annual report - Royal Haskoning

annual report

key figures 2007
development of the organisation
Financial key figures x 1 mln.
2007 2006
Turnover
Net turnover 325,4 274,1
Turnover (operating income) 327,1 280,0
Added value 245,2 211,4
Net turnover domestic market/total % 57 59
Turnover per employee (x 3 1,000) 107,0 93,8
Result
Earnings before profit sharing and tax (Ebps) 23,19 21,98
Earnings before interest and tax (Ebit) 15,51 14,07
Earnings before tax 15,20 14,31
Earnings after tax 11,12 10,45
Return on average group equity % 20,3 23,3
Invested capital
Balance sheet total 162,8 131,7
Group equity 59,9 49,5
Solvency % 36,8 37,6
Net working capital/Balance sheet total % 20,1 30,6
Liquidity
Cash flow from operating activities 14,69 9,69
Current ratio % 135,4 160,4
>> consultants >> architects >> engineers >> consultants >> architects >> engineers >> consultants >> architects >>
contents
1 > key figures 2007
2-3 > Royal Haskoning’s stakeholders
4-5 > Royal Haskoning’s profile
6-7 > Royal Haskoning’s world
8-11 > report of the supervisory board
12-20 > report of the board of management
22-43 > divisions
44-47 > risk profile 2007
48-59 > financial review
60 > auditors’ report
61-64 > extended profile of Royal Haskoning
66 > operational organisation
67 > management council
68 > support group managers
70 > legal structure
71 > statutory board of management &
shareholders’ structure
72-73 > active group companies & subsidiaries
74-77 > addresses
78 > websites

key figures 2007
development of the organisation
net turnover by region in percent
net turnover by client group in percent
middle east and
central asia
rest of western europe america
belgium
asia 3 2 1
5
africa
5
6
other
5
utility companies
8
international financial institutes
2
central and
eastern europe
7
57
the
netherlands
50 private sector
united
kingdom
14
government
35
operating income by division in percent
coastal
& rivers
asia
3
maritime
19 12
8
spatial development
6
infrastructure
& transport
5
6
building
management
& consultancy
architecture
& building
group equity in million 1
60
50
40
30
20
7
water
7
building services
10
20
environment
7
industrial
installations
0
2004 2005 2006 2007
earnings before profit sharing & tax and net profit
in million 1
turnover and added value in million 1
300
25
20
250
15
10
5
earnings before
profit sharing & tax
in million 1
net profit
in million 1
200
150
net turnover
in million 1
added value
in million 1
0
2004 2005 2006 2007
100
2004 2005 2006 2007
annual report 2007 >>
1

Royal Haskoning’s stakeholders
‘The ’s-Hertogenbosch Urban Region commissioned Royal Haskoning to conduct a study lasting
four years into the sustainable aftercare of the De Vlagheide landfill. Royal Haskoning has valuable
expertise in house about natural degradation processes in landfills. Using this support the Urban
Region hopes to be able to demonstrate that the current legislation relating to closed landfills
is counterproductive from an environmental point of view. Royal Haskoning is also advising the
Urban Region in their lobbying for amendments to the law. An important aim of this project is
to resolve a major problem for the Netherlands: to change from indefinite aftercare to aftercare
for a finite period.’
Theo Folmer, ‘s-Hertogenbosch Urban Region
‘I have been working with Royal Haskoning on various maritime projects for 6 years now. In
all those years it has never felt like DP World was working with an external party. The level of
support Eric, Jan and their team give us makes them more like our own staff than someone else’s.
In their consultancy services to us Royal Haskoning has always focussed on the best practical
solutions, within the financial boundaries agreed on in our contracts. They understand our needs
and respond accordingly. For the future I see DP World and Royal Haskoning working on more
projects together, with designs that are not only state-of-the-art, but also offer practical solutions
in which quality is not compromised by financial efficiency and economy of design.’
Adnan Al Abbar, DP world
‘Royal Haskoning has provided extensive assistance on hydraulic modelling for wave analysis,
100-year elevations, armoring and resilience. Their state of the art capabilities in modelling
have resulted in significant savings to the client in addition to added quality. As members of the
Evans-Graves Team, the staff of Royal Haskoning have been outstanding to work with and always
fully responsive to the client’s requirements. Their contribution to the New Orleans Hurricane
Protection and Restoration Program is greatly appreciated.’
John Graves, Evans-Graves Engineers Inc.
‘Habiforum is a knowledge network made up of partners from the private sector, government
and science. There is a growing focus on regional development. The secondment of a key
Royal Haskoning expert to our organisation means that Habiforum has extended its expertise,
network and capability. The relationships at managerial level also contribute. Collaboration with
Royal Haskoning represents very useful cross-fertilisation.’
Freek Hasselaar, Habiforum
2

‘Royal Haskoning is a prominent player in the Dutch water sector. Royal Haskoning also
systematically invests in the future of the Dutch water sector through trendsetting research
and communication with our future talent. A good example is Royal Haskoning’s membership
of Wetsus – a centre of excellence for sustainable water technology – since it opened in 2004. In
2007 Royal Haskoning doubled its contribution to the Wetsus research network. Royal Haskoning
is one of the few companies involved in the water industry to participate in Jet-Net. This network
works through companies with the aim of interesting school students in better careers. These are
examples of what we would expect from a knowledge intensive company of the future.’
Cees Buisman, Wetsus
‘Communities across the UK are becoming aware of flood risk and optimising the diverse package
of management measures that fit their circumstances. As an active member of two community
groups, Lewes Flood Action and the Thames Flood Forum that are engaged in this challenge I
have benefited enormously from advice from Royal Haskoning. The breadth of vision and quality
of expertise available within Royal Haskoning is invaluable to lay groups that are on a steep
learning curve, in relation to the balance of water management, resilience and development that
is right for them.’
Tom Crossett, Lewes Flood Action and the Thames Flood Forum
‘I’ve been with Royal Haskoning for over ten years and I’ve always been able to work with a
great deal of pleasure and pride. I’ve worked independently and in multidisciplinary teams on
an extremely wide range of projects in the Netherlands and abroad. I’ve always been impressed
by the way our professionals use their expertise and our company uses its capabilities to provide
our clients with customised consultancy services on time in many parts of the world. The firm has
succeeded in creating an atmosphere in which the personnel have enough scope to develop both
professionally and personally.’
Alexander Boutovski, Royal Haskoning
‘I joined Royal Haskoning in December 2006. I recall my first year as a whirlwind of experiences,
opportunities, discoveries and above all personal development. This company gives me a way to
grow my skills at my own pace through, among other things, a development pathway, Young
Royal Haskoning and above all challenging and varied assignments. Where else can someone
improve as a professional and a person in a no pressure environment I’m having the time of my
life and you can take it from me that working for Royal Haskoning is GREAT!’
Froukje Righart, Royal Haskoning
annual report 2007 >>
3

4

we are Royal Haskoning
profile
profile
We are consultants, architects and engineers. Royal Haskoning has 4,300 professionals and operates worldwide. Our
independent professional status is supported by our ownership structure. The company is owned by an independent
foundation. Our zeal sets us apart and is expressed in our proactive 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 they ensure mutual trust, effective 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 like 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 value of our services for our clients. We share ownership of the issues
that are important to our clients.
objective
We want to be among the leaders in our market and to achieve continuity through good profitability. As an employer of
choice we offer our employees more than just a work environment.
strategy
We will achieve our objective through our strategic ‘Clients First’ programme and by combining and extending our
specialist and process know-how. We are continuously improving our products and services. A structured innovation
policy has to become the driving force behind the ongoing advances we are striving for. We are therefore systematically
inventorying our strength, weaknesses, opportunities and threats.
organisation
We are a network of expertise, offices, partners and business contacts. This enables us to provide personal, effective and
local consultancy services utilising the full range of experience, knowledge and skills we have acquired worldwide. We are
one company offering our clients a comprehensive package of services.
There is an extended profile on pages 61 to 64
annual report 2007 >>
5

the world of Royal Haskoning
offices world-wide
region offices project offices employees*
Netherlands 22 – 2439
United Kingdom 16 2 664
Belgium 2 – 90
Russian Federation 3 1 130
Thailand 1 – 325
Indonesia 2 2 130
Vietnam 1 1 121
India 2 4 103
Africa 3 12 96
Middle East 2 5 65
Other worldwide 14 6 134
Total 68 33 4297
* Total including temporary staff, trainees and employees of local subsidiaries as at 1 February 2008
offices
project offices
6

Church of Peter and Paul, Maassluis,
the Netherlands
Apec Master Plan, Vladivostok,
Russian Federation
Dutch embassy, Beijing, China
Bahrain, United Arab Emirates
Botanic gardens Kibble Palace, Glasgow,
United Kingdom
annual report 2007 >>
7

supervisory board
(from left to right) Jan Veraart, Marry de Gaay Fortman, Pieter Paul van Besouw, Klaas de Vries, Hans Opschoor
8

Jan Veraart > Chairman > Member of the SB since 2001 > Term ends at the end of 2008 > Born in 1939 > Nationality
Dutch > Other current positions chairman of the Supervisory Board of ‘Koninklijke De Vries Scheepsbouw B.V.’, chairman
‘Stichting ING aandelen’, member of the Board of ‘Stichting Kasteel De Haar’ > Previous position president of the Board of
Management of ‘Hollandsche Beton Groep’ <
Pieter Paul van Besouw Member of the SB since 2004 > Term ends at the end of 2011 > Born in 1946 >
Nationality Dutch > Current position managing director and owner of ‘SMALLTAILS.COM’, consultants > Other current
positions 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 SPW’, chairman of the Supervisory Board of the
‘Medisch Centrum Haaglanden’, chairman of the ‘PEK foundation’, member of the Board of ‘Stichting Cordeans’ > Previous
position chairman of the Board of Management of ‘Bank Nederlandse Gemeenten’ <
Marry de Gaay Fortman Member of the SB since 2006 > Term ends at the end of 2009 > Born in 1965 > Nationality
Dutch > Current position lawyer and partner with ‘Houthoff Buruma’, lawyers, notaries and tax consultants > Other current
positions chair of the Supervisory Committee of ‘GGZ Dijk en Duin’, chair of the Supervisory Committee of ‘AMREF Flying
Doctors Nederland’, member of the Supervisory Committee of ‘St. Jansdal Hospital’, member of the Supervisory Committee
of ‘Waarborgfonds Kinderopvang’, member of the Supervisory Committee of ‘Stichting Geldersch Landschap en Geldersche
Kasteelen’, board member of the ‘John Adams Institute’, member of the Supervisory Committee of the ‘Netherlands Dance
Theatre’, member of the Supervisory Committee of the ‘Stedelijk Museum Amsterdam’ <
Hans 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 current positions Professor at the ‘Free University
Amsterdam’, member of the ‘KNAW’ and chairman of the ‘Behavioural and Social Sciences Section’ and the ‘International
Policy Committee’ of the ‘KNAW’, member of the ‘national UNESCO Committee’, member of the ‘UN 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’ <
Klaas de Vries Member of the SB since 2007 > Term ends at the end of 2010> Born in 1943 > Nationality Dutch
> Other current positions Member of the ‘Upper House of the Dutch Parliament’, chairman of the Supervisory Board of
‘Ontwikkelingsbedrijf Spoorzone Delft BV’, chairman of the Supervisory Board of ‘ENECO’, chairman of the Board of
‘Nederlands Literair Produktie- en Vertalingsfonds (NLPVF)’, chairman of the Board of ‘Nederlands Muziek Instituut’,
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’, managing director of the ‘Association of Netherlands Municipalities’ <
annual report 2007 >>
9

eport of the supervisory board
To the Annual General Meeting of Shareholders
Annual accounts and annual report
The Royal Haskoning 2007 annual accounts and annual report have been drawn up by the Board of Management. The
annual accounts have been audited by PricewaterhouseCoopers Accountants N.V. The auditor’s report is included in the
annual report.
Once again turnover increased significantly. This came from organic growth and acquisitions. The operating margin
remained at essentially the same level as last year, but the general costs increased in relative terms. After profit sharing
the net margin was 3.4% on turnover. All parts of the company made a positive contribution.
We propose that you discharge the Board of Management in regard to its management and discharge the Supervisory
Board in regard to its supervision.
Corporate governance
Klaas de Vries joined the Supervisory Board on 1 January 2007, thus bringing the number of members to five again.
The articles of association were amended in connection with the introduction of a new certificate scheme.
The Supervisory Board has satisfied itself that the company complies with the conditions for good corporate governance.
Particular attention was paid to the new code of conduct, including the whistle blower scheme, and the agreements
relating to the share ownership by members of the Supervisory Board.
In the opinion of the Supervisory Board each member is independent within the meaning of the Corporate Governance
Code.
Activities
The Supervisory Board met once without the presence of the Board of Management. During this meeting the profile
and performance of the Supervisory Board and the Board of Management were discussed. The most important areas of
attention for the Supervisory Board were also defined. These are the company’s strategy, the environmental factors, the
success factors, the management of the company and the results of risk management.
Some other subjects were also discussed without the presence of the Board of Management during the course of the
year. For example the Supervisory Board has concluded that the growth of the company has made it desirable to expand
the Board of Management from two to three people. The Supervisory Board took pleasure in appointing Henry Rowe as a
member of the Board of Management. His appointment also underlines the international character of the company.
10

The Supervisory Board moreover met five times with the Board of Management to discuss the status. The auditor attended
one of these meetings. All the normal topics were discussed, for example markets and clients, knowledge and products,
and personnel and employment conditions, including the pension schemes. Opportunities for acquiring companies were
assessed, as was the integration of companies already acquired. Special attention was paid to the operations in the Far
East – particularly in Thailand, Vietnam and China – in Russia and in the United States of America. This included weighing
up the opportunities and the risks. Also one meeting was entirely devoted to the medium term strategy of the company.
The Audit Committee, comprising of Pieter Paul van Besouw as Chairman and Jan Veraart, met three times with the
Board of Management, the Corporate Finance Director and the auditor. The matters discussed included the 2006 annual
accounts, the auditors’ report, the 2007 control plan, the management letter, internal control and the financing of the
company. The findings of the Audit Committee formed the basis of the considerations of the full Supervisory Board.
The Supervisory Board met a number of times with representatives of the Stichting Beheer Aandelen Haskoning. This
related primarily to the financial results and the profile and composition of the Board of Management.
All members of the Supervisory Board attended one of the consultative meetings of the Works Council. Individual members
of the Supervisory Board also made working visits to parts of the company and projects in the Netherlands and outside.
Future
Society has many and varied problems. Royal Haskoning employees have expertise in many fields. Their mission is to create
sustainable solutions for people and their environment. Royal Haskoning will continue to ask itself how and where the
company can best give substance to its contribution to society. Corporate social responsibility serves the interests of our
company and all its stakeholders simultaneously.
The Supervisory Board would like to express its appreciation to all employees and managers for their efforts and the results
they have achieved in 2007 and it wishes them ongoing success and satisfaction in their work.
Nijmegen, 27 March 2008
the supervisory board,
Jan Veraart, chairman
Pieter Paul van Besouw
Marry de Gaay Fortman
Hans Opschoor
Klaas de Vries
annual report 2007 >> 11

eport of the board of management
Leo Visser
Appointed as of 01-02-2001 > Born in
1953 > Nationality Dutch > Previous
position member of the Board of
Management ‘Lurgi Öl, Gas, Chemie
GmbH’ / President USA > Other
positions chairman ‘Nederlandse
Maatschappij voor Nijverheid
en Handel, Nijmegen section’,
chairman ‘Stichting Omslaggroep’,
committee member ‘Stichting
Nieuwe Bedrijvigheid’, member Board
of Trustees of the ‘Delft University
Fund’, member of the board of ‘Kennis
Exploitatie Radboud Nijmegen’ <
Jan Bout (chairman)
Appointed as of 01-10-2001 as
member of the Board of Management
> Chairman since 2002 > Born in
1946 > Nationality Dutch > Previous
position managing director ‘Tebodin
Consultants & Engineers B.V.’ > Other
positions member of the ‘National
Commission for export, import and
investment guarantees’, member
of the Supervisory Board of ‘Nuffic’,
member of the ‘Regieraad Bouw’,
member of the Supervisory Board of
‘Deltares’, member of the Strategic
Committee ‘kerngebied TNO Bouw
en Ondergrond’, chairman of the
‘Afghanistan economic reconstruction
working group (WeWa)’ <
Henry Rowe
Appointed as of 01-01-2008 > Born in
1952 > Nationality British > Previous
position Director of the ‘Coastal &
Rivers and Maritime divisions of
Royal Haskoning’<
12

Royal Haskoning in 2007
report of the board of management
Continued healthy growth in 2007
Royal Haskoning once again achieved substantial growth in 2007. The organic growth in turnover was 17 percent. The
acquired turnover and the deconsolidated turnover matched each other. The worldwide turnover in 2007 was 1 327 million
(2006: 1 280 million). Gross profit, before profit sharing with employees, was 1 23.2 million (2006 1 22.0 million). The net
result in 2007 after tax and distribution of profits was 1 11.1 million (2006: 1 10.4 million). The turnover objective was
therefore exceeded. Profit growth was affected by investments in information technology and the costs of integrating
companies that had been taken over.
Over 4,300 professionals were working in Royal Haskoning in 2007, of whom some 3,300 were in organisations in the
consolidated annual accounts. We worked in over 40 countries on some 15,000 projects for nearly 3,800 clients. We
succeeded in using our own resources to grow faster than the market. The favourable economic conditions helped all
divisions to make a positive contribution in 2007. Turnover in our home markets of the Netherlands, Belgium and the
United Kingdom was up by more than 18 percent. With 74 percent of the overall turnover, the home markets remain crucial
to the continuity of the business. The share of the private sector in the turnover rose from 48 percent in 2006 to 50 percent
in 2007 in line with our objective.
There was also healthy development in the markets outside Western Europe, particularly in Russia, the Middle East
and Asia. We have established good name recognition and a good reputation in South East Asia. In the United States
Royal Haskoning contributed to large-scale flood protection and coastal management programmes around New Orleans.
Our presence in the American market expanded in 2007 through participation in a consortium that will scrutinise the
polder and dyke system in the Central Valley of California.
The growth in 2007 was a result of the strategy selected a few years ago to focus on positions at the top of the market.
This has been achieved in many places through targeted acquisitions and organic growth. The focus on the private market
of international clients has also borne fruit. In 2007 the private market accounted for 50 percent of the turnover whereas
in 2005 the figure was 42 percent.
sustainability and Royal Haskoning
Sustainability lies at the heart of Royal Haskoning’s mission and day-to-day work. Careful consideration is given by all parts
of the company to our contribution to a sustainable society, in which the development of the current generation may not
be allowed to stand in the way of that of future generations. However, the best opportunities to achieve sustainability are
in our work as consultants, architects and engineers. Clients are more and more receptive to sustainable solutions and at
the same time many Royal Haskoning employees, as professionals and members of society, have a strong commitment
to this topic. For example, over the next few years we want to reduce our own CO 2 impact still further. Preparations for a
covenant with Nijmegen City Council and a group of companies in 2007 represented an initial step. All meaningful savings
of energy and raw materials were identified and will be implemented in the years ahead.
>> substantial increase in turnover and international activities
>> all divisions contributed to healthy results
>> sustainability at heart of operations
annual report 2007 >> 13

analysis of challenges
report of the board of management
STRENGTH
WEAKNESS
Innovative
ICT
Freedom of thought
Creativity
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
Challenge
Maintaining quality while
growing
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 migrants
Consolidation
Globalisation is causing
consolidation of the
market
Size
Still too small for the
international spread
14

development in the company
report of the board of management
From products to solutions
Royal Haskoning’s international network has a tremendous amount of knowledge and experience available. Over the last
few years putting the client first when combining and extending our process and specialist know-how has proved to be
successful. Grouping projects in programmes and offering total solutions will also generate substantial time and cost
savings for our clients. The most appropriate disciplines for this were identified in 2006. In 2007 we were able to respond
to market trends that pointed to a shift from projects to programmes and from products to solutions. By adapting to
market trends and client needs in this way we are enhancing our effectiveness and we can demonstrate our added value
even more clearly. Examples of this are the integrated project development on the Second Maasvlakte, the Gelre Hospital
in Zutphen in the health care sector, gas-to-liquid catalysts in the chemicals sector, the permanent worldwide team
providing services to the Dubai Port Authority and the flood protection master contract with the UK Environment Agency.
Innovation policy
The innovation policy was introduced in 2007. Creative processes and sharing are being encouraged in house in order to
expand Royal Haskoning’s capacity to innovate. Externally we are establishing and developing contacts with scientific
institutes and we are participating in innovation programmes and design competitions. Royal Haskoning is providing
plenty of scope for people to come up with ideas and take initiatives in order to create and germinate innovative seeds.
We want to innovate in four different dimensions. Besides technical advances and the development of new concepts we
also recognise market innovation, which can involve promoting new ideas and solutions, transaction innovation, with new
forms of contracts, and organisational innovation, which enables our know-how to serve the client better.
Rapid growth and new challenges
Royal Haskoning regularly inventories its strengths, weaknesses, opportunities and threats in the interests of continuous
quality improvement. We have shown that we are capable of fast growth using our own resources. This also means a
rapid increase in the number of employees. The challenge in the years ahead is to continue growing while maintaining
profit margins and high quality service. A good management structure and a smoothly operating ICT system are essential.
We must be quick in compiling information and sharing it internally and with clients, partners and suppliers. Substantial
investments were made in 2007 in order to facilitate working at home or while travelling. We will need to make even better
use of the latest ICT resources in order to fully and systematically utilise the capability of our international knowledge
network in the future.
>> added value for clients through integrated and strategic approach
>> scope for innovation through creativity, sharing knowledge and personal initiative
>> investments in ict to facilitate working at home and while travelling
15
annual report 2007 >>

the markets
report of the board of management
Responding to scaling up
Many clients recognise the advantages of the Royal Haskoning one-company concept. It means that our multidisciplinary
services enable us to meet the needs of changing demand and at the same time to develop strong positions in important
market niches. A possible threat is the speed of the global consolidation. Both clients and competitors are increasingly
internationalising and working on an ever increasing scale. Royal Haskoning must keep in close contact with clients and
the developments they are experiencing in order to be able to continue counting on major projects and important master
contracts. It is important to structure our organisation such that we can effectively handle these changes in the market.
Changes in demand
There is a clear trend in many markets towards the outsourcing of complete projects. Our clients are also defining their
needs for design and consultancy services increasingly well and professionally. Royal Haskoning is observing growing
demand for a single project partner, who has all the necessary in-house knowledge and moreover provides services with
speed, quality and efficiency. Growing environmental awareness is leading the market to take sustainability as a starting
point. New legislation, such as the European REACH Directive for chemicals that came into effect in 2007, represents a
new stimulus in the demand for our expertise. There is also a growing need for new types of contract. This could take the
form of a turnkey project, for instance, or sharing the financial risks or our being involved from the design phase through
to the operational phase. These trends call for professionalisation of project management, which is at the heart of our own
primary process.
Spotting and utilising opportunities
The growth in our home markets and beyond is providing Royal Haskoning with the opportunity to strengthen and
further extend its market position. In 2007 we succeeded in turning the opportunities in the health care, water and oil
& gas sectors identified in 2006 into actual growth. The world of ports and shipping is also keen to take advantage of
our international knowledge network. Over the last few years we have positioned Royal Haskoning in many markets
as a process integrator with a comprehensive package of top quality services. This reputation plus our growing name
recognition are clearly helping when exploring and establishing a position in geographically new markets. The targeted
improvement in our market position has been achieved in our domestic markets and also in Russia, India and the Middle
East. In 2007 important additional steps were taken towards new permanent offices in Dubai, Qatar, Libya and elsewhere.
>> one-company concept a trump card in dynamic markets
>> growing demand for a single project partner and new types of contract
>> using opportunities in promising markets and countries
16

people development
report of the board of management
Stimulating and innovative
Royal Haskoning wants to be an employer of choice and devotes a great deal of attention to personal development, good
employment conditions and a stimulating work environment. Employees who feel secure and trusted do their best work in
balanced teams and act as ambassadors for Royal Haskoning. Royal Haskoning’s recent satisfaction survey resulted in a 7.5
rating of overall satisfaction with the company. This is a significant improvement on the 7.0 rating the company got in the
last survey in 2005. (On a scale of one to ten, one is low, ten is high).
Major areas of attention were identified for the further development of our pleasant work environment in 2007. These
included innovation, training & development, challenges & career, search & selection, and diversity. Technical and
organisational innovations are also stimulating. In 2007 the new office in Rotterdam took the lead in a new way of working
– improvements in office layouts and working practices produced better cooperation in the whole network.
Talent and diversity
Talent in Royal Haskoning is encouraged so that people can produce good performance as individuals and also in teams.
Development opportunities and new challenges are important to professionals, just as the retention of talent is to
Royal Haskoning. This is why the Royal Job Shop was launched in 2007. Employees can use this part of our intranet to apply
for vacant positions or make known their interest in other jobs in the company.
We foster diversity in our teams in order to get results quicker and more effectively. We are convinced that diversity in
teams, together with talent and training, contributes to the ability to solve problems resulting in better services. Training
and development were given further structure in 2007 through the Royal Haskoning Academy – a modular staff training
programme. Several divisions moreover made preparations to introduce traineeships.
Recruiting and retaining
We offer an attractive work environment, with scope for talent, initiative and diversity, but shortages on the labour market
continue to be a threat in both the Netherlands and the United Kingdom. In 2007 it continued to be necessary to go to
considerable lengths to get enough qualified personnel to avoid a shortfall in capacity. We succeeded in taking on over
400 new employees, thanks primarily to the personal networks of our own people.
The results of our efforts to establish a good position for Royal Haskoning as an employer in the home markets were
highlighted by gaining a place in the Sunday Times Top 100 and also the Intermediair Top 50. Remaining an employer
of choice in the future is a major challenge for Royal Haskoning. The areas of attention listed above and the employee
satisfaction survey form the basis for continuing to recruit and retain talent.
>> satisfied employees and further improvement in the work environment
>> particular focus on development opportunities and diversity
>> recruiting and retaining talent remains a major challenge
annual report 2007 >> 17

sustainability and stakeholders
report of the board of management
Sustainability is key
Royal Haskoning is acutely aware of its responsibilities to all stakeholders and to society as a whole. Royal Haskoning’s
work and mission concern the core of the concept of sustainability, and we were employing sustainable principles before
they became the focus of attention in society. Our own consumption of materials and energy were once again critically
reviewed in 2007. Significant savings can be achieved in the longer term by facilitating working at home, digital filing and
changes in office lighting. We expect to be able to cut our CO 2 emissions by eighteen percent within three years thanks to
our new lease cars. It is becoming increasingly attractive not to go by car thanks to a company-wide cycling plan, public
transport season tickets and user-friendly rail travel using NS Business Cards in the Netherlands.
Long term environmental benefits
Our annual ecological footprint, or in other words the extent of our impact on the environment, is determined using ever
more sophisticated calculation methods. This footprint will reduce thanks to a range of measures, but of course it can
never completely disappear. Our objective is therefore to realise ever increasing environmental gains in projects as well
as by implementing sustainable solutions for clients where possible. We encourage all employees to be proactive in their
relationships with clients, this includes when choices are made that have implications for the environment and climate.
There are growing numbers of opportunities in practice because the priority given to sustainability is clearly increasing.
Royal Haskoning moreover contributes to sustainable solutions for social problems outside the work it does for clients.
Much can be achieved through good ideas, and we can make our time and expertise available, provide wider access to
technology and spread knowledge and inspiration through, among other things, our sponsorship policy.
Corporate social responsibility
The well-known triple bottom line (people, planet, profit) continues to be Royal Haskoning’s starting point in the context
of corporate social responsibility. ISO-14001 certification was completed in the United Kingdom in 2007. The roll-out and
certification of this environmental management system in the Netherlands will follow in the course of 2008. Openness is
also part and parcel of our corporate social responsibility. Scenter, an organisation which assesses the policy transparency
of annual reports of Dutch companies, reviewed our annual report for the third time this year. We are pleased to report
that the rating increased once again and we were awarded second prize.
Stakeholders
We consider clients, employees, shareholders, knowledge institutes, civil society and suppliers to be the most important
Royal Haskoning stakeholders. We want to give the shareholder a bigger role, and through the certificate scheme introduced
in 2007 our employees have the opportunity to share in the company’s success. A maximum of 24.5 percent of the shares can
be certificated, and the figure for the first year was eight percent. The return on the certificates in 2007 was 21 percent.
>> critical review of our own consumption of materials and energy
>> sustainable choices and solutions in day-to-day work on projects
>> focus on corporate social responsibility and all stakeholders
18

Royal Haskoning in 2008
report of the board of management
Market prospects
Although the short-term economic outlook is good, the reduced stability of the global financial system and its implications
are a cause for concern. We know from experience that if the economy slows down, after a while the impact on the
construction industry can be significant. We expect that the possible consequences of the current uncertainty will not
make themselves felt until 2009. For the time being the work in hand in all divisions is growing and we can be cautiously
optimistic about the future.
Clients First
Our strategic Clients First programme remains the cornerstone for achieving further growth. The focus in 2008 will
continue to be on disciplines through which we can profit from our strong starting position and on major investment
flows in Public-Private Partnerships (PPP) and the water, health care and oil & gas industries. As these and other markets
develop we continue to concentrate on the added value we can offer our clients. There are adequate opportunities for
organic growth, but we continue to look out for opportunities to reinforce Royal Haskoning’s capabilities in important
areas through acquisitions. We must remain able to respond swiftly as consultants, architects and engineers to new trends
in different markets.
Strengthening the organisation
Careful attention to profit margins is crucial, particularly at the current growth rate. Market trends towards
internationalisation and consolidation mean that we need to make preparations for managing an organisation on an
even bigger scale. The expansion of the Board of Management from two to three members is a logical step in this regard.
The appointment of Henry Rowe, previously Director of the Maritime and Coastal & Rivers divisions, in January 2008 also
underlines Royal Haskoning’s international character.
Our international knowledge network generates clear added value for our clients and better utilisation of modern ICT
should improve the effectiveness of the network still further. Although turnover outside our domestic markets is climbing,
the turnover per office in some countries is still too low and local effectiveness is remaining limited as a result. We can
take advantage of extra opportunities to increase turnover by converting project offices to permanent ones, particularly in
countries with good market prospects.
ISO-14001 certification was completed in the United Kingdom in 2007. Professionalisation of project management, greater
efficiency and above all speed are needed to contribute to our agility and effectiveness in markets where the competition
is fierce. Our role in the project pathway is changing and we will have to improve our qualities as a process integrator even
more in order to be able to embed our leading position in many markets.
>> global economy is cause for concern but plenty of work in hand
>> focus on investment flows in ppp and promising market sectors
>> preparing organisation for more growth and scaling up
19
annual report 2007 >>

Royal Haskoning in 2008
report of the board of management
Financial objectives
Turnover growth: In 2008 Royal Haskoning wants to increase turnover by at least five percent through organic growth and
acquisitions.
Cost control: Royal Haskoning continues to pursue optimisation of supporting services and utilisation of economies
of scale. With the exception of investments in ICT, in 2008 the costs of the support groups are to remain at the same
percentage of turnover as in 2007.
Profit: The objective for 2008 is the same as in 2007, namely a net profit of at least 2.7 percent of the operating income. In
2007 the net profit of 1 11.1 million (3.4%) was well above the objective (lower limit) of 1 7 million.
Liquidity: Managing working capital remains important, particularly in a period of growth. The target for 2008 continues
to be cash flow from operational activities that is at least equal to the net profit. In 2007 the operational cash flow was
1 14.7 as against a net profit of 1 11.1 million.
Maintaining quality while growing
One of Royal Haskoning’s biggest challenges in 2008 and the years thereafter is effective control of growth, particularly
with regard to maintaining the quality of our services. Corporate governance and risk management will therefore receive
additional attention in 2008, as will recruiting and retaining professionals. We want to create scope for a better balance
between work and private life by managing on the basis of results and availability rather than presence.
Rapid growth and the associated fast increase in personnel numbers create new challenges, such as fitting new knowledge
effectively into the organisation and above all keeping quality at its high level throughout the network. Superior quality is
important to our clients and also to our attractiveness as an employer, and is therefore a condition for further growth.
Nijmegen, 27 March 2008
the board of management,
Jan Bout (chairman)
Henry Rowe
Leo Visser
>> further turnover and profit growth, management of working capital
>> greater focus on corporate governance and risk management
>> retaining talent and maintaining high quality level throughout the network
20

21
annual report 2007 >>

spatial development
divisions
The Spatial Development division offers consultancy services in the fields of spatial development and the development
of sustainable concepts for designing urban and rural areas. The service is directed mainly at a process-based approach
to complex projects. Water has become the organising basis for our discipline in the Netherlands, so hydrological and
ecological knowledge is 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 architectural consultancy,
VHP, has a clear vision on land and water and produces internationally acclaimed urban and landscape designs.
In 2007, the Spatial Development division achieved a turnover of 1 21 million even though most of our work for
Maasvlakte 2 had already been completed in 2006. The turnover was therefore slightly less than the 1 22 million achieved
in 2006. The Strategy & Process Advisory Group was able to create clearly recognisable added value in the market with
strategic advice in the fields of knowledge and information management and policy development. Our work for the
national government is increasingly often leading to new assignments from other agencies, also for other Royal Haskoning
divisions.
The Water & Ecology Advisory Group uses process and policy knowledge to support the implementation of the Water
Framework Directive, the Soil Framework Directive and other European regulations. VHP is putting a good deal of effort
into acquiring international business and it won an important assignment in Russia at the end of 2007 with an impressive
design. The Royal Haskoning master plan includes the buildings for the 2012 APEC Conference in Vladivostok, urban plans
for the nearby Russkii Island, a new bridge and the upgrading of the regional infrastructure.
Our good relationships with research and knowledge institutes are important for anchoring the high quality that we have
achieved. Royal Haskoning works closely with organisations such as the COB, NIROV, SKB, Habiforum and Deltares, and is
represented in university research teams. In this way we contribute to innovative solutions and knowledge development
and, at the same time, are working to promote our name as a provider of high quality services and consultancy.
In the coming years we want to demonstrate our added value even more clearly by linking knowledge fields, accelerating
planning and by concentrating more on the execution of large projects. Prestigious projects are good for our attractiveness
as a contractor and as an employer. In 2008 the division expects a further improvement in the operational result.
We anticipate turnover growth mainly in Strategy & Process, and in the area of masterplanning in countries such as
Great Britain, Russia and Vietnam.
>> slight fall in turnover
>> growing market appreciation for high quality consultancy and masterplanning
>> increasing quality and speed by linking knowledge fields
22

projects
>> Land reclamation and coastal protection with ‘sand motor’
Climate change calls for a sustainable
approach to the coast. A pilot project for
the Province of South Holland involves
studying the possibilities of the ‘sand motor’,
a large quantity of sand in the form of a
‘super dune’ off the Delfland coast. Using
wind, waves and currents, the ‘sand motor’
will be an innovative way of ‘building with
nature’, reclaiming land and providing extra
protection for the coast. The Strategy &
project manager >> Lucie Terwel
Process Advisory Group drew up the process
design and letter of intent on the basis of,
among other things, force field, risk, legal
and financial analyses. With the signing of the letter of intent at the beginning of 2008, the seven parties involved gave
the go-ahead for the necessary research.
>> Renewal plan for the Landsheren Quarter, Deventer
In a pilot project from Woonbedrijf ieder1,
the renewal plan for the Landsheren Quarter
residential district in Deventer represents an
important step towards the establishment
of a better social balance and public space, a
safe traffic structure and a greater diversity
of types of housing. The plan was developed
by our subsidiary VHP at the request of
Woonbedrijf ieder1. Around 400 new
homes will be built in the first phase of the
project. VHP is responsible for supervising
project manager >> Inge Breugem
the architecture and the final layout for the
public space. Royal Haskoning is responsible
for the dimensional plans, the water management, noise and road traffic, environmental aspects, flora and fauna, the
strategic phasing, permits and spatial support. Deventer Council has a policy coordinating and checking role.
23
annual report 2007 >>

infrastructure & transport
divisions
The Infrastructure & Transport division designs roads, bridges, railways, tunnels and urban infrastructure, organises the
construction and advises on management and maintenance. The division provides the complete programme needed for
infrastructural projects: from feasibility studies and environmental impact assessments, economic analyses and planning
studies to the permitting procedure, design, project management and site supervision. We are a creative partner in the
construction sector and assist government agencies in the development of traffic policy and the integrated management
of public spaces.
The division experienced significant development during 2007, both in the number of employees and in the results. The
turnover grew by 18 percent to 1 42 million. This increase is the result of an increasing demand from the market but can
also be attributed to our growing reputation. We are working on technically challenging and impressive projects, such as
the North/South Line in Amsterdam, the A2 motorway in Maastricht and the traffic infrastructure in Antwerp. The division
is focusing on high quality consultancy, capacity development and larger orders from abroad. We now have a permanent
presence in Dubai and anticipate good opportunities for some of our expertise in countries such as China. At the same
time our Dutch network remains very important for continuity. Our expertise in the fields of tunnelling and traffic systems
engineering is finding application in the new market for camera surveillance for safety on the streets.
Knowledge from different disciplines has to be brought together for the design and construction of new road and rail
links. The division therefore often works closely with specialists from other divisions. We can quickly put an expert and
well-matched team together for each project, as demanded by the current markets. We pay considerable attention to the
recruitment of new talent. Contacts with educational centres, sponsorship and personal networks are at the heart of our
programmatic approach, with which we are leaders in the Netherlands and which is giving visible results.
The division can look forward to 2008 with confidence and is aiming for ten percent growth in turnover. Up to now new
forms of contract have mainly been restricted to the larger infrastructural projects, where for example the contracting
parties are also responsible for maintenance, operation and financing. The division wants to create greater interest among
local government agencies in design & construct contracts. Our procedures for design and project management have been
completely updated through the introduction of systems engineering, which has also created more scope for innovation in
our disciplines. In 2008 the focus on overseas and high quality engineering will be further reinforced. The Netherlands is a
leader in traffic safety and the division is making this knowledge available all over the world.
>> significant growth in turnover and capacity
>> support for government agencies in developing traffic policy
>> focus outside the netherlands and on high quality consultancy and engineering
24

projects
>> Security operations centre of the future in Almere-Stad
Almere is the fastest growing city in
the Netherlands and attracts people
from the whole region for shopping and
entertainment. Unfortunately this is also
leading to an increase in crime in the city
centre. Almere is therefore going to keep an
eye on shopping streets, entertainment areas
and events locations with a new security
operations centre and one hundred mobile
cameras. In consultation with the client,
project manager >> Frans Kipperman
Royal Haskoning suggested integrating the
centre with, among other things, the parking
management control room and the private
incident room. In this way the centre can become the key feature in an integrated safety policy and in the future can also
be expanded to include traffic supervision and the provision of dynamic information to visitors to the city. The security
operation centre was designed by interior architects and designers Studio Kees Marcelis. Royal Haskoning is responsible for
the project management and the supervision of the tendering and construction.
>> Goes deepened
The railway line in Goes was formerly at
the edge of the town but now runs straight
through the centre. Because increasing
and heavier traffic in the future will
cause nuisance, Goes Council, ProRail and
Royal Haskoning are looking into the
possibilities and implications of a sunken
railway line. In solving this civil engineering
problem in an urban environment, the
emphasis is on area development and making
the best possible use of the ‘residual space’.
project manager >> Hans van Oene
Our expertise in the fields of rail, structures,
traffic engineering and revitalisation will be
deployed in an integrated product. Together with the Spatial Development division, we are integrating specific disciplines
in a process-based approach.
25
annual report 2007 >>

uilding management & consultancy
divisions
The Building Management & Consultancy division provides management for building processes in the construction
and infrastructure sectors and integrated consultancy in the fields of accommodation and property. A characteristic
of this is our approach from a technical and discipline-related background. We also provide specialist know-how for
the development of long-term accommodation plans for the health care and non-residential building sectors. As an
independent construction manager and consultant, the division works together with many parties for a wide range of
clients in the public and private sectors.
The Building Management & Consultancy division achieved a turnover of more than 1 19 million in 2007, compared with
1 16 million in 2006. The level of activity in infrastructure and site development remained the same as in 2006. In contrast,
the consultancy services for non-residential building increased significantly, especially in project management, cost
consultancy and strategic accommodation consultancy. Total engineering work for the modernisation of out-dated office
accommodation also increased substantially. We work closely with other Royal Haskoning divisions and many external
parties and in this way provide users and owners of property with a total solution.
Thinking in terms of life-cycles, where the focus is on sustainability and total life cycle costs, is also receiving more
attention from our clients. This has long been the case in consultancy for PPP projects and, due to changing regulations,
to an increasing extent also in health care. We create added value in our work by looking further than the issue of the day.
The added value of our integrated project approach is recognised and appreciated in the market.
By fully integrating the consultancies BM and IM, which we took over in 2005, the strengths and expertise in the division
have been combined in such a way that we can work efficiently from the Hoofddorp, Nijmegen, Rotterdam and Zwolle
offices for all our clients. The wide range of services that we can provide as a Royal Haskoning division is matched to the
scope of the project for every order. With a combination of regional presence, broad professional skills and enthusiasm, we
want to further reinforce our position in the market in the coming years.
For 2008 we are aiming for a further expansion of our services in the areas of building management and consultancy,
in all cases from a technical and discipline-related background. The life-cycle approach to accommodation issues will
increasingly be the key. In collaboration with other Royal Haskoning divisions, we shall also be aiming for an increase in our
international activities in 2008.
>> turnover increase well above expectations
>> management and consultancy from a technical and discipline-related background
>> more attention for life-cycle thinking
26

projects
>> New energy building and taller telecommunications tower for KPN in Amsterdam
KPN wanted to quickly expand the network
capacity on a small site at Zuidas in
Amsterdam. There was room for extra data
servers but there was insufficient energy
and cooling capacity. Royal Haskoning
was asked to quickly realise an energy
building without a fully developed system
design being available. There was also a
telecommunications tower on the site for
this energy building. This needed to be a lot
project manager >> Ellen Wijnant
higher because of the surrounding buildings.
Following an accelerated contractor
selection, a plan was drawn up together with
the design contractors. Thanks to good team spirit, a large number of modifications were possible during the construction
and a high quality (energy) building was the result.
>> New building for Geosciences at Delft University of Technology
The former drawing office building
of the faculty of Civil Engineering and
Geosciences at the Delft University of
Technology has been transformed into
new accommodation for the Geosciences
Department (formerly Mining Engineering).
The building, designed by Jeanne Dekkers
Architectuur, was gutted and provided with
new facades, building services systems
and a new interior. The renovated building
contains offices, high quality laboratories
project manager >> PIET Zwinkels
and teaching rooms. The transparency has
been significantly improved and the building
has been fitted with a striking glass facade on which a pattern of strata has been applied using silk screen printing.
Royal Haskoning carried out the project management from the definition phase to completion and was also responsible
for the design of the building services systems.
27
annual report 2007 >>

architecture & building
divisions
The Architecture & Building division designs buildings for industrial processes, distribution and power plants and buildings
for people, such as offices, hotels, shopping centres, schools, nursing homes and hospitals. The division also specialises in
civil engineering structures including bridges.
The Architecture & Building division achieved a turnover of 1 19 million in 2007, compared with a turnover of 1 11 million
in 2006. This substantial increase in turnover was achieved through both organic growth and the takeover of Corsmit
Raadgevend Ingenieursbureau. This has strengthened our position in the domestic markets and further developed the
Structural Design Advisory Group into a specialist in non-residential building. We are among the absolute best in the
market. The division formed the Energy Advisory Group in 2007 to satisfy the growing demand for specialist knowledge
and experience in the energy market.
Our specific knowledge and experience in multidisciplinary and international projects fits well with the increasing
international demand. Our presence in Russia was expanded in 2007 with a new office in St Petersburg. The architects’
office in Dubai has grown substantially and, in collaboration with the architects in the Netherlands, provides high quality
architecture for numerous projects. Competitions have been won and boundaries extended in sustainable and innovative
architecture. For example, the construction of the most sustainable college, The Hague University, has been commented
on the campus of Delft University of Technology.
The division is also participating in sustainable developments and initiatives in other areas, such as building on and by
the water. Our expectations for 2008 are positive and we are aiming for an increase in turnover of 15 percent. We are
very successful in deploying our collective knowledge, experience and creativity to offer our clients innovative strategies.
In 2008 the division will concentrate on the sustainability of the buildings that are to be realised. We will also aim for a
further expansion of our international activities.
The focus on the optimisation of our business processes has resulted in greater efficiency and will be continued in 2008
and the years thereafter, supplemented by a renewed focus on consistent quality and effective sharing of all the available
knowledge.
The market is suffering increasingly from a shortage of designers and engineers. We present ourselves as an ‘employer of
choice’. In order to anticipate a further shortage in the labour market, we are increasingly offering employees opportunities
for international experience and for broad development through traineeships, secondments and exchanges.
>> good turnover growth and strengthening of market position
>> pioneering and innovative designs
>> focus on international activities, high-quality consultancy services and engineering
28

projects
>> Public transport by ferries in Dubai
The growth in population is rapidly
increasing the demand for public
transport in Dubai. Among other things
the city is aiming for transport by water
and has developed a plan that is to be
completed in three phases. In the first
phase four terminals will be built, each
with connections to bus and underground
stations. This will be followed in the second
and third phases by the new islands and
project manager >> SYB van Breda
the hinterland of Dubai respectively.
Royal Haskoning is responsible for the
business model for the ferry system and for
the design of the four terminals, which are all different but interrelated and carefully blended into their surroundings.
>> Horizon College, Hoorn
Royal Haskoning is working on a sustainable
interaction between people and their
surroundings. For example, we not only
design attractive educational buildings
but also collaborate on new educational
concepts and a stimulating learning
environment, such as that for the Regional
Training Centre’s Horizon College in Hoorn.
After partial demolition and construction
of a new building linked to the remaining
building, Velius, all the facilities have now
project manager >> Dennis Hauer
been brought under one roof, with the old
and new buildings connected by an atrium,
air bridges and escalators. Under the motto ‘Contact, Comfort, Control’, a compact building has been created, with an
Open Study Centre suspended in the atrium and a covered street with facilities such as a restaurant, book shop and study
information points.
29
annual report 2007 >>

uilding services
divisions
The Building Services division designs and provides consultancy on building services for non-residential buildings and health
care. In a short time the division has been able to position itself as a renowned consultant in the market. Partly through
the takeover and integration of Raadgevend Technies Buro Van Heugten, the division has all the necessary expertise and
a wide range of references and clients. Working closely with other divisions and streamlined working methods make it
possible to quickly carry out consultancy studies and projects that can vary widely in scope and complexity.
In 2007 the division achieved a turnover of almost 1 23 million, compared with 1 21 million in 2006. The growth is partly
attributable to higher prices for design and consultancy services in the utilities market, which exhibited a clear recovery in
2007. The need for sustainability is being increasingly recognised and thinking is shifting towards taking the total life-cycle
into account. Considerable sustainable benefit can be realised with electrical and mechanical engineering, which often
account, for a substantial proportion of the construction costs. A sustainable building services systems design is therefore
considered increasingly early in the planning of new buildings.
In 2007 the Building Services division rounded off the main elements of the integration of various parts of the business
in accordance with the objectives. All the available knowledge and capacity were used optimally and deployed in the
service of clients. Together with the other Royal Haskoning divisions, but certainly also with external partners, we work on
integrated consultancy and design. The shortage of qualified people continues to hinder rapid growth in capacity, but we
are achieving results with a combination of recruitment outside our own discipline and in-house courses.
The development of activities outside the Netherlands began cautiously in 2007 with a few employees seconded to
Dubai and Shanghai. It is the intention that expatriates and local staff will provide our services, scout for opportunities
and acquire orders in Southeast Asia and the United Arab Emirates under their own steam in 2008. In 2008 the division
expects modest growth in turnover and wants to grow in other sectors besides health care. The focus on sustainability in
building systems engineering will be further reinforced. We can also profit from our advantage in complex buildings such
as data centres and laboratories. For the development in the longer term, we remain focused on high quality consultancy
and collaboration with other divisions and parties in the market.
>> growth in turnover well above expectations
>> growth in capacity possible through a combination of external recruitment
and internal training
>> development of overseas activities and focus on sustainable technology
30

projects
>> Maasland Hospital, Sittard
The Maasland Hospital in Sittard has already
been awarded the title of ‘hospital of the
future’. The layout of the some 65,000 m 2 of
floor area is based on a new procedure and
the facilitation of activities in the process
chain. All the rooms are for single occupancy
and have their own sanitary facilities. There
has also been extra investment in operating
reliability, ICT, comfort, logistics, safety
and sustainability, among other things by
project manager >> Frans Lenting
efficient energy production using a ground
source heat pump system. The hospital,
which will function in an almost paperless
manner and with hardly any permanent workspaces, will be part of the new Orbis Medical Park with a total area of around
115,000 m 2 , which will be fully operational around the middle of 2008.
>> More sustainable use of energy in data centres
Data centres house the servers of ever faster
computer networks. It is hard to imagine
everyday life without these networks, such
as the internet. Continuous availability is
essential and, besides enormous costs, failure
would mean social services and processes
coming to a stop. Data centres therefore also
provide all the necessary backup facilities for
power supplies and cooling. The energy use
is high and considerable sustainable benefits
can be achieved through proper design.
project manager >> STIJN de Kruijf
During the past ten years Royal Haskoning
has been closely involved as a specialist in
the development and construction of a large number of data centres throughout the Netherlands. Royal Haskoning is
therefore known as the pre-eminent expert in the functional and sustainable design of reliable data centres.
annual report 2007 >> 31

industrial installations
divisions
The Industrial Installations division provides specialist knowledge about technical systems and process technology for
clients in (petro)chemicals, oil & gas, food & beverage, storage and handling of containers, bulk goods, transport and
waste processing. Based on our broad experience, the division provides consultancy and designs for the whole range from
subsystems up to and including complete plants. Our strength lies in providing streamlined services and support during
the whole cycle of industrial projects, from pre-project consultancy and preparation through execution and operations to
the end of life cycle. Our consultants are experts in reducing the time to market and the investment costs, and have proven
themselves in a wide range of sectors.
The Industrial Installations division achieved a turnover of 1 25 million in 2007. This was an increase of 14 percent compared
with 2006. The industrial demand for consultancy services in all project phases is clearly increasing, also internationally. In
2007 we once again worked mainly on larger orders from multinationals, but also for smaller companies, in Europe, Asia
and South America. The improvement in the industrial markets was accompanied by price rises and has clearly contributed
to our growth. We were also able to achieve a substantially higher capacity utilisation rate in 2007, particularly with our
projects for the chemical industry. At the same time, we were able to expand our knowledge and capacity with new staff,
despite the shortage in the labour market.
In 2007 it was again clear that our wide range of services is a good match for the wishes and needs of clients. In house,
the wide orientation also encourages knowledge exchange and continuous development. The biggest internal challenge
for 2007 lay in properly using all the available expertise, so efforts were devoted in the division to improve knowledge
management and anchor developments in the services we provide. We maintain good contacts with educational institutes,
where the flow of new students into technical subjects is again growing. Our services in the electrical power and food &
beverage sectors were strengthened in a number of important areas, while our reputation was also reinforced in oil & gas
and power generation. The intense focus on the clients led to new international activities. A new office was opened in
St. Petersburg, Russia and, in 2007, we prepared to set up a branch in Delhi, India.
In 2008 the division will continue to expand its international activities and is aiming for a growth in turnover of 10 percent.
The market focus will be on the above sectors, supplemented with chemicals, waste treatment and transshipment. With
our presence in the Netherlands, Belgium, Russia, India and Thailand, we are able to provide tailor-made services to major
clients while, at the same time, developing local markets. We can also achieve further expansion of our international
capacity in order to meet the increasing demand for services in manufacturing execution systems and industrial project
management.
>> results in the division’s first year well above expectations
>> integration of innovative techniques in a wide range of services
>> electrical power a very promising product group
>> continuing internationalisation
32

projects
>> Strategic support for the Noble Group
The Noble Group is a global market leader
in the trade, transport and marketing of
strategic raw materials in the agriculture,
energy, metals and minerals markets.
Due to the objective to double the size
of the group in the next five years, they
developed a ‘pipeline strategy’ that
focuses on strengthening the distribution
capabilities and sourcing activities through
investments in infrastructural assets,
project manager >> Eric Pereira
including transportation, port facilities and
storage facilities. Since the first contacts
one year ago, Royal Haskoning is involved in
several projects for the Noble Group, such as the valuation of existing infrastructural assets, preliminary site assessments,
conceptual design and investment cost estimates.
>> Catalyst Manufacturing Plant
BASF Nederland B.V., location De Meern (part
of BASF SE, the world´s largest chemical
company) commissioned Royal Haskoning
to carry out the design, procurement and
construction management for a catalyst
manufacturing plant. The new plant was
required to enable BASF to deal with the
increasing demand for catalysts. The new
plant in De Meern is a complex chemical
installation with more than 200 pieces of
equipment and had to be constructed in
project manager >> Richel Driessen
a very small space in between other live
chemical plants. Because timing is very
important for BASF and to cope with the overheated market situation, an unconventional project plan was used in order
to save time. Thanks to step-by-step engineering, the design and construction could be carried out largely in parallel,
thereby minimising the total duration.
33
annual report 2007 >>

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 from both the private and public sectors
are often complex in nature and, in addition to (technical) feasibility, call for social acceptance and organisational
embedment. Our experts combine technical and legal knowledge with experience in the whole process chain. In addition
to environmental solutions, prevention and risk management are playing an increasingly important role for clients.
In 2007 the turnover of the Environment division grew to 1 70 million, an increase of more than eight percent compared
with 2006. The growth occurred in all geographical markets, with the exception of Belgium. While the Netherlands and
most of the international markets grew to some extent, France and the United Kingdom exhibited a more substantial rise
in turnover. The Dutch soil market has stabilised, while the waste market continues to grow in size. Site development and
new insights into decomposition processes in landfills have led to more work. Our investments in chemicals regulatory
compliance put pressure on profitability in 2007, but formed the foundation for new forms of service that will improve the
results. Internationally, considerable effort was put into strengthening our presence in local markets.
The energy market is undergoing many changes which will lead to an increase in turnover. The Environment division is
following clients with its international services, for example for LNG projects. On our own initiative and with partners we
have developed UPAS, a system that can store energy on a large scale and can significantly improve the efficiency of using
alternative sources such as solar and wind. Our capacity for carrying out impact assessments in the United Kingdom was
further developed and successfully deployed for initiatives in the areas of nuclear and wind energy. In Belgium and France
our knowledge in this area has been increasingly extended towards safety, infrastructure and spatial development, and
the client base has widened from the oil & gas sector to other sectors.
Even though the prospects in the near future are good, we only expect modest growth in 2008. This is because a large
number of projects, including Sakhalin, are entering the final phase. We shall focus on further development in six sectors
where the division already has a strong international position: waste, energy, health, (re)development of the living
environment, (re)design of processes and safety. By concentrating our investments and innovations in these domains, we
believe we can further increase the added value for our clients and hence achieve further growth in turnover and profit.
>> more turnover and higher profitability
>> international service provider
>> focus on innovation in six core sectors
34

projects
>> Large scale energy storage with UPAS
Together with Essent, NUON and Sogecom,
Royal Haskoning has developed the
underground pump accumulation station
(UPAS), with which energy can be stored
on a large scale. The system consists of
an above–ground water reservoir with an
area of 30 hectares and an underground
reservoir at a depth of 1,400 metres,
connected by a water shaft. When energy
demand is high, the water flows from the
project manager >> LOOD van Velsen
upper to the lower reservoir and electricity is
generated by turbines at the bottom of the
shaft. When there is an energy surplus – for
example during the night - the water is pumped up again. In this way the UPAS, with a capacity of 1,400 MW, creates the
preconditions needed for the large scale application of wind energy.
>> Emission inventories in Manchester, United Kingdom
In Manchester, Royal Haskoning is improving
CO 2 emissions inventory procedures, both for
the city council and the airport. We assisted
Manchester City Council in setting its own
targets with a methodology for back-dating
the existing CO 2 inventory to the Kyoto
baseline of 1990. We determined the total
release, including both the Council’s own
impact on CO 2 generation and the carbon
savings associated with renewable energy
sources. Manchester Airport faces a similar
project manager >> JOHN Drabble
task: to manage and mitigate the negative
impacts whilst maximising its economic and
social benefits. In an ongoing study, we are enhancing the inventory methodology and preparing for pollutant dispersion
modelling studies.
35
annual report 2007 >>

water
divisions
The debate about climate change is generating worldwide interest in the disciplines of the Water division. There are
major challenges because water problems are diverse and complex. In order to offer real solutions worldwide, the Water
division combines technical, environmental, commercial and management experience. Focusing on the whole water chain
and water systems, the division combines worldwide experience with state of the art solutions in the fields of drinking
water, wastewater, industrial water and water management. The division’s most important clients include drinking water
companies, water boards, government agencies and industry.
After reducing in 2006, the turnover of the Water division grew to more than 1 26 million in 2007, an increase of
19 percent compared with 2006. More than half of this turnover was achieved outside the Netherlands. The financial result
was lower than in 2006 partly due to investments in growth. At the end of 2007 the order portfolio amounted to over
1 23 million, or more than 11 months’ work. The growth was underlined with a number of new offices. In the year under
review the division opened offices in Amsterdam, Groningen, Mechelen (Belgium) and Dubai (United Arab Emirates), and
the number of staff increased by nine percent to 164.
New forms of joint venture and contract are engines for growth. In 2007 a joint venture, Nethwater, was set up with
Evides, Norit and Witteveen+Bos that with DBFO (design, build, finance & operate) contracts can provide the international
industrial market with complete installations for the reuse of wastewater. The Water division entered into a joint venture
with Ballast Nedam and Siemens in 2007 for the design and construction of sand filters for water purification in the
Netherlands. This market is developing rapidly because of the European Water Framework Directive.
The division entered into an agreement with Rabobank in 2007 to use meso credit to provide solutions for the worldwide
problems with sanitary facilities. One of the reasons for this initiative was to support the International Year of Sanitation
that was officially opened by HRH the Prince of Orange on 21 November 2007 in New York. The division is also contributing
to finding solutions for water problems in the longer term. We have entered into a new desalination joint venture with the
new Technological Top Institute for Water Technology (TTIW), Wetsus.
Through its research and development, the Water division is contributing to practical and sustainable solutions for the
threatened shortage of industrial and drinking water. At the same time we are positioning ourselves increasingly strongly
as an internationally-oriented project partner and provider of high quality knowledge. In 2008 we expect further growth
in turnover in all geographical markets. The Middle East is particularly promising while there are also opportunities for
growth in the domestic markets in the Netherlands, United Kingdom and Belgium.
>> turnover growth is back
>> new forms of contract and joint venture
>> expansion of the office network
36

projects
>> Sanitary facilities and meso finance
In macro-economic terms the benefits of
better sanitary facilities are well known:
every euro invested leads to seven euros
in benefits. Despite this, investments are
slow to take off. This is because the macroeconomic
benefit is difficult to translate
into a commercial profit on the investment.
Rabobank and Royal Haskoning have devised
an innovative concept to break through
this impasse. With a combination of meso
project manager >> Frederik Mabesoone
finance and public-private partnerships in the
area of wastewater, the local population and
companies are themselves responsible for the
construction of sanitary facilities. Pilot projects have been prepared in India and in Egypt in support of the International
Year of Sanitation.
>> New purification process, Columbus
Sludge is produced when purifying
wastewater. In the Netherlands around 20
kilograms are produced each year per head
of the population. The processing of sludge
biogas
sludge inlet
hot water
is expensive and uses a lot of energy. Some
inlet
90 sludge processing systems have been
constructed all over the Netherlands. Under
the name Columbus, Royal Haskoning has
developed and patented a new process.
Columbus is an energy-efficient biomass
hot water
outlet
digested
sludge
digester, which is 30 percent cheaper to
build and consumes 70 percent less energy
project manager >> BEN Bisseling
than systems common in the Netherlands.
The process also produces biogas, so that
Columbus also reduces the operational costs of wastewater purification.
37
annual report 2007 >>

coastal & rivers
divisions
In recent years climate change has steadily moved to the top of the world agenda. The need for world class expertise has
never been so high and the Coastal & Rivers division can satisfy all the requirements. We cover all aspects of coasts and
rivers, including predicting and identifying the consequences of climate change, rectification and improvement measures,
and suitable designs for combating the growing threat. Governments and their agencies are important clients.
The significant growth of the Coastal & Rivers division in 2007, both in turnover and staff, reflects a continuation of the
trend from previous years. The record turnover of 1 28 million is an increase of almost 40 percent compared with 2006.
The strong development derives from our leading position in the domestic markets in the Netherlands and the United
Kingdom.
In the Netherlands, the Space for the River programme in particular resulted in high profile projects that will reinforce
our market position. The office in Rotterdam developed well and is providing us with a clear presence and good position
in the coastal market. In the United Kingdom we continue to base our further development on strong relationships and
framework agreements with clients in both the public and private sectors. Particularly noteworthy are the continuing and
strengthened relationships with the Environment Agency and with local authorities, especially in Scotland.
Thanks to our European position and wide range of knowledge, we can apply the latest insights and developments in
managing flood risks to several countries. Clients in all countries benefit from this. With our one-company concept we can
provide solutions all over the world and at the same time function as a forum for sharing best practices in coast and river
management. Internationally the division has achieved a number of noteworthy results, including the further expansion of
our activities in the United States, largely due to our very much appreciated involvement in protecting New Orleans against
floods.
The Coastal & Rivers division continues to actively contribute to conferences and quality publications. The key to success
in the labour market is our combination of challenging projects, international expertise and clear visibility. We are able
to attract both the new graduates and senior consultants who are needed to further develop and improve our services.
The division is starting 2008 with a well-filled order portfolio. That is a sound basis for achieving our main objective –
an improvement in profitability. We want to achieve this with more international collaboration and exchange, client
diversification to the private sector and active support for new initiatives in the areas of climate change, redevelopment
and sustainable energy.
>> strong growth in domestic markets
>> record turnover of 7 28 million
>> objective: improved profitability through diversification
38

projects
>> Flood protection in New Orleans, United States
Following Hurricane Katrina, the United
States Army Corps of Engineers (USACE) was
commissioned to improve the protection
afforded by the water defence system around
New Orleans to a 100 year level and carry
out a planning study on long-term regional
safety. Together with a number of American
partners, Royal Haskoning will be advising
the USACE on these activities in the coming
years. Students from the Delft University of
project manager >> Mathijs van Ledden
Technology have also already gained work
experience in New Orleans. Among other
things an innovative design method was
developed in 2007 for determining dyke heights and an important contribution was made to the LACPR study, in which a
range of alternatives for the protection of Louisiana in the long term is being investigated.
>> Dyke reinforcement as an alternative for raising the dykes
Higher sea dykes will be needed in the future
to cope with bigger waves and rising sea
levels. As a cost-saving alternative to raising
them, the dykes can be reinforced, which
makes them more resistant to breaking
waves. This safe solution is at the heart of the
concept of the European project, ComCoast,
which provides for wide coastal zones to
accommodate the water. Royal Haskoning
is making an important contribution to the
grass reinforcing system that will strengthen
project manager >> Gert Jan Akkerman
the crest and the inner slope of the dyke.
There is considerable interest in the United
States and elsewhere in this prize-winning idea, which has been successfully tested on the sea dyke in Groningen.
39
annual report 2007 >>

maritime
divisions
The rapid development of the Maritime division continued in 2007 and was fed by both constant growth in the Southeast
Asian markets and the ever increasing demand for energy. The division is continuing to build on its international reputation
as a worldwide market leader in the development of ports and maritime infrastructure. The core activities of the division
are aimed at all phases of the design process, up to and including execution, maintenance and operating support, and
additionally at feasibility studies, permit procedures, project management and financial planning.
In 2007 the Maritime division achieved a turnover of 1 60 million, which exceeded that of the previous year by 1 13 million
and the expected turnover for 2007 by around 30 percent. This phenomenal growth in turnover was supported by a
comparable growth in the number of staff. Even though the shortage of qualified and experienced personnel remains a
central point of concern for 2008, we expect that the international market reputation of the division will also help us to
meet our requirements for human resources in the coming years.
The activities of the division in the United Kingdom remained concentrated on the growth in container terminals, both
in the southeast and in the northeast of England. After the necessary approvals from various public enquiries, major
developments in the London Gateway and Felixstowe, as well as on Teesside, look as though they will be ready for
execution in 2008. The market position of the division in the Netherlands continues to develop well, with major projects in
the ports of Rotterdam and Amsterdam both for transshipment and for the port authorities themselves. The work for the
Rotterdam Port Authority on the Second Maasvlakte has increased since the recent approval of the EIA.
Internationally the work of the division has continued to expand spectacularly with projects being carried out from South
America to the Far East. The reputation of the division forms the basis for our substantial stock of work and growing
market position. Royal Haskoning is the preferred planner and designer for many internationally operating companies in
the maritime sector. The Maritime division can therefore look forward with confidence to 2008 and a continuation of this
substantial growth in turnover. In order to achieve this, an organisational merger and strengthening of our international
activities are needed, as well as improvements in project management and project leadership. We must also broaden
and diversify certain activities in order to be able to cover new areas. This will involve initiatives related to oil and gas,
sustainable energy and the redevelopment of port areas.
>> record turnover of 7 60 million
>> strong development both in domestic markets and internationally
>> diversification into oil and gas, sustainable energy and redevelopment of ports
40

projects
>> Container terminal for Port of St Petersburg, Russia
Royal Haskoning is bringing its worldwide
experience of the planning, design and
construction of container terminals to
the Greater Port of St Petersburg, the
second city of Russia. Our client Fourth
Stevedoring Company is building a new 1.4
million TEU per annum capacity container
terminal within the port to capitalise on
the significant growth in container traffic
through St Petersburg. A team of specialists
project manager >> Eric Smit
has been assembled in our rapidly expanding
St Petersburg office to carry out the work. In
this very demanding and challenging project,
the first phase is being fast-tracked in order to start commercial operations in July 2009.
>> Floating infrastructure in Dubai
Dubai is renowned the world over for its
visionary and large-scale projects that test
civil engineering innovation to the limits.
Royal Haskoning is proud to be working
with Nakheel on The Palm projects and
The World. With our consortium partner
Dutch Docklands, we are currently working
on a feasibility study for Nakheel on the
Palm Jebel Ali Floating Proverb. This project,
conceived by Sheikh Mohammed bin Rashid
Al Maktoum, involves constructing floating
project manager >> Stuart Haigh
building land, approximately 10 km long and
17 metres wide that spells an Arabic proverb
and will include a series of floating leisure related facilities.
41
annual report 2007 >>

Asia
Royal Haskoning Asia’s activities will be continued in 2008 in the different divisions. A marketing strategy based on
product-market combinations rather than a regional approach has been selected. Royal Haskoning Asia’s sixteen offices in
eight Asian countries worked mainly on projects for multinationals and international financial institutions (IFI), but also for
local clients in non-residential building.
In 2007 the division achieved a turnover of 1 10 million. However, the actual turnover is higher because 1 9.5 million of the
turnover from the Thai holdings of Royal Haskoning Asia in CDW and Design 103 have not been consolidated in the annual
figures. In 2007 Royal Haskoning’s control in these companies was reduced to a maximum minority holding of 49 percent
as a result of changes in the shareholding ratios. CDW and Design 103 will remain part of the Royal Haskoning network in
an operational sense. In 2006 the turnover, including the turnover that has now been deconsolidated, was 1 15 million.
Our greater focus on the healthy markets and growth countries in Asia has resulted in a sound result and this shows that
we are on the right road. The growth is primarily in Vietnam, India, Indonesia and Thailand. In 2007 Thailand was still coping
with the unrest in previous years. The institutional investors were particularly wary, but they are gradually becoming more
confident. The IFI market is expected to recover completely. The projects for local investors and multinationals continue to
increase in number and size.
The markets in Asia are in a healthy condition and there is so much economic activity that we are convinced that
Royal Haskoning has a very promising future in this part of the world. However, we are marking time in China, where our
business model is not sufficiently in line with the market, and in the Philippines, where currently there is not the right
investment climate and confidence.
The restructuring of our activities in Asia is offering opportunities to gear our services even better to client developments
and thus be consistent with the way we operate worldwide. In Royal Haskoning Asia the main focus for international
investors was in Architecture & Building, and IFI clients in Water, Environment and Coastal & Rivers. The developments
in other areas outside our home markets, primarily in Russia, the Middle East and India, also clearly demonstrate the
advantages of greater sharing of knowledge and experience between divisions and offices and of a multidisciplinary
project approach. The transfer of professionals is good for their development and for our clients. In its new organisational
form Royal Haskoning in Asia will continue to create added value as a local consultant at an international level.
>> activities managed from the divisions
>> greater focus on healthy markets and growth countries in asia
>> continuing to create added value as a local consultant at an international level
42

Infrastructure Reconstruction Enabling Program (IREP) for Aceh, Indonesia
The tsunami did a huge amount of damage
on Nias and in Aceh on Sumatra in December
2004. Over 230,000 died or went missing and
in just a few minutes entire communities,
the infrastructure and all means of existence
were destroyed. Technical assistance
is provided under the Infrastructure
Reconstruction Enabling Program (IREP).
Royal Haskoning is the consultant for IREP
2, one of the five targeted consultancy
project manager >> HARRIE Laboyrie
elements in the program. The activities will
include (re)building roads, bridges and ports,
water management, waste and sanitary
amenities, and also coastal defences and the development of management capacity in local and provincial authorities.
>> Construction of the world’s biggest lactic acid plant in Thailand
PURAC, the biochemical division of CSM,
is world market leader in the production
of lactic acid and it has built a new plant in
the Rayong province of Thailand. A bright
economic future is being forecast for lactic
acid because of the growing demand for
environmentally friendly and degradable
products. CDW, a Royal Haskoning subsidiary
in Thailand, started with the design in the
first part of 2005. In November of the same
year construction commenced on the largest
lactic acid plant in the world. It consists of
project manager >> Marcel Krooswijk
45 very diverse buildings and process units.
Official production was able to start in
January 2008, exactly on schedule. The annual production will be about 100,000 tonnes.
43
annual report 2007 >>

isk profile 2007
royal haskoning
Market factors
In 2007 Royal Haskoning carried out some 15,000 projects in over 40 countries for around 3,800 clients. Fifty percent
of the turnover was generated from work for clients in the private sector (2006: 48%). The turnover from national and
international government agencies represented 37 percent (2006: 39%). Eight percent of the turnover came from utility
companies (2006: 10%). This spread evens out fluctuations in the results and thus contributes to the continuity of the
business.
In 2007 57 percent of the net turnover came from the Netherlands (2006: 59%). The total Western European net turnover
amounted to 76 percent (2006: 75%). Turnover growth outside Western Europe more or less kept pace with the growth in
Western Europe. The market spread across the different divisions is balanced.
The work in hand remained at a satisfactory level in 2007 and at the end of 2007 it was 6.5 months (2006: 6.0 months).
This limits the risk of underutilisation as a result of a sudden dip in the market.
Labour market
Our position on the labour market is crucial to the organisation’s continuity. This is why Royal Haskoning also wants to
be a top company in the labour market. We are pleased to see that Royal Haskoning is well placed as an employer. In
2007 in the Netherlands we once again achieved a position among the top 50 companies and among the top 100 in the
United Kingdom. In 2007 sickness absence also continued to drop, from 2.7 percent (2006) to 2.6 percent.
Nevertheless, we too were affected by the strain in the labour market. As was the case previously in the United Kingdom,
growth in the Netherlands is also limited not so much by the number of orders we can win but rather by the number of
qualified staff we can attract and retain. Measures taken in 2006 to limit turnover bore fruit. The turnover of our employees
was below the average in the industry in both the United Kingdom and the Netherlands. Our employment conditions are
designed to appeal to young professionals. We have a balanced target group policy and we have extended the variable
remuneration system, coupled to individual objectives. In the longer term Royal Haskoning plans to systematically increase
diversity in the company’s workforce, with the intent for example to have more women in senior positions.
The educational level of our employees is among the highest in the industry. Including recent acquisitions, some 70 percent
of our staff have a university or polytechnic education. At the end of 2007 the number of employees in the consolidated
group companies was 3,292 (at the end of 2006: 3,143). Deconsolidation of the Thai activities led to a drop of 338 employees.
After correction for this the number of employees rose by 487 (over 17%).
44

isk profile 2007
royal haskoning
project risks
Royal Haskoning is a project organisation. The turnover from the 15,000 projects we carried out ranged from a few
thousand to millions of euros per project. In view of the number and diversity of projects, managing project risks is
particularly important. 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 through the central financial system, Agresso, contributes significantly to good monitoring and
control of projects. The most important operations outside Western Europe were also accessible via Agresso.
Work in hand is not valued until an order confirmation has been received. Profit per project is calculated on the basis of
progress and losses are taken as soon as they are foreseeable. Profit on high risk foreign projects is not taken until project
progress is more than 50 percent.
A provision is made to cover 50 percent of project-related receivables older than 180 days and 100 percent of receivables
older than 360 days unless written payment guarantees have been presented. The total receivables as at the balance sheet
date was 1 75 million, or 23 percent of the turnover (2006: 20%). Furthermore, the provision for bad debts as at the balance
sheet date was 1 8.2 million (2006: 1 7.6 million).
Project management
The uniform valuation principles result in the proper recognition of project risks. However, there can always be setbacks
in projects. Royal Haskoning encourages a culture of openness in order to respond to them quickly and satisfactorily.
Royal Haskoning is also investing heavily in the development of project management skills and the controls associated
with projects. Projects are subjected to internal and external assessments in accordance with our quality system.
High risk projects
Royal Haskoning’s quality system includes a risk matrix that enables the identification of high risk projects as early as the
acquisition stage. These risks may be in the technical, financial or contractual area. The risks associated with such projects
are specially assessed by the Legal Affairs and Corporate Finance Departments. The Board of Management makes the final
decision about entering into contractual obligations in regard to such projects. Needless to say Royal Haskoning has the
(professional) liability insurance that is normal in the industry.
45
annual report 2007 >>

isk profile 2007
royal haskoning
other operational risks
Suppliers
About 25 percent of the costs of projects are incurred by purchasing materials and services from third parties. Our quality
system is used to conduct a systematic assessment of the quality of these suppliers. The total of accounts payable at the
end of 2007 was just under 1 22 million (2006: 1 19 million).
Systems
ICT is indispensable for sharing project information and supporting business processes. The risks associated with the
possible failure of ICT systems are therefore increasing. The management and maintenance of the group-wide ICT network
and the support of our standard software have been outsourced to Siemens. Agreements about response times in the case
of a failure have been made in the service level agreement with Siemens. PricewaterhouseCoopers moreover carry out an
annual EDP audit of our financial ICT systems as part of the audit of the annual accounts.
financial risks
Currency risks
Two percent of our turnover in 2007 was exposed to currency risks. As a rule this concerned a risk in relation to the
US Dollar, but our portfolio also contains less widely traded currencies. The currency risk relating to commonly traded
currencies is covered on the futures market or by means of options contracts for long-term projects. At the end of 2007 the
value of futures and option contracts in US Dollars was around 1 9.1 million on the expiry date (2006: 1 9.3 million). We
also have a limited currency risk in regard to sterling (GBP).
In the case of currencies in which there is no direct futures market, where possible the risk is covered either by taking a
position in a related currency or by matching the income as closely as possible with expenditure in the same currency. The
overall currency risk associated with our projects is therefore relatively small.
Bank guarantees, interest and credit risk
Bank guarantees are regularly issued in connection with projects. At the end of 2007 there was 1 25.9 million outstanding
in bank guarantees with clients and suppliers (2006: 1 19.3 million).
Some clients ask the parent company to guarantee the execution of a project. It is Royal Haskoning policy to limit such
guarantees. It is partly for this reason that we operate an internal balance policy under which the solvency of the different
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 down payment guarantees at the end of 2007 was 1 14.9 million.
Royal Haskoning wants to limit the effect of financial charges on the operating result. Efforts are therefore made to achieve
a healthy cash position and interest rates are regularly reviewed in consultation with the banks.
46

isk profile 2007
royal haskoning
Pensions
In previous years most Royal Haskoning pension schemes were converted from defined benefit to defined contribution
schemes. If necessary this step is also taken for acquisitions. These measures prevent the volatility of the assets and
liabilities of the pension funds from having too much impact 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 financial year the pension deficits have been incorporated in the annual accounts in connection
with the changed financial reporting guidelines (RJ271). As of the balance sheet date the pension deficit caused by liabilities
accumulated in the past was 1 8.5 million before tax. This deficit is largely due to deficits in the pension fund in the
United Kingdom. As a result of exchange rate differences the deficit has decreased by 1 1.0 million compared with last
year.
Other balance sheet risks
Royal Haskoning has subsidiaries outside the Netherlands. There is a currency risk associated with the holdings
outside the euro zone. 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 is retaining these holdings for the
longer term in the interests of the continuity of the company. This continuity principle means that the horizon is different
from the horizons of projects with a fixed end date. In 2007 this resulted in a net downward capital adjustment of 1 0.5
million (2006: 1 0.2 million upwards), primarily as a result of the changed sterling (GBP) exchange rate.
Royal Haskoning writes off the goodwill purchased in takeovers. As of the balance sheet date the capitalised goodwill and
other intangible fixed assets were 1 20.9 million (2006: 1 11.7 million). In the assessment of the capitalised goodwill and
other intangible fixed assets there was no need in 2007 for accelerated depreciation (impairment). The normal depreciation
in 2007 amounted to 1 1.0 million (2006: 1 0.7 million).
47
annual report 2007 >>

alance sheet
financial review
CONSOLIDATED BALANCE SHEET as of 31 December 2007 (before recommended result appropriation) x 1 1,000
31.12.2007 31.12.2006
assets
fixed assets
Intangible fixed assets 20,948 11,688
Tangible fixed assets 13,328 9,428
Financial fixed assets 3,159 3,673
37,435 24,789
current assets
Work in progress 18,920 17,160
Debtors 86,306 71,663
Cash at bank and in hand 20,146 18,082
125,372 106,905
total 162,807 131,694
liabilities
group equity
Equity capital 59,839 49,386
Minority interests 134 100
59,973 49,486
provisions 9,837 14,925
long-term liabilities 393 614
current liabilities 92,604 66,669
total 162,807 131,694
48

profit & loss
financial review
CONSOLIDATED PROFIT AND LOSS ACCOUNT x 1 1,000
2007
2006
Net turnover 325,453 274,090
Change in work in progress 1,507 3,367
Other operating income 206 2,511
total operating income 327,166 279,968
Material and work of third parties 81,767 66,092
Wages and salaries 136,411 121,182
Society security charges 32,082 26,631
Depreciation of tangible and intangible fixed assets 4,976 4,990
Other operating costs 57,470 48,338
Total operating costs 312,706 267,233
operating result 14,460 12,735
Interest income and other financial income 411 861
Interest charges and other financial costs (729) (621)
(318) 240
result on ordinary activities before taxation 14,142 12,975
Tax on profit on ordinary activities (4,075) (3,859)
Share in result of subsidiaries 1,089 1,402
Group result after taxation 11,156 10,518
Minority interests (35) (70)
result after taxation 11,121 10,448
annual report 2007 >> 49

cash flow
financial review
CONSOLIDATED CASH FLOW STATEMENT x 1 1,000
2007 2006
cash flow from operating activities
Operating result 14,460 12,735
Adjustments for:
Depreciation 4,976 4,990
Result on sale of fixed assets (156) (2,241)
Changes in provisions excluding tax (768) (652)
4,052 2,097
Changes in working capital:
Work in progress (1,831) (3,453)
Debtors (13,861) (7,143)
Current liabilities 12,854 8,997
(2,838) (1,599)
cash flow from operations 15,674 13,233
Interest received / paid on balance (351) 167
Dividends received from subsidiaries 1,061 891
Received/paid corporate taxation (1,689) (4,597)
(979) (3,539)
cash flow from operating activities 14,695 9,694
cash flow from investment activities
Acquisition of subsidiaries including loans given (11,185) (4,098)
Divestment of subsidiaries including repayment of issued loans 160 1,008
Investments in tangible and intangible fixed assets (8,460) (5,260)
Disposals of tangible and intangible fixed assets 686 4,888
including income from laboratory
cash flow from investment activities (18,799) (3,462)
(4,104) 6,232
cash flow from financing activities
Changes in long-term liabilities (210) (1,112)
Changes in minority interests excluding share in result 66 (93)
cash flow from financing activities (144) (1,205)
net cash flow (4,248) 5,027
Carry forward (4,248) 5,027
50

financial review
2007 2006
Carry forward (4,248) 5,027
Exchange rate conversion differences on cash at bank and in hand 104 24
Cash in new consolidations (no investments) 0 (1,326)
decrease (increase) in cash at bank and in hand (4,144) 3,725
Cash at bank and in hand 01/01 18,082 13,237
Short-term loans 01/01 (3,308) (2,188)
14,774 11,049
Changes in cash at bank and in hand (4,144) 3,725
Cash at bank and in hand 31/12 20,146 18,082
Short-term loans 31/12 (9,516) (3,308)
10,630 14,774
51
annual report 2007 >>

explanatory notes 2007
Nature of the activities
Koninklijke Haskoning Groep B.V. holds all the shares of the companies belonging to the Royal Haskoning Group through
Haskoning Advies Beheer B.V.
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 consolidated results are reported separately.
The most important companies incorporated 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. 100%
BM Managers van het bouwproces B.V. 100%
IM Infra consultancy en management B.V. 100%
Dordtse Engineering B.V. 100%
Corsmit Raadgevend Ingenieursbureau B.V. (from 12 July 2007) 100%
VHP Stedebouwkundigen + Architekten + Landschapsarchitekten B.V. 100%
Haskoning UK Holdings Ltd. 100%
Haskoning UK Ltd. 100%
The Denis Wilson Partnership Group Ltd. (from 20 April 2007) 100%
Haskoning Belgium B.v.b.A. 100%
Haskoning International B.V. 100%
Haskoning Asia B.V. 94%
There is a complete overview of the group companies and subsidiaries of Koninklijke Haskoning Group on page 72-73.
Explanatory notes to the consolidated cash flow statement
The cash flow statement has been prepared using the indirect method. The financial resources in the cash flow statement
consist of the cash at bank and 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 are stated at the transaction price with a deduction for the financial resources
present in the group company concerned.
52

explanatory notes 2007
principles of valuation and determination of the result
General
The annual accounts have been prepared 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 are valued with due regard for the currencies in the economic
environment in which the group company concerned carries out most of its activities. The consolidated annual accounts
have been drawn up in euros, the functional and presentation currency of Koninklijke Haskoning Groep B.V.
Transactions, monetary assets and liabilities
Transactions in foreign currencies 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 currencies are converted at the exchange rate at the
balance sheet date. The exchange rate differences resulting from the settlement and conversion are incorporated on the
profit and loss account.
Where covering transactions have been entered into to cover the currency risk associated with monetary assets and
liabilities, the underlying instruments are valued at the exchange rate at the balance sheet date and the results arising
from this are incorporated in the profit and loss account.
Translation differences relating to long-term intra-group loans that are in fact an expansion or reduction in the net
investment of foreign holdings are charged or credited to total equity in the statutory translation differences reserve.
If loans have been taken out in order to finance the net investment in a foreign holding, the translation differences are
incorporated in the statutory translation differences reserve in so far as 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 that are included in the consolidation are converted at the exchange rate
at 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 considered as part of the foreign holdings and
are also converted at the exchange rate as at the balance sheet date. The resulting translations differences are directly
charged or credited to equity capital in the statutory translation differences reserve.
53
annual report 2007 >>

explanatory notes 2007
Acquisition of group companies
The results and the identifiable assets and liabilities of the company that has been taken over are included in the
consolidated annual accounts from the date of the takeover. The takeover date 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 amount 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 amount 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 decisive control is transferred.
valuation principles applied
Intangible fixed assets
This relates to goodwill paid and patents, for which the following principle is applied:
> capitalised goodwill and other intangible fixed assets with an acquisition price up to 1 500,000 are depreciated over 5
years;
> investments above 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. The
representative cash flow generating unit is assessed when determining the realisable value. 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. It 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 that would have been determined 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 they did not form an identifiable liability on 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

explanatory notes 2007
Tangible fixed assets
The business premises, inventories and means of transport are valued at acquisition price less straight-line depreciation
based on the expected economic lifetime.
Land is valued at 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 percent. Holdings where no
significant influence can be exercised are valued at the acquisition price. Receivables, including tax receivables, are valued
at nominal value after 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
moment 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 moment 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.
Operational 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
annual report 2007 >>

explanatory notes 2007
Financial instruments
Where derived financial instruments have been designated as instruments for covering risks, changes in value are
incorporated in the profit and loss account.
Work in hand
Time and money expended on orders that have not yet been invoiced as of the balance sheet date are booked as 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 allocated
for work in hand in proportion to the progress of the project. Provisions are 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 deducted from the work in hand item. The instalments due are also deducted from 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 100 percent for receivables older
than 360 days, unless written payment guarantees have been presented.
Cash at bank and in hand
Cash at bank and in hand is valued at nominal value less a provision for currencies that are not freely transferable.
Minority interests
The minority interests in the group capital are 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 minority interests unless the 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 the magnitude of which 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

explanatory notes 2007
Pension provision
The group 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 the group.
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.
Provision for other personnel benefits
In the employment conditions the group has included commitments to pay long service bonuses and sickness pay. 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
annual report 2007 >>

explanatory notes 2007
determination of result
General
The result is the difference between the realisable value of the work done and the costs and other outgoings during
the year. Profits are accounted for in the year in which they are realised. Losses are accounted for as soon as they are
foreseeable. The calculated profit on projects is accounted for on a conservative basis in proportion to the percentage
completion of the project.
Net turnover
Net turnover is the amount charged to third parties exclusive of VAT for services provided during the year under review.
Operating costs
The operating costs are allocated to the financial year to which they relate.
Depreciation
The depreciation of tangible fixed assets is calculated on the basis of fixed percentages of the acquisition value.
Tax
Tax on the result is calculated by using the rate applicable to the result in the financial year in accordance with applicable
regulations, taking into consideration the permanent differences between the profit for financial reporting purposes and
that based on tax rules. These differences are included in the tax on profit from ordinary activities.
Financial risks
The currency risk relating to more commonly traded currencies is covered on the futures market or by means of options
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 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 such that the solvency of the operating companies is
sufficient for them to operate independently in the market.
Other balance sheet risks
In the interests of 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

explanatory notes 2007
Pursuant to statutory provisions and the stipulations of the articles of association, the following movements have already
been included in the balance sheet as at 31 December 2007.
> addition to the dividend reserves 1 343,298
> addition to the statutory reserves 1 126,900
1 470,198
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 2007 profit, amounting to 1 11,121,754, be added to the other reserves. This
proposal has not yet been incorporated in the annual accounts.
Nijmegen, 27 March 2008
the board of management,
Jan Bout (chairman)
Henry Rowe
Leo Visser
59
annual report 2007 >>

auditors’ report
To the Supervisory Board and shareholders
of Koninklijke Haskoning Groep B.V.
Auditors’ report
instruction
We have examined the 2007 financial review of Koninklijke Haskoning Groep B.V., Nijmegen, as set out on pages 48 to 59 of
this annual report in order to establish whether it has been derived correctly from the financial statements of Koninklijke
Haskoning Groep B.V. for the year 2007 that we audited. On 27 March 2008 we issued an unqualified auditors’ report
in regard to these financial statements. The company’s Board of Management is responsible for preparing the financial
review in accordance with the accounting principles as used in the 2007 financial statements of Koninklijke Haskoning
Groep B.V. Our responsibility is to issue an auditors’ report in regard to the financial review.
scope
We conducted our audit in accordance with Dutch law. This requires us to plan and perform the audit in order 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 2007 financial review has been correctly derived from the financial statements in all material respects.
note
We would like to point out that the financial review should be read in conjunction with the unabridged financial statements
from which it has been derived and our unqualified auditors’ report on them issued on 27 March 2008 in order to acquire
the understanding needed to form a sound judgment about the financial position and the results of the company and for
a satisfactory understanding of the scope of our audit. This note does not affect our opinion.
Arnhem, 28 March 2008
PricewaterhouseCoopers Accountants N.V.
A. Groenenboom RA
60

we are Royal Haskoning
extended profile
profile
We are consultants, architects and engineers. Royal Haskoning has 4,300 professionals and operates worldwide. Our independent
professional status is supported by our ownership structure. The company is owned by an independent foundation. Our zeal sets us
apart and is expressed in our proactive approach.
Royal Haskoning is concerned first and foremost with providing top quality services. Our choice is therefore to be in the top
segment of the market, where we strive for 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 they
ensure mutual trust, effective cooperation and the success of our enterprise.
Every day our consultants work on sustainable technical solutions for people and the design 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
The essence of CSR is a way of doing business aimed at achieving a sustainable balance between people, the planet and profit,
usually referred to as the triple bottom line. We work on and express our corporate social responsibility in four areas – core values
and policy, products and consultancy, operational management and social involvement.
Royal Haskoning is a knowledge organisation putting people at its heart. Equality is the fundamental principle for the good
cooperation and quality we strive for. Extension of employee participation is in tune with our efforts to have greater employee
involvement in the success of our business. We are convinced that a better gender balance will benefit the business.
In their day-to-day work our employees give top priority to looking after the world we live in as effectively as possible. We are
working on an environmental management system for the whole organisation based on ISO 14001. This standard covers the entire
primary process, in our case the implementation of projects and the content of consultancy services. Royal Haskoning’s major
environmental objectives are less waste and a more efficient use of energy.
Profit is needed first and foremost for the continuity of our company. The development of Royal Haskoning’s financial position
and business activities is addressed in detail elsewhere in this annual report. Besides profitability, the necessary working capital is
an important element in the ongoing improvement of our economic added value.
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 consultants, architects and engineers we are moreover aware of our 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 fostered through consultation, structures and procedures, but above
all through trust. Shared core values express what we think is 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.
annual report 2007 >>
61

we are Royal Haskoning
extended profile
mission
We devise 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 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 examine in
depth 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 want to be among the leaders in our market and achieve continuity through good profitability. By being an employer of choice
we offer our employees more than just 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 terms of
services, quality (expertise, experience and value for the client), profitability and being a well-known name. 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 longer term.
Royal Haskoning has set itself the goal of making a profit that over an extended period is better than that of our competitors.
Royal Haskoning also wants to be a top employer in the labour market, a company where people like to work. Royal Haskoning wants
to be an employer of choice. We want to create a work climate that is attractive to both newly-qualified and experienced employees.
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 know-how. We are continuously improving our products and services. A structured innovation policy has to become
the driving force behind the ongoing advances we are striving for. We are therefore systematically inventorying our strengths,
weaknesses, opportunities and threats.
Our strategic Clients First programme remains the cornerstone for achieving growth. We will always ask ourselves whether
bringing in knowledge from other business areas or from outside Royal Haskoning can better meet the needs of the client. Finally,
we will always be alert to problems occurring during a contract, warn the client about them and offer solutions to them. We
provide top quality services by treating our clients’ problems as our own (problem ownership).
62

extended profile
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
moreover have an unrivalled history, going back over 125 years. We need to know what our clients find important in our services if
we are to stand out even more prominently. 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. We will tailor our services to our clients as much as possible. Improvement
of our product quality is supported primarily by our quality management system and the procedures in it. In addition, we want to
focus continually on the way we communicate with our clients and the way we respond to their problems.
A structured innovation policy has to become the driving force behind the ongoing improvements we are striving for. We are
therefore systematically inventorying our strengths, weaknesses, opportunities and threats. Based on this we see five major
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 further
into permanent branches with a higher density. We want to remain an employer of choice in a labour market that is becoming
increasingly tight. And last but not least we consider maintaining quality while growing as the mainspring of our management
approach.
In order to maintain our position in the top part of our market segment we have to ensure that our size, resource mix and
geographical presence enable us to remain of the greatest possible service to our clients. Based on our Clients First principle we
want to provide a broad, top quality range of services and to support all our clients worldwide. Royal Haskoning has designated
integrated, multidisciplinary consultancy as a spearhead. We will fill in the gaps in the required range of services by taking on
experts and taking over or forming alliances with specialist companies. In the years to come we want to focus on four promising
market sectors – water, oil & gas, health care and Public-Private Partnerships (PPP).
organisation
We are a network of expertise, offices, partners and business contacts. This network enables us to provide personal, effective and
local consultancy services utilising the full range of experience, knowledge and skills we have acquired worldwide. We are one
company offering our clients a comprehensive package of services.
Royal Haskoning is a project-driven organisation. The management of money, time, quality, safety, organisation and information
are foremost. Exchanging employees and sharing knowledge within the network are encouraged as much as possible by
harmonising systems. The new knowledge and capacity acquired through takeovers are integrated into 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 collaboration between divisions comes from account management, regional
management and responding in a coordinated manner to large investment streams. In this way we want to ensure that
professionals throughout the whole company can be deployed without hindrance from the organisational structure. Ultimately
this results in greater flexibility and speed.
Royal Haskoning is made up of teams of professionals who give our company 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 successful
in stimulating proactivity among our professionals. They are given the freedom they need to do their work well, within an
infrastructure of procedures that are essential to ensuring quality for our clients.
annual report 2007 >> 63

we are Royal Haskoning
extended profile
code of conduct
our responsibilities
We recognise our responsibilities to our clients, our employees, our partners in business, our shareholders and society. For our
clients, we aim to add value to their business by focusing our advice not just on our clients’ needs but also on our clients’ clients’
needs. For 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, and which encourages talent development and offers competitive employment conditions.
With our partners in business – suppliers, contractors, joint venture partners – we seek mutually beneficial relationships that are
based on the principles as laid down in this code of conduct. As regards our shareholders, we aim to protect the value of their
investment and provide an acceptable return.
Last but not least, with respect to society we seek to conduct our business as a responsible member of society. In our consultancy
services we constantly strive for sustainable solutions, for our clients, for our clients’ clients and for our society. We recognise
that these responsibilities are inseparable. It is therefore our duty to assess how best 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 we do business for and with.
We subscribe to the Code of Ethics of the 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 through our independent position. When 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 of achieving 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 to be an
essential element in the success of our organisation in the long term. We recognise that we are judged by how we act, and not by
how we say we act. We are therefore responsible for ensuring that we all know this code of conduct, understand its importance,
respect it and adhere to it.
64

65
annual report 2007 >>

operational organisation
clients
spatial development
infrastructure & transport
architecture & building
building management & consultancy
building services
industrial installations
environment
water
coastal & rivers
maritime
Corporate / Support Groups
Board of Management
66

management council
(from left to right) Tom Smit, Herman Klein Entink, Martien Vink, Kees Lekkerkerker, Leo Visser, Esther Bosman (secretary),
Simon Harries, Jan Bout, Piet van Putten, René Noppeney, Erik Oostwegel, Henry Rowe, Henk Hermans, Frank Sperling,
Maartje Bouvy
board of management
Jan Bout Chairman
Henry Rowe
Leo Visser
divisional directors
spatial development
Tom Smit
infrastructure & transport
Piet van Putten
architecture & building
Henk Hermans
building services & consultancy
Martien Vink
building services
Frank Sperling
industrial installations
Erik Oostwegel
environment
Herman Klein Entink
water
René Noppeney
coastal & rivers
Henry Rowe
maritime
Simon Harries
corporate group directors
corporate finance
Maartje Bouvy
human resources management
Kees Lekkerkerker
The Board of Management,
Divisional Directors and Corporate
Group Directors together form
Royal Haskoning’s Management
Council.
67
annual report 2007 >>

support group managers
facility management
Frits Smedts
knowledge & information
management
John Beekman a.i.
legal affairs
Bernard van der Voort
marketing &
communications
Hans Joosten
qhse
Ray Milward
oTHER
compliance officer
Kees Lekkerkerker
Situation as of 1 april 2008
68

annual report 2007 >> 69

legal structure
Koninklijke Haskoning Groep B.V.
Haskoning Advies Beheer B.V.
Haskoning
Nederland B.V.
Haskoning
UK Holdings Ltd.
Haskoning Belgium
BVBA
Haskoning
Asia B.V.
Haskoning
International B.V.
various operating
companies
Haskoning UK Ltd.
various operating
companies
various operating
companies
various operating
companies
70

statutory boards of management &
shareholders’ structure
statutory boards of management
Koninklijke Haskoning Groep B.V.
supervisory board
Jan Veraart Chairman of the Board
Pieter Paul van Besouw
Marry de Gaay Fortman
Hans Opschoor
Klaas de Vries
Bernard van der Voort Company Secretary
board of management
Jan Bout Chairman
Henry Rowe
Leo Visser
Haskoning Advies Beheer B.V. Board
Jan Bout Chairman
Henry Rowe
Leo Visser
Haskoning Nederland B.V. Board
Haskoning Advies Beheer B.V.
Haskoning UK Holdings Ltd. Board
Jan Bout Chairman
Herman Klein Entink
Simon Harries
Clive Marsden
Henry Rowe
Leo Visser
Haskoning Belgium BVBA. Board
Leo Visser Chairman
Kris Eggermont
Herman Klein Entink
René Noppeney
Haskoning Asia B.V. Board
Jan Bout Chairman
Wisnoentoro Martokoesoemo
René Noppeney
Leo Visser
Haskoning International B.V. Board
Haskoning Advies Beheer B.V.
shareholders’ structure
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.)
board members
Jan Veraart Chairman
Jan Bout Secretary
Erik Huber
Hans Opschoor
Wim Steutel
Wim Zweers
Stichting Pensioenfonds Haskoning
objective
To award pension entitlements to employees and to pay
out pensions to pensioners or surviving dependants of
participants, former participants or pensioners.
board members
Marcel Brussee A officer, Chairman
Lood van Velsen B officer, Secretary
Vacancy A officer
Jan-Dirk Schepers A officer
René Groothuis B officer
Madeleine Inckel B officer
Henk Haas C officer
The Board has eight members, four of whom are appointed
by the employer (A members), three by and from among
participants (B members) and one from among those
entitled to a pension (C members).
Situation as of 1 April 2008
annual report 2007 >> 71

active group companies & subsidiaries
percentage
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
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 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
IM Infra consultancy en management B.V., Hoofddorp 100
< Maatschap IM Infra consultancy en management
Dordtse Engineering B.V., Dordrecht 100
Haskoning Romania SRL, Romania 30
VHP Stedebouwkundigen + Architekten + Landschapsarchitekten B.V., Rotterdam 100
Corsmit Holding B.V., Rijswijk
> Corsmit Raadgevend Ingenieursbureau B.V. 100
V.o.F. Tunnel Engineering Consultants, Veenendaal
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
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
The Denis Wilson Partnership Group Ltd. 100
> The Denis Wilson Partnership Ltd. 100
Haskoning Asia B.V., Nijmegen 94
Haskoning Asia Government Sector Consultancy B.V., Nijmegen 100
Chuchawal-De Weger Internationaal Ltd., Thailand 49
> Design 103 International Ltd., Thailand 20
Design 103 International Ltd., Thailand 40
> 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
Haskoning Vietnam Ltd., Vietnam 100
Haskoning Philippines Inc., The Philippines 100
Haskoning Consultants, Architects and Engineers (Tianjin) Co. Ltd., China 100
Royal Haskoning Consulting (Beijing) Co. Ltd. 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 Romania SRL, Romania 70
Haskoning India Pvt.Ltd., India 100
Haskoning Caribbean Ltd., Trinidad 100
Haskoning Engineering Consultants (Nigeria) Ltd., Nigeria 60
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
Situation as of 31 December 2007
73
annual report 2007 >>

offices
royal haskoning
United Kingdom
Bath
Denis Wilson
3rd Floor, Upper Borough Court
Upper Borough Walls, Bath
BA1 1RG, United Kingdom
Tel +44 (0)1225 442455
E-mail bath@deniswilson.co.uk
Birmingham
Regus Business Centre, Central Boulevard
Blythe Valley Business Park
Solihull, West Midlands
B90 8AG, United Kingdom
Tel +44 (0) 1564711875
E-mail info@peterborough.royalhaskoning.com
Birmingham
Denis Wilson
6th Floor, Newater House
11 Newhall Street, Birmingham
B3 3NY, United Kingdom
Tel +44 (0) 121 236 6555
E-mail birmingham@deniswilson.co.uk
Chertsey
Denis Wilson
Windsor House , 37 Windsor Street, Chertsey
Surrey, KT16 8AT, United Kingdom
Tel +44 (0) 1932 569566
E-mail chertsey@deniswilson.co.uk
Edinburgh
10 Bernard Street , Leith, Edinburgh
EH6 6PP, United Kingdom
Tel +44 (0) 131 55 0506
E-mail info@edingburgh.royalhaskoning.com
Exeter
Stratus House, Emperor Way, Exeter
EX1 3QS, United Kingdom
Tel +44 (0) 1392 447999
E-mail info@exeter.royalhaskoning.com
Glasgow
Griffin Business Centre
126 West Regent Street, Glasgow
G2 2BH, United Kingdom
Tel +44 (0)141 2225960
E-mail info@glasgow.royalhaskoning.com
Glasgow
Denis Wilson
126 West Regent Street, Glasgow
G2 2BH, United Kingdom
Tel +44 (0) 141 222 5965
E-mail glasgow@deniswilson.co.uk
Haywards Heath
Burns House , Harlands Road, Haywards Heath
RH16 1PG, United Kingdom
Tel +44 (0) 1444 458551
E-mail info@haywards-heath.royalhaskoning.com
Liverpool
Stanley Hall, Edmund Street, Liverpool
L3 9NG, United Kingdom
Tel +44 (0) 1515153101
E-mail info@liverpool.royalhaskoning.com
London
4 Dean’s Yard, Westminster, London
SW1P 3NL, United Kingdom
Tel +44 (0) 20 7222 2115
E-mail info@london.royalhaskoning.com
Newcastle
Marlborough House , Marlborough Crescent
Newcastle upon Tyne
NE1 4EE, United Kingdom
Tel +44 (0) 191 211 1300
E-mail info@newcastle.royalhaskoning.com
Peterborough
Rightwell House , Bretton, Peterborough
PE3 8DW, United Kingdom
Tel +44 (0) 1733 334455
E-mail info@peterborough.royalhaskoning.com
Rochdale
Globe House, Moss Bridge Road, Kingsway West
Rochdale, OL16 5EB, United Kingdom
Tel +44 (0) 1706 714575
E-mail info@rochdale.royalhaskoning.com
Swansea
Denis Wilson
Princess House, Princess Way, Swansea
SA1 3LW, United Kingdom
Tel +44 (0) 1792 482 485
E-mail swansea@deniswilson.co.uk
The Netherlands
Amsterdam
Entrada 301 | Postbus 94241
1090 GE Amsterdam
Tel +31 (0) 20 569 77 00
E-mail info@amsterdam.royalhaskoning.com
Capelle aan den IJssel
VH Engineering
Bongerd 2 | Postbus 84103
3009 CC Rotterdam
Tel +31 (0)10 264 09 00
E-mail rtbr@van-heugten.nl
Dordrecht
Royal Haskoning Dordtse Engineering
Laan der Verenigde Naties 325 | Postbus 393
3300 AJ Dordrecht
Tel +31 (0)78 6522 522
E-mail mailbox@jde.jgc-europe.com
Enschede
Colosseum 3 | Postbus 26
7500 AA Enschede
Tel +31 (0) 53 483 01 20
E-mail info@enschede.royalhaskoning.com
74

offices
royal haskoning
Goes
Stationspark 27C | Postbus 4
4460 AA Goes
Tel +31 (0) 113 24 60 00
E-mail info@goes.royalhaskoning.com
Maastricht
Randwycksingel 20 | Postbus 1754
6201 BT Maastricht
Tel +31 (0) 43 356 62 00
E-mail info@maastricht.royalhaskoning.com
Rotterdam
George Hintzenweg 85 | Postbus 8520
3009 AM Rotterdam
Tel +31 (0)10 443 36 66
E-mail info@rotterdam.royalhaskoning.com
Groningen
Chopinlaan 12 | Postbus 8064
9702 KB Groningen
Tel +31 (0) 50 521 42 14
E-mail info@groningen.royalhaskoning.com
Nijmegen
Barbarossastraat 35 | Postbus 151
6500 AD Nijmegen
Tel +31 (0) 24 328 42 84
E-mail info@nijmegen.royalhaskoning.com
Meetdienst
Vlambloem 131
3068 JG Rotterdam
Tel +31 (0)10 4200899
E-mail meetdienst@royalhaskoning.com
RTB Van Heugten
Sylviuslaan 5 | Postbus 8128
9702 KC Groningen
Tel +31 (0) 50 527 25 55
E-mail rtbg@van-heugten.nl
Hedel
Kronenburgpark 16a
5321 JM Hedel
Tel +31 (0) 73 599 45 48
E-mail meetdienst@royalhaskoning.com
’s-Hertogenbosch
Boschveldweg 21 | Postbus 525
5201 AM ’s-Hertogenbosch
Tel +31 (0) 73 687 41 11
E-mail info@den-bosch.royalhaskoning.com
Hoofddorp
Royal Haskoning BM
Wieger Bruinlaan 100 | Postbus 100
2130 AC Hoofddorp
Tel +31 (0)23 561 29 71
E-mail info@hoofddorp.royalhaskoning.com
RTB Van Heugten
Wijchenseweg 132 | Postbus 305
6500 AH Nijmegen
Tel +31 (0)24 366 76 67
E-mail rtb@van-heugten.nl
Oirschot
VH Engineering
Koestraat 2a | Postbus 194
5688 ZK Oirschot
Tel +31 (0)499 32 00 70
E-mail info@vh-engineering.nl
Rijswijk
Corsmit
Winston Churchill Tower
Sir Winston Churchill laan 366B | Postbus 208
2280 AE Rijswijk
Tel +31 (0)70- 394 93 05
E-mail corsmit@corsmit.nl
VHP stedebouwkundigen + architekten +
landschapsarchitekten
Prins Hendrikkade 14 | Postbus 9031
3007 AA Rotterdam
Tel + 31 (0) 10 452 0744
E-mail vhp@vhp.nl
Steenwijk
Stationsplein 10 | Postbus 165
8330 AD Steenwijk
Tel +31 (0) 521 53 46 00
E-mail info@steenwijk.royalhaskoning.com
Veendam
Bureau Wieringa
Ketelstraat 20 | Postbus 119
964o ME Veendam
Tel +31 (0) 598 616600
E-mail info@bureauwieringa.nl
Zwolle
Royal Haskoning BM
Van Nahuysplein 17 | Postbus 1212
8001 BE Zwolle
Tel +31 (0)38 423 98 18
E-mail info@zwolle.royalhaskoning.com
75
annual report 2007 >>

addresses
royal haskoning
rest of europe
Belgium
Haskoning Belgium,
Mechelen
Tel +32 (0) 15 405656
E-mail info@haskoning.be
Haskoning Belgium, Namen
Tel +32 (0) 81 408656
E-mail info@haskoning.be
russian federation
Haskoning Consultants, Architects
and Engineers, Moscow
Tel +7 495 739 85 83
E-mail info@moscow.royalhaskoning.com
Haskoning Consultants, Architects
and Engineers, Saint Petersburg
Tel +7 812 494 91 98
E-mail info@moscow.royalhaskoning.com
asia
Bangladesh
Haskoning, Dacca
Tel +880 2 88 11 049
E-mail haskoban@bangla.net
Cambodia
Haskoning Cambodia, Phnom Penh
Tel +855 23 223581
E-mail cdw_cambodia@everyday.com.kh
France
Haskoning France, Villeneuve d’Ascq
Tel +33 (0) 3 20 19 02 40
E-mail info@lille.royalhaskoning.com
Haskoning Sakhalin, Sakhalin
Tel +7 4 242 721 053
E-mail info@sakhalin.royalhaskoning.ru
China
Haskoning China, Beijing
Tel +86 13911112563
E-mail f.dirks@royalhaskoning.com
Haskoning France, Orange
Tel +33 (0)4 90512205
E-mail orange@royalhaskoning.com
Haskoning China, Shanghai
Tel +86 21 54250543/643
E-mail a.geelhoed@royalhaskoning.com
Ireland
Haskoning UK, Dublin
Tel +353 16 34 53 53
E-mail info@dublin.royalhaskoning.com
Haskoning Consultants, Architects
and Engineers, Tianjin
Tel +86 10 6835 3645
E-mail f.dirks@royalhaskoning.com
Romania
Haskoning Romania, Bucharest
Tel +40 21 31 68359
E-mail office@royalhaskoning.ro
India
Haskoning India, New Delhi
Tel +91 120 4260160 / 4260161
E-mail mail@haskoningindia.com
admin@haskoningindia.com
Haskoning India, Mumbai
Tel +91 222757 7867
E-mail n.singh@haskoningindia.co.in
76

addresses
royal haskoning
Indonesia
P.T. Haskoning Indonesia, Banda Aceh
Tel +62 21 7394500
E-mail general@royalhaskoningindonesia.com
Haskoning / P.T. Triweger International/P.T.
IWIN, Jakarta
Tel +62 21 7394500 / 7395661
E-mail general@royalhaskoningindonesia.com
Malaysia
Posford (Malaysia), Kuala Lumpur
Tel +60 3 62 01 23 90 / 1
E-mail posfordm@tm.net.my
Philippines
Haskoning Philippines, Manilla
Tel/Fax +63 2 85 05 434
E-mail rhph@info.com.ph
Thailand
Royal Haskoning Asia
Chuchawal-De Weger Internationaal,
Design 103 International, Bangkok
Tel +66 2 2591186 – 89 / 22602507 – 8
E-mail info@cdw-asia.com
Africa
Gabon
Haskoning Gabon SA, Libreville
Tel +24 1074 06880
E-mail zohra.rousselot@laposte.net
Ghana
Royal Haskoning Ghana, Accra
Tel +233 21 784519
E-mail j.kootstra@royalhaskoning.com
Libya
Royal Haskoning representative office, Tripoli
Tel +31 6 22 60 25 48
E-mail r.stive@royalhaskoning.com
Nigeria
Haskoning Engineering Consultants
(Nigeria) Ltd., Abuja
Tel/Fax +234 9 67 02 963
E-mail info@haskoningnigeria.com
other countries
Bahrein
Posford Haskoning Environment Gulf,
Manama
Tel +973 1753 3259
E-mail phegulf@batelco.com.bh
Peru
Royal Haskoning Peru, Lima
Tel +511 422 2348
E-mail jwjongbloed@runbox.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 (0) 4 345 3644
E-mail i.keogh@haskoning.ae
United States of America
Haskoning Inc., New Orleans
Tel +1 504 274-8324
E-mail m.vanledden@royalhaskoning.com
Vietnam
Haskoning Vietnam, Ho Chi Minh City
Tel +84 8 899 2505
E-mail info@rhvietnam.com
77
annual report 2007 >>

websites
royal haskoning
websites of royal haskoning
Royal Haskoning BM
Design 103
Chuchawal-De Weger International Ltd
Haskoning Asia Government Sector Consultancy
Maritime
Royal Haskoning Architects
Royal Haskoning Asia
Royal Haskoning in Ireland
Royal Haskoning in India
Royal Haskoning in Indonesia
Royal Haskoning in Russia
Royal Haskoning in Vietnam
RTB Van Heugten
Van Heugten Engineering
VHP
Corsmit
Denis Wilson Partnership
Deltacompetition
www.royalhaskoningbm.com
www.d103group.com
www.cdw-asia.com
www.royalhaskoning-hagsc.com
www.maritime.ws
www.royalhaskoningarchitecten.com
www.royalhaskoningasia.com
www.royalhaskoning.ie
www.haskoningindia.com
www.cdw-asia.com
www.royalhaskoning.ru
www.rhvietnam.com
www.van-heugten.nl
www.vh-engineering.nl
www.vhp.nl
www.corsmit.nl
www.deniswilson.co.uk
www.deltacompetition.com
royal haskoning services and products
AMDC (Health, Safety and Environment Documentation Centre) www.amdc.nl
Asbestos in Soil and Rubble
www.asbestnormen.nl
Environmental Policy and Management
www.beleidbeheermilieu.nl
Be reachable
www.bereachable.com
Soil Protection
www.bodembescherming.com
Chemicals Management
www.chemicalsmanagement.nl
CMT Support
www.reachcmt.com
DAWACO
www.dawaco.com
DIAF (Digital Environment Permit Application Form)
www.diaf.nl
EaSI-PRO
www.easi-pro.com
Ecological Engineering
www.ecological-engineering.nl
HERC (Hydraulic Engineering Research Centre)
www.rh-herc.com
Infrastructure and Buildings
www.royalhaskoning-ib.com
Urban Development Permit (Wabo)
www.royalhaskoning.com/wabo
Urban Water Risks
www.risicostedelijkwater.nl
Shipping and Environment
www.shippingandenvironment.com
SESOM (Environment permit)
www.sesom.nl
Landfill page
www.stortpagina.nl
Strategy and Process
www.royalhaskoning.com/strategie-en-proces
Team Legal Support
www.royalhaskoning.com/legalsupport
Triwaco
www.triwaco.com/nl
Digital Water Portal
www.waterloket.info
78

79
annual report 2007 >>

production
Royal Haskoning, Public Relations & Communications
texts
Royal Haskoning
The Freelance Connection, Lochem
basic design
PPGH/JWT - Colors, Amsterdam
design and electronic artwork
Charles Whalley Advertising Ltd, Peterborough (UK)
photography
Royal Haskoning
Lieske Meima Fotografie, Doorwerth (cover page and page-filling images)
Fotografie Bart Nijs (portraits)
PH Environment Gulf (Bahrein, United Arab Emirates, page 7)
Christian Richters, dated 20-07-07 (Dutch embassy, Beijing, page 7)
AGS’ Schwencke Rosbach Architects (project image KPN, page 29)
print and lithography
Verenigde Offset-bedrijven B.V., Hardenberg.
This annual report is printed on environmentally friendly, chlorine-free paper.
This annual report can be downloaded from www.royalhaskoning.com. It is also available in Dutch.
Royal Haskoning also publishes an Annual Social Report. If you would like to receive a copy, please send an email with your
postal address to info@royalhaskoning.com.
© Royal Haskoning
80

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Royal Haskoning
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
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