport in 2010, minimizing environmental impacts during the fullcycle of construction, operation and re-use.

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DHV Group

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3. POLICY

3.1 From ambition to action

To guide our efforts, the DHV Group has formulated ambitions, which wetranslate into policy, strategy and business development:

Business: We partner with our clients and business partners, and take aleading role in sustainability issues within our industry. Our greatestcontribution is achieved through our projects. We invest in developing sustainability related technology and employee

capabilities. We apply a zero tolerance policy towards corruption. We provide tools and training for our employees to support them in

recognizing opportunities and threats for sustainable change. We stimulate opportunities to combine sustainability and profitability.

Dialogue: We are in dialogue with internal and external stakeholders andincreasingly place CR on the agenda.We are positive towards requests for cooperation and membership in third-

party initiatives that promote sustainability. Participation is assessed interms of social and ecological merits and alignment with our corebusiness.

We accept the feedback from our stakeholders as an important input forour decision making, and incorporate their views in determining ourstrategy.

We continuously seek to increase involvement inside and outside thecompany.

People: In the sphere of social and personal interaction, we emphasize ourcore values of respect, integrity and freedom. We believe that personal attention, development opportunities and a

climate for sustainable enterprise are key to our success. We promote a culture of openness and teamwork. We value and seek to increase diversity in our dialogue and decision

making process. Under no circumstances will the DHV Group use child or forced labor

nor participate in projects in which other parties do.

Operations: In our policies for our own operations such as business traveland offices we strive to decrease negative environmental impact and pursuecontinuous performance improvement. We strive to achieve positive environmental impact and establish

measurable targets. We stimulate energy efficiency in our housing and mobility policies. We seek opportunities for supply chain improvement.

Communities: We strive to understand mutual dependencies and commit tomaking a positive impact on our communities and environment. We do not act in ways that knowingly cause harm. Non-profit activities concentrate on “Building Futures”, our engagement

for educational and economic development.

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3.2 Representation and Commitments

The DHV Group participates at committee and advisory level in national andinternational industry organizations, consultation platforms, employers’organizations, Chambers of Commerce, associations and knowledgeinstitutes.

In this way, we area able to maintain close ties between the company andthe societal arena. This is extremely important to remaining abreast of issuesfacing the world and to identifying opportunities to act. A list of thememberships and appointments held by the members of the ExecutiveBoard and senior management is available on our corporate website.Numerous staff members, at all levels and in all divisions of the DHV Group,are similarly involved in such external activities.

We consider a range of international frameworks and principles as importantimpulses for the positive development of the world’s economy, ecology andsocial and cultural structures. The list below contains those which we regardas having the greatest impact on the Group’s business:

The UN Global Compact – The DHV Group is signatory to the UN GlobalCompact since 2008. We advocate the ten principles on Human Rights,Labor Standards, Environment and Anti-corruption as an important guidelinefor our business conduct. We undertake to integrate these principles,including a precautionary approach to environmental challenges, in ourpolicy, strategy and business decisions.

PACI Principles for Countering Bribery – Partnering Against CorruptionInitiative (PACI) is a business driven effort to combat global corruption. The

DHV Group is a PACI signatory, advocating a zero tolerance policy towardsbribery and an effective program implementation.

The Global Reporting Initiative (GRI) – is a valuable international guideline tostructure sustainability reporting in a way that helps to create a comparableand adequate reporting standard. We employ the third generation (G3)guidelines to our own CR report and are an organizational stakeholder ofGRI.

The guidelines for multinational enterprises of the OECD – we conform to theguidelines for business conduct in international operations.

The Millennium Development Goals – the goals are an important target forthe world society to achieve a sustainable future. Through our projects andbusiness conduct, we contribute to the achievement of multiple goals, e.g. asustainable environment, drinking water and a global partnership fordevelopment.

The conventions of the International Labor Organization – amongst otherobjectives, we subscribe to the promotion of decent work for all, the freedomto collective bargaining and the ban on child and forced labor.

Related initiatives - In addition to supporting the frameworks and principleslisted above, we also selectively support related initiatives. In 2009, wesigned the Copenhagen Communiqué and joined a small group of businessleaders to call on the Dutch government to take real and substantive actionto cut CO2 emissions by investing in clean energy, cleaner transportation,sustainable buildings and new techniques such as carbon capture andstorage.

DHV Group

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3.3 Corporate responsibility in our strategy

Strategic intent

The internal Corporate PolicyPaper (CPP) articulates thevision, mission and strategy ofthe DHV Group. Leadership inCorporate responsibility isnamed as one of the keyobjectives. Our long-term goalis to achieve “CorporateResponsibility Inside”, makingCR an integral part of ourregular business.The “tone is set at the top,” theimplementation is through thebusiness lines.

We find that Corporate Responsibility and making the most meaningfulcontribution beyond good business hygiene is very much a local issue. Forexample, South Africa focuses on education and capacity building, theNetherlands emphasizes the environment and work life balance, Chinaconcentrates on tying sustainability to economic development, and ourcolleagues in India regularly create micro businesses while doing projects.We all learn from each other and have the freedom to concentrate on what ismost valuable in a particular context.

In line with our philosophy of local delivery of world-class solutions, specificCR programs are established locally, within an overall company framework.The following elements are organized from a Group perspective:

– The Business Integrity Management System framework and theaccompanying compliance program.

– Quantitative and qualitative reporting from the entities through thequarterly financial reporting process. The information that is requestedis a selection of GRI criteria, and is centrally validated, evaluated andreported to management

– Overall education and dialogue related to corporate responsibility andsustainable development, e.g. through the Executive DevelopmentProgram, the International Management Meeting and news bulletins

– Sharing of best practices, such as basic implementation tools andproject examples.

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Impact of stakeholders on strategy

Our stakeholders include public and private sector clients, employees andbusiness partners, (internal) investors, governments of countries in which wework, and society at large. The latter is often represented by non-governmental organizations (NGO) in the areas of communities,transparency and the environment. Our stakeholders expect clarity,commitment and transparency as a basis, and seek added value from usthrough innovation and simplicity in implementation. In our work, we oftenengage clients’ stakeholders in the context of the projects we execute.

Starting point for strategy on corporate responsibilityOur formal approach to corporate responsibility was in response to a 2005staff survey among Netherlands personnel. This indicated that many feltstrongly about sustainability and recommended a formal program to increaseawareness. In 2007 we expanded the dialogue in our global operations.Since then, corporate responsibility has been clearly stated as one of theleading ambitions of the Group. It is discussed at each InternationalManagement Meeting. Larger operations such as DHV in the Netherlandsand SSI in South Africa have established their respective programs. Theseare aligned with the overall corporate framework.

The passion for CR and emphasis on a balance of people, planet, and profitwas once again confirmed in 2009, through input from across the companyas we developed the new DHV Group Strategy Paper, Vision 2015. Thisincluded members of the Young organizations, a new group of ExecutiveDevelopment Program participants and several business managementteams. Vision 2015 will be issued in April 2010.

Engaging our internal stakeholdersThe DHV Group is employee-owned, indirectly through the primaryshareholder, the DHV Foundation, and directly through the DHV GroupEmployee Share Plan. Investment in the company is viewed as a long termcommitment to a healthy operation, earned through activities consistent withthe company’s mission.

In addition to this economic voice, staff has a voice in policy development.Staff engages in direct dialogue with line management and CR management .

“As a human being, it is myprofound conviction that wehave to care for the world weare living in.”

Jerr i Wu, DHV Shang hai,Coast al Developme nt UnitMana ger

DHV Group

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External feedbackWe also incorporate external input into our corporate responsibility strategy.Cooperation with other parties in projects and participation in associationsand networks helps keep us informed about expectations of the outsideworld. Staff members participate in numerous external organizations andthereby maintain ongoing dialogue with external networks. We are active inorganizing platforms such as the Dutch National Sustainability Congress,now in its 10th year, and round table discussions on related topics. Weparticipate in organizations such as the Dutch Green Building Council andLeaders for Nature.

In 2008 we began conducting structured stakeholder dialogue in theNetherlands with clients, financial partners, universities, NGO’s andgovernment. Results of the dialogue were shared with the managementteam. Our stakeholders were positive about the initiative to open explicit andtransparent dialogue. To some we are known to be an active player in theCR field, mainly through the activities of our sustainability business units.We share a common concern for addressing emissions, energy and mobilityissues, confirming to us that our climate strategy answers to the needs of ourstakeholders.

Clients also tell us that our emphasis on integrity is valuable.

Specific recommendations from stakeholders included the following, whichwe have taken to heart:

Make clear what your CR Vision is, including concrete objectives. Hold on to CR in the tough times, it is for the long term Discuss CR at high level Integrate CR in your advisory business Be open and transparent about your dilemmas Make sure your own operations are okay Report in an accessible and clear manner.

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Management approachThe management of corporate responsibility is a part of the regularmanagement structure within the DHV Group as described under thefollowing heading Corporate governance.

The structure of our management approach is illustrated below. Thecorporate strategy paper, known as the Corporate Policy Paper (CPP), setsthe direction. The foundation is provided by our Mission, with the BusinessFramework and Business Principles respectively providing the hard and softcontrols.

The CPP outlines the DHV Group strategic plans for the coming five yearsand is the responsibility of the Executive Board. The Executive Council isconsulted in the preparation of the CPP and it is approved by theSupervisory Board. The CPP is presented and discussed during the annualInternational Management Meeting (IMM). The IMM consists of the topmanagement of the DHV Group and is chaired by the EB.

Corporate governanceThe Executive Board (EB) and Supervisory Board (SB) of DHV Holding B.V.are guided by the principles and best practice provisions of the Dutchcorporate governance code.

The management of the DHV Group is the responsibility of the EB. Thisincludes responsibility for formulating and implementing corporate objectivesand strategy, and for resulting policy and financial performance. Ongoingmatters, strategy, goals and policy are further reviewed with the SB, whichconsists of external members. Major strategic and organizational issues aredecided through shareholders meetings.

The EB is selected on its ability to perform their responsibilities as outlinedabove. They are evaluated on their accomplishments, skills and expertisewith which they lead the DHV Group. Their knowledge and involvement withcorporate responsibility is part of this, as our CR policy and performanceinfluences the Group’s ability to deliver sustainable solutions in a responsibleway.

The DHV Group has adopted a decentralized organizational structure inorder to enhance its responsiveness to specific client needs. The Group isorganized in four Business Groups and four Regions where we maintain a

DHV Group

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permanent presence. The Business Groups have a primary responsibility fordeveloping and maintaining expertise positions, while the four Regions focuson relationships and local delivery. Profit and loss responsibility is at theBusiness Unit/Country level. This management approach is applied to allfacets of the DHV Group operations, incorporating Corporate Responsibilityon all levels. (See our corporate website for our organizational chart)

The determination of product (service) requirements is a joint responsibilitybetween the Business Groups and the Regions. The Business Groups havethe primary responsibility for developing and maintaining these asappropriate to their expertise positions. The Regions advise on localadaptation and implementation.

The Executive Council (EC) consists of the directors of the Business Groupsand Regions as well as the staff directors of Finance and Control, andCorporate Initiatives. It is led by the EB and acts as an extension of the EB informulating and implementing policy. All members of the Executive Boardand Executive Council have Corporate Responsibility as a performanceindicator in their personal appraisals.

Organizational responsibilityOrganizational responsibility in all facets, Economic, Environmental, Labor,Human Rights, Society and Product Responsibility is through the hierarchy.The Executive Board makes appointments at the Executive Council (EC)level. The EC jointly determine managerial appointments at the subsequent,Unit Director, level. A particular focus is given to Management Developmentacross Business Groups and Regions as well as to diversity. ECCommittees, reporting to the EC and chaired by an EC member are

established to address specific Group wide topics. These include:Technology, BIMS, and DHV University.

Managers of similar functions are encouraged to network in order to sharebest practices and harmonize approaches. In addition, taskforces areperiodically established to further corporate initiatives such as a GlobalKnowledge Broker network to enhance knowledge sharing.Corporate Responsibility is a line responsibility, within the framework set atthe Executive Council, and led by the Director of Corporate Initiatives. CRreporting is part of the financial reporting structure provided by thecentralized Finance and Control organization. Business Group. Regionalcontrollers are appointed by the Director of Finance and Control, to whomthey report functionally and in a direct hierarchical line. The controllersprovide operational support and reporting to the units that they serve.

MonitoringMonitoring in all facets, Economic, Environmental, Labor, Human Rights,Society and Product Responsibility takes place along organizational lines,augmented by audits and management visits. Reporting of performance is ona quarterly basis, through the financial reporting cycle. As mentionedpreviously, both financial and CR reporting is prepared through the controllerorganization. Business Group and Region directors discuss quarterly reportswith the Executive Board. The Executive Board submits and discusses theDHV Group’s quarterly report with the Supervisory Board.

For additional information on corporate governance seehttp://www.dhvgroup.com/corporategovernance.

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3.4 Working with dilemmas

Dilemmas are inherent to our business operations. For the DHV Group thesedilemmas generally entail whether or not to participate in a project due toquestions of integrity, negative impact to society or the environment, or(perceived) conflicts of interests. Cases are evaluated on an individual basis,within the framework of our BIMS framework and the Tender BoardProcedure.

When such conflicts are anticipated, management dialogue is triggered atthe tendering phase through the Tender Board procedure. The dialogue isfirst raised at the business unit and regional level, and is escalated in linewith the Authority Matrix. As a general rule, the DHV Group avoidsoperations in countries where integrity abuse exists to the extent that itprecludes the successful completion of services, presents a danger topersonnel, or where our work would result in negative consequences interms of people and planet.

When operating in countries where there is a known pattern of corruption orabuse, we are selective in the work that we take on and parties with whomwe work, identifying niches where we believe we can contribute to greatersustainability and perform our work keeping to integrity standards defined inour Business Integrity Management System. For example, we are involvedwith water projects and urban planning in countries that may be consideredrepressive regimes. We believe that our activities in these can make apositive contribution to local communities and the environment. In situationssuch as these, we keep in close dialogue with our employees.

Perceived conflicts of interest can arise when we perform work in an advisoryrole, for example to governmental authorities and wish to later provideservices or technology in the execution phase. We strive to be open andtransparent in our involvement and future objectives. This requires dialogue,directly or through professional associations. In daily operations, conflicts ofinterest are also prevented by our observance of secrecy agreements,internally as well as externally. The following cases illustrate some recentdilemmas.

1. The Netherlands Ministry of Public Works and Water Managementhas set a policy designed to avoid conflicts of interest ininfrastructure projects. DHV developed an internal policy that is inline with this approach, essentially making the choice per project,whether to pursue a role as a member of the government (client)team or as part of a private consortium. For some projects, it wouldbe possible to switch at the completion of a phase, e.g. after aplanning study, if all documents were made open to the public. Insuch an event, DHV would still make a detailed plan, indicating whosaw what and ensuring that appropriate confidentiality measuresare in place. In general, this works well.

However, sometimes the dividing line is not as clear, because theclient wishes to exchange knowledge between projects. In oneparticular case, DHV was on the client’s team for a Design-Build-Finance-Maintain (DBFM) project, which was running ahead of asecond project, in which DHV was part of a private consortium. Thedesire to share information between the projects was not knownuntil a later stage. This created a problem for DHV. DHV alertedthe client to the gap in the policy via the Dutch Association of

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Engineers and the issue was eventually resolved with the client.However, the private contractor was not comfortable with thisarrangement and terminated the association. If DHV had knownabout this earlier, it would have pursued a role with the client on thesecond project as well.

2. NACO management was confronted with the dilemma to accept aproject knowing that it required a short visit to the “war zone” inAfghanistan. From the staffing point of view, there was no realproblem. Suitable candidates volunteered for this project. Two ofthe three candidates had been in the army in the past and realizedthe potential danger. The third candidate was a senior well-experienced engineer with experience in similar situations.

At first, the Management Team decided not to submit a proposaldue to the potential personal risks for staff and substantial risk forthe company in case of fatalities. In communicating this decision tothe parties involved, a dialogue began in which the client assuredNACO that the personal risk was minimal and indicated that theimportance for NACO and the Netherlands was high. Options weresubsequently explored to maximize the protection: reducing theduration of the stay in the critical region, means of travel, etc.

This discussion re-opened the talks in the Management Team andadditional personal insurance was also investigated. Analyzing thepersonal risks, the protection offered by client and Dutchgovernment, a go-ahead was given. The eagerness and willingnessof the NACO staff to travel to this area helped to take a positive

decision. The families of the NACO employees, NACO Legal andthe NACO Works Council were involved in this decision process.

After the go-ahead the proposal was accepted and the first phasepositively concluded. The next phase of the project, without visit tothe site, was also awarded to NACO.

3. DHV was approached about a product which could be applied in itsprojects. The company offered DHV a share of the revenuesresulting from the use of the product due to DHV's recommendation.The dilemma was whether this is contrary to our obligation to offerour clients independent advice.

The DHV unit which had been approached explored various optionsin which it could be transparent about its role and the fact that it hadan interest in recovering a fee. If the customer wanted the producton that basis, then there would be no conflict of interest.

However, checking with other units in the company, it wasdetermined that there could be issues in two respects:

a. There are other makers/users of the product with whom DHVwould want to do business and exclusivity with the companywould cause problems;

b. Other units wanted to be able to recommend the products asindependent advisor to clients and felt that clients would notunderstand that another DHV unit is acting as contractor orsupplier of the product. DHV declined the relationship with the

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product producer, as it seemed that transparency would notprevent negative external perception.

In these examples we do not name external parties, however believe thatthrough actions such as these and openness with those involved, we notonly maintain our independent position, but also help improve the overallapproach to dilemmas.

DHV Group

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4. PERFORMANCE

4.1 Awards and rankings

In 2009 we received several awards, which underscore our expertisepositions and drive for sustainability. Among others:

SSI wins Consulting Engineering South Africa Award forMentoring Company of the Year.

DHV and partners win urban planning award with theirvisionary “Turning Tide, “City of Water” entry, the Netherlands.

DHV wins design award for energy neutral industrial sites usingbiogas systems and solar panels.

DHV wins annual prize from the Dutch Amstel, Gooi and VechtWater Board for “Sustaenergy- Green Gas” innovation.

NACO wins The Hague Entrepreneurship Award SSI wins SAICE Award for the Gaansbaai Waste Water

Treatment Works upgrade using Nereda® sewage treatment. DSM Campus Beijing receives one of the first Gold LEED

certificates in China, DHV’s first Gold LEED facility. DHV wins Passive Building Award with a renovation project

A selection of related rankings and scores **:

2009 2008 2007 2006 2005

Engineering News-Record

Top 200 International Design Firms

Top 150 Global Design Firms

*

*

39

55

44

56

41

58

42

61

The Swedish Association of Architects

and Consulting Engineers (STD): The

top 300 European ConsultingEngineering and Architectural groups

* 21 22 19 28

Dutch engineering weekly “Technisch

weekblad”: Top Dutch companies'

R&D investments

24 24 26 22 29

Transparency Benchmark of the

Dutch Ministry of Economic Affairs; forthe CR Report. Score out of 100

points = 18th place of 183 participants

* 67 73 45 51

Scenter research score out of 10

points = shared 3rd place out of 91

annual reports of Dutch companiesreviewed for transparency of policy.

* 9.0 8.0 8.2 6.0

* ranking not yet available

** For purposes of comparison, rankings in this table are shown in the year to

which the company data relates versus the release dates or report titles of the

issuer.

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4.2 Inside business and innovation

Accomplishments and challenges 2009

As illustrated in our Annual Report, there are many examples ofincorporating sustainability in our core business. Our challenge is toleverage the activities and learning from individual projects, and also topromote a consistent approach in assessing opportunities for sustainabilityand evaluating the implementation. To support our professionals, we havedeveloped a methodology for evaluating the degree of sustainability in ourprojects. Three related training sessions were conducted in 2009. Asupporting transparency tool, SDHV (Sustainable DHV), is available online.The tool functions as a guideline to strengthen attention to sustainability.

Sustainable innovationInnovation is a key aspect of the DHV Group’s services, as evidenced by thetype of contracts we perform as well as by the industry awards which we win.In 2009 all major operating brands won prestigious awards, examples can befound above in section 4.1 “awards and rankings”.

DHV Group companies are involved with technical Research andDevelopment. In 2009, DHV requested 12 registrations of exiting patents innew countries, primarily for sustainability related innovations. In addition, weregistered one new patent for technology to harvest green power andfertilizer from waste water. Our R&D activity increased from €17.7 million in2008 to an estimated €19.9 million in 2009 (whereof €10.3 million in theNetherlands). DHV was ranked by the Dutch engineering weekly “TechnischWeekblad” at number 24 and second in the engineering sector in 2009 in thelisting of Dutch R&D companies.

Showcase project

High Rate Algae Ponding (HRAP)In 2009, DHV and SSI concluded aCR project with the scientificinstitute EBRU, Rhodes University(Grahamstown SA). Thecollaboration brought together over10 years of experience withcultivation of algae and expertknowledge of waste watertreatment. It resulted in a robust,natural process for waste water

treatment with several secondary benefits. The HRAP systems consist of asimple facultative pond and a sequence of algae ponds. Domestic andindustrial waste water is converted to algal biomass that can serve asfertilizer, biogas source or for other applications. The effluent is directly fit forirrigation. Sustainability aspects include: low cost, low tech, lowmaintenance, no chemicals, good water, biomass production (algae) forfertilizer of biogas use, low-skilled employment creation = chance toimplement in rural areas with supportive functions for e.g. communitygardens. HRAP is ideal for locations with plenty of space and sun.

The project started through cooperation between Aqua4all, UNEP WIO-Lapand DHV. The parties are now actively introducing HRAP into the SA market.

DHV Group

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4.3 Business with integrity

Our overall policy for Labor, Human Rights, and Society is guided byprinciples established in the Corporate Policy Paper, Business Principles andthe Business Integrity Management System (BIMS). Our managementapproach is best illustrated by the extract from our Business Principles,which explains our company values.

The DHV Group applies a structured approach to integrity in businesspractices. Our business integrity policy covers a wide array of aspects fromcorruption, fraud and conflict of interest, to a whistleblower scheme forbusiness integrity violations and discrimination. The application andmanagement of our Business Integrity Management System (BIMS) is theconcrete implementation of this sustainable economic and moral compass.All Group companies are required to apply BIMS. Appropriateimplementation is determined at the country level, with regional oversight.

DHV Business Groups and Regions report quarterly on integrity issues. Allemployees must adhere to those principles and line management isresponsible for a proper implementation in business processes. StandardBIMS integrity clauses for partner contracts and the Project Integrity RiskIndicator have been developed to provide guidance.

This process is overseen by the Compliance Officer who reports on this tothe DHV Group President and has a direct line to the Supervisory Board.The Group Compliance Officer is assisted by the Compliance Team andmaintains a network with local Compliance Officers who may be appointed toprovide guidance and assurance at a local level. This network will beexpanded internationally in 2010.

Our Key Values

Our key values, Integrity, Respect and Freedom are at the heart of our business.Together they create an environment of which we can be proud and where people canenjoy their work.

IntegrityIntegrity is the basis for trust from our clients and trust within the company. We striveto uphold the highest professional standards, provide sound solutions and avoidconflicts of interest. We respect the letter and spirit of applicable national andinternational legislation and regulations. The DHV Group has a zero tolerance policytoward corruption, bribery, collusion, extortion, fraud and other forms of improperactions for corporate or personal financial gain. This also applies to actions by ourbusiness partners. These integrity principles are made concrete through our BusinessIntegrity Management System (BIMS) and the accompanying Compliance Program.

RespectRespect is our basis for teamwork. We treat others as we wish to be treated andappreciate different perspectives. In our policies and relationships, we act with respectfor the rights and dignity of individuals, as well as for the societies in which we live andwork. Our company policy does not tolerate discrimination or violation of human rightsand upholds the international conventions of labor standards, including those on childand forced labor. We act with respect for the environment and strive to make a positiveimpact though our projects and operations.

FreedomFreedom forms the basis of our approach. The DHV Group is a wholly independentorganization, without external shareholders. This independence enables us to shapeour own direction and to carry responsibility for our legacy and future. The same is truefor individuals. Our company policy promotes empowerment and accountability. Wesupport freedom of association, speech, thought and action, while recognizing thebusiness framework in which the Group operates. We value openness and choice,believing that this environment attracts and develops strong professionals who areable to provide clients with independent and creative solutions.

Extract from Business Principles

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Looking back and forwardWe have achieved satisfactory progress with a number of objectives for2009: The DHV Global Code of Business Principles was rolled out companywide and our Business Integrity Management System (BIMS) was updated.BIMS and the compliance process were externally audited.

A new BIMC, Business Integrity Management Committee was installed in2009, with representatives from each region and business line, as well ascorporate staff. The BIMC updated BIMS material for Group use, including aReference Book for employees. In the Netherlands, new employees arespecifically educated about our Business Integrity Management System(BIMS) through introductory courses. One of the actions of the BIMC for2010 is to establish Group wide training.

In 2009, we engaged in an external audit of BIMS and the complianceprogram by AC ETHIC Intelligence at our operations in the Netherlands,South Africa, Poland, India and Indonesia. The assessment of the overallsystem was positive. BIM is clearly supported and communicated from thetop. The main recommendations were to review and strengthen the processof agency appointment, make BIMS more visible and accessible globally,and to initiate more training. Action is being undertaken on all these items. In2010, we will work further to anchor these in the company, establish trainingand update our process on agents and representatives.

Seventy-six percent of all staff worldwide is covered by a formal processagainst discrimination. Topics include equal pay, sexual harassment and theaccommodation of religious observance. This will be strengthened globally in2010 with the external SpeakUp (whistle blower) program.

SpeakUp will enable greater reach for employees, who can use the systemin their own language and with full confidentiality.

Paying taxes is a legal obligation which we strictly follow. As work ininternational contexts can sometimes be especially complex, policymandates an advice by our external tax advisors for projects abroad.International tenders are presented to our own tender board that exerts extracontrol on integrity related risks.

As a sign of commitment to our integrity policy, DHV is signatory to thePartnering Against Corruption Initiative (PACI) of the World EconomicForum.

“My personal passion is thatI can contribute to a newworld in which I can see mykids learn and grow and Ihelp shape an even betterworld for their children!”

Sander Vorselman, DHVthe Nethe rlands, membe rof the core team'Sust ainable Build ing'

DHV Group

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ComplianceA total of four alleged incidents were reported in 2009, three less than in theprevious year. Two incidents were found not to be BIMS violations andsubsequently closed; two are currently under investigation.

Cases of violation of our business integrity policy and actions taken

Region # Cases 2009 # Cases 2008 Nature of cases 2009 and actions taken

The Netherlands 0 3

Europe (excl. the Netherlands) 2 3 1) Dispute of IBM invoices in the framework of ICT outsourcing. No apparent BIMS violation,case closed.

2) Incident reported regarding business dispute. No apparent BIMS violation, case closed.

Africa 1

Asia 2* 0 1) Engagement of a lobbyist without a written contract and who is reportedly also working asadvisor to a client. DHV is in discussion with the management of the company, in whichDHV has a minority interest.

2) Distribution of New Year and Mid-autumn festival gifts which exceed BIMS thresholds. DHVis in discussion with management of the company, in which DHV has a minority interest.

North America NA NA This applies to InterVISTAS. Delcan, in which the DHV Group has a 40%, interest has its ownintegrity system and is not included in this BIMS reporting.

* Although companies in which DHV has a minority interest are not in the scope of this report, these cases are mentioned consistent with our Annual Report 2009.

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Quality Standard and customer satisfactionISO 9001 coverage is a goal within our quality system. There was adecrease in 2009, notably in Europe due to the lapse of the ISO certificatefor DHV Polska. This has regional management attention.

FTEs covered by ISO9001 certification per region

2009 2008

The Netherlands 100% 100%

Africa 95% 98%

Asia 90% 89%

Europe (ex. The Netherlands) 75% 100%

North America 0% - -

Worldwide 93% 98%

Customer satisfaction programs are organized on a decentralized level,tailored to the demands of local business units. Extrapolating the availabledata, 51% of our operations utilized a structured customer satisfactionprogram in 2009, meaning that those entities have documented procedures,implemented processes and procedures for measurement and analysis.Entities that have more informal programs are not included in this figure eventhough they do solicit information on customer satisfaction.

“I am obsessed to enhance myskill and knowledge to involvein designing andimplementing CR activities forour clients, especially inapplying GRI 3 standardand/or ISO 26000.”

Adam Yazid , MLD Indone sia,Quali ty ManagementSystem/Enviro nment Dept.

DHV Group

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4.4 People care

Our business model of “Local delivery of world-class solutions” emphasizesoperating through national offices. We have selected nine home countries inwhich to establish local economic entities, run by local management andnetworked with the whole of the DHV Group. In this way our businesscreates steady economic value and contributes to sustainable developmentthrough job creation, the payment of local taxes; sourcing materials andservices locally; and working on projects that enhance the local quality of life.

We pay market conform wages and provide secondary conditions whichsupport health and well-being.

In addition to employment, a number of DHV Group companies share theirsuccess with staff through profit sharing and the possibility to buy companyshares. The DHV share plan was renewed in 2008 and gives wideopportunities for employees to participate. Shares have appreciated in valueand paid out dividends for 2008 and 2009.

We also strive to enhance economic development by contracting localcommunities and suppliers in the projects that we execute for our clients. Indeveloping countries this often requires creating smaller contractingpackages, conducting additional training and providing managementcoaching, but the capacity building and experience that is gained during theproject builds community support and can leave a lasting legacy.

Showcase project

Sustainable development in rural areas

DHV India is committed to

integrated and sustainabledevelopment of rural areas. As

part of the Karnataka Watershed

Development, DHV provided

expertise for income-generatingactivities for women and below-

poverty-line households in the

Tumkur and Haveri districts.

Projects such as these contributedirectly to improvements in living

conditions, increase social equity, and provide better access to water and employment

opportunities

Finally, we contribute to the well-being and development of localcommunities through donations, sponsoring and contributions in kind. This isprimarily in support of communities where our operations are located, but isalso stimulated as a part of our projects. Being a knowledge-basedorganization, we put a special emphasis on education.

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The DHV Group consists of a family of operations with deep roots in its homecountries. Together with alliance partner Delcan, the DHV Group employsover 5,500 professional and support staff. Member companies are managedlocally, but adhere to compatible core values and business principles,promoting diversity and personal development.

We engage with employees in regular performance reviews, personaldevelopment trajectories, work/life balance and career planning. We strive tosafeguard the safety and security of our work force, and are open to directdialogue with staff and parties who collectively represent staff.

Each DHV Group company implements HR policies suitable to localcircumstances. In developing countries we implement a standard that ishigher than local norms, for example in health care and office facilities.

The DHV Group emphasizes the importance of international frameworks andconventions, amongst which the International Labor Organization (ILO)conventions to ban child and forced labor. As a consulting and engineeringfirm we do not run significant risk of involving either. Under no circumstanceswill the DHV Group use child or forced labor nor participate in projects inwhich other parties do.

In order to strengthen alignment and the one-company concept, In 2009Human Resource officers worked together to update the Group HR Manual,which sets out the global framework and lists relevant practices in thedifferent country systems. This falls under the Business Framework, thefoundation policy document of the DHV Group.

In 2009 the percentage of staff based in the Netherlands remained at 43%.This includes the acquisition of NPC in the Netherlands and increased staketo 100% of Innova in North America.

Heads per region*

2009 2008

The Netherlands 2,340 2,289

Africa 1,000 1,015

Asia 900 815

Europe (ex. The Netherlands) 610 610

North America 650 591

Worldwide 5,500 5,320

* Headcount is presented in line with the annual report, in the same way asthe financial information. Other ratios are calculated on the basis of actualCR data reports. See the data clarification table for more details.

In 2009, new employment opportunities decreased by 16, compared with agrowth of 375 in 2008. This is a reflection of the economic situation andrestructuring of operations such as in Portugal. The greatest impact was onindirect, supporting positions. Growth in employment opportunity wasachieved in Asia where we are expanding operations, and North Americawhich has strong infrastructure opportunities. It is anticipated that 2010 willalso be a challenge, never-the-less we are keen to retain our core and growselectively.

DHV Group

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As explained in the Annual Report, the DHV Group is implementing a homecountry strategy, concentrating operations on a limited number of countriesin which we can achieve critical mass. For this reason, we have chosen todivest the small operation Panafcon Ltd. in Kenya.

Employment creation (excluding acquisitions/divestments)

2009 2008

The Netherlands -50 71

Africa -34 159

Asia 25 100

Europe (ex. The Netherlands) -22 45

North America 65

Worldwide -16 375

The level of outflow remains a point of attention, balanced with actions whichwe need to take due to economic circumstances. The outflow ratio of 11% inthe Netherlands is comparable to peers and at the low end of the sectoraverage of 10-15%. However, in the quest for talent, we wish to furtherimprove retention in all regions and are addressing this on a regional basis inour policy and by increased attention to career development despite theneed to closely watch costs.

Incoming and outgoing staff turnover (headcount)

2009 2008

Incoming Outgoing Incoming Outgoing

The Netherlands 190 240 369 298

Africa 256 290 246 87

Asia 288 263 439 339

Europe (ex. TheNetherlands)

129 151 185 140

North America 75 10 -- --

Worldwide 938 954 1,239 864

A combination of growth and outflow resulted in a decrease in the averagenumber of years with the company in Asia. The other regions remainedrelatively stable.

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Average Employment duration in years

2009 2008

The Netherlands 10 10

Africa 6 5

Asia 5 7

Europe (ex. The Netherlands) 6 6

North America 6 --

Worldwide 8 8

Professional and personal developmentProfessional and personal development is critical in our line of business.Integration of knowledge, cooperation between divisions and staff exchangefoster creativity. Professional training, career development programs,performance reviews, and also assistance for retiring and terminating staffare important factors to address.

Career and performance reviews are applied on the basis of local policy. Atthis time approximately 67% of worldwide staff is reported to be receivingregular career and performance reviews. The trend is positive versus 64% in2008 and 58% in 2007, but still needing attention although indications arethat more performance reviews are conducted than reported, at a moreinformal level. Key Unit Performance Indicators that are being developed forimplementation in 2010 will include Performance Appraisal coverage.

TrainingTraining needs and programs in all facets, Economic, Environmental, Labor,Human Rights, Society and Product Responsibility are determined at abusiness group and local level, with the exception of management leveltraining such as the Executive Development Program (EDP) and mandatorycompany wide training and awareness regarding the Business IntegrityManagement System. These are determined at EC level and managedthrough EC committees. A DHV University is in the process of beingestablished as an umbrella organization for Group-wide people developmentsuch as EDP, a Management Development Program (MDP) and ProjectManagement.

DHV Group

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The Executive Development Program (EDP) was offered again in 2009. Thenext series will commence in 2011. A new Management DevelopmentProgram is being developed and scheduled to start in 2010.

Participants of the 2009 Executive Development Program.

Overall we maintained the same level of training hours as in 2008. In theNetherlands, all new employees receive a two-day training course for theirintroduction and units with low workload conducted additional training in linewith anticipated market needs. This accounts for the substantial differencecompared to other regions. In Asia we increased training at our GlobalEngineering Center in India.

Training hours per FTE

2009 2008

The Netherlands 48 51

Africa 38 40

Asia 24 15

Europe (ex. The Netherlands) 12 16

North America 8 --

Worldwide 37 39

Training and certification in project management was conducted in allregions, as well as a (limited) number of staff exchanges. The focus onproject management reflects our greater attention to risk and businessbasics, as well as growth in the responsibility, size and complexity of theaverage projects that we are managing. A new DHV Group ProjectManagement manual is being completed and will form the basis for trainingstarting in 2010.

Programs for retiring employees are part of the local HR strategies.Approximately 56% of the worldwide workforce is covered by a program toassist with retirement or termination. Those programs have differentobjectives and range from information on retirement schemes to monetarysupport and/or active job placement assistance. DHV in the Netherlandsmaintains its own pension schemes for staff.

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Young professionals within the DHV Group are connected through respective“Young” networks. During 2009, the network facilitated input from Youngcolleagues across the company for the DHV Group strategy plan, Vision2015. A number of the ideas will be presented to senior management at the2010 International Management Meeting, which will again include a parallelprogram for young colleagues. The study trip to the Netherlands planned for2009 was not held in view of restructuring taking place in parts of thecompany. A number of Young colleagues were invited to participate in theInternational Expertise Meetings which were held in Poland, Canada andAfrica in lieu of the 2009 International Management Meeting.

Young DHV professionals in the Netherlands are active in the YoungLeaders for Nature. In 2009, they initiated and led two initiatives for nationalSustainability Day (9-9-9). These both involved young professionals fromseveral companies and public figures. The first was a series of concurrentlectures at universities and high schools, the second was a brainstormingevent for the rehabilitation of a neighborhood. Young professionals at SSIare personally involved in the Saturday Schools initiative.

Young professionals led National Sustainability Day initiatives.

DHV Group

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DiversityThe DHV Group believes that a diverse workforce is an asset that adds greatvalue to our business, because it promotes creativity, innovativeness andflexibility. We define diversity in terms of gender, age and background. Weselect new staff on professional and personal qualifications and do nottolerate discrimination. The Group emphasizes the importance of localrecruitment and local management, combined with selective exchanges ofstaff and external or expatriate managers.

The average age worldwide increased from 40 to 41 years of age. Theworkforce of the DHV Group is mostly male and aged between 30 and 50.The proportion of men older than fifty and younger than thirty indicates aneed to focus on recruiting and retaining younger employees for futuregrowth and professional capacity. Female staff overall decreased from 29%to 28%; this mostly reflects the decrease in indirect positions.

Workforce age structure 2009

Age group Women Men

<30 26% 18%

30-50 62% 56%

>50 12% 26%

Percentage of women in workforce

2009 2008

The Netherlands 26% 27%

Africa 32% 33%

Asia 20% 22%

Europe (ex. The Netherlands) 39% 41%

North America 32% - -

Worldwide 28% 29%

Average age of the workforce

2009 2008

The Netherlands 41 41

Africa 41 39

Asia 39 39

Europe (ex. The Netherlands) 40 41

North America 40

Worldwide 41 40

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Management originConsistent with our policy of local delivery and management, ninety-nine(99%) percent of our management is local staff. This is complemented with asmall number of expatriate and exchange personnel. Almost all managementvacancies in 2009 were filled with local candidates. Three quarters ofmanagement vacancies were filled by internal candidates, reflecting anemphasis on management development.

The portion of females in our worldwide management was 17% in 2009, upfrom 16% in 2008. We aim to increase the percentage of women at amanagement and professional level. As a result of signing the Talent to theTop Charter in the Netherlands, there is greater attention to cultivatingfemale talent in our company. We intend to use the learning from thisinitiative across regions and for other aspects of diversity. Extra attention isbeing given in appointments. Starting in 2010, candidates for seniormanagement positions reviewed by the Executive Council must includewomen on the slate.

Management development

% of managementvacancies filledinternally 2009

% of managementvacancies filledinternally 2008

The Netherlands 88% 79%

Africa 0% 0%

Asia 25% 0%

Europe (ex. The Netherlands) 100% 17%

North America 60% --

Worldwide 76% 53%

DHV Group

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Diversity in governance bodiesDHV features three bodies that have governance functions: the SupervisoryBoard, the Executive Board and the Executive Council (EC). The boards arerelatively homogenous, as is typical for our industry. One of the fiveSupervisory Board members is female, as is one of the twelve members ofthe EC. Four nationalities and five distinct fields of professional backgroundare represented on the EC. We have appreciated the different perspectivesthat this has brought and we will continue to pursue this agenda at all levels.

For additional inspiration at the top, we are especially pleased to have threepowerful advocates of diversity for the team. Mrs. Sybilla Dekker on ourSupervisory Board, and Mrs. Melek Usta and Mr. Ad Veenman on the Boardof the DHV Foundation, primary holder of our shares.

Mrs. Dekker is a former Netherlands Minister of Housing, Spatial Planningand the Environment. Among other leadership roles, she is the President ofthe Dutch taskforce Talent to the Top, which promotes increasing thepercentage of women in top positions. Mrs. Usta is the Director of ColorfulPeople, a leading company for diversity management with an emphasis ontop positions. In addition to corporate activities including a number of boards,she lectures at the University of Amsterdam and Tilburg. Mr. Ad Veenman,former CEO of NS, the Dutch Railways, is Chairman of the MonitoringCommission of Talent to the Top. Under his leadership, NS won the VNO-NCW Diversity award in 2008 for its consistent and concrete diversity policy,which resulted in more women in the company and at top positions and wellas attention to cultural diversity.

Bertrand van Ee Piet Besselink Arnold Galavazi Chris Engelsman

Roel Overakker Vic Prins Eugene Grüter Jim Kerr

Piet van Helvoort Marga Donehoo Naren Bhojaram Johan van Manen

The Executive Council of the DHV Group.

More information on the governance bodies of DHV is available in ourAnnual Report 2009 on pages 6-10, 68, 70.

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Employment conditionsThe quest for talent has been one of the main challenges of the past years. Ashortage of qualified, technical professionals is evident on the labor marketsaround the world. The labor market for engineers in Africa is tight; and in fastgrowing economies such as China and India there is a special challenge toretain talent. One of the advantages that the DHV Group offers employees isfreedom to develop. There are many opportunities within the Group, as wellas a focus on improving the flow of knowledge and staff. Staff exchange,knowledge sharing and training play important roles in developing ourindividual and joint capabilities. In these tighter times, we have maintainedour focus on training and stimulated cross assignment opportunities.

Contractual employment conditions conform to local market conditions. Ingeneral, it is our policy to set fixed remuneration at market average and

variable above average. In 2008 a Group-wide compensation policy wasestablished, forming the basis of country-specific implementation. We are movingto a more flexible, performance-basedremuneration in Asia, South Africa, andthe Netherlands. Profit sharing with staffin 2009 was €4.9 million versus €6.8million in 2008.

In order to offer greater opportunity forownership, we launched a new EmployeeShare Plan. A total of 300 colleaguesjoined in the first two rounds andpurchased 5% ownership in our Group.

The depositary receipts for shares generated a 9% return in 2009, includinga €0.40 per share dividend. The medium term targeted average rate ofreturn is 15%.

DHV Group companies tend to rely on individual and group dialoguebetween management and staff in their communication to gauge employeesatisfaction. Staff meetings and regular performance reviews are examplesof such opportunities. A more structured survey is under consideration for2010.

The structure of our workforce in terms of contract and employment typesshows a decrease in the percentage of fixed-term contracts. This reflects thecurrent economic situation, in terms of work load and policy. The first priorityis staff and fluctuations are addressed through agency personnel and non-renewal of limited contracts. We continue with strategic hires; these generallyseek the commitment of a permanent contract. Regional differences are inline with local practices.

Percentage of staff with fixed-time contract

2009 2008

The Netherlands 10% 12%

Africa 17% 22%

Asia 48% 57%

Europe (ex. The Netherlands) 32% 35%

North America 5% --

Worldwide 21% 25%

DHV Group

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The proportion of part time employees in our workforce increased slightly in2009, especially in the Netherlands, where working part-time is a social trendacross all sectors. We anticipate that this will continue and in future yearsincrease in other regions as economies recover and people seek greaterwork-life balance and flexibility.

Percentage of part-time employees

2009 2008

The Netherlands 36% 34%

Africa 0% 0%

Asia 0% 0%

Europe (ex. The Netherlands) 7% 6%

North America 8% --

Worldwide 19% 18%

Health and safetyNo fatalities occurred during the year 2009. Lost Time Injuries (LTI) per200.000 working hours, (approximately 100 labor-years) increased from 0.2to 0.4 cases. In the Netherland, the increase in cases is primarily minorinjuries in the Netherlands due to slipping and the substantial increase in lostdays is due to one long term absence. In South Africa there is now a sharperdefinition of what constitutes an LTI. Operations in Portugal continue to havethe highest incident rate due to hands-on operations activity at one site. Thiscontract was ended in 2009. In discussion with our external assuranceprovider, PwC, we have decided that as of 2010, we will be reporting on

sickness versus Lost Time Incidences. This will be more relevant to thenature of our business, where the predominance of our activity is inConsulting and Engineering services.

Frequency and Severity of Lost Time Injuries

2009 2008

cases per200.000

working

hours

lost daysper

200.000

working

hours

cases per200.000

working

hours

lost daysper

200.000

working

hours

The Netherlands 0.3 15.2 0.0 0.0

Africa* 0.3 1.1 0.0 0.0

Asia* 0.0 0.0 0.0 0.0

Europe (ex. NL) 1.6 6.8 1.6 36.0

North America 0.0 0.0 - - - -

Worldwide 0.4 7.8 0.2 5.2

* Note that 2008 data for Africa and Asia are based on 5% and 25% FTE-coverage respectively.

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Priorities and targetsAs in 2009, in 2010, we will concentrate on consolidating in terms of turnoverand staff, and on implementing synergies with the (new) members of ourGroup. Overall, we approach the year soberly in view of the economicuncertainty. However we will continue to invest in our people andopportunities in Asia have our special attention. This will entail local capacitybuilding and will also open opportunities for cross assignment.

With the exception of strategic hires, we will concentrate on retention versusrecruiting. In terms of development, programs for younger staff will becontinued as well as the launch of a midlevel Management DevelopmentProgram. As they were in 2009, training programs will be geared to directbusiness needs such as project management and industry specificopportunities such as sustainability and specifically Cradle 2 Cradle. Stafffeedback indicates a desire for cross assignments. A framework policy forstaff exchange was developed in 2009. In 2010 we will investigate andaddress specific roadblocks.

Global cooperation between business units and HR departments will beessential to take advantage of opportunities and mitigate the negative impactof the economic downturn. This will include the sharing of people needs andavailability lists and the facilitating of staff exchange. There were successfulexamples of this in 2009. In the Netherlands, the Business Groupsmaintained an online listing of available staff, which was used for placement.A listing of needs from Asia was circulated and received an extraordinaryhigh level of response, answering both a need for expertise as well as thedesire for cross assignments.

DHV Group

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4.5 Community care

The people working at the DHV Group support many aspects of communitycare through personal initiatives as well as company sponsored activities.This involvement varies with personal interest and regional needs.Colleagues in the Netherlands are often involved in projects for developingcountries and environmentally related projects. In South Africa, the Saturdayschools continue to be taught by colleagues in their own time. In Asia, thereis also a focus on education and community development in connection withprojects. In North America, volunteerism that is linked to health and wellbeingis very active. As a Group, we are very proud of their engagement and takethis opportunity to thank and congratulate all of them for their energy to makeour world a better place.

"At home I try to instill a cultureof caring and giving within myfamily to those in need, e.g.financial contributions toHospice, Cansa Association andsupporting church charities."

Pauli ne Makama, SSI, SouthAfric a Corpo rate Socia lResponsib ility Manager

Showcase project

Building futuresDHV staff members, such as MonaGustina (Indonesia) and Erik deVries and Rob Krabbenborg(Netherlands), help underprivilegedkids build a better future.

On Saturdays, Mona Gustina giveslessons to homeless children underthe Grogol bridge in Jakarta, whileErik de Vries – and a number of hiscolleagues in Eindhoven – contributeby coaching kids who need a little

extra help to find their way. Like SSI’s Saturday school instructors, theycontribute their own time to make a difference.

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From a company perspective, we emphasize two distinct fields of communityactivities:

The first is “Building futures” through education and economicdevelopment, which is a natural fit with our business. We are involved withuniversities and at primary and secondary education levels. DHV companiescooperate with universities in research and development, studentplacements and student research projects. We convey (technical) skills andknowledge that are related to our expertise and make them accessible toyouth and entrepreneurs in developing nations.

The second is the “Living Environment”, promoting sustainability in anenvironmental sense. We fill this in through active membership in platforms,programs and partnerships in which our business units engage.In order to create more transparency, several entities have establishedframeworks or policies around community activities and sponsoring. Wefavor community efforts close to our business, with the flexibility to addressspecific local needs. E.g. SSI views Health as an additional pillar of their CSIengagement.

Our decentralized organization encourages fitting community engagement tolocal circumstances, resulting in many different types of activities asillustrated by the following selection:

“Building futures” SSI has expanded its own “Saturday school”, staffed with SSI

professionals that educate high-school aged youth from disadvantagedbackgrounds in the fields of math and engineering. The fifth schoolopened in 2009. More than 150 students have benefited, scoring wellon their national exams and some continuing on to university. SSI isproviding additional support for this next step through scholarships andcomputers.

DHV Group employees invest their personal time to help young people,tutoring street children in Indonesia and mentoring youths in theNetherlands.

DHV in the Netherlands continued its cooperation with the innovativelocal weekend school of Pet’je af. We support the start-up of the schoolfinancially and through experts who hold classes in their field ofexpertise.

SSI Saturday School Initiative.

DHV Group

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DHV partners in Brainport Eindhoven in the Netherlands. This is aunique cooperative network of businesses, governments andeducational institutions open to new ideas.

Several entities engage in student placements on, enabling students toresearch academic topics in business surroundings or allow them toexperience our work first hand.

DHV and SSI cooperate to support the Ubuntu “plakkies” enterprise forfashionable slippers from discarded tires. This project, started by DelftUniversity students involved major companies and government tobenefit a South African community suffering from poverty and aids.

“Living Environment”: DHV the Netherlands participated in a number of initiatives that have

environmental agendas: e.g. the Aqua-for-All foundation that focuses onsafe drinking water, sanitation and sustainable water management indeveloping countries. We have continued to cooperate with the WWF inthe Netherlands and the open source mobility platform c,mm,n.

DHV in the Netherlands, in cooperation with educational institutions andcolleagues from the water sector, initiated a program where-in grammarschool students are supported by water professionals in practicalassignments that are related to the water sector. This initiative aims tointerest more students to choose a career in the water sector.

Also in support of future water managers, the DHV Group, launchingsponsor of the Henry Hudson 400 Foundation and H209 Waterconference, also supported the New Generation competition. Thecompetition winner was sponsored to participate at the conference inNew York and received an internship at DHV.

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Overall TrendFinancial contributions amounted to approximately €163,750 in 2009(€386,000 in 2008). This decrease is primarily due to no longer including theexpense of labor for community activities in Africa in this total. Contributionsof (paid) staff time during work hours decreased from 5,770 to around 3,700hours in 2009. This does not include individuals’ engagement outsideworking hours and also reflects a stricter policy of balancing company fundedcommunity time with personal time. The accuracy of our monitoring has notchanged significantly as community involvement activities continue to beprimarily local initiatives.

Priorities and targetsOur objectives are unchanged for 2010 and include increased accuracy ofmonitoring of our (financial) engagements. We will continue communityinvolvement that is appropriate to the local context and will further encouragethe emphasis on “Building Futures” and the “Living Environment”.

4.6 Caring operations

We impact the planet in two primary ways: through the types of projectswhich we execute and through our own operations. Our greatest impact inthe supply chain is through interaction with our clients. This has a strong linkwith CR due to the nature of our core business.

The impact that our projects can have literally includes all environmentalaspects such as water, air, soil, biodiversity, spatial functions and non-renewable resources. We market services and technologies that contribute

to improvement of the environment and avoid participation in projects that donot consider their impact on the environment.

In support of our customer’s supply chain requests, DHV in the Netherlandsis preparing for ISO14001, the standard used by organizations for designingand implementing an effective environmental management system. In 2009,it qualified on the CO2 ladder of ProRail, the Dutch rail infra provider. Thisties concrete pricing advantage to CO2 performance. DHV also performsconsulting services in this for other companies.

Supply chain choices in our core business are mostly about conscientiouslyselecting business partners for common values and business principles,rather than about product sourcing. In support of this, we have strengthenedour contracts with integrity clauses. In addition, we work to find sustainablesolutions with suppliers in our asset management and contract managementprojects.

Although the DHV Group does not produce nor manufacture products andhence has no significant suppliers of parts or materials, we have suppliers forour facilities such as energy and other building related supplies. DHV in theNetherlands screens its procurement policies for improvements andparticipates in sector discussions where Procurement officers of differentcompanies come together to share learning and ideas.

Purchase of chlorine free or FSC-certified paper is in place. In 2009,providers of telephone services and lease cars were challenged to supportus in our climate strategy / sustainability performance. In 2010 we will belooking at electric vehicles and working with our suppliers of ICT.Sustainability can also be found in small practices, for example in the main

DHV Group

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Amersfoort office, an agreement was made with the catering company toincrease the biological assortment and reduce waste by substituting mono-packaging with dispensers. The catering and beverage machine assortmentis now 23% bio/fair trade and we are targeting at least 40%, with reference tothe Dutch governmental criteria for sustainable purchasing.

Our choices in the supply chain are also linked with a desire for “smarterpurchasing”. At this time, it is our experience that choosing green options isstill often at a higher cost. We hope to find solutions that are at least a costneutral by reducing waste, bundling, and through alternate paymentmechanisms.

Environmental challenge

Our challenge in identifying the proper environmental issues was the diverseenvironments in which we operate. By analyzing other organizations’approaches, the GRI guidelines and incorporating our own environmentalexpertise, we have identified the following to be most relevant to our ownoperations:- Energy consumption of our offices- Business travel- Paper usage- The CO2 footprint of the DHV Group derived from our energy

consumption from buildings and travel.

Water and material consumption are relevant to our operations, but on amuch smaller scale. We are therefore give priority to improving andmonitoring energy use.

Concrete measures include our policy for selecting offices. The new office inPortugal is a renovated industrial facility, energy and water efficient, andclose to public transportation.

The renovation of our head office in the Netherlands will take it to the highestenergy label, from a “G” to an “A”, for which we received a “green financedeclaration” from the Dutch Government, a premier for office buildingrenovation. In addition to supporting travel by public transportation andincreased use of telecommunications, we have sharpened policies on leasecars and facilitate car pooling.

Showcase project

Sustainable renovation paysUpgrade and increase sustainability

in existing office facilities? In an

affordable manner? The 40 year old

DHV head office, Amersfoort, theNetherlands, will go from an energy

efficiency rating ‘G’ to ‘A’. Better

use of natural light, automated

shades and new utility installationswill create substantial energy

savings and lower life-cycle costs.

Our ‘newest’ office in Portugal, a 50 year old building, applied the same principles to

create a comfortable and sustainable work environment, implementing reuse ofresidual heat and water.

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Environmental performanceWe are satisfied with the progress of reporting in 2009. There has beenimprovement in environmental data coverage and accuracy. This willcontinue to receive attention.

In 2009 we decided to target a 25% reduction of our CO2 footprint per full-time-employee (FTE) by 2015 versus a baseline of 2008. We have alsomade a strong commitment in our Annual Report to offset to a climateneutral position in the Netherlands as of 2009 and globally in 2010. At thewriting of this report, DHV is still in the process of acquiring the certificatesfor the 7,830 tons to be compensated for CO2 emissions in The Netherlands,

See the data clarification table for details on the basis for data coverage,conversion factors and exploration.

The 2008 baseline is a restatement versus the CO2 emission figurescontained in our 2008 CR report. The following changes were incorporated:

1. As stated in the section 5.1 Scope of Report, Delcan and Planetek,entities in which we have minority ownership are now excluded fromscope.

2. 2008 air travel figures have been significantly reduced. In 2008, SSI(Africa) could not provide consolidated air travel information.Therefore the overall total for CO2 was based on an extrapolationfrom reported information, primarily from the Netherlands. Figuresreported by SSI for 2009 indicate that there is significantly less airtravel by operations in this region. Comparing 2009 to the 2008extrapolated total generated an overall air travel reduction greater

than 40% and overall CO2 reduction of 14%. We consider this to bea disproportionately artificial step towards our 25% target and not inthe spirit of real reduction. We have therefore restated the 2008 airtravel for SSI by using the 2009 ratio of air travel between theNetherlands and SSI. This is a better reflection of travel patterns.Overall, the restatement combines with actual reduced air traveland an increase in FTEs for a CO2 reduction of 6.6% in 2009 versus2008.

Further detail about our energy use is presented below.

DHV Group

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CO2 footprint of DHVOur CO2 footprint indicates the impact on the environment and specifically onclimate change. Based on the energy consumption in buildings andtransportation, we have included the following data sources to calculate thetotal CO2 emissions:

+ Electricity consumption2

+ Consumption of other building related energy (gas1, oil1, district heating2)+ Fuel consumption of company cars1

+ Mileage of business travel with private car3

+ Mileage of business air travel 3

CO2 compensation

= net total CO2 emissions(note: 1,2,3 refer to the scopes of the GHG protocol)

As illustrated in the following graphs and table, the total estimated emissionsfor the DHV Group in 2009 is approximately 13,000 tons of CO2 versus13,700 tons in 2008. The decrease of 5% is primarily due to a decrease in airtravel. Registered car travel however, increased, particularly in Africa andEurope. Total emissions per FTE is 2,910kg versus 3,115kg in 2008, adecrease of 6.6%.

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The following table provides an overview of our CO2 emissions by sourceand commitment to offsetting our impact.

DHV Group

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Energy consumption of our officesWe consume electricity and district heating as well as gas and oil products inour facilities. Consumption in both 2008 and 2009 was approximately 45,000GJ. Electricity consumption per FTE worldwide is decreasing to an averageof approximately 1,900 kwh/FTE in 2009 from 2,000 kwh/FTE in 2008.

The portion of electricity from renewable sources assumes that all electricitysupplies that were not specifically reported, but extrapolated, stem from non-renewable sources. Our portion of sustainable electricity was 41% in 2009versus 37% in 2008.

Business travelThe nature of our business requires travel to clients and project locations.Because air travel constitutes a large part of our emissions, in 2009 we madea point of improving the accuracy of our reporting. Whereas in 2008 we hadsignificant extrapolation, SSI was able to provide external data in 2009 bychanging to a single provider. The combination of better data and reducedtravel resulted in a 42% reduction per FTE. The largest impact was fromhaving reported data available rather than extrapolating air kilometers perFTE on the basis of data mostly in the Netherlands. Since this is not a goodreflection of actual reduction, we have restated our air travel in 2008,bringing the ratio between SSI and the Netherlands in line with the 2009ratio. There was an actual decrease in travel air travel by Dutch personnel of13% per FTE in 2009. In calculating the total emissions, we haveextrapolated reported data by FTEs.

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Paper usageOur current estimate on the use of printing and copying paper worldwide isapproximately 141 tons, equivalent to about 31 kg per average FTE. This is asignificant reduction versus prior years and reflects both an actual reductionand increased accuracy of reporting versus extrapolation. Since the end of2007, the Dutch offices are supplied with FSC-certified paper. Thisrepresents half of our paper consumption. We further reduce ourenvironmental impact by double-sided printing, stimulating digital archivingand reporting and by general recycling of paper.

Waste managementMultiple companies of the DHV Group have waste reduction and recyclingprograms for paper, toner cartridges, electronic equipment and hazardous

household waste such as batteries. In this manner, we reduce the impact ourresource consumption has on the environment.

Priorities and targetsWe remain focused on gaining a deeper understanding of our environmentalimpact through the accurate registration of consumption data worldwide. Thisis ambitious and must be kept in proportion to the added value. We will focuson appropriate measures to reduce our footprint and to identify costreductions and efficiency gains within our office operations on a local basis.

In principle our targets remain unchanged: Monitor worldwide environmental data and work towards substantial

data coverage for the environmental indicators. Work towards achieving our target of 25% CO2 emission reduction

versus 2008 by 2015. Continue to review the existing procurement policy of DHV in the

Netherlands, communicate the policy to our suppliers and share learningbetween locations.

DHV Group

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5 REPORTING

5.1 Scope of Report

ChoicesIn line with previous years, this Report is prepared in accordance with thereporting criteria and guidelines of the B+ application level of the GlobalReporting Initiative (GRI). The DHV Group obtains its CR data from internalmeasurement and external sources or third parties. The data is gatheredusing a questionnaire and is integrated in the financial reporting lines.Definitions are communicated through a standard guidebook

The selection of KPIs has been guided by internal stakeholder dialogue,reviews of peer organizations and the expertise of our sustainabilityconsultants. We have confirmed the relevance of our approach and KPIswith our Supervisory Board and through external stake-holder dialogue.Priority is given through an assessment of issue significance in the light ofour values, strategy and the known expectations of stakeholders.Furthermore, we were guided by the scope of influence we can exert toimprove performance. We will report on those indicators over the comingyears and we strive to improve our performance.

Where appropriate, we present our current performance data next to theprevious year in a relative way (using percentages and ratio’s) to make itpossible for readers to monitor and measure progress year on year, unlessthe reporting protocol requires absolute figures to be disclosed. DHV definescoverage as the number of full time equivalents (FTE’s) working in Groupcompanies that report data divided by the total number of FTE’s. The data

clarification table in section 5.3 shows the coverage per indicator. All Groupcompanies are required to state whether figures for each indicator areestimated or calculated. For 2009, we set a key objective of improving ourdata accuracy, aiming to measure at least 60% for each indicator (expressedin FTE’s). This has resulted in both greater coverage and improved dataaccuracy.

In line with the DHV Group’s updated CR reporting policy, this reportincludes data from entities that are fully owned or majority owned, or thoseentities where DHV has a controlling interest with respect to CR. This is achange in reporting scope as we have now excluded our all iance partnersDelcan and Planetek, in which we are a minority shareholder, from thereported figures and graphs, unless noted otherwise. In previous years wehad included these given the close relationship and our ambition to fullyintegrate these operations in our existing business. We have adjusted the2008 figures to make it possible to monitor progress year on year.

External assurance of our CR report is valuable to us and to you as a readerof the report. The DHV Group has engaged its external assurance providerPricewaterhouseCoopers Accountants N.V. to provide limited assurance ondata in this Report. Please refer to the assurance report for information onthe scope of the engagement, the work performed and the conclusions.

We have published a printed CR summary booklet along with our AnnualReport. This summary is meant to provide readers with a concise overview ofour philosophy, policy and performance.

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BoundariesThis CR report covers the period from 1 January 2009 to 31 December 2009and is the fourth separate CR report of the DHV Group. It is publishedannually and complements the annual report. We intend to publish acombined report in 2010.

In accordance with DHV Group reporting criteria, all companies acquired inany given year, are required to report CR data as from the following year. Anexception to this is the disclosure of total personnel figures and financialinformation which is reported in line with the Annual Report. Groupcompanies that are divested are excluded from the reporting scope for theentire year in which the divestment took place. The reporting scope does notcover joint ventures or subcontracted operations..

The DHV Group reports on the performance of the majority-owned legalentities that are part of the DHV Group. Further details on the DHV Group’sparticipations are listed in the Annual Report 2009 on page 66.

The selected KPIs relate to our own personnel for whom the DHV Group hasthe responsibility as employer, and exclude freelance personnel or staff hiredthrough temporary staffing agencies.

We report environmental KPIs on our permanent office locations. We haveapplied extra care when data has been estimated for locations where dataare not readily available, e.g. in shared office locations.

5.2 External assurance

To the Executive Board of DHV Holding B.V.

ASSURANCE REPORT

SCOPE AND RESPONSIBILITIESWe have been engaged by the Executive Board of DHV Holding B.V.,Amersfoort (‘DHV’) to review the content of DHV’s Corporate Responsibility(CR) Report for the year ending 31 December 2009 (hereafter referred to as‘the Report’).

A review engagement is aimed at obtaining limited assurance. The detail ofreview procedures is substantially less than audit procedures andconsequently a review engagement provides less assurance than whatwould be obtained from an audit engagement. Therefore our AssuranceStandard requires the review conclusion to contain a clear written expressionof negative assurance by using double negation.

We do not provide any assurance on the assumptions and achievability ofprospective information (such as targets, expectations and ambitions)included in the Report. The Report contains references to information onwebsites. This information is excluded from our assurance scope. TheExecutive Board of DHV is responsible for the preparation and presentationof the Report. Our responsibility is to draw a conclusion on the Report basedon our review.

DHV Group

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REPORTING CRITERIADHV developed its reporting criteria on the basis of the G3 Guidelines of theGlobal Reporting Initiative (GRI), as described in section 5.1: ‘Scope’. Thesereporting criteria include certain inherent limitations that can influence thereliability of the information.

DHV only reports on parts of the organization as the Report only includesdata from DHV entities which are fully or majority owned. For further detailson the reporting scope, refer to section 5.1 ‘Scope’ in the Report. Weconsider these reporting criteria to be relevant and sufficient for ourengagement.

For several indicators the Report is not yet based on full coverage asintended by DHV per its reporting criteria. By including a data clarificationtable in section 5.3 of the Report, the coverage of the Report is clarified byshowing for each indicator the number of FTEs working in entities that reporton that indicator as a percentage of total FTEs. In our opinion this limitationwith regard to the completeness of the Report and the reasons for it areacceptable.

REVIEW PROCEDURES PERFORMEDWe planned and performed our review procedures to obtain a basis for ourconclusion in accordance with Dutch law, including the Assurance Standard3410N “Assurance Engagements relating to Sustainability Reports”, drawnup by the professional body of Dutch accountants (“Royal NIVRA”).

Our most important review procedures consisted of:

- updating our understanding of the activities and the organization ofDHV;

- analyzing public information to gain insight into CR aspects relevant toDHV and its industry during the reported period;

- investigating the acceptability and application of DHV’s reporting criteriain relation to the information requirements of its stakeholders;

- conducting interviews with responsible officers at head office inAmersfoort, aimed at understanding the progress made by DHV in thedata gathering and reporting process and at evaluating thecompleteness, accuracy and adequacy of the qualitative andquantitative information in the Report;

- as far as necessary, assessing the design and functioning of theprocesses used for data capturing, collation, aggregation and validation,including the methods used for calculating and estimating results;

- performing analytical procedures on a sample basis on the datareported;

- reviewing the application of the G3 Guidelines of the GRI;- evaluating the overall format and presentation of the Report, including

evaluating the consistency of the information, in line with DHV’sreporting criteria.

We believe that the evidence obtained from our review procedures issufficient and appropriate to provide a basis for our conclusion.

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CONCLUSIONBased on our review procedures nothing has come to our attention thatcauses us to believe that in accordance with DHV’s reporting criteria:

- the reporting principles are not acceptable or have not been appliedconsistently;

- the events described did not take place during the reporting period orare not presented fully, accurately and timely;

- the information is not presented completely, accurately and adequatelyin all material respects.

RECOMMENDATIONSOur assurance engagement has led to recommendations for improvementwhich are reported to management. Without qualifying our conclusion above,we would like to draw the readers’ attention to the following:

- In 2009 DHV continued its engagement with key stakeholders byorganizing a dialogue on its commitment to CR. The outcomes of thisdialogue are summarized in the Report. For next year’s CR report it isour recommendation to explain more explicitly what CR aspectsstakeholders consider to be the most important for the company andhow these insights are used by DHV to shape its CR agenda as well asits CR report.

- Although DHV has increased the number of entities that are nowreporting on CR data, the coverage of the Report remains relatively lowfor some indicators, e.g. for electricity and other CO2 related indicators.We therefore recommend, like last year, to further increase the coveragein 2010 and to achieve a higher degree of completeness in the next CRreport.

- Last year we issued a qualified assurance report, because we were notable to conclude as to whether the reported data on air travel andsubsequently on the total estimated CO2 emissions for 2008 were freefrom material misstatement. In this Report DHV has restated the 2008CO2 emissions data as described on page 59, while the CO2 emissionsreduction objective of 25% for 2015 compared to 2008 was maintained.We have recommended DHV to assess whether it wants to recalculateits CO2 reduction target and to use 2009 data as a baseline formonitoring its progress on this objective.

Utrecht, 21 May 2010PricewaterhouseCoopers Accountants N.V.

Originally signed by F. van der Ploeg RA

DHV Group

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MANAGEMENT RESPONSE

We value the professional and thorough approach ofPricewaterhouseCoopers Accountants N.V. during this review engagement.The independent review provides additional assurance for the reader andhelps to improve our process for data gathering and communicatingprogress.

Regarding the specific recommendations:

- Key stakeholder input has been taken up in our strategy and CRagenda. That we have incorporated the stakeholder feedbacksummarized in section 3.3, Corporate responsibility in our strategy -impact of stake holder on strategy, is illustrated throughout the report. Inaddition, we specifically created the CR Summary booklet, TakingCorporate Responsibility, and the CR at a Glance table in response tostakeholder requests for more accessible information. In the 2010 CRreport, we will take up this recommendation to make the links moreexplicit.

- Corporate responsibility reporting is a fairly young and intensiveprocess. We know that there is a need to improve the overall process,along with the accuracy of reported data. In 2009, we were able toimprove reporting on air travel and plan to do the same for electricity in2010. Data gathering in different entities is impacted by regionaldifferences in contracting services and information availability. This issomething which we need to better understand and account for insystem requirements and reporting criteria.

- We will keep to the target of a 25% reduction of CO2 emissions per FTEby 2015 versus 2008. This target and the accompanying commitmentsfor compensating the balance were communicated widely in ourorganization as a motivator and clear signal of commitment to long termsustainability. The target is part of our new Group Strategy Document,Vision 2015. The GSP forms the basis of unit level 5 year plans. Asexplained in section 4.6, Caring operations - environmentalperformance, we have restated our CO2 emissions level for 2008 tobetter reflect regional air travel patterns. We believe that themethodology has resulted in a realistic and fair assessment, and willserve as a credible baseline.

In closing, we would like to state that we are sincerely committed tocorporate responsibility. We have taken significant steps during 2009, suchas external audit and improvement of our Business Integrity ManagementSystem and accompanying Compliance Program. We set a target for CO2

reduction and committed to a substantial level of compensation, even inthese economically challenging times. Satisfactory progress was made inmost every indicator. We continue to work internally and through ourprojects on sustainable development, with a special eye to capacity building.

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5.3 Data clarification table

DHV Group

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5.4 Glossary and definitions

BCF Business Control Framework, a.k.a. Business Framework (internal document defining management structure and responsibilities. Includes the Authority Matrix of the DHV Group)

BEE Black-Economic-Empowerment (related to South Africa)BIMC Business Integrity Management Committee

BIMS Business Integrity Management System (the framework of business integrity organization)

Business Groups The DHV Group has four Business Groups: Environment and Transportation; Water; Building and Industry; Aviation.

Business Principles Business Principles, a.k.a. Global code of Business Principles. Foundation document of the DHV Group, which provides a compass for behavior.CoP Community of Practice. A group with a common topic of interest. Most frequently used to refer to the collaboration webpage of such a group.

CPP Corporate Policy Paper (internal document defining five year strategy)

CR Corporate Responsibility (equivalent to CSR)

CSI Corporate Social Investment (strictly community investment and engagement)CSR Corporate Social Responsibility (equivalent to CR)

EB Executive Board (governance body)

EC Executive Council (governance body of senior management of the DHV Group), formerly International Policy Board (IPB)

EDP Executive Development ProgramEPEA Environmental Protection Encouragement Agency

FTE Full-time equivalent

FY Financial Year

GRI Global Reporting InitiativeIDA International Development Agency (international financing organizations relating to development aid, e.g. the World Bank)

IMM International Management Meeting (The assembly of the management of DHV Group companies)

KPI Key performance indicator

NGO Non-governmental organizationPwC PricewaterhouseCoopers (Our External Assurance Provider)

Regions The DHV Group is organized in four Regions: Europe; Asia; North America; Africa

SB Supervisory Board (highest governance body)

Tender Board A committee within the DHV Group that reviews significant and risk submissions, thereby exerting control on integrity related risks.The Group The DHV Group of companies

DHV Group

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5.5 GRI index

Subject Reference in CR Report 2009(page number between brackets,AR indicates pages in Annual Report)

Vision and strategy

1.1 Vision and strategy regarding social responsibility Statement by the Executive Board (7)Our view on corporate responsibility (15)

1.2 Description of key impacts, risks, and opportunities Added value of CR to our business (16)CR in our strategy (27) and Risks (22)

Profile

2.1 Name of reporting organization DHV Group Profile (9)

2.2 Products and/or services DHV Group Profile (9)2.3 Operational structure Legal Structure (11)

2.4 Location of Headquarters www.dhvgroup.com/offices

2.5 Countries of business DHV Group Profile (9)

2.6 Nature of ownership Identity (10) Annual report 2009, (AR 66, AR 70)2.7 Markets served DHV Group Profile (9)

2.8 Organization scale (Employees, Sales, Capitalization) Annual report 2009 (AR 2-3)

2.9 Significant organizational changes Annual report 2009 (AR 13 Mergers,Acquisitions, Divestments, AR 7 Composition ofSupervisory Board)

2.10 Awards received relevant to social, ethical, and environmental performance Performance - Awards and rankings (35)

Report ParametersReport Profile3.1 Reporting period Scope of the report – Choices (63)

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Subject Reference in CR Report 2009(page number between brackets,AR indicates pages in Annual Report)

3.2 Previous report Scope of the report – Choices (63)

3.3 Reporting Cycle Scope of the report – Choices (63)3.4 Contact information Home page of DHVGroup.com

Report scope and boundary

3.5 Process for defining report content Scope of the report – Choices (63)

3.6 Report boundaries Scope of the report – Boundaries (64)3.7 Specific limitations on the scope or boundary Scope of the report (63)

3.8 Basis for reporting on joint ventures and subsidiaries Scope of the report – Boundaries (64)

3.9 Data measurement techniques and the bases of calculations, including estimations. Explain anydecision for substantial diversion from the GRI protocol

Data clarification table (68)

3.10 Explanation of re-statement Scope of the report – Choices (63)

3.11 Significant changes from the previous reports in scope, boundary or measurement methods We have changed to reporting fully owned ormajority owned entities only. This now excludesDelcan and Planetek. 2008 figures have beenrestated accordingly. 2008 estimation of air travelin SSi has been restated to better reflect actualtravel patterns. (56)

GRI Content Index3.12 Cross reference table This table

Assurance

3.13 Policy and current practice on external assurance Scope of the report – Choices (63) & Assurancereport (64)

Governance, Commitments and EngagementGovernance

DHV Group

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Subject Reference in CR Report 2009(page number between brackets,AR indicates pages in Annual Report)

4.1 Governance structure Corporate Governance (30)

4.2 Independence of board members DHV Group website on corporate governance4.3 Independence unitary governance body DHV Group has no unitary board

4.4 Shareholder and employee feedback mechanisms Communicating with our Stakeholders (28)

4.5 Executive compensation and non-financial goals DHV Group website on corporate governance

4.6 Control on conflict of interest in governance Working with Dilemmas (32)4.7 Determination of qualifications and expertise of the Board of Directors Corporate governance (30)

Representation and Commitment (26)

4.8 Mission, values and code of conduct DHV Group website on Corporate GovernanceOur view on corporate responsibility (15)Business with integrity (37)

4.9 Control procedures internal compliance with principles Integrity (37) and DHV Group website onCorporate Governance

4.10 Processes for evaluating the economic, environmental and social performance of the Board ofDirectors

DHV Group website on Corporate GovernanceCorporate governance (30)

Commitments to external initiatives

4.11 Precautionary policies and approach Representation and Commitments (26)

4.12 Endorsed voluntary charters and external principles Representation and Commitments (26)4.13 External memberships Representation and Commitments (26)

Stakeholder Engagement

4.14 List of engaged stakeholders Impact of stakeholders on strategy (28)

4.15 Identification and selection of stakeholders Impact of stakeholders on strategy (28)4.16 Stakeholder consultation Impact of stakeholders on strategy (28)

4.17 Use of information Impact of stakeholders on strategy (28)

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Subject Reference in CR Report 2009(page number between brackets,AR indicates pages in Annual Report)

Economic performance indicatorsDMA Disclosure on management approach Management approach (30)Economic performance

EC1 Direct economic value generated and distributed, including revenues, operating costs, employeecompensation, donations and other community investments, retained earnings, and payments tocapital providers and governments

Key economic figures (11)

EC2 Financial implications and other risks and opportunities for the organization’s activities due to climatechange

Added value of CR to our business (16), Risks(22)

EC3 Coverage of the organization’s defined benefit plan obligations partial on www.dhv.nl/pensioenfonds (Dutchonly) and Professional and personaldevelopment (44)

EC4 Significant financial assistance received from government not reported

Market Presence

EC6 Policy, practices, and proportion of spending on locally-based suppliers at significant locations ofoperation

not reported

EC7 Procedures for local hiring and proportion of senior management hired from the local community atlocations of significant operation

People care - diversity (47)People care – management origin (48)

Indirect economic impactsEC8 Development and impact of infrastructure investments and services provided primarily for public

benefit through commercial, in-kind, or pro bono engagementnot reported

EC9 (add) Understanding and describing significant indirect economic impacts, including the extent of impacts partial at People care (41)

Environmental performance indicatorsDMA Disclosure on management approach Management approach (30)

Materials

DHV Group

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Subject Reference in CR Report 2009(page number between brackets,AR indicates pages in Annual Report)

EN1 Materials used by weight or volume Environmental performance (58-60)

EN2 Percentage of recycled input materials not relevantEnergy

EN3 Direct energy use by source Environmental performance (58)

EN4 Indirect energy use by source Environmental performance (58 - 60)

WaterEN8 Total water withdrawal by source not reported

Biodiversity

EN11 Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas ofhigh biodiversity value outside protected areas

not relevant

EN12 Description of significant impacts of activities, products, and services on biodiversity in protectedareas and areas of high biodiversity value outside protected areas

not reported

Emissions, effluents and wasteEN16 Total direct and indirect greenhouse gas emissions by weight Environmental performance (58)

EN17 Other relevant indirect greenhouse gas emissions by weight Environmental performance (58)

EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved partial on Caring operations (56-57)

EN19 Emissions of ozone-depleting substances by weight not relevantEN20 NO, SO, and other significant air emissions by type and weight not relevant

EN21 Total water discharge by quality and destination not relevant

EN22 Total weight of waste by type and disposal not reported

EN23 Total number and volume of significant spills not applicableProducts and services

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Subject Reference in CR Report 2009(page number between brackets,AR indicates pages in Annual Report)

EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation Our sustainability/transparency tool available tostaff includes environmental aspects (36)

EN27 Percentage of products sold and their packaging materials that are reclaimed by category not applicable

Compliance

EN28 Monetary value of significant fines and total number of non-monetary sanctions for non-compliancewith environmental laws and regulations

not reported

Transport

EN29 Significant environmental impacts of transporting products and other goods and materials used for theorganization's operations, and transporting members of the workforce.

Environmental performance (58)

Social performance IndicatorsDMA Disclosure on management approach Management approach (30)

Employment

LA1 Total workforce by employment type, contract and region People care - diversity (47) and - employmentconditions (50)

LA2 Total number and rate of employee turnover by age group, gender and region Partially - People care (42-43)People Management (68)

Labor/Management relations

LA4 Percentage of employees covered by collective bargaining power not reportedLA5 Minimum notice period(s) regarding operational changes not reported

Occupational Health and safety

LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-relatedfatalities by region

People care – health and safety (51)

LA8 Education, training, counseling, prevention, and risk-control programs in place to assist workforcemembers, their families, or community members regarding serious diseases

not reported

DHV Group

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Subject Reference in CR Report 2009(page number between brackets,AR indicates pages in Annual Report)

Training and Education

LA10 Average hours of training per year per employee by employee category Professional and personal development (44)LA11 (add) Programs for skills management and lifelong learning that support the continued employability of

employees and assist them in managing career endingsProfessional and personal development (44)

LA12 (add) Percentage of employees receiving regular performance and career development reviews Professional and personal development (44)

Diversity and Equal OpportunityLA13 Composition of governance bodies and breakdown of employees per category according to gender,

age group, minority group membership, and other indicators of diversityPeople care - diversity (47 – 49)

LA14 Ratio of basic salary of men to women by employee category not reported

Human rightsDMA Disclosure on management approach CR management approach (30)

Investment and procurement practices

HR1 Percentage and total number of significant investment agreements that include human rights clausesor that have undergone human rights screening

not reported

HR2 Percentage of significant suppliers and contractors that have undergone screening on human rightsand actions taken

not reported

Non-Discrimination

HR4 Total number of incidents of discrimination and actions taken Integrity (37)Freedom of association and collective bargaining

HR5 Operations identified in which the right to exercise freedom of association and collective bargainingmay be at significant risk, and actions taken to support these rights

not reported

Child LaborHR6 Operations identified as having significant risk for incidents of child labor, and measures taken to

contribute to the elimination of child laborPeople care (47)

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Subject Reference in CR Report 2009(page number between brackets,AR indicates pages in Annual Report)

Forced and compulsory labor

HR7 Operations identified as having significant risk for incidents of forced or compulsory labor, andmeasures to contribute to the elimination of forced or compulsory labor

not reported

SocietyDMA Disclosure on management approach Management approach (30)

CommunitySO1 Nature, scope, and effectiveness of any programs and practices that assess and manage the impacts

of operations on communities, including entering, operating, and exitingnot reported

Corruption

SO2 Percentage and total number of business units analyzed for risks related to corruption Integrity (37)SO3 Percentage of employees trained in organization’s anti-corruption policies and procedures Integrity (37)

SO4 Actions taken in response to incidents of corruption Integrity (37)

SO5 Public policy positions and participation in public policy development and lobbying not reported

ComplianceSO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance

with laws and regulationsnot reported

Product Responsibility Performance IndicatorsDMA Disclosure on management approach Management approach (30)Customer Health and Safety

PR1 Life cycle stages in which health and safety impacts of products and services are assessed forimprovement, and percentage of significant products and services categories subject to suchprocedures

not reported

Product and Service Labeling

DHV Group

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Subject Reference in CR Report 2009(page number between brackets,AR indicates pages in Annual Report)

PR3 Type of product and service information required by procedures, and percentage of significantproducts and services subject to such information requirements

not reported

PR5 (add) Practices related to customer satisfaction, including results of surveys measuring customersatisfaction

Quality and customer satisfaction (40)

Marketing Communications

PR6 Programs for adherence to laws, standards, and voluntary codes related to marketingcommunications, including advertising, promotion, and sponsorship

not reported

Compliance

PR9 Monetary value of significant fines for non-compliance with laws and regulations concerning theprovision and use of products and services

not reported

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DHV Group

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6 COLOPHON

PublisherDHV GroupP.O. Box 2193800 AE AmersfoortThe Netherlandswww.dhvgroup.comDutch Trade Register DHV Holding B.V. 31021655

Publication dateMay 2010

This Corporate Responsibility Report 2009 (PDF only) as well as our CR Summary 2009 is available on DHV Group - CR Summary 2009.The DHV Group Annual Report 2009 is available on www.dhvgroup.com/annualreport.

6.1 Contact details / offices

An up-to-date overview of addresses and contact details can be found on DHV Group - Offices.

DHV Group

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