annual report - Royal Haskoning

annual report

key figures 2006 

development of the organisation 

Financial key figures x 1 mln. 

2006 2005 

Turnover 

Net turnover 274,1 219,5 

Turnover (operating income) 280,0 223,4 

Added value 204,6 171,2 

Net turnover domestic market/total % 59 57 

Turnover per staff member (x 3 1.000) 93,8 91,0 

Result 

Ebps (result before taxation and before profit sharing) 21,98 15,75 

Ebit (result before taxation and interest) 14,07 11,07 

Result before taxation 14,31 11,13 

Result after taxation 10,45 7,34 

Return on total equity % 23,3 18,0 

Invested Capital 

Balance sheet total 131,7 113,5 

Group equity 49,5 40,2 

Solvency % 37,6 35,4 

Net working capital/Balance sheet total % 30,6 28,4 

Liquidity 

Cash flow from operating activities 9,69 11,91 

Current ratio % 160,4 156,3 

>> consultants >> architects >> engineers >> consultants >> architects >> engineers >> consultants >> architects >> 

contents 

1 > key figures 2006 

2-3 > Royal Haskoning’s stakeholders 

4-5 > profile Royal Haskoning 

6-7 > the world of Royal Haskoning 

8-11 > report of the supervisory board 

12-20 > report of the board of management 

22-43 > divisions 

44-47 > risk profile 2006 

48-59 > financial review 

60 > auditors’ report 

61-64 > extended profile Royal Haskoning 

67 > personalia 

68 > operational organisation 

70 > legal structure 

71 > statutory board of management & 

shareholders’ structure 

72-73 > active group companies & subsidiaries 

74-77 > addresses 

78 > websites

key figures 2006 

development of the organisation 

percentage net turnover by geographic area 

percentage net turnover by sector 

america africa 

international financial 

institutes 

other 

middle east and 

central asia 

asia 

4% 

6% 

1% 

5% 

utility companies 

10% 

2% 3% 

central and 

eastern europe 

7% 

37% 

government 

rest of west europe 

2% 

belgium 

4% 

59% 

the netherlands 

united kingdom 

11% 

private sector 

48% 

group equity in million 1 

turnover and added value in million 1 

60 

300 

50 

250 

40 

30 

200 

20 

150 

10 

0 

2003 2004 2005 2006 

100 

2003 2004 2005 2006 

net turnover in million 1 

added value in million 1 

result before taxation and before profit sharing in million 1 

result after taxation in million 1 

25 

25 

20 

20 

15 

15 

10 

10 

5 

5 

0 

2003 2004 2005 2006 

0 

2003 2004 2005 2006 

annual report 2006 >> 

1

Royal Haskoning’s stakeholders 

‘For the last two years Royal Haskoning has been hard at work on the EIAs for the construction 

and zoning of Maasvlakte 2. This project will give Mainport Rotterdam the space for long-term 

growth over the next twenty-five years. Ground-breaking scientific research for the comprehensive 

EIAs has been carried out at several sites. In our opinion the reports, which run to more than 

6000 pages, are very robust and give a large measure of certainty about the environmental 

impact. Because of our sustainable approach this is extremely limited, and thanks in part to 

Royal Haskoning we look forward to the permitting procedures over the next eighteen months 

with confidence.’ 

Hans Smits, Port of Rotterdam 

‘As construction manager Royal Haskoning is involved with, among other things, the new build 

of the University of Amsterdam’s humanities library. We have got to know Royal Haskoning as 

a company with a great deal of in-house knowledge, providing service at the highest level. The 

consultants are always available, and help to find solutions born out of their great commitment 

to the project.’ 

Salomé Bentinck, University of Amsterdam 

‘Many different issues are taken into account in the flood alleviation schemes Royal Haskoning 

works on in the United Kingdom. These include legislation, maintenance, long-term costs, natural 

habitats and also the aesthetics of adequate flood defences. For projects in Morayshire and Somerset, 

I was consulted on sediment and morphology. It really is a pleasant and productive partnership. 

What happens in a river can never be fully reflected in mathematical models, but Royal Haskoning 

is very professional at finding the right balance between conserving nature and the need for 

flood protection.’ 

Colin Thorne, University of Nottingham 

‘As the first company in Europe to use a full 3-D service for engineering, visualisation and 

simulation, we badly need partners like Royal Haskoning. The world is indeed three-dimensional, 

but we have all learned to look at it two-dimensionally. Our innovative techniques are huge steps 

forward in cost management and project communication. There are very few companies in which 

we see the level of enthusiasm displayed by Royal Haskoning, a firm that sets itself apart from the 

rest with the strength of its professional knowledge and consultants who are on our wavelength. 

We complement one another well and have established a clear profile for future developments.’ 

Willem van Spanje, DelftTech 

‘ING Facility Management called on Royal Haskoning for the development and roll-out of the 

accommodation concept we developed. We hire in the necessary knowledge and design and 

engineering capacity. This is about standardising the concept and working methods so that 

we can achieve the right balance between the organisation and the accommodation in all ING 

offices. In Europe there are still not many companies that can do this well, but the collaboration 

continues to improve and we are now growing towards a co-makership.’ 

Marcel de Boer, ING Facility Management 

2

‘Holyhead is one of the busiest ports in the United Kingdom, serving a large part of the sea 

traffic to and from Ireland. With high working standards, Royal Haskoning has become our 

preferred marine consultancy. We don’t have in-house expertise and a one-stop-shop is 

important to us, as is the speed of reaction in backup services when there is a problem. We have 

developed a close working relationship, and Royal Haskoning are now helping us to prepare 

Holyhead for the future.’ 

Wyn Parry, Stena Line Holyhead 

‘Royal Haskoning has a lot of international experience in a large number of varied disciplines. 

In their work the emphasis lies on quality solutions, thinking pro-actively with the client and 

from the viewpoint of their business processes. In Thailand we are working with specialists from 

Royal Haskoning on integrated projects principally for multinational and international companies. 

The international experience, Royal Haskoning’s complete package of services and CDW’s local 

knowledge in Thailand form a very attractive combination for many clients.’ 

Frank Stoop, CDW (Participation of Royal Haskoning) 

‘The architects and engineers of Design 103 International and Royal Haskoning highly value innovative 

ideas in creating a better place for people to live, work and relax in. We work on cost-efficient and 

environment-sensitive designs without ever losing sight of opportunities to improve the way people 

experience the results. In all of our designs, we give serious consideration to health, security and safety, 

but also to independence, enjoyment and relaxation. All are important issues in today’s constantly 

changing and often challenging working environment. Apart from aesthetics, we focus on practicality 

and affordability while jointly providing high quality architectural solutions.’ 

Ramese Kanjanapokin, Design 103 International 

‘I have worked at Royal Haskoning for more than thirteen years and have always been impressed 

by the diversity of opportunities that the company is able to offer. With a strong learning culture, 

extensive skills training and challenging and interesting projects, Royal Haskoning is continually 

strengthening its key asset, the staff. Our multidisciplinary approach and international exposure 

gives talented individuals broad opportunities to develop. We are among the top players in the 

coastal and rivers market and this makes me proud to work for Royal Haskoning.’ 

Sarah Budd, Royal Haskoning 

‘As one of the world’s most efficient container terminals, we have very clear ideas on the appearance 

and physical characteristics of all separate elements on the terminal. Most important is a seamless 

fit of these elements into the terminal operations. The very competitive terminal operating business 

requires thorough designing and frequent updating to the latest developments. Only an engineering 

consultancy with insight knowledge of our operations can accomplish this. Royal Haskoning has 

proven to be a good partner of SCCT in the designing, tendering and construction supervision of 

major parts of our terminal.’ 

Philip Littlejohn, Suez Canal Container Terminal 


3

4

we are Royal Haskoning 

profile 

profile 

We are consultants, architects and engineers. Together, 3,600 professionals operating world-wide. Our professionalism is 

supported by our independent status; the shares are managed by an independent foundation. Our commitment sets us 

apart and is expressed in our pro-active approach. 

standards and values 

We are aware of our corporate social responsibility. Our core values and code of conduct are the basis of everything we do 

and ensure mutual trust, excellent cooperation and the success of our enterprise. 

mission 

We create solutions for problems relating to the sustainable interaction between people and their environment. We focus 

on important themes such as mobility, transformation of space, climate change, safety and risk, quality of life in the work 

environment, and aesthetics. This commitment to society is a source of inspiration. Our solutions place us at the heart of 

the community. 

vision 

We see our future as continuously increasing the added value of our services for our clients. We share ownership of the 

issues that are important to our clients. 

objective 

We aim to be among the leaders in our market and to achieve continuity through sustained growth. By being an 

‘employer of choice’ we offer our employees more than a work environment. 

strategy 

We will achieve our objective through our strategic ‘Clients First’ programme combining and enhancing our specialist and 

process management know-how. We are continuously improving our products and services. A structural innovation policy 

has to become the driving force of the continuing improvement we are striving for, and so we have built an ongoing analysis 

of our strengths and weaknesses, our opportunities and threats into our systems and processes. 

organisation 

We use our network of offices, partners and business contacts, to enable us to provide personal, effective and local 

consultancy services utilising the full range of experience, knowledge and expertise we have acquired world-wide. We are 

one company offering our clients a total package of services. 

An extended profile can be found on pages 61 to 64 of this annual report. 


5

the world of Royal Haskoning 

offices world-wide 

offices project offices employees* 

The Netherlands 22 2121 

United Kingdom 9 512 

Other Western European Countries 5 118 

Central and Eastern Europe 5 5 148 

Africa 9 11 49 

Middle East 4 6 50 

Asia 16 10 586 

United States and Latin America 2 2 8 

Total 72 34 3592 

* including temporary staff, trainees and employees in local subsidiaries (as of 1 February 2007) 

6

Prins Bernhardbrug, Zaanstad 

Hurricane protection system, New Orleans 

Transferium, Barneveld 

offices 

project offices 

The World, Dubai 


7

supervisory board 

(from left to right) mr. K.G. de Vries, prof. dr. J.B. Opschoor, ms. mr. M.T.H. de Gaay Fortman, ir. J.J.M. Veraart, 

drs. P.P.J.J.M. van Besouw < 

8

ir. J.J.M. Veraart > Chairman > Member of the SB since 2001 > Term ends at the end of 2008 > Born in 1939 > 

Nationality Dutch > Positions currently held chairman of the Supervisory Board of Koninklijke De Vries Scheepsbouw B.V., 

chairman of the Stichting ING aandelen, member of the Board Stichting Kastelen De Haar > Previous position president of 

the Board of Management of Hollandsche Beton Groep < 

drs. P.P.J.J.M. van Besouw Member of the SB since 2004 > Term ends at the end of 2007 > Born in 1946 > Nationality 

Dutch > Positions currently held managing director and owner of SMALLTAILS.COM, consultants > Current position external 

member of the Dutch Ministry of Education, Culture and Science audit committee, vice chairman of the Supervisory 

Board of RDW, chairman of the Beleggingsadviescommissie PSW, chairman of the Supervisory Board of Medisch Centrum 

Haaglanden, chairman of the PEK foundation, member of the board Stichting Cordeans > Previous position chairman of the 

Board of Management of Bank Nederlandse Gemeenten < 

mr. M.T.H. de Gaay Fortman Member of the SB since 2006 > Term ends at the end of 2009 > Born in 1965 > 

Nationality Dutch > Current position attorny and managing partner with Houthoff Buruma, lawyers, tax consultants and 

notaries > Other positions currently held member of the board of the John Adams Institute, member of the Supervisory 

Committee of the Stedelijk Museum Amsterdam, member of the board of the Netherlands Dance Theatre and of the 

St. Jansdal Hospital in Harderwijk, chairman of the Supervisory Committee of GGZ Dijk en Duin in Castricum, member of the 

Supervisory Committee of the Geldersch Landschap, Stichting Vrienden der Geldersche Kasteelen, member of the member 

of the Supervisory Committee AMREF Flying Doctors Nederland < 

prof. dr. J.B. Opschoor Member of the SB since 2005 > Term ends at the end of 2008 > Born in 1944 > Nationality 

Dutch > Current position Professor at the Institute of Social Studies > Other positions currently held Professor at the Free 

University Amsterdam, member of the KNAW, member of the national UNESCO committee, member of the VN committee 

for Development Policy > Previous positions rector of the Institute of Social Studies, chairman of the Raad voor Milieu en 

Natuur Onderzoek, director of the Instituut voor Milieuvraagstukken < 

mr K.G. de Vries Member of the Supervisory Board since 2007 > Term ends at the end of 2010 > Born in 1943 > 

Nationality Dutch > Other positions chairman of the Supervisory Board of Ontwikkelingsbedrijf Spoorzone Delft B.V., 

Chairman of the panel of judges of the Netherlands Audit Office Committees, Chairman of the governors of the Centre for 

Public Servants Labour Relations > Previous positions Member of the Lower House of the Dutch Parliament, Minister of the 

Interior and Kingdom Relations, Minister of Social Affairs and Employment, Chairman of the Social and Economic Council of 

the Netherlands , Managing Director of the Association of Netherlands Municipalities < 


9

eport of the supervisory board 

to the annual general meeting of shareholders 

General 

The Royal Haskoning 2006 annual accounts and annual report have been drawn up by the Board of Management. 

The annual accounts were audited by PricewaterhouseCoopers Accountants N.V. The auditors’ findings are included in the 

annual report. 

The results achieved and the organic growth in turnover comfortably exceeded the objectives and expectations. This makes 

the anniversary year of 2006 a year to be celebrated from the point of view of the results too, all the more so because the 

significant turnover increase was accompanied by an even greater rise in profitability. The underlying reason for this was 

the constant attention paid to reinforcing the company’s strengths. Market conditions were also not unfavourable. It goes 

without saying that the effectiveness and continuity of the company will benefit from these good results. 

We propose that you discharge the Board of Management for their management and the Supervisory Board for 

their supervision. 

Composition 

The Supervisory Board was unchanged during the year under review. We are delighted with the appointment of 

Mr K.G. de Vries who, with his extensive experience in politics and public administration, brought the Supervisory Board 

back up to strength on 1 January 2007. 

In the opinion of the Supervisory Board each member is independent within the meaning of the Corporate Governance Code. 

Activities 

The Supervisory Board met with the Board of Management five times during the year. One of these meetings was also 

attended by the auditor. The market, clients and strategy, developments in the medium term, and current events were 

all discussed in regard to the company as a whole and the individual divisions. Considerable attention was paid to 

strengthening parts of the company, in some cases by acquisitions, to recruiting and staff remuneration policy, and to 

systems for innovation, internal processes and risk management. 

Other topics were discussed in the absence of the Board of Management. These included filling the vacancy on the 

Supervisory Board, the operation and remuneration of the Board of Management, and the development of the higher 

management echelons. This year we were assisted and inspired in the annual evaluation of the Board’s performance by 

the Director of the Governance University. This evaluation also covered current developments in the area of corporate 

governance and the development of supervisory board membership. 

10

All members of the Supervisory Board attended at least one consultative meeting of the Staff Council. They also participated 

in some of the meetings of the company’s Management Council. 

The Audit Committee, consisting of Messrs Van Besouw, Chairman, and Veraart, met three times, together with the Board 

of Management, the Corporate Finance Director and the auditor. These meetings dealt with matters such as the annual 

accounts for 2005, the 2006 control plan, internal control and the financing of the company. The findings of the Audit 

Committee were then discussed in the full Board. 

Future 

In 2006 we celebrated Royal Haskoning’s 125th anniversary. We are pleased to express our appreciation of the way in which 

the staff and management enjoyed the festivities. A competition was held for students worldwide to generate innovative 

ideas for the vulnerable deltas in the world. In addition to events for clients and staff, social projects were worked on by 

all offices. In this way Royal Haskoning emphasised both their focus on the future and their corporate social responsibility. 

From its position in the centre of the community Royal Haskoning is well placed for a successful future for the benefit 

of all stakeholders. 

Nijmegen, 29 march 2007 

the supervisory board 

ir. J.J.M. Veraart, Chairman 

drs. P.P.J.M. van Besouw 

mr. M.T.H de Gaay Fortman 

Professor J.B. Opschoor 

mr. K.G. de Vries 

annual report 2006 >> 11

eport of the board of management 

ir. L. Visser 

Appointed as of 01-02-2001 > Year of Birth 1953 > 

Nationality Dutch > Previous position member of the 

Board of Management of Lurgi Öl, Gas, Chemie GmbH / 

President USA > Other positions currently held member 

of the Delft university fund, chairman of Stichting 

Omslaggroep and chairman Nederlandse Maatschappij 

voor Nijverheid en Handel, Nijmegen section, member 

of the committee Stichting Nieuwe Bedrijvigheid 

Gelderland < 

drs.ing. J. Bout 

Appointed as of 01-10-2001 as member of the Board of 

Management > Chairman as of 2002 > Year of Birth 1946 > 

Nationality Dutch > Previous position managing director 

Tebodin Consultants & Engineers B.V. > Other positions 

currently held member of the committee of Dutch 

technology and marketing board, member of the 

Regieraad Bouw, member of the National Commission for 

export, import and investment guarantees, member of the 

Supervisory Board Nuffic, member of the board of Stichting 

Maatschappij en Onderneming, member Strategic 

committee kerngebied TNO Bouw en ondergrond < 

12

Royal Haskoning in 2006 

report of the board of management 

strong anniversary year 

In the anniversary year of 2006 Royal Haskoning once again exceeded the growth achieved in previous years. The turnover 

was 1 280 million (2005: 1 223 million), an increase of 25 percent, of which 10 percent was organic. This means that the 

turnover growth target of 5 percent was met comfortably. 

The gross profit before distribution of profits to the employees was 1 22 million (2005: 1 15.8 million). The variable 

remuneration and profit distribution to employees in 2006 amounted to 1 7.7 million (2005: 1 4.6 million). The net result, 

after tax and distribution of profits, increased by more than 40 percent to 1 10.4 million (2005: 1 7.3 million). This means that 

the profit target of 1 5.5 million for 2006 was also amply achieved. Even corrected for one-off income items and charges, 

the net profit grew faster than the turnover. 

Almost all divisions reported a rise in turnover. A significant part of the increase came from orders from the private sector. 

The contribution of the private sector to Royal Haskoning’s turnover increased from 42 percent in 2005 to 48 percent 

in 2006. Western Europe remains the basis for our strong market position. The turnover in the Netherlands, the United 

Kingdom and Belgium rose by 26.5 percent in 2006. The market outside Western Europe, however, also remained healthy. 

Growth in the oil and gas industry, especially in the Middle East, led to new orders. 

continuity through constant renewal 

In 2006 more than 3,200 Royal Haskoning professionals worked in more than 40 countries for almost 3,500 clients in around 

11,500 projects. The diversity in our markets and disciplines not only means that the risks are spread but also develops 

us professionally. The international development that we experience together with our clients stimulates us to find new 

solutions for our clients. In 2006 Royal Haskoning held the Delta Competition for students worldwide in order to encourage 

innovative thinking by young talent. This competition resulted in many original ideas for tackling the consequences of 

climate change in delta areas. 

broadening and deepening our range of services 

In accordance with our objectives, the knowledge and capacity of the companies taken over in 2005 were fully integrated 

into Royal Haskoning in 2006. This strengthened our market position in areas where we previously did not occupy a top 

place, such as building services, industrial systems and building management. Another strategic reinforcement was realised 

in 2006 with the takeover of the renowned Rotterdam design consultants VHP. This deepened our expertise in the field of 

spatial development. This amalgamation of forces also strengthened our presence in this market. We can offer added value 

to our clients immediately through the effective integration of the experience and knowledge of these companies. 

>> significant growth of turnover and net profit 

>> increase in orders from the private sector 

>> market position strengthened by integration of acquisitions 


analysis of challenges 


STRENGTH 

WEAKNESS 

Innovative 

ICT 

Freedom of thought 

Creative 

Employer of Choice 

One Company Concept 

Strong culture, structure 

and network 

Good name and reputation 

Challenge 

Systematic innovation 

using latest ICT 

applications 

Unique projects 

Too often from project to 

project 

Insufficient 

experience with the 

latest ICT applications 

Density 

Recognition as employer 

of choice 

(top 50 NL, top 100 UK) 

Integrated project approach 

Genuinely multidisciplinary 

Challenge 

From products to solutions 

From projects to 

programmes 

Challenge 

From ad hoc project offices 

to permanent offices 

Turnover in many 

countries still too low 

OPPORTUNITY 

THREAT 

One-stop shopping 

Clients looking for single 

integrated partner 

Innovation 

Market demands 

innovation 

Speed 

Market demands faster 

completion rates 

Challenge 

Remain employer of choice 

Increase diversity 

Labour market 

Worsening shortage 

Diversity 

Increasing numbers of 

highly educated women 

and foreigners 

Size 

Still too small for the 

international spread 

14

enewal in the company 


still full of life after 125 years 

Royal Haskoning’s 125th anniversary in 2006 was the reason for festivities, but also for reflection about our own development 

and our role as a knowledge company in the 21st century. Thanks to constant renewal, we have reached the age of 125 and 

renewal will also be a condition for continuity in the future. After all, innovation stimulates us and enables us to tailor our 

services to our clients even better, and thereby also constantly augments our competitive strength. 

When people speak of innovation, it is mostly about technological renewal. But this definition is too narrow for us. 

Of course Royal Haskoning provides plenty of scope for personal initiative and new ideas, and this leads to many technological 

innovations. Some recent examples are the floating container crane, the Manchester Bobber, which converts tidal energy 

into electricity, and also DIAF, the digital permit application form, which has rapidly been taken up by a large number of 

government agencies and businesses. 

However, we believe in a broader approach to renewal that is not only aimed at technological innovation. The development of 

new forms of contract and collaboration is an example of transactional innovation. The scouting of new markets and the active 

promotion of good ideas and solutions, such as the proposal for a string of artificial reefs to protect the Dutch coast, is market 

innovation. And our one-company concept and international knowledge network are examples of organisational innovation. 

most important challenges identified 

A systematic innovation policy, incorporating these four dimensions of innovation, must be the motor for the permanent 

renewal that we are striving for. For this reason we also regularly draw up an inventory of our strengths and weaknesses as 

well as our opportunities and threats. Based on this we see four important challenges (see page 14). 

Our position in the labour market is stronger than might be expected given our size. In 2006 we were recognised as an employer 

in the top 50 of all employers in the Netherlands and in the top 100 in the United Kingdom. In view of the worsening shortage in 

the labour market, however, we must remain attractive as an employer. We are therefore aiming for enduring recognition of our 

position as an employer of choice. We regard a modern employment package and attention for diversity as prerequisites for this. 

We are seeing increasing demand from clients in the market for a single integrated partner who can guarantee the rapid 

completion of projects. With our one-company concept, we are well positioned to successfully respond to this. However, this 

is on the condition that we are prepared to think in terms of the programmes and total solutions that we can offer our clients 

instead of products and stand-alone projects. 

We will have to gain more experience with the latest ICT applications in order to make full use of the innovative strength of 

our people and our international network. Our level of ambition is high in this area but this means that we must not shrink 

from long-term investments. 

At the same time, the spread of our international network is not yet sufficient. We are still too small and are therefore 

lacking in effectiveness in a number of markets. We can make better use of the opportunities for extra growth in turnover by 

converting project offices into permanent offices in promising markets. 

>> full of life after 125 years through constant renewal 

>> development of systematic innovation policy 

>> four most important challenges identified 

15 

annual report 2006 >>

the markets 


positioning as an integrated partner 

Major changes are occurring in our markets. Changes in regulations and methods of tendering have led to new relationships 

that originally appeared to threaten Royal Haskoning. In accordance with our objectives, we were able to improve our market 

position in 2006, not only in Western Europe but also in Eastern Europe and the Middle East. We see opportunities for 

growth, especially in such sectors as health care, oil and gas, water and public-private partnerships. Through our positioning 

as a process integrator we can offer a wide range of high quality services in these promising sectors. That is clearly being 

well received in the market. For example, in 2006 we acquired the first commission for the integrated development of 

a new hospital, precisely because we could submit an integrated tender based on our multi-disciplinary knowledge and 

experience. That the collaboration within our international network is becoming increasingly effective was underlined 

yet again in 2006 when we were given the ABN-AMRO Anglo-Dutch Award for Enterprise by the Dutch-British Chamber 

of Commerce. This prize has been awarded since 1981 to companies that operate both in the United Kingdom and the 

Netherlands. It was precisely the successful collaboration across national borders, within our one-company concept, that 

was the reason for the award of this prestigious prize. 

innovative ability 

We are aiming to increase our innovative ability in order to further increase our attractiveness to clients. That calls for further 

development of our international knowledge infrastructure and creative combinations of new and existing technology. We 

are therefore also looking for links and collaboration with other innovators and early adapters, and we are operating at 

the interface of social issues, legislation and regulations, and the business cases of our clients. Speed is an asset here; our 

innovative ability must also enable us to adapt quickly to changing market demand. 

gathering and sharing knowledge 

Our development and progress begin with people who want to learn from the market, from clients, from competitors 

and from one another. A great deal of knowledge is also available in our international network. We want to deploy this 

better in regional and local markets through more intensive collaboration and exchange. Diversity can play a positive role 

in this. Differences between people, cultures and working methods must be used in order to generate innovative solutions 

as a team. In 2006 we also used management training for the further development of leadership, precisely with aim of 

promoting team spirit. 

In order to be able to effectively collect and share this knowledge and experience internationally, as well as internally and 

with our clients and suppliers, a properly functioning knowledge infrastructure is essential. We invested heavily in ICT in 

2006 and long-term investments will also be needed in the coming years if we are going to realise our ambitions. 

>> integrated services appeal to the market 

>> excelling in promising market sectors 

>> using our knowledge infrastructure to serve the market 

16

our team 


diversity in human resources 

Royal Haskoning offers more than just a workplace. It focuses attention on people. Individual talent must be free to blossom 

in order to perform in a team. That calls for a corporate culture based on integrity and transparency, and also appreciation 

for the value added by diversity. We firmly believe that the use of differences in competences, gender, ethnicity, age and 

education has a positive effect in our team. It is therefore satisfying to see that more women were taken on in 2006 than in 

previous years. Thirty percent of the new employees in the Netherlands are female. In 2006 the effort on diversity was still 

mainly aimed at the process of awareness, among other things by means of participation in the Ambassadors Network in 

the Netherlands. A women’s panel has been set up as a sounding board and to encourage initiatives that in the coming years 

will lead to a more balanced proportion of men to women and better progression of women into more senior positions. 

performance management 

We are making increasing use of output (performance) rather than input (attendance) in our management tools. This also 

enables us to offer our staff ever more flexibility in working hours and location, partly thanks to significantly improved 

ICT systems. Output-driven management also forms the basis for the introduction of a variable remuneration package, 

for which 2006 was a pilot year. In accordance with our objectives, the terms of employment are putting an increasing 

emphasis on flexibility and team working. Better matching of the work to someone’s personal situation is also part of 

this policy. In the new system, collective and individual performance for each advisory group is measured on the basis of 

improvements in four aspects: client, finances, internal processes and learning & growth. Managers have been trained in 

applying performance management effectively. 

labour market 

The shortage in the labour market has been felt in the United Kingdom for some time and is increasing noticeably in the 

Netherlands. Action is being taken on various fronts to prevent this from developing into an Achilles heel. In line with our 

plan, we started international personnel recruitment in 2006. This has proved primarily successful for filling our vacancies 

in England. 

The growing number of highly educated women offers an opportunity to increase diversity as well as to avoid a shortage of 

capacity. Incidentally, we can also see a ray of hope – a positive swing in the interest shown in technical subjects in schools. 

We are actively contributing to the promotion of science subjects among school children by participating in, among other 

things, JetNet (Youth and Technology Network). 

Besides the external labour market, the internal market also requires attention. We can keep employees with us for longer 

by offering new internal challenges. A plan for actively encouraging job rotation was therefore developed in 2006, so that 

staff will be better informed about the opportunities for development and experience in other parts of Royal Haskoning. 

>> more attention for the value of diversity 

>> more output-driven management 

>> new initiatives in the internal and external labour markets 


stakeholders 


shareholding and business 

Our stakeholders are our clients, our staff, our shareholders, our suppliers and our partners. Maintaining good 

relationships with all interested parties (stakeholder management) is becoming increasingly important. The nature of our 

work brings with it special responsibilities, so we also devote attention to protecting our living environment and to our 

relationship with society as a whole. The need for openness in business is self-evident to us. For the second year running 

we were awarded the first prize for our annual report in the non-listed companies category in the Scenter survey of clarity 

of policy in annual reports. 

Our special ownership structure means that we are completely independent, but this also means that there is a risk of 

self-satisfaction because the ‘realities of the market’ are missing. This is of course partially compensated by external 

benchmarking but additionally, in 2007, we will be introducing a form of market process, which is new to us, by letting 

staff also participate in the success of the company through its capital. The preparations were made in 2006 to offer our 

staff the option of becoming share certificate holders. Under this new certificate scheme, certificates can be issued for a 

maximum of 24.5 percent of the shares. The scheme will further increase our staff’s personal commitment and involvement 

in the business. 

corporate social responsibility 

The well-known 3P balance (People, Planet, Profit) remains a basic principle for Royal Haskoning when planning for corporate 

social responsibility. We bear CSR in mind and give it substance in four areas: core values & policy, products & consultancy, 

business operations and social involvement. We expect to be able to make the biggest contribution under the heading of 

products & consultancy. After all, our projects place us right in the middle of the community every day. 

Our knowledge organisation is all about people and, as an employer of choice, we continue to devote attention to personal 

development, modern employment conditions and a safe working environment. ISO-14001 certification was completed in 

the United Kingdom in 2006. This management system covers all the environmental facets of the primary process and will 

also be put fully into effect in the Dutch offices in 2007. Preparations were also made in 2006 for group-wide certification 

under ISO-18001, which is aimed at health and safety. We expect safety-driven thinking and activities to increase significantly 

in the coming years, especially in our industry. 

sponsoring policy and social projects 

The social involvement of Royal Haskoning is not only expressed through concern for clients, staff and the environment. 

We improved the structure of our sponsoring policy in 2005. In the countries where we operate we want to use our own 

primary process, with time, knowledge and expertise, to support socially relevant projects that are otherwise unlikely to 

get off the ground because of a lack of money. In 2006, for example, we contributed via the NWP-TRUST partnership and 

Aqua for All to the realisation of one of the Millennium Development Goals, namely halving the number of people who do 

not have access to safe drinking water and proper sanitary facilities. In the context of our anniversary in 2006 there was 

also the social projects initiative, where all employees were given the opportunity to work on socially useful projects in the 

immediate vicinity of their offices. There was an enthusiastic response to this and in almost all locations where we have 

offices in the Netherlands and the United Kingdom our staff worked on social projects free of charge. 

>> increasing importance of stakeholder management 

>> iso certification emphasises focus on safety and environment 

>> structured sponsoring policy and social projects 

18



market prospects 

We see opportunities for further growth in Western Europe, Eastern Europe, India and the Middle East, especially in Dubai 

and Qatar. The opportunities in Central Europe identified previously appear to be more difficult to convert into results than 

expected. The turnover from the new offices should grow more quickly by making the best possible use of the possibilities 

of the international network and our one-company concept. The ratio between costs and proceeds should also improve. In 

2007 our attention will mainly be devoted to important investment streams in these markets. We see good prospects in the 

water, oil & gas and health care sectors, as well as in the scope offered by public-private partnerships. We can profit from 

our positioning as an integrated service provider in these markets. 

effective through speed and efficiency 

Speed is becoming increasingly important in this age of globalisation. Together with a high efficiency, higher speed should 

contribute to our effectiveness in the market. Clever application of all the possibilities of the latest ICT resources is essential 

in this development process. Increasing speed and efficiency also emerged as corrective actions from our annual market 

research. In addition to our regular client satisfaction surveys for each project, in 2006 we sent questionnaires about our 

quality as a service provider to more than 900 clients in the Netherlands and beyond. By comparing the results of these 

with our own perception, we are learning how to tune our services to existing and potential clients even better. 

focus on being client-driven 

The economic prospects are better than in previous years and we expect the size of the market to increase. We want to 

respond to the growing demand for a single expert project partner who has all the necessary knowledge in house and can 

also combine speed, quality and efficiency in the services provided. Our strategic programme, Clients First, remains the 

key starting point for realising the growing turnover potential. High quality services with a clear added value and fruitful 

long term relationships start with really understanding the client. By getting involved in his business case, we can offer 

solutions for his current problems and anticipate his future problems. In this way we are of course working on our quality 

and reputation at the same time. 

financial objectives 

Turnover growth: As was the case last year, Royal Haskoning is aiming to grow turnover in 2007 by at least 5 percent, organic 

and through acquisitions. 

Cost control: Royal Haskoning will continue to strive for further optimisation of support services and making use of benefits 

of scale. In 2007, except for investments in ICT, the costs of the central staff departments must remain at the same 

percentage of the turnover as in 2006. 

Profit: In 2007 we are aiming for a net profit that is higher than the average over the past three years, i.e. 1 7 million. 

Liquidity: The management of working capital remains important, especially in times of growth. In 2007 we are aiming at a 

cash flow from operational activities that is at least equal to the net profit. 

>> growth opportunities in water, oil & gas, health care and ppp 

>> speed and efficiency required 

>> ‘clients first’ puts our clients’ business cases at the centre of things 

19 




strengthen market position 

We want to achieve volume positions in markets where we already have a strong presence. Following the successful 

integration of the acquisitions made in previous years, we will moreover remain alert for expertise that can deepen our 

portfolio and broaden it for niches that are important to us. We want to expand our presence in markets where our turnover 

is still too low to support a top position. The development of project offices into permanent offices that can accommodate 

several divisions will contribute to this. This is however subject to the condition that we also succeed in providing new 

services to our existing clients in these markets. The latest ICT applications, with the internet as the primary medium, will 

support this cross selling. 

from projects to programmes 

Because of their creative mentality, engineers and designers often regard each question as unique and start on the solution 

with a blank sheet of paper, yet in many cases there is a reservoir of knowledge and experience already available in our 

international network. 

The challenge is to make this knowledge and experience accessible in such a way that it can be utilised as best practice 

for our clients. Royal Haskoning serves clients who set high standards and it is precisely by identifying and applying best 

practices that we are able to realise significant savings in time and costs for those clients. 

This requires a shift in our thinking: from unique, individual projects as answers to the questions from our clients to 

programmes of projects that provide total solutions. In 2006 we started to identify areas where we can amalgamate our 

knowledge and experience in programmes. 

Examples are total solutions based on best practice for the accommodation of the banking sector instead of separate 

projects for individual offices and, in the oil and gas industry, our consultancy in the area of safety and the environment. An 

example from the water sector is our integrated knowledge of water systems and the water chain. In this way we can apply 

our knowledge and experience in these sectors in the most efficient manner in the service of our clients and their business 

cases, thus making full use of our position in these very promising areas. 

nijmegen, 29 march 2007 

the board of management, 

drs.ing. J. Bout (Chairman) 

ir. L. Visser 

>> increased turnover, higher net profit and control of working capital 

>> from project offices to permanent offices 

>> from projects to programmes that provide total solutions 

20

21 


spatial development 

divisions 

The Spatial Development division provides consultancy on spatial planning and develops sustainable concepts for laying out 

urban and rural areas. The service focuses primarily on a process-based approach to complex projects, at national, regional 

and local levels. In the Netherlands, water has become the organising basis for our discipline. This is why geo-hydrological 

and ecological know-how are concentrated in the division. Our clients are mainly government agencies that make use of 

our strategic input to policy processes and our integrated approach to multidisciplinary projects. Our landscape architects 

continue to distinguish themselves with their designs and their visionary approach to land and water. 

In 2006, the turnover of the Spatial Development division grew by more than 40 percent to well over 1 22 million. This 

means that the turnover target was exceeded by more than 1 5 million. Half of this growth was organic. This growth 

was accompanied by a spectacular improvement in the operating result. This was mainly due to the good results in 

strategic consultancy commissions. Commissions that resulted from the European Water Framework Directive made 

a substantial contribution to the profit, as did numerous ecological consultancy commissions and projects for site and 

area development. 

The takeover of VHP in April 2006 strengthened the Spatial Development division precisely where the biggest gaps had been 

until then, namely in design and consultancy for planning. The company has an office on the Noordereiland in Rotterdam 

and has a strong focus on research and innovative design and reflecting on the relationship between design and space. 

The division is aiming for a turnover of 1 18 million in 2007. In order to develop the division in the medium term we shall be 

employing the triple spearheads of anchoring, deepening and reinforcing. In 2007, at the same time as embedding VHP in our 

organisation, we want to anchor the high quality that we have achieved in the areas of consultancy, project management 

and process management. We shall do that by using firmly structured project evaluations, account management and with 

products tailor-made for the specific client. The winning combination of content and process means acceleration and added 

value for our clients. 

We want to achieve deepening of our knowledge by developing our relationships with universities and research institutes. 

By participating in programmes such as Vernieuwend Ruimtegebruik (Innovative use of Space) from Habiforum we shall 

contribute to innovative solutions and encourage knowledge development that will also benefit the services that we 

provide. An annual divisional research programme and participation in competitions in the area of spatial development fit 

into that same context. The deepening will also be visible in the publication of a Strategic Series demonstrating our knowhow 

in the area of Process and Policy and in dissertations from our staff. 

It will be important to reinforce our staff by attracting both young people and senior consultants in the years ahead, and we 

will be strengthening our order portfolio in the private sector and outside the Netherlands by investing in project acquisition. 

We see particularly promising opportunities for this in the United Kingdom, Ireland, Eastern Europe and Vietnam. 

>> significant growth of turnover and profit 

>> takeover of vhp provided reinforcement in important consultancy areas 

>> opportunities outside the netherlands 

22

projects 

>> water quality in schiphol ditches greatly improved 

Every winter the essential use of antifreeze 

to keep aircraft free of ice causes 

deoxygenation in Schiphol’s ditches. 

Discharging deoxygenated water into 

polder outlet water can do serious biological 

harm. As a consequence of a heavy frost at 

the beginning of 2006 a situation like this 

occurred and the Rhineland Polder Board 

notified Schiphol airport to ensure good 

oxygenation quickly. As a result of this 

project manager >> drs. A. Vermeulen 

Schiphol installed oxygenating pumps to 

increase the level of oxygen in the ditches. 

Royal Haskoning kept a watch on the 

situation by daily monitoring and reporting. The measures to aerate the surface water have clearly had a favourable effect 

because the percentage of breaches of the oxygen norm has remained less than five percent since then. After this disaster 

Royal Haskoning analysed the situation and introduced a number of measures for dealing with water at Schiphol to prevent 

problems in the future. 

>> strengthening the position of the port of rotterdam and improving the 

quality of life in the rijnmond area 

Since 2004 Royal Haskoning has been a major 

player in the planning and decision making 

processes involved in the Rotterdam Mainport 

Project, a very high-profile and complex task 

on a scale unique in the Netherlands. More 

than a hundred consultants and specialists 

working in extremely close collaboration are 

advising the Port of Rotterdam Authority 

about the design and construction of the 

Second Maasvlakte and about the policy 

project manager >> IR . L.R. Idema 

and process surrounding the Environmental 

Impact Assessment and the granting of 

permits. We are advising the Province of 

South Holland about the planning, legal and policy aspects of the Midden-IJsselmonde development area: 600 hectares 

of nature reserve that should lead to an improvement in the quality of life in the area around the Mainport. We have given 

the Ministry of Transport, Public Works and Water Management policy and technical advice as part of the coordinated 

Planologische Kernbeslissing (Core Planning Decision), which was approved by the Upper and Lower Houses of the Dutch 

Parliament in 2006. 

23 


infrastructure & transport 

divisions 

The Infrastructure & Transport division designs roads, bridges, railways, tunnels and urban infrastructure. The work 

ranges from feasibility studies and environmental impact assessments, economic analyses and planning studies to the 

permitting procedure and from design to project management and site supervision. The Division is a creative partner for 

the construction sector and assists government agencies in developing traffic policy. The integrated management of public 

spaces and the design of road and rail links are some of our specialities. 

In 2006, the division achieved a turnover of more than 1 35 million, a growth of around three percent compared with 

2005. This means that the turnover target of 1 31 million was met comfortably. The profitability also remained at a healthy 

level. We expanded the range of services we provide in the fields of tunnelling and traffic systems engineering, contract 

consultancy for the local authority market and integrated solutions for complex mobility issues. The division is aiming for 

further growth in 2007 with a turnover target of 1 36 million. 

Good infrastructure and maintaining the quality of life call for an integrated balancing of interests. Traffic flow on roads, 

but also safety around schools, planting, sewer renovation, retention of historical elements, space for business and pleasant 

residential areas: the quality of the infrastructure is always just as important as the quality of the environment. Laying out 

public spaces is a responsible job for which a broad range of know-how needs to be applied. Our division often works 

together with the Spatial Development, Environment, Architecture & Building and Maritime divisions. 

In the Netherlands, the Directorate-General for Public Works and Water Management and ProRail further developed their 

policy of concentrating on the role of client in 2006. For future projects, much more will be left to parties in the market. 

Large projects will then only be contracted out as integrated contracts, so that the market players will also be responsible 

for the design, maintenance, operation and financing, as well as for the execution. In the interests of the controllability, 

such new and often innovative forms of contract call for a systematic project approach in the form of Systems Engineering. 

We advise our consortia partners in this area, and we also support government agencies in preparing the contracts. 

Traffic and civil engineering projects in China, Dubai, Argentina and Romania have further contributed to the 

international image of the division in 2006. In 2007 and following years, the Infrastructure & Transport division will continue 

to focus on high quality consultancy and supporting the services provided by local engineering consultancies outside the 

Netherlands. These also form an important source of capacity in view of the worsening shortage in the labour market in 

Western Europe. 

Projects in which a multidisciplinary approach and integrated project management have added value will be given 

special attention. The Infrastructure & Transport division is an important risk-bearing partner in several consortia, and 

will continue to work on long-term relationships in which team forming, collaboration and integrity form the basis for 

mutual confidence. 

>> growth of turnover due to expansion of range of services 

>> managing innovative contracts using systems engineering 

>> focus outside the netherlands on high quality consultancy and capacity development 

24

projects 

>> new city bridge for nijmegen 

Design Joris Smits 

In 2006 Nijmegen local authority 

commissioned Royal Haskoning to carry 

out a study for the Nijmegen city bridge, 

a new road bridge over the Waal which 

will link the city with the ‘Waalsprong’. The 

bridge, which will have a span of around 

three hundred metres, should reduce the 

pressure of traffic on the existing city bridge 

and the A325 and will be situated about one 

kilometre to the west of the railway bridge. 

project manager >> ir. R. van Limbergen 

The Infrastructure & Transport division is 

responsible for the preliminary design of an 

arched bridge in collaboration with the Liège 

firm of Greisch. In addition to the structural design many other disciplines are playing a part, including traffic, noise, urban 

development, permitting and environment. The study is being carried out with systems engineering, with a focus on lifecycle 

management and sustainable building. When the contract was put out to tender Royal Haskoning received the highest 

score for the Overall Plan. Once the study is completed in 2007, the project is expected to be a Design & Build contract. 

>> layout and design for the new planned route for the rijn gouwe line 

The Provincial Executive of the Province of 

South Holland wants to build the Rijn Gouwe 

Line (RGL) to improve access to the Leiden 

region and the dunes and bulb-growing areas. 

It will be a light rail system, which will run 

light rolling stock on both the tram network 

and the rail network. The intended route will 

run from Gouda to Leiden via Alphen aan 

den Rijn and then to Katwijk and Noordwijk. 

A new stretch of rail is needed for the section 

project manager >> ING. J.E. Jaquet-Hoetelmans 

between Leiden and Katwijk/Noordwijk: the 

RGL West. The Route Plan/Environmental 

Impact Assessment for the route is being 

phased. In the first phase a route was selected after comparing a number of alternatives with different variations. The 

second phase, now being carried out by Royal Haskoning, involves the detail engineering of the design and layout of two 

alternatives; this will be followed by the selection of a preferred route. 

25 


architecture & building 

divisions 

The Architecture & Building division designs buildings for processes, such as those found in industry and power plants, 

buildings for people, such as offices, hotels, shopping centres, schools, nursing homes and hospitals. The division also 

specialises in civil engineering structures such as bridges. 

The division achieved a turnover of more than 1 11 million in 2006 thereby exceeding its target (1 10 million). Further growth 

is aimed for in 2007, with a turnover target of almost 1 13 million. 

A wide range of design projects were once again dealt with in 2006. We worked on new offices and educational 

establishments, churches, bridges and storage facilities for Liquefied Natural Gas (LNG). There were also commissions for 

the integrated development of power stations and for the first hospital in the Netherlands developed by a single party. 

The activities of the division also grew outside the Netherlands. We are sharing the Royal Haskoning office in Dubai in 

the United Arab Emirates with our subsidiary company, Design 103, the largest architectural consultancy in Thailand. The 

division is aiming to acquire more high quality architectural commissions in this very dynamic market with ambitious 

projects. In Russia, the division is participating in Royal Haskoning’s Moscow office, which is clearly expanding. The division 

is also working on a project basis on commissions in the United Kingdom and Eastern Europe. 

The prospects in both the domestic markets and abroad are good for 2007. However, we expect an increasing shortage 

of civil engineers in the labour market. In anticipation of this, the division will concentrate even more on international 

collaboration and on optimising its business processes. 

>> growth of turnover 

>> growth in diversity and a number of integrated design commissions 

>> internationalisation taking shape in russia and the middle east 

26

projects 

>> prize-winning design for the palm jebel ali welcome island dubai 

Royal Haskoning has created a prize-winning 

design for Palm Jebel Ali, off the coast of 

Dubai in the United Arab Emirates. In this 

forward-looking and imaginative project 

Nakheel, the world’s largest project developer, 

is building a 21st-century city, a man-made 

area, a successful blend of east and west. 

One of the most important components 

is the Welcome Island, where the traveller 

enters or leaves the Palm. Nakheel invited 

project manager >> ir. S.P. van Breda 

Royal Haskoning to outline our vision for 

this dramatic meeting of land and water. We 

brought in our best experts from Bangkok, 

Amsterdam and Dubai: architecture, town planning and bridge design, landscape design and transport solutions were all 

tackled and worked out in an integrated operation. Our concept revolves around visual harmony, between the Palm and 

Welcome Island, between the towers and the bridge. We present the result with pride: a fitting entrance to the Palm Jebel 

Ali, with facilities and services for a great many people. 

>> new hospital for gelre in zutphen 

At the beginning of 2006, Gelre Hospitals 

were the first organisation in the Netherlands 

to get the go ahead to build a new hospital 

at their own expense and risk under the 

terms of the new Health Care Institutions 

Enabling Act. Royal Haskoning was selected 

for the integrated consultancy for the whole 

project, for which Wiegerinck Architecten are 

contributing on specific items. On the existing 

site in Zutphen there will be a two-hundredbed 

regional hospital with specialists. Gelre 

project manager >> ir. W. Zweers 

deliberately chose a consultancy firm that has 

all key disciplines in house, is innovative and 

decisive and is willing and able to carry the final responsibility. Three and a half years from structural design to occupation 

is half the usual completion time so new methods of working have been developed. The structural design was fixed in close 

collaboration with a decisive Gelre organisation in just a hundred days. Construction is expected to start at the end of 2007 

so that the new hospital including the regional health centre will be ready at the end of 2009. 

27 


uilding management & consultancy 

divisions 

The Building Management & Consultancy division concentrates on the management of building processes and 

integrated consultancy in relation to property, accommodation and the working environment. Core activities are contract 

management and cost control for construction projects and site development. We also provide specialist know-how in 

the area of project management in the healthcare, infrastructure and non-residential building sectors. As an independent 

construction manager and consultant, the division works with many other parties for a wide range of clients in the public 

and private sectors. 

In 2006 the Building Management & Consultancy division achieved a turnover of more than 1 15 million, thereby 

comfortably exceeding the objective for the year under review (1 12 million). There was an increase in our activities in project 

management and cost consultancy in sectors such as infrastructure and non-residential building. The same is true of the 

supervision of contracting out in these sectors and the technical consultancy for property transactions. In the healthcare 

sector, significant contributions were made to various large hospital projects and the development of care outlooks for new 

initiatives among other things. There is a growing demand for broad expertise and expert advice when drawing up long 

term accommodation plans in the healthcare and other sectors. 

Integrated consultancy commissions for the realisation of new offices and the renovation of existing office accommodation 

have been carried out for various clients in the services sector. This involved intensive collaboration with other 

Royal Haskoning divisions and with external parties. Following the takeover of the BM and IM consultancies in 2005, work 

was done in 2006 on imbedding the new capacity in the organisation, on a more effective bundling of all the available 

knowledge and experience, and on reinforcing our local presence. Because of this, and also because of the ‘total engineering’ 

solutions made possible by good collaboration with other divisions and players in the market, work was carried out in the 

most efficient manner possible for a large number of clients in a wide range of sectors. 

In 2007 we are aiming to strengthen our market position still further and to realise a turnover of more than 1 14 million. We 

shall do this by continuing to provide high quality services in building management and consultancy from a technical and 

professional background. In the Netherlands there is a growing interest in Public Private Partnerships and alliance contracts 

for large scale projects. With the broad know-how and experience that is concentrated in the Building Management & 

Consultancy division we can, and want to, play a key role in this type of project and provide clients with clear added value. 

>> contract management and cost control in building and site development 

>> significant growth in infrastructure, non-residential building and healthcare 

>> local presence and ‘total engineering’ important trump cards 

28

projects 

>> development of a sustainable health care city in china 

A leading centre for high-quality medical and 

preventative care, and a textbook example 

of ecological development. Dongtan 

Eco Health Hospitality Wellness City is a 

part of a sustainable city on the island of 

Chongming near Shanghai. Royal Haskoning 

has been contracted by Grafton Medical 

for the concept development and is acting 

as project manager and consultant for the 

services, structures and infrastructure. We 

project manager >> J. van de Ven 

are working with Professor Guthknecht 

of Switzerland on the development of the 

care concept. In principle the entire health 

complex has to be emission-free. In the 2.5 km 2 Dongtan project area living and care will soon be combined and more than 

$700 million is being invested in a high-quality hospital with a floor area of around 90,000 m 2 and a thousand beds. The 

development also includes a rehabilitation and convalescent centre, a spa and hotels, commercial facilities, a teaching and 

research institute, and housing with care and nursing facilities. Several business plans have been integrated into a new 

concept that supports a seamless network of health care. 

>> generic accommodation concept for ing nederland 

ING Nederland has developed the so-called 

FREE Workspace concept in order to make its 

offices flexible and adaptable. The starting 

point is made-to-measure accommodation, 

aiming for standardisation of work style and 

workplace. Royal Haskoning was asked by ING 

Facility Management to work this concept 

out in detail so that the greater part of the 

ING organisation can be accommodated 

in line with it without (drastic) structural 

project manager >> IR. J. E.A.M. ten Dam 

alterations. To this end we developed a 

generic accommodation concept and a 

calculation cum simulation model. This model 

determines the required work components, space needs and the budget for implementation on the basis of the working 

procedures. With this innovative and inspiring concept ING Nederland can take advantage of the dynamic in society and in 

their own organisation, and achieve harmony between organisation and accommodation. 

29 


uilding services 

divisions 

The Building Services division designs and provides consultancy on building services for non-residential buildings and 

healthcare. In a short time the division has been able to position itself as a renowned consultant in the market. In the new 

setting, created in 2006 following the takeover of Raadgevend Technies Buro Van Heugten in 2005, the division has all the 

necessary know-how and a wide range of references and clients. The available know-how and capacity, in combination with 

increasingly streamlined working methods, make it possible to efficiently carry out consultancy studies and projects that 

can vary widely in scope and complexity. 

The turnover of the division in 2006 was more than 1 21 million. This means that the turnover target was exceeded by 

almost 1 4 million. In spite of the relatively small margins in the market, the strong position of the division, especially in 

healthcare, led in combination with a recovering market and high productivity to a good result. A start was also made 

in 2006 on the development of activities outside the Netherlands and on the integrated quoting for projects at the 

request of the client. For example, in the year under review, a project for the construction of the new Gelre hospital was 

successfully acquired for which an integrated design was delivered together with the Architecture & Building and Building 

Management & Consultancy divisions. 

In 2007 the division is aiming to round off the main elements of the integration process that was started in 2006, and to 

make the best possible use of the innovative capability of all the available technical and process know-how. The division is 

aiming for a turnover of almost 1 20 million in 2007. Activities outside the Netherlands will further develop and take shape, 

as will the expansion of joint ventures with external architects and consultancy partners in the construction sector. The 

difficulty in finding qualified personnel is also a limiting factor for the development of the Building Services division. 

It appears that, in recent years, there has been a significant fall in the number of students entering and leaving 

educational establishments with technical qualifications of the sort needed for our discipline and consultancy work. The 

limited availability of sufficient well qualified personnel is therefore expected to continue for the coming years. As an 

‘employer of choice’, we are working to prevent this limiting our opportunities for growth too much. By acquiring large and 

impressive or technically interesting projects in the Netherlands and overseas, we expect to increase our attractiveness in 

the labour market. 

>> good results due to strong market position and high productivity 

>> development of activities outside the netherlands 

>> increase attractiveness in the labour market with special projects 

30

projects 

>> modern service technology in the renovated rijksmuseum amsterdam 

The Rijksmuseum in Amsterdam is one of 

the most important art museums in the 

world. The building, which dates from 1885 

and was designed by the renowned Dutch 

architect P.J.H. Cuypers, has to be adapted to 

the latest requirements for the conservation 

of works of art without compromising 

its historic character. At the same time it 

must, of course, remain an inviting place 

for visitors to all areas of the Rijksmuseum. 

project manager >> IR. A.J. Braam 

Royal Haskoning formed a partnership 

with Arup, and together they took full 

responsibility for the complete design of all 

building services, including the lifts and security. To avoid distracting attention from the art and the building’s architecture 

the design provides for an underground infrastructure for all of the bulky services for climate management and energy 

supply. Cold and heat are generated and stored with the aid of water pumps and an aquifer. After the large-scale 

renovation there will be a new Rijksmuseum, with exhibition rooms lit by daylight, two public inner courtyards, a lecture 

centre and a restaurant. 

>> new energy system for the university and high school in groningen 

The University of Groningen and Hanze High 

School Groningen took the first of a series of 

sustainable heating and cooling systems into 

service In 2006. In 2004 Royal Haskoning had 

already supervised the European tendering 

for outsourcing of the energy supply for a 

period of fifteen years for both educational 

establishments, and directed the contract 

negotiations. The system, which is based on 

heat and cold storage in the soil, is the largest 

project manager >> IR. D.G.J.T. Tjin Wong Joe (photo), energy storage system in North Holland. 

ing. M.A.M. Arts en ing. J.W. Moerman 

The Building Services division is responsible 

for the contract management during 

construction and operation. The innovative 

contracting-out concept has meant considerable reductions in emissions and financial savings, in part because of the 

advantages of scale and the synergy of a campus-wide approach. A Royal Haskoning team of specialists from different 

disciplines was successfully deployed to complete the legal, financial and tax aspects. The division is also designing the 

technical services for four of the seven buildings that are being connected to the renewable energy system. 


industrial installations 

divisions 

The Industrial Installations division provides specialised know-how on mechanical and electrical systems and process 

technology. Based on our broad experience with projects, the division provides consultancy and designs for the whole 

range from subsystems up to and including complete plants. Our strength lies in the streamlining of our services to clients, 

and in providing support during the whole range of industrial projects, from pre-project consultancy through preparation, 

execution and operations to the end-of-life-cycle. Our consultants are specialists in reducing the time-to-market and the 

investment costs, and have proven themselves in a wide range of sectors, including chemicals, petrochemicals, oil & gas, 

foodstuffs, storage and transhipment of bulk goods and containers, transport and waste processing. 

The year under review, which was also the first year of operation for the Industrial Installations division, has been very 

successful. With a turnover of almost 1 22 million, the forecast turnover of 1 15 million has been spectacularly exceeded. 

The collaboration with other divisions, but above all the very significantly strengthening industrial markets, have all 

contributed to this. For 2007, the division is aiming for a turnover of 1 23 million. With the takeover of Royal Haskoning 

Dordtse Engineering (RHDE) in 2005, the provision of services to clients, mainly from the process industry, has expanded 

noticeably. As a result of the collaboration in the division with the ‘front end’ specialists from Rotterdam and with the other 

Royal Haskoning divisions, in particular Environment and Maritime, the client portfolio has grown significantly. 

It seems that the mix of capacities of the division (basic & detailed engineering, EPCM, procurement, conceptual design, 

‘front end’ services) is not only a good match for the wishes and needs of clients, but also has an stimulating effect on the 

staff and on the development of know-how. The developments in the field of 3D laser scanning and its integration into 

design, engineering and simulation work is interesting and very promising. Once they have seen the results that can be 

achieved, many clients ask for projects to be carried out using these techniques. 

Additionally, work was carried out in 2006 on the further development of our services in the field of power supply systems. 

These are mainly aimed at the engineering of Power Systems (high, medium and low voltage) for, among others, electricity 

suppliers, the transport and distribution sector and (industrial) customers with high power requirements. 

In 2006, projects were carried out for companies from the oil & gas sector, chemicals. petrochemicals, the metals industry, 

the storage and transhipment of dry and wet bulk goods and containers, waste and biomass processing, biofuels, foodstuffs 

production and the drinking water and wastewater industries. Most of the turnover was realised in the Benelux countries, 

but projects in Russia, the United Kingdom, Ireland, Spain, the Ukraine, Romania, Turkey, China, India and Malaysia also 

made substantial contributions to the results. For 2007, the biggest challenges lie in the area of human capital. All the signs 

from the market point to further growth for the division, but the shortage on the labour market will not make this easy. 

>> results in the division’s first year above expectations 

>> integration of innovative techniques in a wide range of services 

>> electrical power a very promising product group 

32

projects 

>> bright future in the port of hamburg, germany 

Royal Haskoning was assigned to the 

prestigious Bright Future project by Royal 

Vopak. Vopak has a chemical terminal and 

an oil terminal in the Port of Hamburg. The 

Port Authority requested Vopak to integrate 

both terminals into one, in order to create 

space for the planned expansion of the 

adjacent Eurogate container terminal. In close 

cooperation with Vopak, Royal Haskoning 

prepared the plans and a cost estimate. 

project manager >> ir. A.R.M. van der Sanden 

The overall project plan has been approved 

by the Port Authority and is now awaiting 

government approval. At the moment 

Industrial Installations is detailing the plans. The removal and construction works are scheduled for completion by the 

end of 2009. 

>> new biodiesel plant in rotterdam 

BioPetrol Industries is building a new biodiesel 

plant in Rotterdam. Royal Haskoning 

has been working on the basic design and the 

environmental permit application since the 

beginning of 2006. The plant will produce 

400,000 tonnes of biodiesel and 60,000 

tonnes of pharmaceutical glycerol a year. In 

the spring the entire process section of the 

plant was bought from a German supplier 

on a turnkey basis. In mid-2006 the Industrial 

project manager >> IR. E.A.J. Leentjens 

Installations division received an order to 

prepare the building permit application and 

to design the foundations of all parts of the 

plant, the infrastructure works and the services building. Assistance is also being given in analysing and solving possible 

problems that may arise between the different suppliers. Construction is scheduled to start April 2007 and completion is 

scheduled for the second half of 2007. 

33 


environment 

divisions 

The Environment division provides government agencies and the business community with specialist knowledge on soil, 

water, air, (waste) materials, noise, energy and safety. Our clients’ problems are often complex in nature and, in addition to 

(technical) feasibility, call for social acceptance and organisational embedding. The experts from the Environment division 

combine technical knowledge with knowledge of legislation and regulations, experience with systems and organisations 

and familiarity with the whole process chain. In addition to problem solving, prevention and risk management are playing 

an increasingly important role for clients. 

In 2006 the turnover of the Environment division grew to 1 62 million, a small increase of two percent compared with 2005. 

This means that the turnover target was exceeded by more than 1 11 million. The growth occurred mainly in the United 

Kingdom and in the international markets. In the Netherlands and Belgium, the results were stable, as expected. In the 

development of our turnover there was a clear continuing shift towards private clients, who are now responsible for around 

sixty percent of the turnover. Focused account management and the constant incorporation of the environment theme in 

the clients’ business operations have contributed to this. 

Our services are increasingly taking on a programmatic and execution-related character. In the oil and gas sector, a still 

growing market for the division, this can be seen in the setting up of a roadmap for BP for large scale investments in 

Sakhalin. But there is also work at the end of the lifecycle, for example in environmental impact assessments for the 

dismantling of old oil platforms in the North Sea. For the Directorate-General for Public Works and Water Management we 

provided support for the Innovation Programmes for Air and Noise. An Acoustic Study Manual is now being drawn up and 

will be used to shape all sorts of studies in this field. 

Parallel to the introductive of REACH, the registration and authorisation system for chemicals in the EU, the Environment 

division updated their databank and installed new functions in order to be able to provide better support to clients. 

Internationally, the activities in the past year were further expanded by the establishment of Haskoning Gabon. This new 

office will concentrate mainly on the regional oil and gas sector. The division is also participating in the activities in Dubai 

in order to be able to respond better to environmental issues thrown up by the many large projects in the United Arab 

Emirates. 

The division is aiming for a turnover of more than 1 61 million in the coming year. Further growth in turnover is expected 

in 2007, especially in the United Kingdom, France and outside Europe. The private sector will be an important source of 

work, against the background of economic growth and more investments, the increasing demand for energy and the 

management of the related environmental issues. We want to use our expertise to provide even better service for our 

clients with a programmatic approach aimed at sustainability. Sustainability, both as a ‘licence to exist’ for the client and in 

the sense of a long term relationship will increase in importance. Structural tensions in the labour market for our sector will 

present a major challenge in realising our objectives. 

>> international growth in turnover through private market development 

>> anchoring of activities in the middle east and west africa 

>> structural client support leads to sustainable relationships 

34

projects 

>> environmental roadmap for sakhalin v, russia 

Royal Haskoning developed an Environmental 

Roadmap for the Sakhalin V project. 

ElvaryNeftegas, a joint venture between 

Rosneft and BP, is developing this offshore oil 

and gas project in the Kaigansky-Vasukanky 

licence area on the Northern shelf of 

Sakhalin Island in the Russian Federation. As 

a strategic document and management tool, 

the Environmental Roadmap identifies all 

important social and environmental factors, 

project manager >> ir. T.F. Huber 

and maps out each key activity and product 

to be delivered. It includes recommendations 

on the HSE organisation and the planning 

of critical activities such as surveys, studies and design reviews. All environmental management activities are structured 

in a single planning tool. The Environmental Roadmap can have a major impact on the project development and design 

schedule, the budget and the selection of project scenarios. 

>> forecasting light pollution at maasvlakte 2 

Light and dark are fundamental elements 

of the human environment, but darkness is 

becoming rare, especially in countries like 

the Netherlands and Belgium. The twentyfour 

hour economy, growing under glass, 

sports grounds and advertising create the 

phenomenon of light pollution, which that 

can have harmful consequences for people 

and nature. In various investigations in to 

light pollution and nuisance Royal Haskoning 

project manager >> ing. N.J.A. van Dooren 

developed a method for making prognoses 

of light nuisance. The method is being used 

successfully by the Rotterdam Port Authority 

in the Environmental Impact Assessment for Maasvlakte 2. The results gave a clear picture of the effects of light on the 

surroundings of the second Maasvlakte. 

35 


water 

divisions 

The Water division has a very varied and international area of operations that extends from wastewater to drinking water 

and from technology to institutional development. The division specialises in water management, safety, management, 

quality and process technology for the whole water chain, for instance in the production of drinking water and the removal 

and purification of polluted water. Our clients are international organisations, among them the World Bank, the Asian 

Development Bank, the African Development Bank, the EBRD, EU, etc. and government agencies such as local authorities, 

provinces, water boards and ministries. The business community calls us in for, among other things, industrial water and 

purification technology. The Water division has built up a very good international reputation. 

In 2006 the turnover of the Water division fell by 1 3 million to 1 21 million. This did not meet our turnover target. Around 

55 percent of then turnover was realised in the Netherlands and 45 percent abroad. The main reason for the fall was 

the completion of a large expansion project at the Evides treatment plant on the Berenplaat. The turnover outside the 

Netherlands fell slightly. We are nevertheless aiming to restore the growth in 2007, to a turnover of 1 24 million. 

In the drinking water field, both the number of clients and the number of commissions rose in 2006. The mergers in progress 

in the drinking water sector hindered acquisition so that investments were postponed by clients and keener purchasing 

conditions were stipulated. In order to be able to provide a better service for the north of the Netherlands, a group of 

drinking water specialists was established in Groningen and there will also be further growth in the Amsterdam region. The 

policy of further diversification in clients was continued. 

An increase in turnover was achieved in the waste water sector in 2006; here too the number of clients fell due to mergers 

but, because of European legislation, there are still significant investments in purification systems. Our share of the 

industrial market for water purification grew again in 2006. The number of commissions in the Netherlands increased and 

the division acquired its first commissions in Belgium. In 2006 there was also more emphasis on the market for pumping 

stations and high pressure piping. With sea levels rising and land sinking, a strong position can be built up in this field. 

In Africa and Central Europe, major commissions were acquired in wastewater and drinking water. In the Water Management 

field we have been successful in several river basins, including those of the Nile, Niger, Senegal and Lake Chad. In the 

institutional and commercial consultancy sector we are working mainly in Central Europe, where large improvements must 

and can be realised in the water sector. 

>> further diversification in clients 

>> focus on internationalisation 

>> good prospects in water management, pumping stations and waste water treatment 

36

projects 

>> clean drinking water for millions in sudan 

Helping more people to get clean drinking 

water is one of the internationally agreed 

Millennium Development Objectives for 

combating poverty. From 2009 2.5 million 

inhabitants of Khartoum will have access to 

clean drinking water. At present a large part 

of Khartoum’s population still has to make do 

with contaminated ground or surface water. 

An estimated 80 percent of all illnesses in 

developing countries can be blamed on a 

project manager >> ir. P.S.J. Bergsma 

lack of clean drinking water. The project, 

which includes a decontamination plant and 

transmission pipes, is being made possible 

thanks to a combination of Dutch Development-related Export Transactions Programme (ORET) subsidies and loans from 

development banks. With an innovative financing structure, a concession and a BOOT (Build, Own, Operate and Transfer) 

contract can be agreed and the costs per unit of water produced kept low. Royal Haskoning carried out the due diligence 

investigation for the Netherlands Investment Bank (FMO) in which all technical social and environmental aspects were 

recorded. Royal Haskoning will act as ‘Lenders Engineer’ during the term of the project. 

>> expansion of water purification at berenplaat 

For the last few years Royal Haskoning has 

been closely involved with Evides’s Berenplaat 

Purification Expansion project. With a 

capacity of 18,000 m 3 per hour the Berenplaat 

production site is one of the largest drinking 

water purification plants in the Netherlands. 

New legislation is putting an end to the 

use of chlorine. A pilot project on a scale of 

200m 3 per hour, supervised by the water 

division demonstrated that purification with 

project manager >> ir. J.D. Verdel 

UV disinfection and active carbon filtration 

is an extremely good alternative. The design 

and specification phases began in 2003. 

Royal Haskoning was responsible for the project management and design of all the mechanical engineering and chemical 

installations and, after managing the European invitation for tender process, also for checking the detail engineering and 

for the supervision of the work. At the end of a very short building period the updated purification plant was started up 

in 2005, after which Royal Haskoning coordinated all test works. Since the end of 2005 the Rijnmond area has had better 

quality drinking water. 

37 


coastal & rivers 

divisions 

With climate change climbing higher on the world agenda, the need for the planning and design capabilities of the Coastal 

& Rivers division has never been more acute. Well positioned to capitalise on this demand, the division covers both the 

public and private sectors, offering a broad and integrated package which includes coastal management, flood protection 

and erosion control. Our services range all the way from feasibility studies and policy development to project design and 

implementation. 

The growth of the division’s international operations stems from our leading positions in the domestic markets of The 

Netherlands and the United Kingdom. This cross-European position allows us to be involved with policy direction and play a 

pivotal role in the introduction of new EU Guidelines. In 2006, as part of our proactive and innovative market approach, we 

held a very successful Flood Management workshop on the draft EU Flood Directive. The considerable benefits of sharing 

knowledge and practical experience at high levels are recognised by our clients, and the workshop was attended by key 

policymakers representing the EU, Netherlands, England, Wales, Ireland, Hungary and Slovakia. 

Turnover in 2006 set a new record at over 1 20 million, a growth of 23 percent compared to last year. This growth was 

underpinned by an overall Division staff increase of the same level. For 2007, the division targets a turnover of 21 million. 

The division’s operations in the United Kingdom continue to be dominated by the Environment Agency work in England 

and Wales and the assignments for local councils in Scotland. Despite cutbacks in DEFRA-funding, the Division managed 

to maintain its workload. In the Netherlands, our market share continues to grow with new assignments in coastal zone 

management, water management, river management and engineering as well as knowledge development. We were pleased 

with the first prize in a 2006 competition on the most innovative design for river groynes. In support of the continued 

growth of our Dutch operations, we will expand in Rotterdam in 2007. 

Internationally the division has consolidated its position and will be focusing on developing new markets within the USA 

(New Orleans), Middle East, India and Africa in 2007. On our domestic markets, the main push during 2007 will be directed 

towards client base diversification. We intend to increase our activities for the private sector, both in our domestic and 

international operations, while continuing to work closely with executive bodies and government agencies in defining 

policy objectives and important requirements for the sector as a whole. 

>> market demand grows along with climate change awareness 

>> record turnover but modest profitability in 2006 

>> focus on new international markets and client base diversification 

38

projects 

>> flood risk management in england and wales 

Spatial planning benefits from detailed 

knowledge, while the changing climate 

demands a thorough approach to managing 

flood risk. Royal Haskoning is at the forefront 

in implementing the Environment Agency’s 

flood risk management policy for England 

and Wales. In order to identify areas that will 

benefit from flood defences, Coastal & Rivers 

was assigned to formulate the definitive 

criteria and detailed guidance now used 

PROJECT MANAGER >> D.A. Worth CEng BEng MICE MCIWEM nationwide to put the policy into practice. 

We also trained Environment Agency staff 

and now that the main programme is well 

under way, we are carrying out tidal and fluvial flood modelling and mapping, notably for 2,500 km of coastline in the South 

West as well as for areas in Southern and Eastern England. 

>> partners for the moses project 

Slovakia, Hungary, Germany, Ukraine and 

Romania have all been severely affected by 

floods over the past ten years. They have 

now joined forces to establish a new flood 

information system. The European Union 

recently approved the MOSES project for 

Central and Eastern Europe. The project is a 

continuation of the ongoing NOAH project 

for North West Europe, in which Dutch 

and German authorities are cooperating to 

PROJECT MANAGER >>ir. J.J. Flikweert 

improve flood incident management. Coastal 

& Rivers has helped our Dutch client STOWA 

to find partners for both NOAH and MOSES. 

In both projects, a web-based information management tool will be developed to function as an automated flood incident 

plan. Decision making and damage control will greatly improve when the right information is available at the right place 

and at the right time. With the help of our international network, we found suitable partners in Ireland and raised interest 

for future participation in other countries, including England and Scotland. 

39 


maritime 

divisions 

The global operations of Royal Haskoning’s Maritime division continue to grow at an unprecedented rate. Building upon 

our international reputation as world leaders in the development of ports and maritime infrastructure, the division has 

extended its range of services in order to capitalise on the maritime elements of oil and gas related projects, as well as 

niche sectors such as maritime safety, floating structures and Waste to Energy. The core activities of the division continue 

to be dominated by feasibility studies, permitting, financial planning and all stages of the design through to project 

implementation, maintenance and operational support. 

In 2006 the Maritime division once again achieved a record turnover of over 1 45 million, a significant increase on last year’s 

figure. The target turnover was exceeded by 15 million. A key issue remains the scarcity of qualified and experienced staff. 

However, despite the shortage, the division has grown spectacularly. This can be largely attributed to our reputation and is 

a credit to our proactive and innovative market approach. 

In the United Kingdom the division’s work continues to be dominated by the strong growth in demand for container 

handling facilities. We are well positioned to secure further involvement in the new major container-related developments 

at London Gateway and Felixstowe, and we are witnessing the burgeoning of regional shipping and related developments, 

particularly in the North East and North West of the UK. 

The division’s market position within The Netherlands continues to be strong with major projects being undertaken in the 

Port of Amsterdam. The Maasvlakte 2 project, constituting a significant extension of the Port of Rotterdam, continues to 

dominate the maritime development scene in The Netherlands, and Royal Haskoning is playing a significant part in it. 

Internationally the division’s work continues to be dominated by the container port developments, with the acquisition 

of P&O Ports by Dubai Ports World as a significant event in 2006. The division has been able to take advantage of its long 

term presence in Dubai and its relationship with Dubai Ports to secure projects with DP World in India and Turkey, as well 

as good prospects for the years to come. The division’s work within the Oil and Gas sector has expanded rapidly, with major 

involvements in LNG projects in Nigeria and other parts of the world. 

The Maritime division can look forward to 2007 with a high degree of confidence and is launching several new market 

initiatives to further expand its global operations. Target turnover for next year is set at 441 million. In addition it is 

anticipated that the division will expand its scope of services through a number of acquisitions which will allow the division 

to capitalise on its leading position within the maritime transport logistics chain. 

>> strong growth as a result of growing market reputation 

>> new services and acquisitions to fortify leading position 

>> good prospects in container shipping, port development and oil & gas 

40

projects 

>> paving the way for large lng terminal in nigeria 

The Maritime advisory group Oil & Gas 

had a great start in 2006 with a large and 

prestigious project in Nigeria. The OKLNG 

project comprises the basic designs of port 

facilities and site preparation for an LNG 

export plant on a greenfield location seventy 

kilometres east of Lagos. The first element of 

the project is the design of a river terminal 

to receive the initial construction materials. 

Port facilities also include a construction and 

project manager >> ir. H. Altink 

service harbour which has to be constructed 

in record time to receive ships with larger 

materials for building the LNG terminal as 

well as loading and unloading facilities for LNG carriers. With a large international team of Dutch, English and Nigerian 

engineers, Royal Haskoning delivered the basic designs in a tight schedule whilst keeping up the high quality standard 

required in the oil and gas industry. 

>> re-flooding the moat around the tower of london 

The Tower of London ranks as one of the 

world’s most familiar landmarks and 

occupies a key place in the history of the 

United Kingdom. The draining and filling of 

the moat in 1845 caused a significant change 

to the visual appearance of the Tower. In 

2006, Historic Royal Palaces commissioned a 

study to evaluate the technical and financial 

viability of re-flooding the moat at the Tower 

of London to enhance its setting against 

project manager >> G. Peckham MA FICE 

a modern urban landscape and reinforce 

its cultural value as a historical defensive 

structure. Royal Haskoning were part of a 

multi-disciplinary team headed by Nuttall John Martin. The team took a fresh look at earlier proposals and developed a 

cost-effective, sustainable solution for re-flooding the moat, respecting the archaeological importance of the site. 

41 


Royal Haskoning in Asia 

divisions 

Royal Haskoning Asia has sixteen offices in eight Asian countries. The division generally realises projects for multinationals 

and international financial institutions (IFI), but also works for local clients in the non-residential building sector. The services 

provided by the division cover the whole of the planning, design and realisation process, with the emphasis on architecture 

and building. Most of the 500 personnel are local staff, in accordance with our tried and tested policy of operating as a 

‘local consultant at an international level’. 

In 2006 the division achieved a turnover of almost 1 10 million, the same as the previous year. However, this did not meet 

our turnover target. 

Despite the political unrest, a good performance was achieved by the various offices in Thailand in 2006. Work continued 

on major projects for Cargill and Purac, while an integrated project for Chevron was started up by our subsidiary Chuchawalde 

Weger (CDW). The Design 103 architects took advantage of changes in the market with a renewed focus on hotels and 

apartments. Vietnam had a particularly good year in the multinationals market with, among other things, brewery projects 

for the Krones Group. Successful diversification and expansion of the client base resulted in the opening of a new office in 

Hanoi. 

Indonesia, Cambodia and the Philippines all experienced a stable year in which a sound foundation was laid for 2007. During 

the past three years, the strengths of all the offices in Asia have been brought together in Royal Haskoning Asia. The aim 

in 2007 will be to respond appropriately to the constantly changing demand in the market by offering integrated solutions 

using the full breadth and know-how of the whole Royal Haskoning organisation. Because of the deconsolidation of our 

subsidiaries in Thailand the turnover will fall in the coming year. We are aiming for a turnover of 1 5.5 million. 

In 2006 the activities of our branch in Hanoi, Vietnam, for projects financed by International Financial Institutions received 

a considerable boost. Taking our knowledge to Vietnam has put us in a position both to serve the local market and to serve 

the Indonesian and Bangladeshi markets even better. We therefore expect to see considerable growth in turnover and 

earnings from this branch in 2007. 

>> local consultant at an international level 

>> expansion of capacity and range of services 

>> creating clear added value by appropriate use of knowledge network 

42

projects 

>> design of the siam paragon shopping mall in bangkok 

Located in the heart of Bangkok on 

Rama I Road, Siam Paragon is one of the 

biggest and most prestigious shopping 

malls in South East Asia. Design 103 

International Ltd. was responsible for the 

architectural and interior design of the entire 

complex, which includes a wide range of 

shops and stores, restaurants, a multiplex 

cinema with fifteen large auditoriums and 

the Siam Ocean World Aquarium, the largest 

project manager >> W. Wanichsiriroj 

in South East Asia. The project is a joint 

venture by the Mall Group and Siam Piwat, 

which also owns the adjacent Siam Centre 

and Siam Discovery shopping malls. The eight-storey Siam Paragon has 400,000 m 2 of floor space and parking spaces for 

4000 cars. The building also houses an exhibition hall and opera concert hall, a large bowling alley and a karaoke centre. 

>> new brewery for sabeco in vietnam 

As part of a major expansion programme to 

become Vietnam’s leading beer producer, 

the Saigon Alcohol and Beverage Company 

(SABECO) is building a new brewery in 

the Cu Chi district of Ho Chi Minh City. 

Royal Haskoning has been appointed as the 

architecture and building consultant for the 

new brewery, which will reach an annual 

capacity of one million hectolitres in the 

project manager >> IR. R.T.G. de Roos 

first phase and two million hectolitres in 

the second phase. In this turnkey project 

with international quality standards, to 

be completed by June 2007, the technology and equipment is being provided by lead contractor Krones from Germany, 

while local contractor Coteccons is carrying out the civil engineering. Royal Haskoning is responsible for the design, safety 

management and construction management of all buildings, which allow for easy future expansions. Completion within the 

tight schedule of eighteen months can be achieved because of close coordination and cooperation within the project team. 

43 


isk profile 2006 

royal haskoning 

market factors 

Royal Haskoning carried out around 11,500 projects in more than 40 countries for some 3500 clients in 2006. More than 

48 percent of the turnover came from clients in the private sector (2005: 42 percent). The turnover from national and 

international government agencies amounted to 39 percent (2005: 45 percent). Just as last year, 10% of the turnover came 

from utility companies. This diversification damps fluctuations in the results and thus contributes to the continuity of the 

business. 

In 2006 59 percent of the net turnover came from within the Netherlands (2005: 57 percent). The net turnover from Western 

Europe amounted to a total of 75 percent (2005: 74 percent). The growth in turnover from outside Western Europe almost 

kept in step with the growth inside Western Europe. There is an even market spread across the various divisions. 

The work in hand remained at a satisfactory level in 2006 and, at the end of 2006, amounted to a good six months (2005: 

6.8 months). This limits the risk of under capacity resulting from a sudden slump in the market. 

labour market 

Our position in the labour market is of vital importance to the continuity of the business. It is therefore in the labour market 

that Royal Haskoning also wants to be a top company. We are pleased to see that Royal Haskoning is well respected as an 

employer. In the Netherlands we reached a position in the top 50 companies, in the United Kingdom in the top 100. In 2006 

the sickness absence also fell by more than 10 percent, from 3.0 percent (2005) to 2.7 percent. 

Even so, we too were affected by the strain on the labour market. As was the case earlier in the United Kingdom, growth 

in the Netherlands is now limited not so much by the number of orders that we can acquire, but rather by the number of 

qualified staff that we can attract and retain. Measures taken in 2006 to limit the outflow bore fruit. In the United Kingdom 

in particular, the outflow of staff was significantly lower than the average in the sector. Our employment conditions are 

designed especially to appeal to young professionals. We have a balanced target group policy and we have expanded the 

variable remuneration system, coupled to individual objectives. As regards the longer term, Royal Haskoning intends to 

systematically increase the diversity in the company. 

The educational level of our staff is one of the highest in the industry. Including the recent acquisitions, some 70 percent 

of our staff have a university or polytechnic education. Group-wide, including the offices outside Europe, the number 

of employees was 3,143 on the balance sheet date (at the end of 2005: 2783), excluding temporary staff and student 

trainees. This increase occurred mainly in the divisions, where the number of employees increased by 17 percent. The 

number of employees in the staff groups remained more or less constant and amounted to over 9 percent of the total 

(2005: 10 percent). 

44



project risks 

Royal Haskoning is a project organisation. The turnover from the 11,500 projects we carried out varied from a few thousand 

to millions of euros per project. In view of the number and variety of projects, it is particularly important to manage the 

project risks. The management tools used include the following: 

Project valuation 

Royal Haskoning uses uniform valuation principles for all projects. The speed and transparency with which project 

information is accessible via the central financial system, Agresso, contributes significantly to a proper monitoring and 

control of projects. The most important business operations outside Western Europe were also accessible via Agresso. 

Work in progress is not valued until the order confirmation has been received. Profit is determined for each project on the 

basis of progress; losses are taken as soon as they have been established. The profit on high risk overseas projects is not 

taken until the project has progressed by more than 50 percent. 

A provision of 50 percent is made for project-related receivables that are more than 180 days old and 100 percent for 

receivables older than 360 days, unless written payment guarantees have been presented. At the balance sheet date, the 

total of accounts receivable amounted to 1 55 million, or 20 percent of the turnover (2005: 23 percent). Additionally, the 

provisions for bad debts amounted to 1 7.6 million at the balance sheet date (2005: 1 8.3 million). 

Project management 

The uniform valuation principles contribute to project risks being properly recognised. However, setbacks can always 

occur with projects. In order to respond to these adequately and in good time, Royal Haskoning encourages a culture of 

openness. Royal Haskoning also invests a great deal in the development of project management skills and in the control 

measures associated with projects. In accordance with our quality system, projects are subjected to internal and external 

project evaluations. 

High risk projects 

The Royal Haskoning quality system includes a risk matrix with which all high risk projects are identified at the acquisition 

stage. These risks may be in the technical, financial or contractual area. Such projects are specially assessed for risks by 

the Legal Affairs, Corporate Finance and – where applicable – International Affairs Departments. The final decision about 

entering into contractual commitments for such projects is made by the Board of Management. Royal Haskoning naturally 

has the (professional) liability insurances normal in the industry. 

45 




other operational risks 

Suppliers 

Around 25 percent of the costs of a project are incurred in purchasing materials and hiring in work from third parties. Our 

quality system is used to perform a systematic evaluation of the quality of our suppliers. At the end of 2006, the accounts 

payable amounted to almost 1 19 million (2005: 1 15 million). 

Systems 

ICT is essential for the exchange of project information and for the supporting business processes. The risks associated with 

a possible failure of ICT systems are therefore increasing. The management and maintenance of the group-wide ICT network 

and the support for our standard software has been contracted out to Siemens. Agreements on response times in the event 

of a failure have been included in the service level agreement with Siemens. Additionally, PriceWaterhouseCoopers carry 

out an annual EDP audit on our financial ICT systems as part of the audit of the annual accounts. 

financial risks 

Currency risks 

As in 2005, less than 3 percent of the turnover was exposed to currency risks in 2006. As a rule this was a risk in relation to 

the US dollar, but our portfolio also includes other, less common currencies. The currency risk relating to the more common 

currencies is covered on the futures market or by option contracts for long-term projects. At the end of 2006 the value of 

futures and option contracts in US dollars amounted to some 1 9.3 million at the expiry date (2005: 1 8.1 million). 

The risk connected with currencies for which there is no direct futures market is covered where possible either by taking 

a position in a related currency or by matching the income as closely as possible to expenditure in the same currency. The 

total currency risk in carrying out our projects is therefore relatively small. 

Guarantees, interest and credit risks 

Bank guarantees are regularly issued in connection with projects. At the end of 2006 there were 1 19.3 million outstanding 

in bank guarantees with clients and suppliers (2005: 1 15.2 million). 

Some clients require the parent company to guarantee the execution of projects. It is Royal Haskoning policy to limit such 

guarantees. Partly for this reason, we operate an internal balance policy, whereby the solvency of the various operating 

companies is sufficient for them to be able to operate independently in the market. 

Clients are increasingly willing to make a down payment at the start of a project. The company usually issues a down 

payment guarantee in return. The total of the down payment guarantees amounted to 1 11.4 million at the end of 2006. 

Royal Haskoning wants to limit the influence of financial charges on the operating result. The company therefore strives for 

a healthy cash position and regularly reviews interest rates in consultation with the banks. 

46



Pensions 

In recent years most of the Royal Haskoning pension schemes were converted from defined benefit to defined contribution 

schemes. In 2006 this step was also taken for the most recent acquisitions. These measures will prevent the volatility of the 

assets and liabilities of the pension funds from having too much influence on the Royal Haskoning balance sheet. At the 

same time, this is also beneficial for the continuity of the pension funds themselves in the longer term. 

With effect from the 2005 reporting year, these pension deficits have been incorporated in the annual accounts in 

connection with the revised financial reporting guidelines (RJ271). In respect of liabilities accumulated in the past, the 

pension deficit at the balance sheet date amounted to 1 9.5 million before tax. The deficit is mainly due to deficits built up 

in the pension fund in the United Kingdom. Compared with last year, the deficit has reduced by 1 0.7 million. 

Other balance sheet risks 

Royal Haskoning has subsidiary companies outside the Netherlands. Where the holdings lie outside the euro zone, there is 

an associated currency risk. The value of a holding fluctuates with the exchange rate. Unlike its policy in regard to projects, 

Royal Haskoning’s policy is not to hedge against this translation risk. Royal Haskoning plans to retain these holdings for the 

long term, in the interests of the continuity of the business. This continuity principle means that the horizon is different 

from those of projects with a fixed end date. In 2006 this led to a net upward capital adjustment of 1 0.24 million (2005: 

1 0.14 million upward), mainly as a result of the change in the exchange rates for the British pound and the Thai baht. 

Royal Haskoning writes off the goodwill paid for in takeovers. At the balance sheet date, the capitalised goodwill and other 

intangible assets amounted to 1 11.7 million (2005: 1 9.8 million). In assessing the capitalised goodwill and other intangible 

assets, a correction (‘impairment’) was applied in 2006. The correction related to the capitalised value of a patent for a 

purification procedure (1 150,000) and part of the capitalised goodwill relating to a company acquired in 2002 (1 850,000). 

Additionally, negative goodwill in the sum of 1 585,000 was released. This related to a company acquired in 2005, for which 

the costs of the integration turned out to be lower than originally expected. 

On balance this brings the depreciation over 2006 to 1 1.2 million (2005: 1 0.4 million). There are no reasons for a further 

downward valuation of companies and activities that have been taken over. 

47 


alance sheet 

financial review 

consolidated balance sheet as of 31 December 2006 (before recommended result appropriation) x 1 1,000 

31.12.2006 31.12.2005 

assets 

fixed assets 

Intangible fixed assets 11,688 9,765 

Tangible fixed assets 9,428 10,685 

Financial fixed assets 3,673 3,578 

24,789 24,028 

current assets 

Work in progress 17,160 13,628 

Debtors 71,663 62,651 

Cash at bank and in hand 18,082 13,237 

106,905 89,516 

total 131,694 113,544 

liabilities 

group equity 

Total equity 49,386 39,115 

Minority interests 100 1,092 

49,486 40,207 

provisions 14,925 14,379 

long-term liabilities 614 1,681 

current liabilities 66,669 57,277 

total 131,694 113,544 

48

profit &loss 


consolidated profit and loss account x 1 1,000 

2006 

2005 

Net turnover 274,090 219,451 

Change in work in progress 3,367 2,932 

Other operating income 2,511 1,019 

total operating income 279,968 223,402 

Material and work of third parties 66,092 51,228 

Wages and salaries 121,182 97,709 

Social security charges 26,631 21,684 

Depreciation of tangible and intangible assets 4,990 4,070 

Other operating costs 48,338 38,022 

Total operating costs 267,233 212,713 

operating result 12,735 10,689 

Interest income and other financial income 861 483 

Interest charges and other financial costs (621) (424) 

240 59 

result on ordinary activities before taxation 12,975 10,748 

Taxation on profit on ordinary activities (3,859) (3,792) 

Share in result of subsidiaries 1,402 562 

Group result after tax 10,518 7,518 

Minority interests (70) (179) 

result after tax 10,448 7,339 


cash flow 


consolidated cash flow statement x 1 1,000 

2006 2005 

cash flow from operating activities 

Operating result 12,735 10,689 

Adjustments for: 

Depreciation 4,990 4,070 

Results on sale of fixed assets (2,241) (902) 

Changes in provision excluding tax (652) (3,492) 

2,097 (324) 

Changes in working capital: 

Work in progress (3,453) (2,980) 

Debtors (7,143) (4,158) 

Current liabilites 8,997 10,758 

(1,599) 3,620 

cash flow from company operations 13,233 13,985 

Interest received/paid by remainder 167 179 

Dividends received from subsidiaries 891 724 

Received/paid corporate taxation (4,597) (2,974) 

(3,539) (2,071) 

cash flow from operating activities 9,694 11,914 

cash flow from investment activities 

Acquisition of subsidiaries including loans given (4,098) (13,927) 

Divestment of subsidiaries including repayments of issued loans 1,008 – 

Investments in tangible and intangible fixed assets (5,260) (2,157) 

Disposals of tangible and intangible fixed assets 4,888 8,088 

including income from laboratory 

cash flow from investment activities (3,462) (7,996) 

6,232 3,918 

cash flow from financing activities 

Changes in long-term liabilities (1,112) (8,980) 

Changes minority interests excluding share in result (93) (105) 

cash flow from financing activities (1,205) (9,085) 

net cash flow 5,027 (5,167) 

Carry forward 5,027 (5,167) 

50


2006 2005 

Brought forward 5,027 (5,167) 

Exchange rate conversion differences on cash at bank and in hand 24 100 

Cash in new consolidations (no investments) (1,326) 27 

decrease (increase) in cash at bank and in hand 3,725 5,040 

Cash at bank and in hand 01/01 13,237 18,217 

Short-term loans 01/01 (2,188) (2,128) 

11.049 16.089 

Changes in cash at bank and in hand 3,725 (5,040) 

Cash at bank and in hand 31/12 18,082 13,237 

Short-term loans 31/12 (3,308) (2,188) 

14,774 11,049 

51 


explanatory notes 


The financial review contains a summary of the 2006 annual accounts of Koninklijke Haskoning Groep B.V. The financial 

review should be read in conjunction with the complete 2006 annual accounts for more information about the company’s 

financial position and results. The complete annual accounts have been filed at the Chamber of Commerce. 

Nature of the activities 

Koninklijke Haskoning Groep B.V. is the holder of all shares, through Haskoning Advies Beheer B.V. of the companies 

belonging to the Royal Haskoning Group. 

Consolidation 

Companies over which Koninklijke Haskoning Groep B.V. exercises decisive control are consolidated. The items reported in 

the financial results of the consolidated companies are fully incorporated in the consolidation. The minority interests in the 

consolidated capital and in the consolidated results are reported separately. 

Key companies included in the consolidation are: 

Koninklijke Haskoning Groep B.V. 

Haskoning Advies Beheer B.V. 100% 

Haskoning Nederland B.V. 100% 

Raadgevend Technies Buro van Heugten B.V. (from 1 July 2005) 100% 

BM Managers van het bouwproces B.V. (from 1 August 2005) 100% 

IM Infra consultancy en management B.V. (from 1 August 2005) 100% 

Dordtse Engineering B.V. (from 23 November 2005) 100% 

VHP Stedebouwkundigen + Architekten + Landschapsarchitekten B.V. (from 18 April 2006) 100% 

Haskoning UK Holdings Ltd 100% 

Haskoning UK Ltd 100% 

Haskoning Belgium B.v.b.A. 100% 

Haskoning International B.V. 100% 

Haskoning Asia B.V. 75.2% 

On pages 72-73 of this annual report you can find a list of the group companies and subsidiaries of the Koninklijke Haskoning 

Group. Because of changes in the shareholder relationship in Thailand, the holdings in CDW and D-103, part of Haskoning 

Asia B.V., were consolidated at the end of 2006. 

Explanatory notes to the consolidated cash flow statement 

The cash flow statement has been drawn up according to the indirect method. The financial resources in the cash flow 

statement consist of the cash in hand and the bank credit included under the current liabilities. Cash flows in foreign 

currencies have been converted at the average exchange rates. 

(Dis) investments in group companies have been stated at the transaction price with a deduction for the financial resources 

present in the group company concerned. 

52



principles of valuation and determination of the result 

General 

The annual accounts have been drawn up in accordance with the financial reporting requirements of Part 9 Book 2 of the 

Dutch Civil Code and the authoritative statements in the financial reporting guidelines, issued by the Dutch Accounting 

Standards Board. 

Foreign currencies 

Functional currencies 

The group company items in the annual accounts have been valued taking into account the exchange rates in the economic 

environment in which the group company concerned has carried out most of its activities. The consolidated annual accounts 

have been drawn up in euros, the functional and presentation currency of the Koninklijke Haskoning Groep B.V. 

Transactions, assets and debts 

Transactions in foreign currency during the year under review are stated in the annual accounts at the exchange rate at the 

time of the transaction. Monetary assets and liabilities in foreign currency have been converted at the rate at the balance 

sheet date. The exchange rate differences resulting from the settlement and conversion have been incorporated in the 

profit and loss account. 

Where covering transactions have been entered into to cover the currency risk associated with monetary assets and 

liabilities, currency results have not yet been incorporated in the profit and loss account, but have been incorporated under 

the accrued income and liabilities if results not realised on the balance sheet date counterbalance these currency results. 

Translation differences relating to long term intra-group loans that are in fact an expansion or reduction of the net 

investment of foreign holdings are charged or credited directly to total equity in the statutory translation difference 

reserve. If loans have been taken out in order to finance the net investment in a foreign holding, the translation differences 

have been incorporated in the statutory translation difference reserve to the extent that the loan is effective in covering 

the translation differences on the net investment in the foreign holding. 

Group Companies 

The assets and liabilities of the foreign holdings included in the consolidation in foreign currencies are converted at the 

exchange rate on the balance sheet date and the income and charges at the average exchange rate during the financial 

year. Goodwill and conversions to the actual value of identifiable assets and liabilities are viewed as part of foreign holdings 

and have also been converted at the exchange rate as per the balance sheet date. The resulting translation differences have 

been directly charged or credited to equity capital in the statutory translation difference reserve. 

53 




Acquisition of group companies 

The results and identifiable assets and liabilities of the company that has been taken over are included in the consolidated 

annual accounts from the date of takeover. The date of the takeover is the moment at which decisive control can be 

exercised in the company concerned. 

The acquisition price consists of the sum of money or equivalent agreed for the acquisition of the business taken over, plus 

any directly attributable costs. 

If the acquisition price is higher than the net total of the actual value of the identifiable assets and liabilities, the excess 

is capitalised as goodwill under the intangible fixed assets. If the acquisition price is lower than the net total of the actual 

value of the identifiable assets and liabilities, the difference (negative goodwill) is either deducted from the existing 

goodwill from other transactions or is reported as an accrued liability item. The companies involved in the consolidation 

continue to be reported in the consolidation until the moment that they are sold; deconsolidation occurs at the moment 

that control is transferred. 

valuation principles applied 

Intangible fixed assets 

With respect to goodwill paid and patents, for which the following principle is applied: 

> capitalised goodwill and other intangible fixed assets with an acquisition price of up to 1 500,000 are depreciated over 

5 years; 

> investments of more than 1 500,000 are depreciated over 20 years; 

An assessment is made at the balance sheet date as to whether there are indications that a fixed asset may be subject 

to a special downward value adjustment. This may be the case if the book value is higher than the realisable value. In 

determining the realisable value, the representative cash flow generating unit is assessed. This may be the individual asset 

or the cash flow generating unit to which the asset belongs. The realisable value is the higher of the sale value and the 

going-concern value. The sale value is determined on the basis of the active market. The going-concern value is determined 

using a standard valuation methodology. This compares a valuation in relation to the market with an absolute valuation 

on the basis of the present value of the future cash flows. A special downward value adjustment is charged directly to the 

profit and loss account. 

If it is established that a special downward value adjustment that was reported in the past no longer exists or has reduced, 

the increased book value is set no higher than the book value would have been if no special downward value adjustment 

had been reported. 

Negative goodwill is set off against the positive goodwill in the balance sheet and credited to the profit and loss account 

on the basis of, in turn: 

> the extent to which it can be attributed to expected future losses and charges that were taken into account in the 

takeover plan, even though it did not form an identifiable liability at the date of the takeover 

> the extent to which it can be attributed to the actual value of the identifiable non-monetary assets at takeover 

> the extent to which it can be attributed to other factors 

54



Tangible fixed assets 

The business premises, fixtures and fittings and means of transport are valued at acquisition price and depreciated on a 

straight-line basis, based on their estimated economic life. 

Land is valued at its acquisition price. If there are indications that (a group of) assets with a book value of more than 

1 500,000 may be subject to a special downward value adjustment, the realisable value of the (group of) assets is 

determined. A special downward value adjustment loss is stated in the profit and loss account. 

Financial fixed assets 

Holdings in group companies and other holdings where significant influence can be exercised are valued according to the 

net asset value method as derived from the latest available financial data from the holdings. There is presumed to be 

significant influence in any case where there is a shareholder’s interest of more than 20%. Holdings where no significant 

influence can be exercised are valued at the acquisition price. Receivables, including tax receivables, are valued at nominal 

value with the deduction of a provision for bad debts. 

If the valuation of a holding is negative according to the net asset value, it is set at nil. If and to the extent that the group 

is wholly or partially responsible for the liabilities of the holding in this situation, or has the firm intention to enable the 

holding to settle its debts, a provision is made for this. 

The initial valuation of purchased holdings is based on the actual value of the identifiable assets and liabilities at the time 

of the acquisition. The principles that apply to these annual accounts are applied for successive valuations, based on the 

values from the initial valuation. 

Leasing 

Financial lease 

The company leases some of the inventory and the other fixed assets. Generally speaking, this means that the company 

benefits from the advantages and suffers from the disadvantages associated with the ownership of these assets. They 

are listed in the balance sheet at the time the lease contract is entered into, at the actual values of the assets or the lower 

present value of the minimum lease periods. The instalments to be paid are split into a repayment component and an 

interest component. The liabilities under the lease, excluding the interest payments, are included under the long term 

liabilities. The interest component is included in the profit and loss account in line with the lease periods. The assets are 

depreciated over the remaining economic life or, if shorter, the duration of the lease contract. 

Operating lease 

Lease contracts, where the company does not benefit from a large part of the advantages or suffer from a large part of 

the disadvantages associated with the ownership, are included as operating leases. Taking into account reimbursements 

received from the lease company, liabilities in respect of operating leases are included on a linear basis in the profit and loss 

account over the duration of the lease contract. 

55 




Financial instruments 

The securities and derived financial instruments included under the financial fixed assets and current assets are valued at 

market value. All the remaining financial instruments included in the balance sheet are valued at cost price (i.e. the nominal 

value, unless stated otherwise). 

Where derived financial instruments have been designated as instruments for covering risks, changes in value are directly 

charged or credited to the revaluation reserve in the equity capital until the covering instrument expires or is sold. In that 

case, the cumulative result is transferred to the profit and loss account. 

Work in hand 

Time and money spent on orders and commissions that have not yet been invoiced at the balance sheet date are booked 

under work in hand. The time spent is charged to the projects at the applicable rates. The rates are based on the integral 

cost price. For the projects where the profit on the work already carried out can be determined in a responsible manner, 

profit is recognised for work in hand on the basis of the percentage of completion method. Provisions have been made 

for recognised risks and expected losses on projects. Provisions for expected losses are taken in the period in which it 

is established that there are loss-making projects, and are charged to the work in hand item. The installments due are 

also charged to the work in hand item. Payments in advance are included as financing advances received under current 

liabilities. 

Receivables 

Receivables are valued at nominal value less a provision for bad debts. The necessary provision for bad debts is determined as 

follows. A provision of 50 percent is made for Receivables more than 180 days old and of 100 percent percent for receivables 

older than 360 days, unless written payment guarantees have been presented. 

Cash in hand and at bank 

Cash in hand and at bank is valued at nominal value less a provision for currencies that are not freely transferable. 

Third party share 

The share of third parties in the group capital is valued at the sum of the net interest in the group companies concerned. 

Where the group company concerned has a negative net asset value, the negative value together with any further losses 

is not charged to the third party share unless the third party shareholders have an actual liability and are able to take the 

losses for their own account. 

Provisions – general 

Provisions are created for legally enforceable or actual liabilities that exist at the balance sheet date and for which it is likely 

that an outflow of resources will be necessary and for which the magnitude can be estimated in a reliable manner. The 

provisions are valued at the best estimate of the sums necessary to settle the liabilities at the balance sheet date. 

56



Pension provision 

Royal Haskoning has a number of pension schemes, including defined benefit pension schemes. A defined benefit pension 

scheme is understood to mean a scheme whereby the actuarial risk, including the investment risk, lies with operating 

companies of Royal Haskoning. 

The pension provision included in the balance sheet is the present value of the pension entitlements in respect of the 

defined benefit pension scheme with a deduction for the actual value of the fund investments. This allows for the actuarial 

profits and losses that have not been incorporated in the accounts and pension costs related to elapsed years of service 

that have not yet been included. The pension provision is actuarially calculated each year by independent actuaries. 

The present value of the commitment is the present value of the estimated future cash flows. This is calculated using 

interest rates that apply to high quality corporate bonds with a term approximately equal to the term of the related pension 

commitments. 

Actuarial profits and losses resulting from changes in actuarial assumptions that are more than 10 percent greater than the 

higher of the pension entitlements and the actual value of the fund investments at the beginning of the financial year are 

charged or credited to the profit and loss account for a period equal to the expected average future years of service of the 

employees concerned. 

Provisions for other employee benefits 

The Group has included commitments to pay long service bonuses and sickness pay in the employment conditions. An 

actuarially calculated provision is included for the entitlements attributable to elapsed years of service. 

Provision for tax 

The deferred tax liabilities relate to the liabilities arising out of the differences between the valuation of assets and 

liabilities for reporting purposes and their tax-related valuation as well as any tax exemptions and risks of foreign projects 

(permanent establishments). Deferred tax assets are stated if it is reasonable to assume that they will be realised in due 

course. The tax assets are valued at the nominal value based on the applicable tax rate, or on the rates applicable in future 

years, to the extent that these have already been laid down in law. 

Other assets and liabilities 

These are valued at nominal value. 

57 




determination of result 

General 

The result is determined as the difference between the realisable value of work done and the costs and other outgoings 

incurred during the year. Profits are accounted for in the year in which they are realised; losses are accounted for as soon 

as they become foreseeable. As far as projects are concerned, profit is accounted for on the basis of the percentage of 

completion method. 

Net turnover 

Net turnover is regarded as the amounts (exclusive of VAT) charged to third parties for the services provided during the year 

under review. 

Operating charges 

Operating charges are attributed to the year to which they relate. 

Depreciation 

Depreciation on tangible fixed assets is calculated on the basis of fixed percentages of the purchase cost. 

Taxes 

Taxes on the results are calculated by applying the applicable rates to the results of the financial year according to applicable 

regulations, taking into consideration the permanent differences between the profit for financial reporting purposes and 

that based on the tax requirements. These differences are included in the tax on profit from ordinary activities. 

Financial risks 

The exchange rate risk on (foreign) projects relating to the more common currencies is covered on the futures market or 

by option contracts for long-term projects. These are based on the group-wide cash flows in foreign currencies. The risk 

connected with currencies for which there is no direct futures market is covered where possible either by taking a position 

in a related currency. 

Guarantees, interest and credit risks 

Bank guarantees are regularly issued in connection with projects, often for a deposit but sometimes also as a performance 

guarantee. Some clients require the parent company to guarantee the execution of projects. Such guarantees are limited as 

much as possible by pursuing an internal balance sheet policy whereby the solvency of the operating companies is sufficient 

for them to operate independently in the market. 

Other balance sheet risks 

With a view to the continuity of the business, the exchange rate risk is not covered for subsidiary companies outside the 

euro zone, unlike the case with projects. 

58

ecommended result appropriation 


Pursuant to the legal and statutory provisions, the following movements have already been included in the balance sheet 

as at 31 December 2006. 

> addition to the dividend reserves 1 259,590 

> release to statutory reserves 1 (288,980) 

1 (29,390) 

These movements have been charged to the other reserves. In accordance with the Articles of Association, the dividend 

reserve per share has been added in proportion to the number of shares issued. 

The Board of Management proposes that the profit over 2006, amounting to 1 10,447,614, be added to the other reserves. 

This proposal has not yet been incorporated in the annual accounts. 

Nijmegen, 29 maart 2007 

drs.ing. J. Bout 

ir. L. Visser 

59 


auditors’ report 

to the supervisory board and shareholders 

of koninklijke haskoning groep b.v. 

Instruction 

We have audited the 2006 financial review of Koninklijke Haskoning Groep B.V., Nijmegen, as set out on pages 48 to 59 

of this annual report. The 2006 financial review has been derived from the audited financial statements of Koninklijk 

Haskoning Groep B.V. for the year 2006. In our auditors’ report dated 29 March 2006 we expressed an unqualified opinion 

on these financial statements. Management is responsible for the preparation of the financial review. Our responsibility is 

to express an opinion on the financial review. 

Scope 

We conducted our audit in accordance with Dutch law. This law requires that we plan and perform the audit to obtain 

reasonable assurance that the financial review has been correctly derived from the financial statements. We believe that 

the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. 

Opinion 

In our opinion, the 2006 financial review has been correctly derived, in all material respects, from the financial statements. 

Emphasis of matter 

For a better understanding of the company’s financial position and results and the scope of our audit, the 2006 financial 

review should be read in conjunction with the unabridged financial statements, from which the financial review was 

derived and our unqualified auditors’ report thereon dated 29 March 2006. 

Arnhem, 13 april 2007 

PricewaterhouseCoopers Accountants N.V. 

A. Groenenboom RA 

60


extended profile 

profile 

We are consultants, architects and engineers. Together, 3,600 professionals operating worldwide. Our independent professional 

status is supported by our ownership structure; the shares are managed by an independent foundation. Our commitment sets us 

apart and is expressed in our pro-active approach. 

Royal Haskoning is concerned first and foremost with providing service at the highest level and with quality. We are striving for a 

position in the top segment through competitive pricing, linked to added value for our clients. 

standards and values 

We are aware of our corporate social responsibility. Our core values and code of conduct are the basis of everything we do and 

ensure mutual trust, excellent cooperation and the success of our enterprise. 

Every day our consultants work on sustainable technological solutions for people and the organisation of their environment. 

The nature of our work brings with it clear responsibilities, and for Royal Haskoning concern for all the effects of our activities has 

always been a matter of course. We are happy to incorporate new insights and developments in Corporate Social Responsibility 

(CSR) in this tradition. 

corporate social responsibility 

There are currently many definitions of CSR, but we believe that the essence is finding a way of doing business aimed at achieving a 

sustainable balance between people, environment and profitability, normally referred to as the ‘3P balance’ (People, Planet, Profit). 

We work on and express our Corporate Social Responsibility in four areas: core values and policy, products and advice, operational 

management and social involvement. 

Royal Haskoning is a knowledge organisation with people at its heart. Equality is the fundamental principle for the good cooperation 

and quality we strive for. Extension of employee participation fits into our efforts to increase the involvement of our employees in 

the success of our business. We are convinced that a better gender balance will benefit the business. 

Caring for the world in which we live, our employees give this the highest priority in their daily work. We are working on an 

environmental management system based on ISO:14001 for the whole organisation. This standard covers the entire primary 

process, in our case the implementation of projects and the content of advice. Royal Haskoning’s important objectives for the 

environment are less waste and a more efficient use of energy. 

Primarily we need profitability for our business to continue. Elsewhere in this report we expand on our financial and business 

development. Profitability and the necessary working capital are key in improving our economic added value still further. 

core values and results 

A well-developed sense of responsibility is part of good business. Obviously we have our professional responsibility towards our 

clients and business partners. As engineers, designers and consultants we moreover feel the social obligation to develop our working 

and living environment to the best of our ability. Our code of conduct is a guideline for our approach to these responsibilities, 

which can lead to complex problems and considerations in our work. In our eyes, good teamwork is the most important condition 

for technical, business and socially responsible success. This teamwork can be promoted through, consultation, structures and 

procedures, but above all through trust. Shared core values indicate what we find important in our conduct and thus create mutual 

trust. Our four core values – respect, openness, team spirit and integrity – are the basis for successful and sound project results. 


61



mission 

We create solutions for problems relating to the sustainable interaction between people and their environment. We focus on 

important themes such as mobility, transformation of space, climate change, safety and risk, quality of life in the work environment, 

and aesthetics. This commitment to society is a source of inspiration. Our solutions place us at the heart of the community. 

We deliver our services in order to earn money. Profit supports the continuity of the company so that we can continue to give 

socially responsible advice in the future and to provide our employees with an interesting and challenging work environment and 

a good income. 

vision 

We see our future as continuously increasing the added value of our services for our clients. We share ownership of the issues that 

are important to our clients. 

Added value for our clients means that we devise solutions for the questions we have been asked and that we also look closely at 

the issues behind the questions. We focus on the client’s mission and vision. 

Added value for the client includes shorter turnaround times, less risk, lower investment or operating costs, careful decision-making 

by offering alternatives, transparency and legitimacy, more safety, no unpleasant surprises and a better operating result. 

objective 

We aim to be among the leaders in our market and to achieve continuity through good profitability. By being an employer of choice, 

we offer our employees more than a work environment. 

Being among the top players in our market segment means that we want to be one of the best consulting firms in service, quality 

(expertise, experience and value for the client), profitability and market awareness. A company that is not among the market 

leaders will be faced by price competition and will have difficulty in maintaining its position in the long term. 

Royal Haskoning also wants to be a top employer in the labour market, a company for whom people like to work. Royal Haskoning 

strives to be an ‘employer of choice’. We want to create a work climate that is attractive to both young and experienced consultants. 

We want to provide challenging work and give talented individuals opportunities to develop. We want to do this in an inspiring and 

safe work environment with competitive employment conditions. 

strategy 

We will achieve our objective through our strategic ‘Clients First’ programme and by combining and enhancing our specialist 

and process management know-how. We are constantly improving our products and services. A structural innovation policy has 

to become the driving force of the continuing improvement we are striving for, and so we have built an ongoing analysis of our 

strengths and weaknesses, our opportunities and threats into our systems and processes. 

Our ‘clients first’ strategic programme remains the central point of departure for realising the growing turnover potential. We will 

always ask ourselves whether bringing in knowledge from other business areas or from outside Royal Haskoning can better satisfy 

the demands of the client. Finally we will always be alert to the problems occurring during a contract, warning the client about 

them and offering solutions to them. We achieve the highest quality in our services by making those problems our own (problem 

ownership). 

62


We stand out through the combination of consultants, architects and engineers we have, our international experience, our 

independence, our employees’ high skill levels and the clustering of knowledge and references from the different divisions. We 

have an unrivalled history; in 2006 we celebrated our 125th anniversary. In order to make ourselves even more distinctive we need 

to know what clients find important in our services. Needless to say, our clients expect – and receive a high quality product, but the 

way in which we provide our services is just as important. Eventually we will as far as possible tailor our services to our individual 

clients. Improvement of our product quality is supported in the first place by our quality management system and the procedures 

laid down in it. We also want to focus continually on the way in which we communicate with our clients and the way we respond 

and react to their problems. 

A structural innovation policy has to become the driving force of the continuing improvement we are striving for, and so we have 

built an ongoing analysis of our strengths and weaknesses, our opportunities and threats into our systems and processes. On the 

basis of this we see four important challenges: we want to innovate structurally supported by the latest IT applications; when 

carrying out our projects we must make the switch from products to solutions and from projects to programmes; our office 

network must be developed into permanent branches with a higher density; and last but not least we also want to remain an 

employer of choice in a labour market that is becoming increasingly tight. 

In order to maintain our position at the top of our market segment we have to ensure that our size, composition and geographical 

presence enable us to remain of the greatest possible service to our clients. We want to provide a broad, top quality range of 

services and to support all our clients worldwide. Royal Haskoning has designated integrated, multi-disciplinary consultancy work 

as a spearhead. Attracting experts, takeovers of and alliances with specialist companies will fill in the gaps in the required range 

of services. In the years to come we want to focus on a fourth market sector: Water, Oil & Gas, Healthcare and Public, Private, 

Partnership (PPP). 

organisation 

We use our network of offices, partners and business contacts, to enable us to provide personal, effective and local consultancy 

services utilising the full range of experience, knowledge and expertise we have acquired worldwide. We are one company, offering 

our clients a total package of services. 

Royal Haskoning is a project-oriented organisation. The management of money, time, quality, safety, organisation and information 

are foremost. Exchange of employees and knowledge within the network are promoted as much as possible by harmonising 

systems. The new knowledge and capacity acquired through takeovers are embedded in the organisation, but the original company 

name will be maintained where the market position and the company’s reputation warrant it. 

For our clients our one-company structure means that each contact will give access to our extensive expertise throughout the 

Royal Haskoning organisation. The added value of the collaboration between the divisions comes from account management, 

regional management and responding in a coordinated manner to the large investment streams. We want to ensure that 

professionals throughout the company can be deployed without the organisational structure playing tricks on us. Ultimately this 

results in greater flexibility and speed. 

Royal Haskoning is made up of teams of professionals who give our business a human face. Their individual contacts with our 

clients are often decisive in our acquiring new projects, and hence in the success of our enterprise. We want to remain decisive 

in stimulating pro-activity among our professionals. They are given the freedom they need to do their jobs well, within an 

infrastructure of procedures that are vital in ensuring quality for our clients. 


63



code of conduct 

our responsibilities 

We recognise our responsibilities towards our clients, our employees, our partners in business, our shareholders and to society. To 

our clients, we aim to add value to their business, by focusing our advice not merely on our clients’ needs but also on our clients’ 

clients’ needs. To our employees, we aspire to be an employer of choice, by offering interesting and challenging assignments in a 

work environment which is good and safe, encourages talent development and offers competitive terms and conditions of service. 

With our partners in business – suppliers, (sub)contractors, joint venture partners – we seek mutually beneficial relationships 

which are based on the principles as laid down in this code of conduct. To our shareholders, we aim to protect the value of their 

investment and provide an acceptable return. 

Last but not least, to society we aim to conduct our business as a responsible member of society. And in our advice, we constantly 

strive for sustainable solutions for our clients, our clients’ clients and our society. We recognise that these responsibilities are 

inseparable. It is therefore our duty that we best assess how to achieve and maintain the right balance between these responsibilities 

in executing all of our business activities. 

our integrity 

We insist on a sincere, honest and fair approach in business – and we expect the same from those who we do business for and with. 

As such, we subscribe the Code of Ethics of FIDIC (International Federation of Consulting Engineers). 

We observe the laws and regulations of the countries in which our employees and our companies operate. All our business 

transactions must be reflected accurately and fairly in our accounts. We avoid conflict between private and company business. 

In addition, we avoid conflicts of interest in our consultancy services for our clients, based on our independent position. In doing 

business, we do not accept gifts or hospitality of significant value in any form, nor do we offer the same. 

our economic principles 

We strive for a sound financial performance as a means for continuity. Profitability is a measure for the value that we add for 

our clients. We aim to achieve sustainable profitability by attaining and maintaining long-term positions in the top of our core 

markets. In striving for profitability, we support and seek free and fair competition and we will not prevent others from competing 

freely with us. 

upholding our principles 

We believe that our code of conduct underpins the values of our business. We therefore consider this code of conduct as an 

essential part of our long-term success as a company. And we recognise that we are judged by how we act – not by how we state 

we act. We are therefore responsible for ensuring that we all know this code of conduct, recognise the importance of it, respect 

and adhere to it. 

64

65 


management council 

(sitting from left to right) ir. R.M. Noppeney MBA, H.J.D. Rowe BSc CEng MICE, drs.ing. P. van Putten, mr. C.Th. Smit 

(standing from left to right) ir. H.P.M. Hermans, ir. R.O.T. Zijlstra (secretary to the council), ir. F. Sperling, drs.ing. J. Bout, 

ir. H.E. Klein Entink, drs. C.L. Lekkerkerker, ir. E. Oostwegel, ir. L. Visser, ir. M. Vink < 

66

personalia 

Board of Management 

drs.ing. J. Bout Chairman 

ir. L. Visser 

Divisional Directors 

Spatial Development 

mr. C.Th. Smit 

Infrastructure & Transport 

drs.ing. P. van Putten 

Architecture & Building 

ir. H.P.M. Hermans 

Building Management 

& Consultancy 

ir. M. Vink 

Corporate Group Directors 

Corporate Finance 

ir. R.M. Noppeney MBA 

(until 1 April 2007) 

Personalia 

S. Reeskamp RC 

(as of 1 April 2007) 

Human Resources Management 

drs. C.L. Lekkerkerker 

Support Group Managers 

Facility Management 

G.G.C. Smedts 

International Affairs 

ir. M.M. Vierhout 

Knowledge Information 

Management 

ing. H.J. Smaal 

Legal Affairs 

mr. B.A.H. van der Voort 

Building Services 

ir. F. Sperling 

Industrial Installations 

ir. E. Oostwegel 

Environment 

ir. H.E. Klein Entink 

Water 

ir. R.M. Noppeney (as of 1 April 2007) 

Coastal & Rivers 

H.J.D. Rowe BSc CEng MICE 

The Board of Management, Divisional 

Directors and Corporate Group Directors 

together form the Management 

Council of Royal Haskoning. 

Marketing and Business 

Information 

drs. B. van Emden 

Public Relations 

drs. M.C.J. Alders-Feuerberg 

Quality Management 

drs. C.L. Lekkerkerker (a.i.) 

Other 

Compliance Officer 

drs. C.L. Lekkerkerker 

Maritime 


Royal Haskoning Asia 

ir. H.P.M. Hermans 

Situation as of 1 April 2007 

67 


operational organisation 

clients 

spatial development 

infrastructure & transport 

architecture & building 

building management & consultancy 

building services 

industrial installations 

environment 

water 

coastal & rivers 

maritime 

royal haskoning asia 

Corporate / Support Groups 


68


legal structure 


Haskoning Advies Beheer B.V. 

Haskoning 

Nederland B.V. 


UK Holdings Ltd. 

Haskoning Belgium 

BVBA 


Asia B.V. 


International B.V. 

various operating 

companies 

Haskoning UK Ltd. 


companies 


companies 


companies 

70

statutory boards of management & 


statutory boards of management 



Supervisory Board 

ir. J.J.M. Veraart Chairman of the Board 

drs. P.P.J.J.M. van Besouw 

mr. M.T.H. de Gaay Fortman 

prof. dr. J.B. Opschoor 

mr. K.G. de Vries 

Stichting Beheer van Aandelen Haskoning 

Objective 

To manage shares in Koninklijke Haskoning Groep B.V. 

and B.V. Gemeenschappelijk Bezit Aandelen Haskoning. 

(Depositary receipts have been issued for the shares of the 

latter company, in connection with employee participation 

in the company’s share capital.) 

mr. B.A.H. van der Voort Company Secretary 



ir. L. Visser 

Haskoning Advies Beheer B.V. Board 


ir. L. Visser 

Haskoning Nederland B.V. Board 


Haskoning UK Holdings Ltd. Board 



J.C. Marsden 


ir. L. Visser 

Haskoning Belgium BVBA Board 

ir. L. Visser Chairman 

dr. K. Eggermont 



Haskoning Asia B.V. Board 


ir. Wisnoentoro Martokoesoemo 


ir. L. Visser 

Board members 

ir. J.J.M. Veraart Chairman 

drs.ing. J. Bout Secretary 

ir. T.F. Huber 

prof. dr. J.B. Opschoor 

ir. W.J. Steutel 

ir. W. Zweers 

Stichting Pensioenfonds Haskoning 

Objective 

To award pension entitlements to employees and to pay 

out pensions to pensioners or surviving dependents of 

participants, former participants or pensioners. 

Board members 

mr. M. Brussee A officer, Chairman 

L.C. Groothuis B officer 

ir. M.S. Inckel B officer 

ir. R.M. Noppeney MBA A officer 

ir. J.D. Schepers A officer 

dr. ir. A.F.M. van Velsen B officer, Secretary 

The Board has six members, three of whom are appointed 

by the employer (A officers) and three by and from amongst 

the participants (B officers). 

Haskoning International B.V. Board 


Situation as of 1 April 2007 


active group companies & subsidiaries 

percentage (1) 

Haskoning Advies Beheer B.V., Nijmegen 100 

Haskoning Nederland B.V., Nijmegen 100 

Haskoning B.V., Nijmegen 100 

> V.o.F. Segmeer, Capelle aan den IJssel 

De Weger Adviesgroep B.V., Rotterdam 100 

> De Weger Architecten- en Ingenieursbureau B.V., Rotterdam 100 

< Adviesbureau Noord/Zuidlijn V.o.F., Amsterdam 

< Grontmij-De Weger V.o.F., Rotterdam 

IWACO B.V. Adviesbureau voor Water en Milieu, Rotterdam 100 

> Haskoning France SARL, France 100 

> BERA S.A.R.L., Burkina Faso 30 

> Iwaco Egypt Ltd., Egypt 51.2 

Maritime & Transport Business Solutions B.V., Rotterdam 60 

B.V. Clementine Partners, Nijmegen 100 

> Raadgevend Technies Buro van Heugten B.V., Nijmegen 100 

< Van Heugten Energiediensten B.V., Nijmegen 100 

< VH Engineering B.V., Capelle aan den IJssel 100 

< Consulting Partners N.V., Surinam 20 

< Ontwikkeling Maaslandziekenhuis Van Heugten/Huygen I.A. V.o.F. 

< Ontwikkeling Atrium Santé Van Heugten/Huygen I.A. VoF, Nijmegen 

BM Managers van het bouwproces B.V., Hoofddorp 100 

BM Advies B.V., Hoofddorp 100 

IM Infra consultancy en management B.V., Hoofddorp 100 

Dordtse Engineering B.V., Dordrecht 100 

Haskoning Romania SRL, Romania 30 

VHP Stedebouwkundigen + Architekten + Landschapsarchitekten B.V., Rotterdam 100 

V.o.F. Tunnel Engineering Consultants, Veenendaal 

Haskoning/Obermeyer/Rail Consult V.o.F., Nijmegen 

ACCRES V.o.F., Nijmegen 

Protected Storage Engineering V.o.F., Nijmegen 

Muziekcluster Poeme Enschede V.o.F., Enschede 

V.o.F. NUKAB, Rotterdam 

Haskoning Belgium BVBA, Belgium 100 

72

percentage (1) 

Haskoning UK Holdings Ltd., United Kingdom 100 

Haskoning UK Ltd., United Kingdom 100 

> Haskoning Project Services Limited, United Kingdom 100 

> Posford (Malaysia) Sdn Bhd, Malaysia 100 

> Posford Haskoning Environment Gulf (WLL), Bahrain 49 

> Au Posford Consultants Ltd., China (Hong Kong) 5 

Haskoning Asia B.V., Nijmegen 75.2 

Haskoning Asia Government Sector Consultancy B.V., Nijmegen 100 

Chuchawal-De Weger Internationaal Ltd., Thailand 49. 2 

> Haskoning Asia B.V., Nijmegen 14.1 

> Design 103 International Ltd., Thailand 20 

Design 103 International Ltd., Thailand 39.97 2 

> Interior Architecture 103 Co., Ltd, Thailand 100 

> Management 103 Co., Ltd, Thailand 100 

> Chuchawal-De Weger Internationaal Ltd., Thailand 1 

PT. Haskoning Indonesia, Indonesia 99.8 

> PT. Triweger, Indonesia 100 

Haskoning Vietnam Ltd., Vietnam 100 

Haskoning Philippines Inc., Philippines 100 

Haskoning Consultants, Architects and Engineers (Tianjin) Co., Ltd., China 100 

Haskoning (Cambodia) Ltd., Cambodia 100 

Haskoning International B.V., Nijmegen 100 

Haskoning International Services B.V., Nijmegen 100 

> Haskoning Inc., Delaware, United States of America 100 

Haskoning Ireland Ltd., Ireland 100 

Haskoning S.A.R.L., Cameroon 100 

Haskoning Magyarország Tanácsadó Mérnöki Kft, Hungary 100 

Haskoning Polska Sp.z O.O., Poland 100 

Haskoning Romania SRL, Romania 70 

Haskoning India Pvt.Ltd., India 100 

Haskoning Carribbean Ltd., Trinidad 100 

Haskoning Engineering Consultants (Nigeria) Ltd., Nigeria 60 

C.I.D., Morocco 2.34 

Haskoning S.A., Gabon 100 

O.O.O. Haskoning Sakhalin, Russia 10 

O.O.O. Haskoning Consultants, Architects and Engineers, Russia 100 

> O.O.O. Haskoning Sakhalin, Russia 90 

PT. Haskoning Indonesia, Indonesia 0.2 

> PT. Triweger, Indonesia 100 

(1) percentage held by the directly participating group company 

(2) deconsolidated on 31 December 2006 in connection with the ending of control 

73 


addresses 


United Kingdom 

Edinburgh 

10 Bernard Street, Leith 

Edinburgh EH6 6PP 

Tel +44 (0) 131 555 0506 

E-mail info@edinburgh.royalhaskoning.com 

Exeter 

1 Alba Court, Elizabeth House 

Exeter, Devon EX1 3QS 

Tel +44 (0) 1392 447999 

E-mail info@exeter.royalhaskoning.com 

Haywards Heath 

Burns House, Harlands Road 

Haywards Heath, West Sussex RH16 1PG 

Tel +44 (0) 1444 458551 

E-mail info@haywards-heath. 

royalhaskoning.com 

Liverpool 

7th Floor Silkhouse Court, Tithebarn Street, 

Liverpool, L2 2LZ 

Tel +44 (0)151 515 3101 

E mail info@liverpool.royalhaskoning.com 

London 

4 Dean’s Yard 

Westminster, London SW1P 3NL 

Tel +44 (0) 20 7222 2115 

E mail info@london.royalhaskoning.com 

Newcastle 

Marlborough House, Marlborough Crescent 

Newcastle upon Tyne NE1 4EE 

Tel +44 (0) 191 211 1300 

E-mail info@newcastle.royalhaskoning.com 

Rochdale 

Globe House, Moss Bridge Road 

Kingsway West, Globe Park 

Rochdale OL16 5EB 

Tel +44 (0) 1706 714575 

E-mail info@rochdale.royalhaskoning.com 

The Netherlands 

Amsterdam 

Tel +31 (0) 20 569 77 00 

E-mail info@amsterdam.royalhaskoning.com 

Capelle aan den IJssel 

RTB Van Heugten 

Tel +31 (0)10 264 09 00 

E-mail rtbr@van-heugten.nl 

Dordrecht 

BM Managers van het bouwproces 

Tel + 31 (0)78 614 45 90 

E-mail bmdordrecht@bmadvies.nl 

Royal Haskoning Dordtse Engineering 

Tel +31 (0)78 6522 522 

E-mail mailbox@jde.jgc-europe.com 

Eindhoven 


Tel +31 (0)40 230 06 27 

E-mail bmeindhoven@bmadvies.nl 

Enschede 

Tel +31 (0) 53 483 01 20 

E-mail info@enschede.royalhaskoning.com 

Goes 

Tel +31 (0) 113 24 60 00 

E-mail info@goes.royalhaskoning.com 

Peterborough 

Rightwell House 

Bretton, Peterborough PE3 8DW 

Tel +44 (0) 1733 334455 

E-mail info@peterborough.royalhaskoning.com 

Groningen 

Tel +31 (0) 50 521 42 14 

E-mail info@groningen.royalhaskoning.com 


Tel +31 (0) 50 527 25 55 

E-mail rtbg@van-heugten.nl 

74

adressess 


’s-Hertogenbosch 

Tel +31 (0) 73 687 41 11 

E-mail: info@den-bosch.royalhaskoning.com 

Hoofddorp 


Tel +31 (0)23 561 29 71 

E-mail bm@bmadvies.nl 

Maastricht 

Tel +31 (0) 43 356 62 00 

E-mail info@maastricht.royalhaskoning.com 

Nijmegen 

Tel +31 (0) 24 328 42 84 

E-mail info@nijmegen.royalhaskoning.com 


Tel +31 (0)24 366 76 67 

E-mail rtb@van-heugten.nl 

Oirschot 

VH Engineering 

Tel +31 (0)499 32 00 70 

E-mail info@vh-engineering.nl 

Rotterdam 

Tel +31 (0) 10 286 54 32 

E-mail info@rotterdam.royalhaskoning.com 

Tel +31 (0) 10 443 36 66 

E-mail info@rotterdam.royalhaskoning.com 

VHP stedebouwkundigen + architekten + 

landschapsarchitekten 

Tel +31 (0)10 452 07 44 

E-mail vhp@vhp.nl 

Steenwijk 

Tel +31 (0) 521 53 46 00 

E-mail info@steenwijk.royalhaskoning.com 

Veendam 

Bureau Wieringa 

Tel +31 (0) 598 616600 

E-mail info@bureauwieringa.nl 

Zwolle 


Tel +31 (0)38 423 98 18 

E-mail bmzwolle@bmadvies.nl 

Rest of Europe 

Belgium 

Haskoning Belgium 

Mechelen 

Tel +32 (0) 15 405656 

E-mail info@haskoning.be 

Namur 

Tel +32 (0) 81 408656 

E-mail info@haskoning.be 

France 

Haskoning France, Villeneuve d’Ascq 

Tel +33 (0) 3 20 19 02 40 

E-mail info@lille.royalhaskoning.com 

Haskoning France, Orange 

Tel +33 (0)4 90512205 

E-mail orange@royalhaskoning.com 

Hungary 

Haskoning Magyarország Tanácsadó, 

Budapest 

Tel +33 (0) 3 20 19 02 240 

Ireland 

Haskoning UK Ltd., Dublin 

Tel +353 16 34 53 53 

E-mail info@dublin.royalhaskoning.com 

Poland 

Haskoning Polska, Katowice 

Tel +48 32 25 37 496 / 20 69 591 

Romania 

Haskoning Romania SRL, Boekarest 

Tel +40 72 437 57 35 

E-mail j.schaapman@royalhaskoning.ro 

Russian Federation 

Haskoning Consultants, Architects and 

Engineers, Moscow 

Tel +7 495 935 76 24 

E-mail info@moscow.royalhaskoning.com 

Haskoning Sakhalin, Sakhalin 

Tel +7 4 242 721 052 

E-mail haskoning-sakhalin@svtc.ru 

75 


addresses 


Asia 

Bangladesh 

Haskoning, Dacca 

Tel +880 2 88 11 049 

E-mail haskoban@bangla.net 

Cambodia 

Haskoning (Cambodia), Phnom Penh 

Tel +855 12 83 79 92 

E-mail cdw_cambodia@everyday.com.kh 

China 

Representative office 

Royal Haskoning, Beijing 

Tel +86 13911112563 

E-mail f.dirks@royalhaskoning.com 

Au Posford Consultants Ltd. China, 

Hong Kong 

Tel +852 2560 8811 

E-mail apcl@hk.super.net 

Haskoning China, Shanghai 

Tel +86 21 54250543/643 

E-mail a.geelhoed@royalhaskoning.com 

Haskoning Consultants, Architects and 

Engineers, Tianjin 

Tel +86 13911112563 

E-mail f.dirks@royalhaskoning.com 

Philippines 

Haskoning Philippines, Manilla 

Tel/Fax +63 2 85 05 434 

E-mail rhph@info.com.ph 

India 

Haskoning India, New Delhi 

Tel +91 120 4260160 / 4260161 

Fax +91 120 4260165 

E-mail mail@haskoningindia.com 

admin@haskoningindia.com 

Indonesia 

Haskoning / P.T. Triweger International 

/ P.T. IWIN, Jakarta 

Tel +62 21 7207338 / 7254756 / 7394500 

E-mail haskojkt@indo.net.id 

triweger@rad.net.id 

iwin@cbn.net.id 

Malaysia 

Posford (Malaysia), Kuala Lumpur 

Tel +60 3 62 01 23 90 / 1 

E-mail posfordm@tm.net.my 

Thailand 


Chuchawal-De Weger Internationaal, 

Design 103 International, Bangkok 

Tel +66 2 2591186 – 89 / 22602507 – 8 

E-mail cdw@cdw-asia.com 

www.cdw-asia.com 

Vietnam 

Haskoning Vietnam, Ho Chi Minh City 

Tel +84 8 8208890 

E-mail cdwvn@hcm.vnn.vn 

76

adressess 


Africa 

Burkina Faso 

BERA, Ouagadougou 

Tel +226 36 38 28 / 29 

E-mail bera@cenatrin.bf 

Benin 

Agence de representation, Cotonou 

Tel +229 94 48 33 / 91 23 72 

Egypt 

IWACO Egypt, Cairo 

Tel +20 2 74 94 314 / 76 05 621 

E-mail iwacoegy@soficom.com.eg 

Gabon 

Royal Haskoning Representative 

Office, Accra 

Tel +24107406880 

E-mail remcovogel@gmail.com 

Ghana 


Office, Accra 

Tel +233 (0)21 7012587 

E-mail rudy@haskoningghana.com 

Nigeria 

Haskoning Engineering Contractors 

(Nigeria), Abuja 

Tel/Fax +234 9 67 02 963 

Mobile +234 80 331 203 77 

E-mail hkabuja@yahoo.com 

Haskoning Engineering Consultants 

(Nigeria), Lagos 

Tel +234 (1) 4979330 

Haskoning Engineering Consultants 

(Nigeria), Port Harcourt 

Tel +234 (84) 233898 

Mobile + 234 (0) 80 334 26141 

Fax + 234 (0) 84 233 86 44 

Other Countries 

Bahrain 

Posford Haskoning Environment Gulf, 

Manama 

Tel +973 53 32 59 

E-mail phegulf@batelco.com.bh 

Qatar 

Royal Haskoning Qatar, Doha 

Tel +974 42 71 831 

E-mail info@royalhaskoning.com 

Trinidad & Tobago 

Haskoning Caribbean, Port of Spain 

Tel +1 868 62 09 737 

E-mail nedeco1@carib-link.net 

United Arab Emirates 

Royal Haskoning, Dubai 

Tel +971 4 887 1513 

E-mail haskonin@eim.ae 

United States of America 

Haskoning Inc., New Orleans 

Tel +1 504 274 8324 

E-mail m.vanledden@royalhaskoning.com 

Cameroon 

Haskoning, Douala 

Tel +237 42 32 85 

Libya 


Office, Tripoli 

Tel +31 6 22 60 25 48 

E-mail r.stive@royalhaskoning.com 

77 


websites 


websites of royal haskoning 

BM Advies 

Design 103 

Haskoning Asia Government Sector Consultancy 

Maritime website 

Royal Haskoning Architects 


Royal Haskoning in Ireland 

Royal Haskoning Dordtse Engineering 

Royal Haskoning in India 

Royal Haskoning in Russia 

Royal Haskoning in Vietnam 


Van Heugten Engineering 

VHP 

www.bmadvies.nl 

www.d103group.com 

www.royalhaskoning-hagsc.com 

www.maritime.ws 

www.royalhaskoningarchitecten.com 

www.cdw-asia.com 

www.royalhaskoning.ie 

www.jgc.nl 

www.haskoningindia.com 

www.royalhaskoning.ru 

www.rhvietnam.com 

www.van-heugten.nl 

www.vh-engineering.nl 

www.vhp.nl 

royal haskoning services and products 

AMDC (Health, Safety and Environment Documentation Centre) www.amdc.nl 

Asbestos in Soil and Rubble 

www.asbestnormen.nl 

CMT Support 

www.reachcmt.com 

DIAF (Digital Environment Permit Application Form) 

www.diaf.nl 

EaSI-View 

www.easidatabase.nl 

Ecological Engineering 

www.ecological-engineering.nl 

Environmental Policy and Management 

www.beleidbeheermilieu.nl 

HSE : Chemical Management 

www.hsechemical.com 

Landfill page 

www.stortpagina.nl 

Royal Haskoning Infrastructure and Buildings 

www.royalhaskoning-ib.com 

Selecting and Compiling Environmental Buildings 

www.ssm-vergunningen.nl 

Shipping and Environment 

www.shippingandenvironment.com 

Soil Protection 

www.bodembescherming.com 

Soil Protection Decree 

http://bsb.iwaco.nl 

Subsidy Scheme for Dredging Projects in Built-up Areas 

www.subbied.nl 

Triwaco 

www.triwaco.com/nl 

78

79 


production 

Royal Haskoning, Public Relations 

texts 

Royal Haskoning 

The Freelance Connection, Lochem 

basic design 

PPGH/JWT – Colors, Amsterdam 

design and electronic artwork 

Charles Whalley Advertising Ltd, Peterborough (UK) 

photographs 


Lieske Meima Fotografie, Doorwerth (cover picture and page filling pictures) 

Fotografie Bart Nijs (portret pictures) 

Neil Ray Photography (second project picture page 43) 

Nuttall John Martin (second project picture page 41) 

print and lithography 

Verenigde Offset-bedrijven B.V., Hardenberg 

This annual report is printed on environmentally friendly, chlorine-free bleached paper. 

This annual report is also available in Dutch. 

Royal Haskoning also produced a 2006 human resources annual report. If you would like to receive a copy please send an 

email with your personal data to info@royalhaskoning.com. 

© Royal Haskoning 

80

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Barbarossastraat 35 

P.O. Box 151 

6500 AD Nijmegen 

The Netherlands 

+31 (0)24 328 42 84 telephone 

+31 (0)24 323 93 46 fax 

info@royalhaskoning.com e-mail 

www.royalhaskoning.com internet

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