Download annual report 2010 - Port of Rotterdam

annual 

report 2010 

‘World-class in action!’

Contents 

Foreword by the Executive Board 6 

Introduction 11 

Report of the Port Authority 13 

1 The Port of Rotterdam 14 

Port of Rotterdam in brief 15 

Location and position of the port of Rotterdam 15 

Outlook for the port of Rotterdam 16 

2 About the Port of Rotterdam Authority 18 

2.1 The Port of Rotterdam Authority in brief 19 

2.2 Mission, vision and strategy 20 

Mission 20 

Vision 20 

Strategy 21 

2.3 Corporate Social Responsibility 22 

Management approach 22 

Sustainable 22 

Involved 23 

Transparent 24 

2.4 Organisation 25 

Structure 25 

Core values and business code 25 

2.5 Corporate Governance 26 

Corporate Governance Code 26 

Risk management 26 

Risk management structure 27 

Strategic risk management 27 

Operational risk management and compliance 27 

Financial risk management 28 

Reporting risk management 28 

Management statement 28 

2.6 Employees 30 


Quality 30 

Diversity 31 

Employee satisfaction 31 

Employment conditions 31 

Promoting the interests of our employees 32 

The Port of Rotterdam Authority Annual report 2010 Contents 

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2.7 Participating interests 33 


Dutch participating interests 33 

Port of Rotterdam International 34 

3 Harbour Master 36 

3.1 The Harbour Master in brief 37 

3.2 Smooth handling of shipping 38 

Vessel visits 38 

Turn Around Time 38 

Smooth administrative settlements 39 

3.3 Nautically safe 40 

Nautical accidents 40 

Significant accidents 40 

3.4 Safe transport 42 

Coordinated supervision 42 

Safety and Environmental Index 42 

Monitoring 43 

3.5 Clean (environmentally safe) 44 


Safety and Environmental Index 44 

Shipping Waste Decree 44 

Bunkering and spills 45 

3.6 Secure 46 

4 Customer 47 

4.1 Customer in brief 48 

4.2 Our relationship with the customer 49 


Customer satisfaction 49 

Harbour dues, rates 50 

4.3 Our market position 51 

Market developments 51 

Market share 52 

Energy Port 52 

Fuel Hub 53 

Container Port 54 

4.4 Port Marketing 55 


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5 Area and space 56 

5.1 Area and space in brief 57 

5.2 Maasvlakte 2 58 


Progress of the construction 58 

Sustainable execution and development 59 

Agreements with stakeholders 59 

Monitoring 60 

Communication 60 

Archaeological discoveries 60 

5.3 Existing port area 61 


Intensifying space 61 

Intensifying in collaboration with port businesses 61 

CityPorts 63 

Intensifying due to regional collaboration 63 

The development of real estate as impulse for the redevelopment of areas 63 

6 Traffic and accessibility 64 

6.1 Traffic and accessibility in brief 65 

6.2 Road 66 


De Verkeersonderneming 66 

New West Riverbank connection 67 

Container Transferium 67 

6.3 Rail 68 


Rail developments in the port area 68 

Rail developments in the corridor 69 

Rail developments in the hinterland 69 

6.4 Inland shipping 70 


Inland shipping in the port 70 

Inland shipping in the hinterland 71 

Efficient logistic process 71 

Sustainable inland shipping 71 

6.5 Pipelines 72 


Strategy and action plan 72 

Projects 72 


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7 Environment and sustainability 74 

7.1 Environment and sustainability in brief 75 

7.2 Sustainability 76 


Sustainable operations 77 

Sustainable use of space 78 

Sustainable transport 80 

7.3 Rotterdam Climate Initiative 83 


Projects 83 

7.4 Dialogue 85 


Dialogue with stakeholders 85 

Dialogue with Europe 86 

7.5 Innovation 88 


Activities 88 

Collaboration 89 

7.6 Labour market and education 90 


Labour market exploration 90 

Tasks and activities 90 

8 Finance 92 

8.1 Result 93 

8.2 Cash flows 95 

8.3 Financing 97 

9 Outlook 2011 99 


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Report of the Supervisory Board 101 

Financial Statements 2010 105 

Key figures 2010 134 

1 Cockpit: Financial 135 

2 Cockpit: Personnel 137 

3 Cockpit: Harbour master 138 

4 Cockpit: Throughput and market share 139 

5 Cockpit: Critical Preformance Indicator (KPI’s) 2010 143 

About the Annual Report 146 

About the annual report 147 

Integrated Annual Report 147 

Selection of subjects 147 

Reporting policies 148 

Quality of the Annual Report 148 

Future-oriented information 149 

Independentauditor’s report 150 

Appendix 153 

Appendix I 154 

Personal details of the Supervisory Board 154 

Members Executive Board 156 

Appendix II 158 

Flowchart of the port and industrial complex 

Appendix III 159 

Explanatory list of abbreviations, names and terms 

Appendix IV 164 

G3-Guideline Global Reporting Initiative 

Colophon 185 


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Foreword by 

the Executive 

Board 

The Port of Rotterdam Authority Annual report 2010 Foreword by the Executive Board 

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Port and Port of Rotterdam Authority stay on course 

The port of Rotterdam is performing well. In 2010, the throughput of goods 

recovered faster than expected leading to an increased market share. In addition, 

we invested substantially in Maasvlakte 2 and the existing port area. To ensure that 

Mainport Rotterdam remains an important factor in both the national and European 

economy, we keep on investing in a world-class port. This Annual Report informs you 

how we do this by, on the one hand presenting the 2010 figures and, on the other, 

looking at the future developments of our own organisation and also those of the 

port of Rotterdam. Herewith, we wish to inform you about several important 

achievements and future expectations. 

Before we do this, we would like to give some 

thought to a very sad occurrence in 2010. The good results of 2010 were 

overshadowed by a helicopter crash during the Tour du Port organised by us on 

27 June 2010. This accident took the lives of four persons, including our colleague 

Martijn Hessing. Furthermore, one passenger was severely injured. Several 

colleagues witnessed this fatal accident and it has made a deep impression on 

all our employees. 

Quick recovery of throughput 

The recovery of world trade started in the second half of 2009 and grew faster than 

expected in 2010. In 2010, world trade grew by 15%. The throughput figures of most 

ports in the Hamburg – Le Havre range show a similar recovery curve for 2010. The 

throughput in the port of Rotterdam increased by 11.1% in 2010 amounting to 430 

million tonnes, exceeding the level of the record year 2008. Almost all segments 

showed a positive development in 2010. The port continues to profit from strong 

European exports, leading to a growing demand for raw materials. In 2011, we 

expect throughput in Rotterdam to increase by a further 2.6%. 

Partly due to the throughput recovery, the net result increased to € 154.2 million in 

2010. This was an increase of € 10 million (excluding exceptional items) compared 

to € 144.2 million in 2009. In 2010, the level of investment in the port of Rotterdam 

reached an historical high. Our investment aims at safety, space for growth, 

accessibility and sustainability. 

Harbour Master: clean, efficient, safe, secured 

The clean, efficient, safe and secured handling of shipping is one of the core 

activities of the Port of Rotterdam Authority. The number of seagoing vessels rose 

by 3% in 2010 compared to 2009. Despite a few incidents, the handling of shipping 

continued to be efficient and safe. 

On Thursday 21 October 2010, Princess Magriet of the Netherlands and Pieter van 

Vollenhoven jointly opened the Traffic Coordination Centre in the Botlek. The new 

coordination centre integrates the work of the traffic coordination centres “Stad” and 

“Botlek”. The combination of the two traffic coordination centres will improve the 

efficiency of ship handling in the port of Rotterdam. 


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Space for growth 

Two thirds of our investment in 2010 was related to the construction of Maasvlakte 2. 

This important land reclamation project is on schedule. In 2010, two thirds of the 

intended sand works (240 million m3) were raised and the construction of the first 

quay walls and solid sea defence started. The Maasvlakte 2 project is an investment 

for the future. It will enhance our long term position and our ability to anticipate the 

growth in container handling and other developments requiring space. 

Not only are we working on the expansion of space. To accommodate growth we are 

also continuing to look for possibilities to restructure and intensify the terrains 

already available. Good examples of growth by intensifying the existing port area are 

initiatives that enhance the energy related activities in Rotterdam (Rotterdam Energy 

Port). In this respect, the construction of the LNG import-terminal is on track. In 2011 

we expect the first vessels to moor at the terminal. In addition, we will start an 

important process of intensification of the container sector. As a result of a decision 

taken in 2010 to broaden the Amazonehaven, the ECT Delta Terminal will also be 

accessible for the largest container vessels on the terminal’s south side. 

In 2010, we also concluded a collaboration agreement with the municipality of 

Dordrecht concerning the integration of the management, exploitation and 

development of the seaports of Rotterdam and Dordrecht. This collaboration will 

start in the middle of 2011, and will enable both parties to achieve synergy and scale 

advantages. 

Accessibility 

The port of Rotterdam can accommodate the largest seagoing vessels. Due to the 

excellent access to the European hinterland via sea, inland shipping, rail, roads and 

pipelines, Rotterdam is an important hub in the logistic chain. Growing throughput 

leads to an increase in the traffic capacity required. We are, therefore, investing in 

the extension of infrastructure and in innovative and sustainable traffic concepts. Our 

aim: fewer goods by road and more goods by water and rail (modal shift). 

De Verkeersonderneming, a foundation in which we participate, introduced a number 

of measures to stimulate a reduction of the number of cars on the A15 during rush 

hours. In order to avoid the bottlenecks at the Rotterdam cross-section (Rotterdamse 

Ruit), we believe it is important that the New Western Riverbank connection (NWO) 

is in operation by 2018. Consequently, we have allocated people and resources to 

the project organisation ‘Rotterdam Vooruit’ to speed up this process. In 2010, we 

started operations in the inland shipping container terminal in Alphen aan de Rijn. 

We also came to an agreement concerning the construction of a container transfer 

location in Alblasserdam. Furthermore, in 2010 we decided to develop and manage 

new rail connections for our customers; these will enable us to be more pro-active in 

the construction of rail facilities for our customers. 

Sustainability 

Sustainability for the Port of Rotterdam Authority means both improving our own 

performance and stimulating sustainable entrepreneurship in the port area. In our 

new Business Plan 2011-2015, we raised our ambitions by setting ourselves the 

target of becoming the most efficient, safe and sustainable port of our sort in the 

world. In collaboration with five other ports in the Hamburg-Le Havre range, we 

developed the Environmental Ship Index last year. From 2011 onwards, the cleanest 

vessels visiting Rotterdam will be eligible for a reduction in their harbour due. By 


8

offering this incentive, we aim to change ship owners’ behaviour so they reduce their 

emissions of NOx, SOx, airborne solid particles and, within a reasonable period, 

CO . Another initiative to contribute to the improvement of the local air quality is the 

2 

availability of shore-based power installations in the port; these offer berths in the 

harbour where inland vessels do not have to start up their own diesel aggregates. 

Obviously we are continuously working to reduce our CO emissions. We report on 

2 

this topic in paragraph 7.2 Sustainability. In our new Business Plan, we have 

formulated targets to achieve an emissions reduction of 10% in 2015 compared to 

2010. And our intention is to be climate neutral as early as 2011. 

The port and the Port of Rotterdam Authority after 2010 

Last year we developed a new Business Plan for 2011-2015. This plan contains the 

mission, vision and strategy for the years to come. The new plan continues to build 

on a solid starting point regarding the level of knowledge and capabilities, reputation 

and finance. Furthermore, it continues to build on the strategic choices made 

previously, such as international participations and hinterland strategy. For long term 

continuity, it is important that we have access to sufficient funds to fulfil our 

investment ambitions. To achieve this we require a sufficient return on the investment 

portfolio, on the one hand, and cost control on the other. 

Over a period of 20 years we expect an increase in the throughput of goods, 

compared to the current level of 430 million tonnes per year. The extent and the 

sectors in which growth will manifest itself depend on global economic 

developments, societies and technical innovations. This could mean that the 

utilisation of a part of the port area will change in the future. In particular, the speed 

of energy transition (the pace at which fossil fuels are replaced by alternative 

sources of energy) and environmental policy are relevant. In 2010, on the basis of 

several forecasts, we started the process of compiling a Port Vision 2030. This 

concept is to form the starting point for broad discussions with customers, 

government bodies, interest groups and residents in 2011. 

Farewell 

In November 2010, André Toet announced that he will no longer be part of future 

developments within our organisation. He resigned his board position as of 1 

January 2011. We are grateful to André for his enthusiastic efforts in the last three 

years. In that period, he brought the organisation a step further due to his knowledge 

and skills, charismatic personality and strong focus on cooperation. As of 1 January 

2011, Thessa Menssen will be the Chief Operating Officer. The recruitment and 

selection of a Chief Financial Officer has now been completed, Paul Smits has been 

appointed Chief Financial Officer as of 1 June 2011. 

The State Harbour Master left at the age of 63. He was Harbour Master of 

Rotterdam for over 20 years, then of Rotterdam and Schiedam and State Harbour 

Master of the Rotterdam-Rijnmond region. We thank him for the special manner in 

which he made use of his position to achieve a clean, efficient, safe and secured 

port. René de Vries (49) is to succeed Jaap Lems; René started his career at the 

Port of Rotterdam Authority in 1982 as sailor on one of the patrol vessels. In the 

years thereafter he became manager of Traffic Planning & Operations. As of 1 

March 2010, he was appointed (State) Harbour Master of Rotterdam. 


9

Word of thanks 

We conclude with a word of thanks to our staff and the Works Council. Through their 

commitment, effort and expertise they have demonstrated their dedication to the port 

and the Port of Rotterdam Authority. In so doing, they are all contributing, to our new 

slogan “World class in action”. 

The Port of Rotterdam Authority 

Rotterdam, 2 March 2011 

Executive Board 

Hans Smits Thessa Menssen 


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port authority 

business 

operations 

influence: 

high 

effect: 

limited 

activities port 

and industrial 

complex 

influence: 

fair 

effect: 

fair 

chain 

influence: 

limited 

effect: 

high 

Introduction 

Scope of the Annual Report 

The scope of this Annual Report is broader than just our own organisation. The Port 

of Rotterdam Authority can exert influence in three areas. The level of influence and 

the effect on the environment and the surrounding district vary per area. 

The effects of our own operational management on the environment and 

surrounding district are limited. However, the effects of our investments in the port 

area and the logistics to and from the port area are substantially larger. Through 

cooperation, we can exert our influence in the port area and (logistics) chain. 

Consequently, in our Annual Report, we devote extensive attention to our shared 

activities with various partners. The scope and range of the Annual Report 2010 is 

similar to that of the 2009 integrated Annual Report. 

Integrated Annual Report 

In our Annual Report 2010, we have integrated the traditional executive report and 

the corporate social responsibility (CSR) report. We made this decision because we 

believe that CSR is an integral part of our operational management. The focus of the 

Annual Report is on our own operational management, the performance of the legal 

duties of the Harbour Master and the four strategic themes: Customer, Area and 

Space, Traffic and Accessibility and Environment and Sustainability. We have 

recorded our organisational efforts concerning these themes and the collaboration 

with stakeholders in the port area and the (logistics) chain. The content of the report 

has been compiled around these four strategic themes, our regular contacts in our 

dialogue with stakeholders and research into the most important themes for the CSR 

report. In the section ‘About the Annual Report’ we have indicated the criteria on 

which we selected our subjects. 

Verified Annual Report 

We engaged auditors to give an assurance in respect of the Annual Report. The 

Annual Report was classified into three categories within the scope of this 

assignment: 

• The Report: Report of the Port of Rotterdam Authority, Key Figures and cases (Cases 

are only available digitally); 

• The Financial Statements; 

• Other information: Foreword by the Executive Board, Introduction, Appendices and the 

Report of the Supervisory Board. 

The Report and the Financial Statements were assessed by the auditors, with the 

exception of information about future developments. For further information related 

to the scope of the auditor’s report we would refer you to the section ‘About the 

Annual Report’. In addition to the auditor’s report, the Global Reporting Initiative 

(GRI) tested the level of application of the G3-guidelines. The application level of the 

Report of the Port of Rotterdam Authority was accredited with an A+. The GRI is a 

non-governmental organisation that develops global standards for annual CSR 

reporting. 

The Port of Rotterdam Authority Annual report 2010 Introduction 

11

Digitised Annual Report 

Finally, our Annual Report will only be published online on our website, where you 

can download the entire Annual Report as a PDF file. You also have the option of 

personalising the Annual Report. By selecting the parts you want, you can compile 

your own Annual Report which you can then download or print out. The digital Report 

also contains four short films (cases) in which we show some of 2010’s most 

important developments surrounding Maasvlakte 2, safety, accessibility and 

sustainability. 

The Port of Rotterdam Authority Annual report 2010 Introduction 

12

Report of the 

Port Authority

eport of the port authority 

1 The Port of Rotterdam 

2 About the Port of Rotterdam Authority 

3 Harbour Master 

4 Customer 

5 Area and space 

6 Traffic and accessibility 

7 Environment and sustainability 

8 Finance 

9 Outlook 2011 

The Port of Rotterdam Authority Annual report 2010 

The Port of 

Rotterdam 

Report of the Port Authority > The Port of Rotterdam 

14

Prinses Alexiahaven 

Prinses Arianehaven 

Prinses Amaliahaven 

Prinses 

Margriet 

haven 

Liquid bulk, oil and chemials 

Distribution 

Coals en ores 

General cargo and containers 

Food products 

Other activities 


Port of Rotterdam in brief 

The port of Rotterdam is the largest logistics and industrial hub in Europe. The port 

and industrial complex stretches over a length of 40 kilometres and covers some 

10,000 hectares (excluding Maasvlakte 2). The throughput of 430 million tonnes 

makes the port of Rotterdam by far the largest seaport in Europe. The port of 

Rotterdam derives its position from its excellent accessibility by sea, hinterland 

connections and the many companies and organisations that are active in and in the 

service of the port area. In this context, the Port of Rotterdam Authority fulfils the 

role of manager, operator and developer of the port and industrial area. Besides 

that, the Port of Rotterdam Authority, personified by the (State) Harbour Master, has 

the task of managing the shipping traffic effectively, safely and efficiently. Together 

with the other companies and organisations in the port area, we are working to 

achieve a world-class port. 

Location and position of the port of Rotterdam 

Description 

The port area of Rotterdam is located directly on the North Sea and is the only port 

in Northwest-Europe that offers direct and unrestricted access to ships with the 

deepest draughts. The port offers a wide range of market segments and flows of 

goods, as well as high-quality, all-round facilities for the storage, handling and 

distribution of all kinds of commodities and products. Moreover, the (process) 

industry and chemicals are significantly represented in Rotterdam; industrial clusters 

that generate and maintain cargo. With an extensive network of hinterland 

connections (inland shipping, feeder, short sea, rail, road and pipelines), Rotterdam 

facilitates the import and export of goods from and to the European market (a market 

with approximately 350 million consumers). In 2008, the direct added value of the 

port area was about €15.5 billion, and approximately 90,000 persons were directly 

employed in the port complex. In addition, the port of Rotterdam generated about 

55,000 indirect jobs (source: havenmonitor, 2008). 


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Throughput by segment 

(gross weight in tonnes) 

Crude oil 23,3% 

Mineral oil - 

other liquid bulk 25,4% 

Dry bulk 19,7% 

Containers 26,1% 

Breakbulk 5,5% 


Goods segments 

In the port of Rotterdam both bulk (dry and liquid bulk) and general cargo (containers 

and break bulk) are handled. The accompanying figure presents the proportions of 

throughput. Because of the relatively large volume of liquid bulk, a distinction is 

made between crude oil and mineral oil products including other liquid bulk. 

Logistics hub 

The unique combination of industrial and logistic facilities makes Rotterdam the port 

importing the largest volume of crude oil in Europe. The port of Rotterdam is also 

the largest port for the import of iron ore in transit to the German blast-furnaces in 

the Ruhr area. In addition, the port has developed into an important global trade spot 

for mineral oil products – due, among others things, to the available capacity of 

independent tank storage. With the construction of the first LNG terminal on the 

Maasvlakte, Rotterdam is also developing into a logistics junction for gas imports to 

the Netherlands and Europe. Furthermore, it is developing a similarly important 

position as the “Energy port” due to the construction of new power plants on the 

Maasvlakte. Furthermore, Rotterdam has proven to be the most important container 

gateway. The increase in cargo flows to and from other European ports enhances the 

hub function of the port of Rotterdam in the logistics chain. The Ultra Large 

Container Carriers (ULCCs) that have been put into operation in the shipping routes 

between Asia and Europe contributed to this. 

Market segmentation 

An increase in activities is crucial for the development of the port. By attracting cargo 

flows, Rotterdam competes with other ports in the Hamburg-Le Havre (HLH)-range. 

All these ports serve the hinterland of Northwest-Europe. The competition varies 

significantly per segment. With respect to containers, Antwerp and Hamburg are the 

most important competitors; for coal Amsterdam and for crude oil Le Havre and 

Wilhelmshaven. In the (petro)chemical sector, there is global competition. In 

Northwest-Europe, Antwerp is the most important player. Important factors in the 

commercial battle are: deep water location, world-class terminals, the availability of 

space, good access due to a range of hinterland connections (roads, inland 

waterways, rail and pipelines), quality of service, costs and an attractive business 

and residential climate. The petrochemical complexes in Antwerp and Rotterdam are 

well connected via pipelines and inland waterways. Both chemical complexes are 

complementary. For example, Rotterdam delivers a substantial proportion of 

commodities to Antwerp’s petrochemical cluster. 

Information concerning market segmentation is presented in chapter 4 ‘Customer’. 

Outlook for the port of Rotterdam 

Maasvlakte 2 

With the Construction of Maasvlakte 2, we are investing in additional space to 

accommodate future growth; in total the port area will increase by 20%. Roughly 

speaking, Maasvlakte 2 is being constructed in two phases. The first phase (2008- 

2015) aims at the reclamation of the first 700 hectares. The second phase (2015- 

2030) concerns the site preparation of the remaining 300 hectares. The second 

phase will start when there is sufficient demand. 


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Scenarios 2030 

In 2010, we started developing a vision for the long term development of the port. 

Using existing economic models, forecasts of individual companies combined with 

expertise from knowledge institutions, we created so-called potential estimates. 

These estimates give an indication of the growth potential of throughput until 2030. 

The three scenarios with accompanying estimates are: 

1 European Trend scenario: the point of departure of this scenario is the existing policy 

and moderate economic growth. In this scenario, the throughput could rise to 654 

million tonnes in 2030. 

2 Global Economy scenario: here the point of departure is further globalisation 

combined with a low oil price leading to enhanced economic growth. In this scenario 

throughput levels would rise to 739 million tonnes in 2030. 

3 High Oil Price scenario: this point of departure is a high oil price, strict environmental 

policies, moderate economic growth and a rapid enhancement of the sustainability of 

industry and logistics. In this scenario, throughput would rise to 575 million tonnes in 

2030. 

The throughput in Rotterdam is currently 430 million tonnes per year. We expect this 

to grow in the next 20 years. However, the extent of growth and the segments in 

which growth will be achieved are dependent on global economic developments, 

society and technical innovations. This means that the utilisation of a part of the port 

area will change over time. In particular, the speed of energy transition (the pace in 

which fossil fuels are replaced by alternative sources of energy) and the 

environmental policy are relevant. 

Port Vision 2030 

The estimates form the departure point for the development of Port Vision 2030. 

Subsequently, we started to analyse the effects of the scenarios on space, 

environment, hinterland connection and labour. By doing so, concrete pictures arose 

concerning the development of the port in several areas. This information translates 

into a concept vision, which will be the starting point for broad discussions with 

customers, government bodies, interest groups and residents in the spring of 2011. 

The debate concerns the desired development of the port and what needs to happen 

to realise the vision. In the summer of 2011, we plan to present Port Vision 2030 to 

the Mayor and Aldermen of Rotterdam and to submit it to the City Council for 

adoption. 


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2 About the Port of Rotterdam 

Authority 


4 Customer 




8 Finance 



About the Port 

of Rotterdam 

Authority 

Report of the Port Authority > About the Port of Rotterdam Authority 

18

2005 

Capital expenditures on projects 

2006 

Operating income 2010 

2007 

Harbour dues 288 

Contract income 249 


500 

2.1 The Port of Rotterdam 

Authority in brief 

(amounts x € 1 million) 


Contract income 249 

2008 

Other income 214 

Other income 214 


2009 

2010 

Investments Maasvlakte 2 

Existing port area 

500 

450 

400 

350 

300 

250 

200 

150 

100 

50 

0 

450 

400 

The Port of Rotterdam Authority manages, operates and develops the Rotterdam port 

and industrial area. In our vision, Rotterdam has to distinguish itself as a quality port 

in which Corporate Social Responsibility is the key element. 

The Port of Rotterdam Authority aims to enhance the competitive position of the port 

of Rotterdam as a logistics hub and a world-class industrial complex. To this end, the 

Port of Rotterdam Authority has initiated a long term vision concerning the future of 

the port; a vision based on global, national and regional expectations and 

developments. These expectations and developments provide the framework and 

direction of our activities. 

The Port of Rotterdam Authority is investing in the development of new port sites, 

especially Maasvlakte 2, in public infrastructure, such as roads in the port area, and 

customer-specific infrastructure, particularly quay walls and jetties. In order to handle 

shipping as effectively as possible, we maintain the waterways at a certain depth and 

we are investing in a traffic management system, traffic control centres and patrol 

vessels. 

With its operating income developing soundly and its focus on efficient operations, the 

Port of Rotterdam Authority is creating optimal financial conditions to invest in the port 

of Rotterdam. The main operating income flows are harbour dues and contract 

income (long term leases of port sites). 

Besides investing in infrastructure in and around the port area, the Port of Rotterdam 

Authority is, in collaboration with several companies and organisations, working on 

preconditions for the port. These preconditions, such as accessibility and the 

environment, are not always quantifiable but are necessary requirements for the 

efficient, sustainable and safe growth of the port. 


19


2.2 Mission, vision and strategy 

Mission 

In line with its objectives under the articles of association, the Port of Rotterdam 

Authority has formulated the following mission statement: 

‘ In partnership, the Port of Rotterdam Authority is developing the leading European 

port of global stature’. 

To fulfil our mission, we formulate five-yearly Business Plans. The most important 

objectives of our Business Plan for 2006-2010 have been accomplished. Examples 

include the start of construction of Maasvlakte 2, the increase in market share and 

the efficient and safe handling of shipping. For more information see: cockpit Critical 

Performance Indicators. 

In 2010, we formulated a new five-year Business Plan which has been submitted to 

and approved by our shareholders. This new Business Plan 2011-2015 builds on the 

existing strategic choices, such as international participations and the hinterland 

strategy; however, our two key objectives (under the articles of association) remain 

fully effective: 

1 the development, construction, management and operation of the port and industrial 

area in Rotterdam; 

2 the promotion of the effective, safe and efficient handling of shipping in the port of 

Rotterdam and the offshore approaches to the port. 

Vision 

As a guideline for the Business Plan an ambitious vision was established. We 

formulated the following vision for our Business Plan 2011-2015: 

The Port of Rotterdam Authority is fully committed to the continued development of 

Rotterdam’s port and industrial complex so it can become the most efficient, safe 

and sustainable in the world. The Port of Rotterdam is creating value for customers 

by developing chains, networks and clusters, both in Europe and in growth markets 

worldwide. As an enterprising port developer, the Port of Rotterdam is the partner 

for customers of world stature in petro-chemicals, energy, transport & logistics. In 

this way the Port of Rotterdam is enhancing the competitiveness of the 

Netherlands. 


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Strategy 

The Port of Rotterdam Authority is very involved with the port and industrial area in 

Rotterdam and fully committed to the continued development of Rotterdam’s port 

and industrial complex so it can become the most efficient, sustainable and safe in 

the world. To realise this development we want to be proactive in contracting 

partnerships with international players. We also want to contribute actively to the 

quality of chains and networks. For this reason The Port of Rotterdam has explicitly 

opted: 

• to adopt a more active and entrepreneurial role, if this is necessary to strengthen the 

complex; 

• to focus on acquiring and binding leading global players in their industries to 

Rotterdam; 

• to make active efforts to strengthen Rotterdam’s port network by,for example, 

cooperating with the port of Dordrecht and investing in hinterland junctions; 

• to make every effort to become actively involved in port developments in international 

growth markets, through participations. 

These strategic choices are an outline of the following four key themes in this 

Report: 

Customer 

We work as partners with our existing customers, while at the same time attracting 

new activities and customers that will further strengthen the port and industrial 

complex. 

Area and space 

We ensure an efficiently organised port area with good public infrastructure. 

Furthermore, we aim to provide space for growth by developing Maasvlakte 2 and 

structuring, restructuring and intensifying the use of the existing Rotterdam area. 

We also actively examine opportunities as they arise outside the Rotterdam area. 

Traffic and accessibility 

We are responsible for the clean, smooth, safe and secure handling of shipping in 

the port. Together with our partners, we are also increasingly active in improving 

landside accessibility for the four modalities (rail, road, inland shipping and pipeline). 

Environment and sustainability 

We invest with our partners in obtaining broad support in society and optimum 

preconditions for a port that has the ambition to develop. Sustainability, dialogue, 

work and innovation are important elements in this aim. 


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2.3 Corporate Social 

Responsibility 

Management approach 

Corporate Social Responsibility (CSR) is an essential element of the Port of 

Rotterdam Authority’s business processes and business culture. We have committed 

ourselves to this in an official CSR-statement (see www.portofrotterdam.com). 

We want to enable the port to grow in a balanced way: Maasvlakte 2 together with 

space for recreation and relatively less road transport. Our aim is for all our activities 

to be sustainable, involved and transparent. 

In our new Business Plan 2011-2015 we have taken up the challenge to develop the 

port area as the most efficient, safe and sustainable of its kind in the world. 

Corporate Social Responsibility 

Sustainability Involvement Transparency 

Sustainable 

For the Port of Rotterdam Authority, sustainability means we wish to improve our 

individual performances and encourage sustainable enterprises in the port area. 

In our view, investing in sustainability is vital to retain support for port activities and 

to facilitate growth. In our Business Plan 2011-2015, we aim to be the most 

sustainable port of its kind in the world. Over the next five years we will work on this 

ambition in three areas: our own operations, the businesses in the port and the 

logistics. To this end we have formulated the following targets: 

• to accomplish a CO neutral Port of Rotterdam Authority and ensure the sustainability 

2 

of construction and management by reducing CO and NOx emissions in our own 

2 

processes. We aim to be CO neutral in 2011 and to reduce our own CO emissions 

2 2 

by 2% per year; 


22


• to realise the most sustainable Energy Port and Fuel Port by reducing the CO 2 and 

Nox emissions when leasing out plots. This means that new contracts concluded 

with port businesses will contain certain criteria which must be fulfilled. These criteria 

involve air quality, capture readiness of CO and the usage of certified biomass; 

2 

• to realise the most sustainable container port by ensuring transport is concentrated on 

the sustainability of all modalities. Our aim is to shift road transport in favour of more 

rail and inland shipping and increase the utilisation of shore-based power. 

In our management report, we have ensured that these sustainability objectives remain 

points of attention; a substantial part of our critical performance indicators are 

focussed on sustainability. Furthermore, the Executive Board considers sustainability in 

the decision-making process concerning investments and other important issues. 

Because sustainability is part of our overall policy, activities related to sustainability are 

not only described in section 7.2 (Sustainability) but also throughout the entire Report. 

Involved 

Hundreds of thousands of people live and work in the immediate vicinity of the port 

and industrial complex. It is crucial for us to retain support for our activities. Working 

and living in and around the port must be attractive. That is why it is important for us to 

invest in our immediate surroundings. It is about investing in accessibility and 

approachability (chapter 6), but also about investments in innovation and the labour 

market (section 7.5). 

Another project that expresses our involvement in the immediate surroundings is the 

RDM Campus, where a former port site is being redeveloped to accommodate a 

combination of learning and working activities. You will read more about this subject in 

section 5.3 (Existing Port Area below “City Ports”) and in section 7.2 (Sustainability 

below “sustainable real estate”). 

We also believe it is important to make the knowledge and the expertise of our 

employees available to ports in less developed countries. One example is Senegal, 

where we want to make greater economic development possible. In 2009, we signed 

an agreement with the OMVS (Organisation pour la Mise en Valeur du fleuve Sénégal) 

for functional support to make the Senegal River navigable and develop the port of 

Saint Louis., In 2010 we sent out more Port of Rotterdam Authority specialists to carry 

out specific research projects on site. After an evaluation, we decided to continue our 

support for OMVS under certain conditions. 

In November 2010, ‘Jong HbR’, the network of young people at the Port of Rotterdam 

Authority, participated in a CSR activity organised by the municipality of Rotterdam. On 

board the ship Abel Tasman, 15 young employees of the Port of Rotterdam Authority 

helped run an unforgettable St Nicholas party held for a large group of ill and disabled 

children. ‘Jong HbR’ wants to participate in more CSR projects in 2011. 


23


Transparent 

Transparent means that we formulate open and clear ambitions and account for the 

results achieved. We want to be transparent to our environment about the dilemmas 

we face in achieving our objectives. Sometimes we have to make difficult choices. For 

example, please read our report on Rotterdam Port Experience (section 2.7 

Participations), fossil versus renewable energy (section 4.3, Our market position), 

speed limitations on inland shipping and hinterland congestions (section 6.4, Inland 

shipping) and shore-based power (section 7.2, Sustainability). This annual report is 

just one of the tools we have for our dialogue with our stakeholders. In order to 

increase transparency, we have asked our auditors to give their opinion not only on the 

financial statements but also on the other information contained in the Annual Report. 

In addition, the level of compliance with the G3 guidelines has been tested by Global 

Reporting Initiative, a non-governmental organisation that develops worldwide 

standards for corporate social responsibility reporting. According to the GRI, the report 

of the Port of Rotterdam Authority fulfils the requirements of Application Level A+. 


24


2.4 Organisation 

Structure 

Although, the Port of Rotterdam Authority is a not a listed public limited company, it 

does comply with the all legislative requirements imposed on ‘large’ companies. 

Since 21 July 2008, a more enlightened two-tier board system has been applicable 

to the Port of Rotterdam Authority. This means that the General Meeting of 

Shareholders are authorised to assign and dismiss Executive Board members. 

The Executive Board conducts the day-to-day management of the company. The 

independent Supervisory Board supervises the Executive Board and oversees the 

state of affairs in the company. Both shareholders, the municipality of Rotterdam 

(approx. 70%) and the Dutch State (approx. 30%) exercise influence on the 

company through the General Meeting of Shareholders. The powers of the 

Supervisory Board and the General Meeting of Shareholders are laid down by law 

and in the articles of association. 

The most recent organisational chart of the Port of Rotterdam Authority is contained 

on the website www.portofrotterdam.com. 

Core values and business code 

Our core values are the most important values in our organisation. They help us to 

do our jobs, enhance collaboration, fulfil our Business Plan ambitions and indicate 

how we want to be perceived by the outside world. We rewrote our core values in 

2010. The four new core values are: Passion, Collaboration, Continuous 

improvement and Trustworthiness. 

Our values and standards, such as integrity, are described in the Business Code, 

which sets out who we are, what we stand for and what we feel is important in 

business and public life. The code contains guidelines that state clearly what is and 

what is not permitted. By doing so, the Port of Rotterdam Authority supports the ten 

‘United Nations Global Compact Business Principles’, concerning human rights, 

labour conditions, environment and fighting corruption. 


25


2.5 Corporate Governance 

Corporate Governance Code 

The Corporate Governance Code is applicable to listed companies. Although the 

Port of Rotterdam Authority is not a listed company, we have chosen to implement 

the provisions of the Corporate Governance Code wherever possible and relevant to 

us. The principles and best practices of the Corporate Governance Code recur as 

often as possible in the various internal regulations, such as the regulations 

governing both the Executive Board and the Supervisory Board. These and other 

regulations can be found on www.portofrotterdam.com. 

In compliance with the Corporate Governance Code, we have observed the ‘apply 

or explain’ concept and explained why we believe a number of provisions are less 

relevant to the Port of Rotterdam Authority. This scheme can also be found on 

www.portofrotterdam.com. 

Risk management 

We use a management control system to achieve our Business Plan objectives. 

Within the Business Plan, we pay attention to the structure and policy required to 

achieve the objectives and we use the planning and control cycle for monitoring 

purposes. Part of our management control system is the risk management and 

control system. We are risk averse. 

Our ambitions and the most relevant risks are included in several chapters of our 

Report. In this section, we describe how risk management is embedded in our 

organisation. In addition, we describe how we perceive the different levels (strategic, 

operational and compliance, financial and reporting) of risk management. Finally, 

the management statement is included. 


26


Risk management structure 

Our internal risk management and control system is divided into multiple levels. First 

of all, the departments and project teams are responsible for identifying and 

controlling risks in our organisation. If required, they are supported by specialised 

risk management professionals. In addition, our Internal Audit Department checks 

the effectiveness of internal controls and the external auditor makes 

recommendations to improve internal controls during the annual accounts 

examination. Finally, the Audit Committee supervises the Executive Board 

concerning the effectiveness of the risk management and control system, including 

compliance with relevant legislation. 

Strategic risk management 

To gain insight into strategic risks, two risk surveys and analyses were conducted in 

a number of departments in 2010. The strategic risks are linked to the objectives of 

the Port of Rotterdam Authority. The risks, causes, effects and measures have been 

recorded in a “strategic risk landscape”. The most critical risks were discussed with 

the Supervisory Board. As a result of which, the Supervisory Board approved the 

“strategic risk landscape”. 

Operational risk management and compliance 

Our operational risk management and compliance are linked to the objectives of 

departments and projects. Risks, causes, measures and risk-owners are recorded in 

risk landscapes. Derived from these are risk paragraphs that departments should 

incorporate in their work activities. In addition, they monitor the risks during the year. 

Operational risk management is especially important for the Harbour Master division. 

In this context, the Harbour Master reports to the Ministry of Infrastructure and 

Environment and the municipality of Rotterdam on developments in the level of 

efficient, safe and environmental pressure of shipping traffic and other indicators 

concerning the quality of the execution of the Harbour Master’s responsibilities. 

In 2009, a project risk management method was established that gives insight into 

the complexity, controllability and financial risks of customer-specific projects. In 

2010, the application of this method was extended to public projects. Moreover in 

2010, improvements were made to the manner in which insight is acquired into the 

risks during the engineering and realisation phases of projects. Project control was 

also improved in 2010 due to the implementation of the project management module 

in our ERP-system. This implementation should, amongst other things, improve the 

predictability of expected cash flows. In addition, the financial control of projects and 

the monitoring of the project portfolio were made more rigorous. 

The construction of Maasvlakte 2 is the largest project in our history. We established 

a special project organisation to manage the project. Within the project the best 

practice management principles of Prince 2 are applied and in 2007 this project 

organisation was accredited for this. In 2011 re-accreditation is necessary. Project 

leaders are responsible for managing and controlling risks in several partial projects; 

project managers continuously facilitate them. Every month an internal report on the 

risk dossier is presented. In addition, the Internal Audit Department and the external 

auditor periodically assess the internal control systems of the Maasvlakte 2 

construction. 

Read more about our core values and business code on www.portofrotterdam.com. 


27


Financial risk management 

Our financial policy is risk averse and aims to hedge the risks against acceptable 

costs. The effects of substantial and long term investment projects and 

accompanying financing and interest risks increase the need to control cash flows 

(within the Treasury position). The Supervisory Board approved the actualised 

Treasury Statute. At the request of the Audit Committee, the external auditor 

assessed the effectiveness of the Treasury position. 

In the Management letter, the external auditor recommended the following: 

• Improve the predictability of cash flows. 

• Secure the Treasury related knowledge. 

Currently initiatives are in place to secure the knowledge related to controlling cash 

flows. For a further explanation of interest, credit and foreign exchange risks we 

would refer you to the financial statements. 

Reporting risk management 

To hedge internal and external financial reporting risks related to inaccuracies of 

material effect we use the COSO internal control framework. The framework contains 

the most important control measures for risks in the primary financial processes and 

the effectiveness of measures in those processes. The framework is actualised 

periodically and the control activities formulated and presented in the frameworks are 

carried out. In addition, action plans to improve and strengthen the control measures 

even further have been developed and implemented. 

Management statement 

Based on our risk management and control system, we aim to reduce the 

possibilities of making wrong decisions or being surprised by unforeseen events. 

Unfortunately, total guarantee cannot be given. No risk management and internal 

control system can provide absolute assurance to achieve organisational objectives, 

nor can it entirely prevent inaccuracies, fraud, accidents and violations of laws and 

regulations. We did not request a separate investigation of the quality of our risk 

management and internal control system. However, within the framework of the 

financial statement assessment, our external auditor investigated our internal control 

measures. The aim of these activities is to deliver an unqualified auditor’s report 

related to the financial statements and they do not, therefore, encompass all the 

issues that could arise if the organisation were subject to a targeted assessment. 

Just as in preceding years, the external auditor concluded in the management letter 

that the quality of our internal control environment meets the required standards. 

However, the auditor made the following recommendations: 

• assess and monitor the quality of the outsourced IT services critically; 

• continue the improvements embarked on regarding project control in the existing port 

area; 

• make the authorisation process for procurement in our ERP system more rigorous; 

• make the internal control of the processing of personnel transactions more rigorous. 


28


We concur with the recommendations of the external auditors and we intend to 

follow up these recommendations in order to improve the effectiveness of our risk 

management and control system in 2011. 

On the basis of reports and information from several departments and parties that 

form part of our risk management and control system, the Executive Board believes 

that the risk management and control systems worked properly during the book year 

and provide a certain measure of assurance that the financial reporting does not 

contain inaccuracies of material effect. 


29


2.6 Employees 

Introduction 

The Port of Rotterdam Authority continuously strives to be a world-class port. This is 

accomplished with the assistance of approximately 1,200 involved and motivated 

staff. For this purpose, the Port of Rotterdam Authority wants to be an attractive and 

modern employer. We invest in the quality of our staff and we believe that diversity 

and employee satisfaction are important drivers. Our concrete objective for 2010 

was to raise the level of employee satisfaction to a score of 7.3. This aim was amply 

achieved when a survey returned a score of 7.7. 

The year 2010 was overshadowed by a helicopter crash during the Tour du Port 

organised by the Port of Rotterdam Authority on 27 June 2010. This accident killed 

four persons, including our colleague Martijn Hessing. Furthermore, one passenger 

was severely injured. Due to this tragedy, the Port of Rotterdam Authority cancelled 

all public events related to the Tour de France in Rotterdam until after the funerals of 

the four casualties. This fatal accident was witnessed by a great number of 

employees and made a profound impression on everyone. 

Quality 

To achieve our corporate goals, we believe it is essential to have insight into the 

development of our staff and their potential successors. We employ career 

counselling (AanZ), a Young Potential and a Management Development (MD) 

programme to support the development of our staff. All our employees are entitled 

to a minimum of one performance interview with their manager a year in which 

employee development is discussed and recorded. 

In the latter half of 2010, we conducted a 360 degree feedback for over 100 

employees in the higher echelons of the organisation. For the members of the 

Management Team and the members of the Project Board Maasvlakte 2, a 

‘management appraisal’ was established. These evaluations map the potential and 

competences of these target groups. We will use the results as input for 

development agreements for the coming period. 

The Port of Rotterdam Authority stimulates internal mobility. For example: the new 

Harbour Master was appointed from within the organisation. The new Harbour 

Master, René de Vries, started his career at the Port of Rotterdam Authority as a 

sailor and is currently one of its key managers. 


30


In January 2010 the ‘Inhuurdesk’ started operations, this is a ‘market-place’ concept 

enabling interested parties to view all the external capacity required via the internet 

site of the Port of Rotterdam Authority. This relates to positions for interimmanagement, 

temporary capacity or specific expertise required temporarily. 

Interested parties are able to bid for these assignments. The assignment is granted 

to the party that offers the best price-performance proposal. The Port of Rotterdam 

Authority expects this new procedure to increase transparency for all stakeholders 

and enhance our knowledge of the competitive bidding of interested parties which 

will, in turn, help the Port of Rotterdam Authority to assign postings at competitive 

prices. 

Diversity 

The Port of Rotterdam Authority underlines the importance of a diversified work 

force. We aim for a reflection of our workforce environment in our employees and 

want a reflection of standards and values of our society as well. For practical 

reasons and to focus our efforts we started to target women first. We signed the 

treaty Charter Talent to the Top (Talent naar de top)’ on 4 May 2010. By subscribing 

to this Charter, the Port of Rotterdam Authority committed itself to the development 

an explicit strategy for recruitment, promotion and retention of more female talent in 

top positions (Executive Board and second and third echelon). By doing so, the Port 

of Rotterdam Authority aims to establish a more diversified work force. This will 

improve our results and the quality of management decisions and also insure our 

organisational demands for personnel are met in the long run. In concrete terms, we 

aim to increase the percentage of female managers to 25% within five years. At 

present, women constitute 16% of these management positions. 

The Charter ‘Talent naar de top’ has been signed by 145 companies, financial 

institutions, universities, trade unions and government bodies. On an annual basis, 

they report to an instituted commission on their progress in respect of a number of 

critical performance indicators. 

Employee satisfaction 

A 2010 survey demonstrated that our staff are, in general, very satisfied with their 

jobs. We conduct an employee satisfaction survey every two years. In the May 2010 

survey a score of 7.7 was achieved, our initial target for 2010 was a score of 7.3, the 

score in 2008 was 7.2. The most important improvements in the period 2008-2010 

were in: personal development, remuneration and cooperation within and between 

departments. Our staff are more positive with regard to these specific topics. In 

respect of personal development and remuneration, the 2010 score was almost a full 

grade higher. However, the 2010 survey did suggest there was room for improvement 

in: result-orientation, efficiency and the focus on shared objectives. These topics will 

be addressed specifically in the coming period. 

Employment conditions 

On 27 January 2010, the Port of Rotterdam Authority and the trade unions reached 

an agreement regarding the new company collective agreement on employment 

conditions (Collectieve Arbeidsovereenkomst CAO). This agreement has been 

ratified for the period from 1 January 2010 to 1 January 2012. In addition to an 

increase in the salary scale amounts and the end-of-year employee bonus, the 

agreement allows for an extension of the remuneration structure. This will enable a 

better alignment of the employment conditions for personnel subject to the CAO and 

personnel not subject to the CAO. The CAO is not applicable to senior management, 

for which a supplementary structured remuneration policy has been agreed 

combined with targets to be achieved. These targets are derived from the targets of 

the Executive Board. Additionally, the agreement contains arrangements concerning 


31


the employability of staff over 45 years of age, internships, social conditions, 

teleworking and leave for short term care. Once every two years, we measure our 

employment conditions using the Best Employers Survey published by Intermediair. 

In 2010, the Port of Rotterdam Authority ended 4th in the total survey on employment 

conditions. In 2008 we were ranked 24th . 

Promoting the interests of our employees 

Our organisation has a Works Council which fulfils the tasks in accordance with the 

Works Councils Act. Cooperation between the Port of Rotterdam Authority, trade 

unions and the Works Council is excellent, as is evident in the smooth implementation 

of agreements and schemes. 

Our Health & Safety policy focuses on optimising working conditions. Five work 

related accidents resulting in short periods of absence and one with a longer period 

of absenteeism were reported in 2010. The Health & Safety coordinator and the 

company doctor deal with these cases, calling in the Labour Inspectorate when this is 

required. The Port of Rotterdam Authority has appointed counsellors to deal with 

matters pertaining to both undesirable conduct and integrity. There are four 

counsellors in total: three are employees of the Port of Rotterdam Authority and one 

is an external counsellor. 

Once every six weeks the Port of Rotterdam Authority conducts a Social and Medical 

Consultative Meeting, in which the manager, HR adviser, company doctor and social 

worker discuss absenteeism due to illness and decide on a joint follow-up action plan. 


32


2.7 Participating interests 

Introduction 

In order to achieve our objectives, the Port of Rotterdam Authority has a 

participating interest in a limited number of companies, both nationally and 

internationally. 

Before acquiring a participating interest a number of issues have to be addressed: 

• the investment needs to enhance the core business; 

• the investment has to comply with the internal yield objective of the Port of Rotterdam 

Authority; 

• the Port Authority must be able to exercise sufficient influence on the policy to be 

pursued by the organisation in which we hold a participating interest. 

The Port of Rotterdam Authority has direct and indirect interests in seventeen 

companies and two foundations. Operational activities have been incorporated 

within ten of these companies and two foundations. A full list of participations is 

included in the other information in the financial statements. At the end of 2010, the 

participating interests collectively represented a total value (financial fixed assets) of 

€ 25.2 million. 

Dutch participating interests 

Portbase 

One of our Dutch participating interests is Portbase. We acquired a 75 % share in 

this company in order to improve chain efficiency. Portbase develops, manages and 

operates the Port Community System (PCS). This is an electronic platform on which 

the port community can exchange vital information on logistics. In 2010, the Port of 

Amsterdam became a 25% shareholder in Portbase and with this the first step was 

made towards the development of Portbase as a national platform. 

Keyrail 

The Port of Rotterdam Authority is also a co-shareholder in Keyrail. We have been a 

co-shareholder since the foundation of Keyrail in 2006. Our share in the company is 

35%, the other shareholders are ProRail which owns 50% and the Port of 

Amsterdam 15%. Keyrail is the commercial operator of the Betuweroute, the 

dedicated railway track for commodities, linking Maasvlakte in the port of Rotterdam 

to Zevenaar on the German border. The railway enhances the accessibility of the 


33


port of Rotterdam. In addition, Keyrail is an important link for transferring goods 

efficiently between the port of Rotterdam and the European hinterland. In this 

context, both the accessibility of the port and the effective handling of goods are 

important objectives. 

Pipelines: RC2 and Multicore 

In order to optimise land based transport we participate in two pipeline exploiting 

companies, we own 50% of the shares in RC2 and 75% of Multicore shares. Both 

companies operate pipelines in the port of Rotterdam area. Our partners in these 

companies are ARG (50%) and Vopak (25%) respectively. Section 6.5 (Pipelines) of 

this report provides details of these participating interests. 

De Verkeersonderneming 

De Verkeeronderneming is a joint strategic cooperative venture with the Directorate- 

General of Public Works and Water Management, the municipality of Rotterdam and 

the Urban Region and the Port of Rotterdam Authority. The objective of De 

Verkeersonderneming is to increase the accessibility of the city of Rotterdam and 

the port of Rotterdam via the A15 motorway. In 2010, this cooperative venture was 

transformed into a foundation. In section 6.2 (Roads) of this Report, there is an 

explanation of the activities and results of De Verkeersonderneming in 2010 

Rotterdam Port Experience 

Unfortunately, Rotterdam Port Experience (RPEX) was not a success. RPEX was an 

initiative of the Port of Rotterdam Authority in collaboration with the municipality of 

Rotterdam. RPEX’s objective was to enhance the association between the port and 

the city, to positively influence the port’s reputation and to improve the pride of the 

port for all the residents in Rotterdam. However, we concluded that the concept did 

not attract enough visitors to achieve the objectives of RPEX. For this reason RPEX 

was terminated on 1 July 2010. 

Port of Rotterdam International 

The Port of Rotterdam Authority has the ambition to acquire a number of 

international participating interests in port management companies during the 

forthcoming years. Based on the idea that ports are links in global logistic chains, the 

focus will be on areas that generate commodity flows to and from Rotterdam. 

The main arguments for this ambition are: 

• upgrading our skills by acquiring market knowledge, expanding our network and 

strengthening our image as a World Class Port; 

• retaining cargo: the activities will strengthen our commercial links with existing 

customers and create the opportunity to acquire new customers. 

We set about selecting potential port participations in a structured way. We devoted 

considerable attention to risk analysis, sustainability and corporate governance. 

Internationalisation must contribute to the Port of Rotterdam Authority’s objectives. 

In addition, our initiatives must meet the preconditions of yield and sufficient control. 

As of 2010, the Port of Rotterdam Authority supports the ten ‘United Nations Global 

Compact Business Principles’, concerning human rights, labour conditions, 

environment and fighting corruption. 


34


Joint venture in Oman 

The Port of Rotterdam Authority has two participating interests in the Sultanate of 

Oman: Sohar Industrial Port Company (SIPC) and Sohar Industrial Development 

Company (SIDC). These joint ventures with Oman focus on managing and 

developing the port and industrial complex of Sohar. About 80% of the 2000 hectare 

port complex (SIPC) has already been leased. 

In 2010 we invested € 6.3 million equity in Oman. This investment concerns the 

construction of a bulk terminal for the Brazilian multinational Vale. We expect to 

invest up to $ 24.7 million (= approx. € 16.7 million). SIDC plans to invest up to $ 247 

million. Vale expects to handle at least 30 million tonnes of iron ore and pellets per 

year. The progress in the jetty construction is on schedule and we fully expect the 

jetty to be completed during the first quarter of 2011. 

Next to the existing port area, SIDC is developing a new area of 4,500 hectares 

called Free Zone Sohar. In 2010, this entity started preparations for the first phase 

involving 500 hectares. Contracts were concluded with several companies for the 

lease of 65 hectares. The first plots are expected to be put in to use in 2011. 

Other foreign activities 

There are opportunities for port participations in: 

• Brazil: Joint-management of the port of Suape. We signed a ‘Framework Heads of 

Agreement’ (HoA) with Suape in August 2010. Both parties intend to investigate the 

possibilities of a joint-venture and a new port organisation. 

• Other countries: In India, Malaysia, South Africa, China and around the Mediterranean 

Sea we are investigating the possibilities of cooperating with authorities and 

businesses. 

In addition, in 2010 we carried out the following consultancy assignments: 

• Brazil (Suape): we provided a second opinion to a master plan compiled by Brazilian 

consultants. Furthermore, we provided a business plan for the port of Suape, being a 

part of the aforementioned master plan. 

• Brazil (national): we provided knowledge and expertise and a second opinion to 

the university of Santa Catarina by executing a strategic study of all 34 ports in the 

country. 


35





4 Customer 




8 Finance 



Harbour 

Master 

Report of the Port Authority > Harbour Master 

36


3.1 The Harbour Master in brief 

It is vital for the port to be readily accessible from all sides; from the sea, the inland 

waterways, by road, rail and pipeline. The Harbour Master of Rotterdam is 

responsible for the clean, smooth, safe and secure handling of shipping. In doing 

so, he performs a large number of public-law tasks. These powers have been 

transferred to the Harbour Master by various authorities, such as central government 

and the municipalities of Rotterdam, Schiedam and Vlaardingen. The Harbour 

Master stands for nautical order and safety in the areas of environment, safety 

and port security. In addition, the Harbour Master coordinates incident control. 

The Harbour Master uses various means to achieve this, such as patrol vessels, 

the Harbour Coordination Centre, the radar stations, bridges and locks, and the 

undertaking of all kinds of inspections on board of ships and at business premises. 


37

2006 

2006 

39.000 

37.000 

35.000 

33.000 

31.000 

29.000 

27.000 

25.000 

2006 

Seagoing vessels in Rotterdam 

2007 

2007 

Norm 2006 Enviroment 2007 

Norm Respons 

2008 


3.2 Smooth handling of shipping 

General Dry cargo bulk 

General Tankers cargo 

Container 

Others 

14.000 35000 

12.000 30000 

10.000 25000 

8.000 20000 

6.000 15000 

4.000 10000 

2.000 5000 

0 

Dry bulk 

Turn Around Time and 

2008 

2008 

in the last 5 years 

2009 



Tankers 

2009 Enviroment 2010 

4:30 5,5 


4:18 

Respons Ship visits 

Norm Turn Safety Around Time Rotterdam Safety in hours 

40000 

number of visiting ships 

2009 

(Zeevaart) 9,5 

9,0 

5:02 8,5 

4:90 8,0 

4:78 7,5 

4:66 7,0 

4:54 6,5 

4:42 6,0 

Vessel visits 

In 2010, the number of ships visiting the port of Rotterdam increased by 3% 

compared to 2009. In 2010, a total of 33,404 ships visited Rotterdam. This total is 

slightly below the 35,400 visits expected. However, we observed larger and more 

fully loaded vessels which explains the difference between the relatively large 

percentage increase in goods handled and the moderate increase Overigein 

ship visits. 

Volcontainer 

Turn Around Time 

General cargo 

Droge bulk 

Smooth handling of shipping is crucial for the port of Rotterdam and the Turn 

Tankschepen 

Around Time (TAT Rotterdam) is essential to its competitive position. The average 

sailing time (handling time) of seagoing vessels larger than 150 meters from the sea 

to the berth and vice-versa is expressed as the TAT Rotterdam. In 2010, our target 

was an 2006 average 2007 time of 2008 4 hours 2009 and 27 2010 minutes. 

In 2010, the TAT realised was 4 hours and 37 minutes. Compared to our target time, 

the TAT we achieved was 10 minutes too high, a deviation of 4%; a deviation of up 

to 5% is acceptable. In 2010, the TAT showed an increase of 3% compared to the 

previous 

Volcontainer 

year’s TAT (2009: 4:30). A partial explanation for the increase is the relative 

increase 

Overige 

in the number of ships that visited the City and Botlek areas. The sailing 

times 

Droge 

are 

bulk 

longer, leading to a slight increase in the average TAT Rotterdam. Another 

cause is the growth in larger and more fully loaded ships; these have an increased 

sailing time. 

5,02 

4,90 

4,78 

4,66 

4,54 

4,42 

4,30 

4,18 

2005 

2006 

2007 

2008 


2009 

Turn Around Time Rotterdam 

38 

14000 

12000 

10000 

8000 

6000 

4000 

2000 

0


Smooth administrative settlements 

With the arrival of the new Port Management Bye-Laws (HBV) Rotterdam 2010 

implemented as of 1 March 2010, the port regulations have been simplified and 

the administrative burdens for users reduced. The HBV is one integral document 

encompassing all port regulations of the municipality of Rotterdam. In the HBV, 

several exemptions have been replaced by notifications. Notifications are easier 

to process than exemptions. The replacement of exemptions by notifications also 

offers customers other benefits. Customers can now submit notifications 

electronically to the Harbour Master. And whereas in the past exemptions had to be 

brought on board physically, an email is now sent to the captain after which work 

may start. This means the customer has fewer administrative burdens and saves 

time. 


39

39.000 

37.000 

35.000 

33.000 

31.000 

29.000 

27.000 

25.000 

90.000 

86.000 

82.000 

78.000 

74.000 

70.000 

2006 

2006 

2007 

2008 

General cargo 

2009 

Tankers 

Container 

Others 

Dry bulk 


Ship visits 

Turn Around Time Rotterdam in hours 

2007 

5:02 

4:90 

4:78 

4:66 

4:54 

4:42 

4:30 

4:18 

Ocean vessels and 

nautical accidents 

2008 

2009 


Volcontainer 

Overige 

Droge bulk 

5,02 

4,90 

4,78 

4,66 

4,54 

4,42 

4,30 

4,18 

2005 

2006 

3.3 Nautically safe 


Ocean vessels movements 

Nautical accidents 

Nautical accident norm 

230 

200 

170 

140 

110 

80 


2007 

The reliable handling of shipping is essential for shipping companies, our customers 

and the surrounding environment. Nautical safety holds a crucial position in this. In 

2010, we believe Rotterdam once again demonstrated it was a safe port; the basis 

for this belief being the number of nautical accidents compared to the total ocean 

vessel movements (see graph). The number of nautical accidents fell to 116. 

Compared to 2009 (124) this represents a reduction of 6%. The objective for 2010 

was a maximum of 120 nautical accidents. 

There were a total of 58 nautical accidents in the navigation channels and 58 in the 

port basins. 49 of these involved collisions with an object, 27 were collisions 

between vessels and 40 were nautical accidents in other categories. 

In order to enhance nautical safety, we supervise navigation rules and berth usage 

by performing themed actions. Examples of these are checks on the usage of 

marine telephones, the stability of sand and gravel ships, party and passenger 

navigation, exemptions on compulsory pilot services, leisure and fast motorboats. 

The themed actions appear to be an effective tool for monitoring compliance with 

the rules. 

Significant accidents 

2008 

Of these 116 accidents, unfortunately 15 were significant. A nautical accident is 

significant if one or more of the following factors occurs: fatally or severely injured 

victims, major damage to navigation channels, vessels, cargo or the environment or 

if shipping is completely blocked for one hour or more. 2 of the 15 significant 

accidents happened near the Botlek Bridge. In both accidents a car hit the water 

and in both accidents one person lost their life. Furthermore, in Hoek van Holland an 

accident happened with the tug boat Fairplay 22 causing the death of two people. 

By regulating traffic and making use of patrol vessels, the Port of Rotterdam 

Authority attempts to ensure accidents cause limited disruption to shipping traffic. 


2009 

Turn Around Time Rotterdam 

40


Port of Refuge 

In 2010, Rotterdam was also a Port of Refuge. Outside the operational control area 

of the Harbour Master, two vessels collided on 12 October 2010. Near 

Scheveningen, the container vessel Jork Ranger and the oil tanker Mindoro both 

suffered serious damage. The container ship was able to continue her journey to 

Rotterdam independently. The oil tanker Mindoro faced more severe problems. 

Quick assistance was provided via the Coast Guard centre. The ship was secured in 

the port of Rotterdam at the request of the Ministry of Infrastructure and 

Environment. The incident was dealt with successfully due to good cooperation 

between the various parties. 


41

2006 

Safety & Environmental Index (SEI) 

2006 

2007 

2007 

Norm Enviroment 

Norm Respons 

Norm Safety 

2008 

2008 

2009 


3.4 40000 Safe transport 

General cargo 

2009 


Tankers 

Dry bulk 

Container 

Others 

Enviroment 

Respons 

Safety 

35000 

30000 

25000 

20000 

15000 

10000 

5000 

0 

9,5 

9,0 

8,5 

8,0 

7,5 

7,0 

6,5 

6,0 

5,5 


Coordinated supervision 

Supervision of cargo and handling is necessary in order to maintain the safety level. 

The Harbour Master does this by carrying out inspections and checks, and initiates 

corrective measures where necessary. The national Supervision Reform programme 

(Vernieuwing Toezicht) aims at cooperation between supervisory bodies; including 

Customs and the Directorate-General of Public Works and Water Management. 

Within the domain of the seaports, the Harbour Master is responsible for 

coordinating the supervision of various organisations on board seagoing vessels in 

Rotterdam. In addition, the Harbour Master participates in coordinated supervision 

within the Front Office Chemicals Rijnmond. Within the aforementioned 

programmes, we are working at joint planning, data sharing, joint risk analysis and 

shared risk-directed and system supervision. 

Safety and Environmental Index 

The Harbour Master uses the Safety Environment Index (SEI) to measure the level 

of compliance with rules on safety and the environment on board ocean and other 

vessels. The measurement is based on the findings during on-board inspections and 

the systematic checking of compliance with statutory administrative reporting 

obligations by shipping companies and agents. The index comprises three target 

values for the environment, safety and the quality of reports. In 2010, the target 

value for safety (8.3) was achieved with a score of 8.5. The index for the quality of 

reports was 7.6 versus a target value of 7.5. The realised index for the environment 

was 8.8, in comparison to the target value of 8.3 (see paragraph 3.5 Clean). 


42


A total of 12,426 inspections were carried out: 6,098 environmental checks and 

6,328 safety checks. This is largely in line with the intended number of checks 

(11,750). An overview of the total inspections in recent years is shown below: 

Monitoring 

By structurally monitoring the compliance behaviour of ships and businesses, we can 

carry out more targeted checks. Together with other supervisory bodies, we establish 

a risk profile. In cooperation with the Directorate-General of Public Work and Water 

Management, we have developed joint objectives. In addition, we share our 

supervisory results. If combined, the different risk analyses provide a (collaborated) 

risk profile per object or per group. With this approach, we try to reward good 

performance by decreasing the number of inspections and punish bad performance 

with extra inspections. This approach is also intended to stimulate companies to take 

greater responsibility for their own compliance. 


2010 2009 2008 2007 2006 

Safety checks 6,328 5,956 6,399 6,066 4,466 

Environmental checks 6,098 5,385 5,552 5,737 6,235 

TOTAL 12,426 11,341 11,951 11,803 10,701 

43


3.5 Clean 

(environmentally safe) 

Introduction 

To maintain a sustainable port, the Harbour Master actively monitors compliance 

with environmental laws by the port user. In 2010, the ports of Rotterdam and 

Amsterdam started carrying out inspections of port waste-processing installations 

(havenontvangstinstallaties (HOI)). These are locations in the port area where ships 

and shipping lines can deliver their waste. We carried out these inspections in 

anticipation of amendments to the Prevention of Pollution from Ships Act. The 

legislative proposal for amendments was accepted by the Upper Chamber of the 

Dutch Parliament in the autumn of 2010. After the legislative amendments, port 

managers may be granted supervisory powers in respect of the Prevention of 

Pollution from Ships Act. 

Safety and Environmental Index 

Apart from information about the level of safety, the Safety Environment Index (SEI) 

also gives a picture of compliance with environmental regulations on board ships. 

Here a distinction is made between compliance within the port and the compliance 

of ocean vessels outside the port. In 2010, the SEI for both the port environment 

and the maritime environment was 8.8, above the norm of 8.3. In addition, 1,884 

applications and notifications of activities involving increased risk, such as repairs 

and alternative unloading methods, were assessed. 

Shipping Waste Decree 

Partially due to the development and implementation of the Shipping Waste Decree, 

the Port of Rotterdam Authority is also active in preventing environmental pollution 

from ships’ waste in the inland waterways The Harbour Master’s Reporting Centre 

also manages the national Reporting and Information Centre (Meld- en 

Informatiepunt) where all questions and reports concerning the Shipping Waste 

Treaty are received and passed on to other government departments. It appears 

that the national Reporting and Information Centre offers added value to both the 

sector and the relevant governmental departments in respect of compliance with the 

Shipping Waste Decree. After the pilot period, we agreed with Water Management to 

retain the national Reporting and Information Centre in 2011. 


44


Bunkering and spills 

Oil and/or chemicals may end up in the water when bunkering oil, transferring liquids 

or for other reasons. In the event of such an incident, the Harbour Master ensures 

the spill is contained to minimise the risk of consequential damage. The polluted 

water and polluted ships or other objects are then cleaned. There were 240 recorded 

spills in 2010; an actual clean-up operation was carried out on 53 of the spills. 

Cleaning up spillages is extremely important to us in order to maintain a clean, 

smooth, safe and secure port. In order to prevent any delays in the Turn Around 

Time of a polluted ship and pollution of the port, a clean-up organisation is on 

standby in the port 24 hours a day, seven days a week. In 2010, the spill control was 

outsourced to a market party with qualified personnel and materials. 


45


3.6 Secure 

The Port Security Act applies to objects in the port area deemed high-risk from the 

perspective of terrorism. These could be both port facilities and non port facilities. 

The Harbour Master is also the Port Security Officer. In this role, he is responsible 

for compliance with the Port Security Act. The Port Security Officer certifies the 

security plan for the port facilities and high-risk objects, organises supervision and, 

if necessary, acts in an enforcing role to ensure compliance with European 

legislation. 

In 2010, to comply with international safety standards, we actively worked on the 

recertification of companies which are obliged to have ISPS certification but whose 

certification was about to expire. In total, we issued 97 certificates, the majority of 

which replaced expired certificates. The Harbour Master periodically inspected 

businesses with ISPS certification to monitor implementation of their security plans. 

According to internal standards, the security level is adequate if the average 

assessment produces a score of 7.1 on a scale of 1 to 10. Business security that 

had previously been assessed inadequate was subject to more frequent 

inspections. In 2010, the businesses scored 7.0 


46





4 Customer 




8 Finance 



Customer 

Report of the Port Authority > Customer 

47


4.1 Customer in brief 

Our ambition is to maintain our market leader position in Europe and to gain market 

share in the growth concepts Energy Port, Fuel Hub and Container Port. Together 

with our customers, we invest in these growth concepts in order to achieve this 

ambition. We invest in terrains which we lease out to customers as well as investing 

in real estate or infrastructure, such as quay walls and jetties. In their turn, our 

customers invest in specific business-related capital equipment, such as cranes and 

storage tanks. 

In order to retain our investment levels, we require our operating income to develop 

consistently and soundly. To ensure healthy turnover development, we need a 

diversified and high quality customer portfolio. After all, our growth ambitions could 

be negatively affected if customers have limited room to invest or face bankruptcy. 

We are working on improving our customer portfolio by strengthening the 

relationships with our existing customers and acquiring new customers in specific 

market segments. In addition, we are pursuing an active commercial policy whereby 

we will acquire new customers and, in cooperation with them, consider ways in 

which we can support them. 


48


4.2 Our relationship with the 

customer 

Introduction 

We have two categories of contracted customers: location related customers and 

customers that handle cargo. Location related customers are, for example, 

refineries, chemical companies and terminals for handling and storing goods. 

Customers that handle cargo are the large companies that execute checks on the 

transport of goods. We do not have a contractual relationship with shippers and 

forwarders (the so called “customer behind the customer”). Nevertheless, we believe 

it is important to maintain a good and solid relationship with them; not least because 

they have a significant effect on good flows. Therefore, shippers and forwarders 

form part of a third category, i.e. non-contract customers. 

In 2010 we strengthened our contacts with the most important location and good 

handling customers. The “executive account programme” was a critical element in 

this. Executive Board members frequently visit companies in the port and outside 

the port. They discuss the strategic developments of the port and the interests of 

those companies in these developments. 

Customer satisfaction 

In order to create and maintain good relationships, it is important to know how our 

customers perceive the services of the Port of Rotterdam Authority. We carried out 

a customer satisfaction survey at the beginning of 2010. The score for general 

customer satisfaction levels was 7.2, similar to the 2007 result. The target for 2009 

was a score of 7.4. Unfortunately we did not reach our target score. Nevertheless, 

the customers believe that the quality of our services has improved; in particular 

communication and cooperation improved substantially. We evaluated the results of 

the survey and discussed the criticism with the companies involved. Points of 

improvement are particularly related to accessibility, “value for money” and dealing 

with complaints. Our target for the 2012 survey is a score of 7.4. 


49


Harbour dues, rates 

We fixed the yearly rate structure of harbour dues in cooperation with the market 

parties involved, partly represented by Deltalinqs. At the end of 2009, we fixed the 

2010 harbour due pricing policy. Hereby, we attempted to reduce the impact of the 

crisis on our customers. We agreed on a non-recurring crisis deduction of 7% to the 

rate structure of harbour dues for 2010. The consequences of the crisis are still 

apparent in several market segments. For this reason, we awarded a recovery 

deduction on the 2011 harbour due pricing policy for all goods segments. In addition, 

we awarded a 3% deduction on the inland ship rate structure for 2011. Our aim is to 

stimulate the supply and transit of goods through inland shipping. 


50

2006 

2006 

2007 

2007 


Antwerp 

Hamburg 

Amsterdam 

Le Havre 

Bremerhaven 

2008 

2008 

2009 2010 

Liquid bulk 

Dry bulk 

Containers 

Breakbulk 

* Figures include throughput at terminals on the 

northern banks of the river (Hook of Holland, 

Vlaardingen, Schiedam). This throughput 

Crude oil 

accounted 

23,3% 

for approx. 3.1% of total throughput Mineral oil in - 2010. 

Harbour dues are excluded other liquid from bulk PoR 25,4% financial 

statements because harbour Dry dues bulk are 19,7% collected 

by Containers local municipalities. 26,1% 


60 

50 

40 

30 

20 

10 

0 

40 

35 

30 

25 

20 

15 4.3 Our market position 


Dunkirk 

Zeebrugge 

Wilhelmshaven 

Zeeland Seaports 

Ghent 

Movements in throughput Rotterdam 


10 

5 

0 

Market developments 

The recovery of world trade, which started in the second half of 2009, grew above 

expectations in the first half of 2010. Since then growth has stabilised. The yearly 

growth rate was 15% (source: CPB). 

The throughput of most ports in the Hamburg-Le Havre range showed a similar 

recovery curve in 2010. In particular, Rotterdam took advantage of the growth in 

trade volume of mineral oil products in 2010; this was due to the price development 

of these goods. In 2010, we managed to maintain the strengthening of our position 

in the container market which started in 2009. 

Throughput Rotterdam* 

(gross weight x 1.000 metrics tonnes) (net weight x 1.000 metric tonnes) 2010 2009 Difference in% 2008 

Dry bulk 84,590 66,628 27.0 94,935 

Liquid bulk 209,358 198,090 5.7 194,003 

Total bulk goods 293,948 264,718 11.0 288,938 

Containers 112,293 100,280 12.0 106,999 

Breakbulk 23,686 21,959 7.9 25,199 

Total general cargo 135,979 122,239 11.2 132,198 

TOTAL goods throughput 429,927 386,957 11.1 421,136 

Rotterdam is the largest petrochemical cluster in Europe with five refineries and 

forty chemical companies. Since the crisis of 2008/2009, the refinery and chemical 

sectors have stagnated leading to overcapacity. In the refinery market, Rotterdam 

enhanced its market leader position because two refineries in competing ports 

(Dunkirk and Wilhelmshaven) closed in 2010. The refineries in Rotterdam further 

enhanced their competitive position by targeted investments. 


51

Dry bulk 

Containers 

Breakbulk 

Movement market share Rotterdam in 

2006 

Bremerhaven 

2006 

Amsterdam 

2006 

2007 


Antwerp 

Hamburg 

Le Havre 

2007 


Antwerp 

Hamburg 

Amsterdam 

Le Havre 

de Hamburg - Le Havre range 

(based on total throughput in tons) in % 

2007 

2008 

Dunkirk 

Zeebrugge 

Wilhelmshaven 


Ghent 

Market share Rotterdam in 

Hamburg – Le Havre range 

2008 

2008 


(Per main segment) in % 

60 


Liquid bulk 

Dry bulk 

Crude Containers oil 23,3% 

Mineral Breakbulk oil - 






Dunkirk 

Zeebrugge 

Wilhelmshaven 


Ghent 

The Bremerhaven 

Port of Rotterdam Authority Annual report 2010 

40 

35 

30 

25 

20 

15 

10 

5 

0 

50 

40 

30 

20 

10 

0 

40 

35 

30 

25 

20 

15 

10 

5 

0 

The steel market in Europe recovered well. Most furnace-blast installations in the 

Ruhr area are now utilising their full production capacity again. The iron ore and a 

large share of the coal necessary for these furnaces are imported via Rotterdam; 

consequently the transhipment of iron ore and coal is. almost back to normal levels. 

However, the coal handling for power plants remained behind schedule due to the 

low gas price in 2010. The gas heated power plants therefore operated at higher 

production levels than the coal heated power plants. The handling of steel products, 

such as sheets and roles, increased substantially in 2010. This was related to 

changes in the worldwide supply of steel products. 

Market share 

Our market share for all good flows increased from 36.4% in 2009 to 37.8% in 2010; 

this far exceeded our 2010 target of 36.3%. 

In 2009, we defined three growth concepts to focus our marketing efforts on. The 

concepts represent a critical element in our commercial strategy for the next five 

years. The three growth concepts are: ‘Rotterdam Energy Port’, ’Rotterdam Fuel 

Hub’ and ’Rotterdam Container Port’. In addition to these three growth concepts we 

defined several other marketing concepts for favourable growth opportunities: 

’Rotterdam Petrochemical Cluster’, ’Rotterdam Steel Port’, ’Rotterdam Cool Port’, 

’Rotterdam RoRo Port’ and ’Rotterdam Service Port’. We have clarified our three 

growth concepts ’Energy Port’, ’Container Port’ and ’Fuel Hub’ below. 

Energy Port 

Good flows 

The growth concept Energy Port aims to be the market leader in ‘gas & power’, the 

production of sustainable energy and the handling of related commodities. Those 

commodities are especially cokes-coal, LNG (shipped liquefied natural gas) and bio 

mass. The extension of the production of wind energy and the developments of 

‘Carbon Capture and Storage’ (CCS) are also part of this concept. 

Fossil versus new energy 

Rotterdam Energy Port has a significant economic and societal impact on the 

undisturbed and reliable supply of clean and affordable energy for the port, the 

region, Netherlands and Northwest-Europe. A growth in the Rotterdam Energy Port 

means an increase in CO emissions due to fossil sources (coal, gas, oil). The Port 

2 

of Rotterdam Authority is very aware of this dilemma. On the one hand, the 

Rotterdam Energy Port is growing due to the increasing demand for energy from 

businesses and households, on the other hand, the increase in CO emissions poses 

2 

a climate threat. That is why the new coal plants are committed to the newest 

technologies with regards to the CO capture readiness principle, there is space to 

2 

capture CO emissions and we are working on CCS infrastructure. In addition, we 

2 

are focusing on new CO –reducing energy flows and products such as LNG and bio 

2 

mass. Those new flows are not only cleaner, but also offer certainty in respect of 

future energy provision. Our ambition is to develop Rotterdam into the most energyefficient 

energy and industrial cluster in the world and the CO hub in Northwest- 

2 

Europe. 


52


Carbon Capture and Storage (CCS) 

Since the start, the construction of E.ON’s and Electrabel GDF SUEZ’s new coal / 

bio mass plants on the Maasvlakte has been linked to the development of carbon 

capture and storage infrastructure. Together they plan to realise a CCS 

demonstration project. To this end, they set up the joint venture ROAD CCS in 2010. 

Partly funded by a European Union and Dutch State subsidy, ROAD intends to 

capture and store a minimum of 4,000 kTon CO in a gas field at sea between 2015 

2 

and 2020. Furthermore, both parties aim to realise a CO shipping terminal, so 

2 

carbon dioxide can be liquefied and transported by ship to empty reservoirs in open 

sea. In this context, the Port of Rotterdam Authority is conducting a location study, in 

which we consider safety and synergy. In addition, the Port of Rotterdam Authority 

has taken the initiative in the construction of an “open access” pipeline in the port 

through which producers can transport their CO to a shipping terminal or an 

2 

offshore pipeline. 

Liquefied Natural Gas (LNG) 

Due to the crisis, the world demand for natural gas declined. Simultaneously, the 

supply rose due to new natural gas producers in the United States and increased 

LNG-export from the Middle East. These market conditions caused the price of 

natural gas to decline significantly. Several LNG-terminal projects in the Hamburg-Le 

Havre range were postponed or cancelled, including the LionGas project in 

Rotterdam. On the other hand, Gate’s LNG-terminal will start operations soon; the 

Danish company Dong Energy will be Gate’s first customer contracting LNG 

suppliers. The residual heat from E.ON’s plant will be used by Gate to transform the 

cold LNG into gas. In 2010, a residual heat pipeline was constructed underneath the 

Yangstehaven. Gasunie also worked on its gas roundabout (Gasrotonde Rijnmond) 

project in 2010; the aim of this project is to transport Gate’s gas to the hinterland. 

The new EnecoGen power plant and the new hydrogen factories of Air Liquide and 

Air Products will be connected to this in 2011. Furthermore, in 2010 the InterGen gas 

heated Maasstroom Power Plant became operational. 

Fuel Hub 

For several years, the throughput of mineral oil products has grown substantially in 

the port of Rotterdam. This particularly concerns fuels such as fuel oil, diesel, 

kerosene and petrol. In recent years, the world wide transport of oil products has 

also grown due to differences between demand and supply in the relevant regions. 

An increase in the trading volume of almost all ‘liquid bulk’ flows has led to larger 

handling volumes per ship and heavier demands on the nautical infrastructure in the 

port. In 2010, several tank storage companies expanded: Europoort Tank Terminal 

(Vitol), Argos Oil (Pernis), Botlek Tank Terminal (HES/Noble Group), Service 

Terminal Rotterdam (STR). In 2010, we started a market consultation to gain insight 

into the commercial possibilities for a new tank terminal Europoort-West located on 

the Kop van de Beer. We had discussions with companies from Russia, China, India, 

the United States and of course the Netherlands and Belgium. On the basis of the 

market consultation and the tendering procedure, we will make a selection in 2011. 

In addition to mineral oil products, bio fuels also increased significantly.. This 

concerns bio-ethanol for mixing petrol, and bio diesel. This growth was driven by the 

compulsory mixing of 4% proposed by the European Union in 2010. 


53


Container Port 

The container market is recovering remarkably fast. The majority of the ships that 

were out of service in the crisis were back in operation in the first half of 2010. In 

addition, 340 new ships were delivered of which 10% had a capacity equal to or in 

excess of 10,000 TEU (source: Drewry Container market 2010/11 – Annual Review 

and Forecast). Most of the so-called Ultra Large Container Vessels (ULCVs) are 

used for the Asia-Europe trade, given the large volumes transported on this route, 

especially from China. Rotterdam is the pre-eminent port to accommodate these 

large vessels; consequently, in 2010, we welcomed a ULCV 172 times. The market 

developments related to container traffic in the long term seems positive. The 

construction of the new container terminals on Maasvlakte 2 (Rotterdam World 

Gateway and APMT) is, therefore, progressing unimpaired. We are keeping a close 

eye on the growth rate of both the demand for and supply of container capacity in 

the port of Rotterdam. 

We have noticed an increase in containerisation for the transport of cooled products 

such as fruit, fish and meat and we are working towards a further integration of the 

handling of these products, transported in containers and general cargo, with the 

development of the ports in the Waal/Eemhaven area. We refer to this growth 

concept as: “Cool Port”. 


54


4.4 Port Marketing 

We continuously work to maintain and extend our contacts with all the branches in the 

eight segments (three growth concepts and five back bone and niche concepts) that 

are relevant to the port of Rotterdam. To do this we employ a port marketing strategy 

focussed on a number of marketing concepts The market segments are an important 

asset in our commercial strategy for the coming five years. In addition to the focus on 

growth, backbone and niche concepts, we also pay attention to total port marketing 

(port branding). 

We use various channels for the marketing and account management of the port. 

Through our Business Managers we stay in direct contact with customers on a 

day-to-day basis. In addition, our regional representatives in the most important areas 

overseas (Japan, China, Brazil, Russia, USA, Austria) fulfil a crucial role in 

maintaining contacts with market parties located there. 

Another important channel is the Rotterdam Port Promotion Council (RPPC). The 

RPPC functions as a PR and marketing office for port businesses in Rotterdam and 

the surrounding area. In 2010 the RPPC once again organised several exhibitions 

and made promotional trips to countries within and outside Europe. 


55





4 Customer 




8 Finance 



Area and space 

Report of the Port Authority > Area and space 

56


5.1 Area and space in brief 

Space for growth is important for the development of the port. We are creating that 

space through the construction of Maasvlakte 2; and also by intensifying the existing 

Rotterdam port area, and developing and redeveloping existing and outdated plots 

and properties. We intend to create an efficiently organised port area, with good 

public infrastructure. In addition, we actively examine opportunities as they occur 

outside the Rotterdam port area. Our total capital expenditure amounted to € 445 

million in 2010. 

In order to realise new plots and to intensify the utilisation of existing plots, long 

term processes and proper preparations are required. Every postponement or 

cancellation of investments or future land leases can limit the space for growth in 

the port area. To avoid this and to optimise the utilisation of the existing port area, 

we have constructive dialogue with relevant stakeholders. This approach is 

explained in more detail in paragraph 7.4 Dialogue. Furthermore, the Port of 

Rotterdam Authority uses the ‘best practices’ in risk and project control and the 

project organisation Maasvlakte 2 has been accredited for working in accordance 

with the project management method Prince 2. 


57


5.2 Maasvlakte 2 

Introduction 

Immediately to the west of the existing port area, we are constructing a new European 

first-class location in the North Sea dedicated to port activities and industry: 

Maasvlakte 2 will cover 2,000 hectares, of which 1,000 hectares will be lettable sites. 

The port size will increase by 20%. 

Maasvlakte 2 will be constructed in roughly two phases. The first phase (2008-2015) 

consists of reclamation of the first part of the sand works (700 hectares), the 

construction of the solid seawall, the necessary deepening of the port basins and the 

construction of public infrastructure to reach the area. The second phase (2015-2030) 

concerns the construction of the remaining sand works (300 hectares), the deepening 

of the other port basins and the finalisation of the missing infrastructure. When there is 

sufficient demand, the second phase construction work will start. 

Global economic developments also have an impact on Maasvlakte 2. However at the 

end of 2010, on the basis of the updated project business case, the Executive Board 

and the Supervisory Board positively reconfirmed the investment decision made in 

2006 concerning the construction of Maasvlakte 2. 

Progress of the construction 

The realisation of the majority of the project is being undertaken by the construction 

consortium PUMA on the basis of the contract Seawall and first plots (Zeewering en 

eerste haventerreinen). The total contract value is close to € 1,1 billion and is the 

largest contract the Port of Rotterdam Authority has ever awarded. In September 2008, 

we started construction; in 2009, the main project focus was land reclamation which 

was continued in 2010. In addition, construction of quay walls and the solid seawall 

started in 2010. Furthermore, projects related to the accessibility of Maasvlakte 2 from 

the current Maasvlakte are in preparation or being carried out. The construction of 

Maasvlakte 2 is progressing as planned. In 2010 all the planned milestones were 

achieved: 

• By the end of 2010, in total 2/3 of the sand works (240 million m3) had been reclaimed. 

• The construction of the quay wall for the first customer (Rotterdam World Gateway, 

RWG) started. The deep wall has been fully casted, the concrete works are progressing 

well. 


58


• The construction of the solid seawall on the North-side of Maasvlakte 2 was started. 

For this purpose, over one million tonnes of stone have already been delivered from 

Norway and the old seawall partly dismantled. 

• We brought the pipeline-passage Yangtzehaven into use. With this pipeline route for 

utilities we realised a critical milestone in the continued construction of Maasvlakte 2. 

• The broadening of the Southside of the Yangtzehaven is ready. This means the 

Yangtzehaven is broad enough to serve as an access channel for Maasvlakte 2, 

except for the cut which is scheduled for the first quarter of 2013. 

The projects in the existing port area that are necessary for the accessibility of 

Maasvlakte 2 (the so-called interface projects) also started in 2010. In March, we 

awarded the construction of an overpass junction near Distripark Maasvlakte 1; the 

construction works are progressing well. In 2010 we awarded several other projects 

related to the modification, extension and connection of roads and rail to the existing 

port area; these projects will start in 2011. All the projects aim to make Maasvlakte 

2 accessible by 2013. 

Sustainable execution and development 

Sustainability is and will continue to be a major spearhead for Maasvlakte 2. To this 

end, we have focused specific attention on the lay-out of public spaces. We are 

investigating the possibility of designing and controlling a sustainable area. Subjects 

of the study include, among other things, the multifunctional usage of the seawall 

and the applicability of sustainable lightning. 

We have made agreements with our customers concerning the sustainable lay-out 

and operation of the terminals. We are in consultation with these terminal operators 

with reference to the implementation of these agreements. These include issues 

such as the selection of the terminal concept, the realisation of the model split and 

the utilisation of materials. These experiences will be used in the future renting out 

of plots on Maasvlakte 2. When renting out terrains, we aim at clustering, that is 

combining existing and new energy and chemical companies, but also logistic areas. 

We have done this in order to stimulate the mutual usage of energy and residual 

flows and the development and usage of shared facilities. 

To us sustainability also means sharing and passing on information. We have an 

extended youth programme including a teaching package. The reach of this youth 

programme is substantial. In 2010, the teaching package was often used by schools 

and FutureLand, the Maasvlakte 2 information centre, was visited by schools twice a 

week on average; the schools ranged from primary schools to secondary schools 

and universities. The relationship built up with our customers, the environment and 

other stakeholders is a critical success factor for the design of sustainability. 

Agreements with stakeholders 

In the run up to the construction of Maasvlakte 2, agreements about sustainable 

execution and development were laid down in various contracts with stakeholders. In 

the year 2010, the focus was on compliance with those agreements. In this context, 

we delivered the first MEP+ (Monitoring and Evaluation Programme) and integral 

report for discussion by the Council of Security (Tafel van Borging), the consultative 

body of the agreement ‘Vision and Trust’ (Visie en vertrouwen). Furthermore, on the 

basis of several agreements, we have been working on sustainable measures and 

solutions. These measures vary from cleaning our own vessels to the 

implementation of the Environmental Ship Index, see paragraph 7.2: Sustainability 

for more information. We are going to assess these measures in respect of 

feasibility and continued implementation in the next period. 


59


Monitoring 

The authorities have established a wide-ranging monitoring programme with regards 

to the Environmental Impact Studies (MERs; Milieu Effecten Rapportages). In 2010, 

we started monitoring on all fronts. The Monitoring and Evaluation Programmes 

(MEPs, Monitoring en Evaluatie Programma’s) aim to provide insight into the actual 

effects of the construction, presence and utilisation of Maasvlakte 2. Subsequently 

we assessed these in the light of the expected effects. These relate to estimates 

of the effects on the water flow, sedimentation level, seabed life, algal as nutrition 

provision for shellfish and the underwater noise caused by dredging ships. The 

results will form input for the evaluation of the core urban planning decisions of 

Project Mainport Rotterdam( planologische kernbeslissing Project Mainport 

Rotterdam (PKB PMR)), and will form the basis on which the authorities can, 

if necessary, amend implementing orders. Using this approach, we will be both 

assessing and learning. 

Communication 

We consider public support very important for Maasvlakte 2,. In addition to complying 

with agreements concluded with stakeholders, we have, from the start, been 

communicating with the environment,the wider public and specific target groups. In 

the first place, we keep our stakeholders updated through FutureLand, the 

Maasvlakte 2information centre. Since its opening in May 2009, approximately 

170,000 people have visited this centre of which over 100,000 in 2010. As of June 

2010, the FutureLand Express was operational, allowing visitors to make a tour on 

the reclaimed land. Approximately 10,000 passengers have already made this trip. 

Communication was mainly via the media but we also used other means, such as 

publication of a second issue of the MAASVLAKTE 2 Magazine and an art exhibition 

of Maasvlakte 2 works (Portscapes) in the Museum Boijmans Van Beuningen. 

Furthermore, we compiled a community-minded report of the MEPs in 2010. 

During a conference about the facts related to Maasvlakte 2 (Maasvlakte 2 de feiten) 

in March 2010, we shared the most important experiences from the preparation 

phase of the project with approximately 300 interested people from several public and 

corporate entities. 

Archaeological discoveries 

Building a future means giving consideration to the past. During the construction of 

Maasvlakte 2 important archaeological discoveries are to be protected Legislation is 

in place to do this but we also deem it our social responsibility. Until now we have not 

discovered anything of particular archaeological interest. In the sand resource area, 

there were a number of paleontological discoveries such as mammoth bones and 

other fossils. In 2010, we signed an agreement with the Rotterdam’s natural history 

museum stipulating that we would make the discoveries available to the museum. In 

addition, we set up a small exhibition in FutureLand. 


60


5.3 Existing port area 

Introduction 

Together with other companies the Port of Rotterdam Authority invests in the port 

area. We invest in terrains to let these out to customers and we invest in real estate 

or infrastructure, such as quay walls and jetties. In their turn, our customers invest in 

specific business capital equipment such as cranes and storage tanks. 

Intensifying space 

Space is scarce in the port of Rotterdam area. With our investments we intend to 

intensify and redevelop existing port areas. Similarly, our pricing policy is aimed at 

stimulating the conscious usage of space. In addition, we consult businesses about 

taking back plots or parts of plots that are not being optimally used. With this 

approach, we took back over 20 hectares and reused them in 2010. Furthermore, we 

are reducing the length of plot reservations and terrain options. 

Investments are required in order to intensify the utilisation of space. In the end 

however, intensification of space leads to an increased number of leased hectares, 

increased throughput and an increase in our income per square meter. Of the total of 

5,252 hectares in the existing port area, 4,781 hectares are let out to our customers, 

97 hectares are in option to customers and 180 hectares are reserved for potential 

leases. Approximately 200 hectares are still available. The vacant terrains are in 

general small and not located on the waterfront. 

Intensifying in collaboration with port businesses 

Europoort Tank Terminal 

In 2010, the Port of Rotterdam Authority decided to facilitate the enlargement of the 

Europoort Tank Terminals (ETT). ETT expects to realise an additional 383,000 m3 of 

storage capacity. The Port of Rotterdam Authority planned to invest in a jetty to 

accommodate additional handling capacity. Our investments are necessary to balance 

the handling and storage capacity after enlargement. Previously unused terrain will be 

used for the construction of the new storage tanks. 


61


EMO 

The Port of Rotterdam Authority also decided to construct infrastructure for an EMO 

establishment and to fill in the former Hartelkanaal in 2010. The plot covers 24 

hectares. In order to make the terminal suitable for the handling of coal and iron ore, 

we will realise a quay wall. EMO is expected to handle about 5.6 million additional 

tonnes per year. 

Botlek Tank Terminal 

Furthermore, in 2010 the Port of Rotterdam Authority decided to invest in infrastructure 

for a new liquid bulk terminal for Botlek Tank Terminal (BTT). We have invested in the 

filling in of an area of 5 hectares to be an extension of the existing terrain and in some 

additional works. BTT is investing in the terminal. The storage capacity will grow to 

526,000 m3 after completion of the project in 2014. This is expected to result in the 

handling of 3.4 million tons per year. Currently, BTT is subject to an MER procedure 

(Environmental Impact Study) that is expected to be completed in the second half of 

2011. Afterwards, the filling in will start, and be completed in phases. The filling in is 

expected to be completed in the middle of 2013 and to be fully operational one year 

later. 

LNG import terminal (Gate) 

The realisation of Gate’s LNG import terminal is progressing successfully. The 

so-called ‘Kleine Beerkanaal’ is being realised at the former dredging depot. The 

completion of this cut is scheduled for the end of April 2011. Due to the filling in and 

modified operational usage, the LNG import terminal is a spatial expansion to the port 

of Rotterdam area. The terminal is now beginning to acquire its intended shape. The 

three LNG tanks have almost been completed. The gasification installations are also 

acquiring their intended shape. The drilling of the warm-water pipeline underneath the 

Yangtzehaven has been realised and the jetties for the LNG carriers virtually 

completed. Commercial usage of the LNG import terminal is planned for the end of 

2011. A plot reservation is in place for a fourth tank and discussions have been started 

with Gate concerning a potential expansion by means of a fifth tank. In the first months 

of 2011, we will mutually compare possible locations. 

Clean-up Welplaatweg 

In 2010, we started cleaning up the terrain located on the Welpaatweg, the purpose 

being to let out this terminal, which had previously been used by the chemical 

company TIC, to AKZO Nobel. In addition, this long term cleaning up is also intended 

to create the space necessary to safeguard AKZO Nobel´s future production. 

Calandkanaal 

In 2010, the so-called offshore pit was completed. This location is suitable for work on, 

for example, drilling rigs. When the offshore pit is not being used by the offshore 

industry, board-to-board handling of bulk goods can be facilitated. In the Calandkanaal, 

we also realised the dolphins 78/79 for the board-to-board handling of bulk goods. This 

has created handling capacity without using scarce terrain on land. 

Amazonehaven 

The new container terminals located on Maasvlakte 2 increase the handling capacity 

in the container segment. In 2010, an important intensification of the container 

segment was definitively started in the existing port area. Due to the expansion, the 

ECT Delta Terminal will become accessible for the largest container vessels. 


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CityPorts 

The Rotterdam CityPorts form a transition area between the city and the port. Both 

urban functions and functions supporting the port processes will be established in 

these former port areas, the aim being to improve the business climate in the port of 

Rotterdam. The agreements concerning the transition of the CityPorts are related to 

the agreements concerning the construction of Maasvlakte 2. On 6 April 2010, former 

prime-minister Jan Peter Balkenende initiated the accelerated development of 

CityPorts. The CityPorts project was one of the sixty projects carried out at an 

accelerated pace by virtue of the Crisis and Recovery Act. This Act guaranteed shorter 

procedures enabling construction work to be started more rapidly. 

In 2010, the Port of Rotterdam Authority invested in the CityPorts around the former 

RDM Shipyard. In 2010, the replacement of the electricity and gas network in the 

shipyard was completed. New businesses located on the RDM Campus can connect to 

this network. In the Dokhaven and Heijsehaven, we demolished and replaced several 

quay walls and jetties. The educational centre SAIO was established in a redeveloped 

former dock office in the Heijsehaven. SAIO is a service and training provider for port 

businesses in the areas of safety and calamities. This redevelopment has improved 

the environmental quality and provided space to service businesses in the port. 

Furthermore, in 2010 we concluded an agreement for the establishment of Heesen 

yacht construction on the former RDM wharf. With a wink from the past, the 

establishment of Heesen forms the basis of a new cluster in the port of Rotterdam. 

Yacht construction will generate an impulse for innovation and technology. This new 

cluster therefore fits in with the established schools and the so-called Innovation Dock; 

a start-up area for innovative businesses. 

Intensifying due to regional collaboration 

In 2010, we reached outline agreement with the municipality of Dordrecht about the 

management, operations and development of the seaport area Dordrecht. Through 

this collaboration both parties are seeking synergy and scale advantages. The seaport 

of Dordrecht will be able to improve its quality while the port of Rotterdam is being 

offered the possibility of fulfilling part of its need for space in the seaport of Dordrecht 

area. Certain reservations will have to be given further consideration and dealt with in 

the first half of 2011, before the collaboration starts on 1 July 2011. 

The development of real estate as impulse for the redevelopment 

of areas 

Port City is a real estate development of the Port of Rotterdam Authority. The aim of 

this real estate development is to attract businesses in the maritime sector to the port 

of Rotterdam area by offering them a location for their head quarters. A second aim of 

the development of Port City is to give a quality impulse to the redevelopment of the 

outdated industrial zone Waalhaven Zuid, located nearby. 

In total, Port City offer space for four office buildings. In July 2010, Port City buildings 2 

and 3 were completed while building 1 was completed in December 2010. 

The schedule for 2011 is to have the car park and the public deck surrounding building 

1 completed in March 2011. We aim to let out the terrain for building 4 in 2011. Just 

like building 1, this building will not be constructed by us but by third parties. 


63





4 Customer 




8 Finance 



Traffic and 

accessibility 

Report of the Port Authority > Traffic and accessibility 

64


6.1 Traffic and accessibility 

in brief 

Modal split 2009 * 

*figures for 2010 are not available until mid 2011 

Road 47% 

Inland shipping Road 47% 39% 

Inland Rail transport shipping 14% 39% 

Road 47% 

Target Inland modal shipping split 39% 2035 

Road 35% 

Inland shipping Road 45% 35% 

Inland Rail transport shipping 20% 45% 

Rail transport 20% 

Development modal split * 

2.500 

*figures for 2010 are not available until mid 2011 2.000 2.500 

2007 

2007 

2007 

2008 

2008 

2008 




Road 35% 

Inland shipping 45% 

x 1.000 moves 1.500 2.000 

2009 

2009 

Road 

Inland shipping Road 

Inland Rail 2009transport 

shipping 

Rail transport 

Road 

Inland shipping 

Rail transport 

1.000 1.500 

1.000 2.500 500 

2.000 5000 

1.5000 

1.000 

500 

0 

The port of Rotterdam can handle the very largest ocean vessels. Due to its 

excellent access to the hinterland and the European market via inland shipping, 

short sea, rail, road and pipeline, Rotterdam is a major hub in the logistic chain. 

Increasing throughput leads to an increase in the required transport capacity. That is 

why we are investing in the expansion of infrastructure and in innovative and 

sustainable transport concepts, in collaboration with authorities and market parties. 

Underlying this view is the fact that no single party has all the management or 

solutions in its hands. Government bodies fulfil an important role in adapting 

infrastructure or improving usage, while market parties, employers and employees 

can exercise influence on the extent and timing of transport and traffic flows. 

Ultimately our final goal is: better and more sustainable accessibility due to the 

transfer of traffic from roads to the cleaner modalities water, rail and pipelines, 

referred to as the “modal shift”. 

The Port of Rotterdam Authority stimulates the use of modalities other than roads 

by, if possible, facilitating and extending the availability of those modalities. For the 

development of the “modal split”: please refer to the graphs. 

The factor posing the greatest risk in ‘Traffic and accessibility’ is the poor 

accessibility of the port via the A15 motorway. The customer satisfaction survey 

carried out in 2010 indicated customers were dissatisfied about the accessibility of 

the port. To improve the accessibility, the Port of Rotterdam Authority is actively 

working together with partners in De Verkeersonderneming, see also paragraph 6.2 

Road. Specifically to maintain the flow of the Beneluxtunnel, we are contributing to 

the realisation of a New Western Riverbank connection (see also paragraph 6.2 

Road). Hereby we are pro-actively participating in an efficient decision-making 

process and efficient and effective planning procedures. We are taking an active role 

as one of the interested parties in respect of all the stakeholders and are 

considering participating in the investment, if this will enhance a timely construction. 

This chapter describes the milestones for 2010 in respect of a number of the larger 

accessibility projects for the different transport modalities road, rail, short sea and 

pipelines. The accessibility by sea is clarified in chapter 3. 


65


6.2 Road 

Introduction 

In 2010, we also actively cooperated with relevant authorities and market parties to 

improve the accessibility of the port by road. The 2010 objectives were: 

• To keep the percentage of container volume transported to and from the Maasvlakte by 

road (the so-called “modal split”) at or under 47%; 

• To achieve a maximum journey time of 38 minutes (between Vaanplein and Maasvlakte) 

in 85% of all rush hours on the A15 motorway. 

At the time of publication of this Annual Report, the results of the 2010 objectives are 

not yet available. We can, however, explain what our efforts were to achieve those 

goals. In the next few paragraphs, we explain the developments in 2010 concerning: 

De Verkeersonderneming, the New Western Riverbank connection and the Container 

Transferium 

De Verkeersonderneming 

The only motorway to the port of Rotterdam, the A15, is vulnerable to congestion. The 

current congestion burden and the increase in road traffic mean measures need to be 

taken. In addition to these, preparations are underway for the widening of the A15 

motorway, a project that will take 5 years. The Verkeersonderneming, set up in June 

2008, is a strategic cooperative venture in which the Port of Rotterdam Authority is 

working closely with the Directorate-General of Public Works and Water Management, 

the municipality of Rotterdam and the Urban Region on the accessibility of the port 

via the A15 motorway. De Verkeersonderneming is organising measures to reduce the 

number of cars during the rush hours by 20% (compared to 2008) and to optimise the 

available road capacity. In 2010, the results of De Verkeersonderneming´s important 

projects were: 

• Congestion scores: The project financially rewards commuters for avoiding travelling via 

the A15 during rush hours. Currently, the project has contributed to a traffic reduction of 

7%. The number of participants amounted to approximately 1,800 by the end of 2010. 

• E-bikes: by the end of 2010 over 300 port employees had chosen to commute to 

work by means of an e-bike or scooter instead of a car. This was partially due to the 

stimulation measures of De Verkeersonderneming. 

• Height detection: At the terminal of P&O North Sea Ferries the height of trailers is 

measured before departure. By doing this, we intend to avoid damage to tunnels and 

flyovers in the port area resulting in unnecessary congestion. 


66


• Thanks to Hotel at Work and Port Project Services, there are more possibilities to 

accommodate large groups of temporary employees close to the work site and to 

transport them collectively. De Verkeersonderneming took the initiative to establish this 

hotel in the Maasvlakte, the hotel rented out 650 beds in 2010. Port Project Services 

accommodated 200 employees in Vlaardingen. Collective company transportation 

transports employees from and to the port. 

• Carpooling: since October 2010 there has been an online carpool-matching site for the 

port area. People who work in the port area can make seats in their car available or 

find a seat in someone else’s car. 

In addition, together with other parties, we ensure that road users can take 

alternative routes when there is congestion on the A15 or other main roads. We are 

trying to achieve this by using dynamic route panels that indicate whether the Botlek 

Bridge is closed and report traffic diversions, as well as using boards indicating 

alternative routes, links to manage traffic lights from a distance and extra monitoring 

systems that can be consulted online by all involved parties. 

New West Riverbank connection 

The competitive position of the port of Rotterdam is increasingly determined by the 

accessibility of the hinterland. The road accessibility is under huge pressure, and 

without drastic measures the Rotterdam cross-section (Rotterdams Ruit) will be 

jammed within 10 years. This was and is the reason for the Port of Rotterdam 

Authority to actively participate in the timely completion of a river-connection west of 

the Benelux tunnel.Last year we pro-actively participated in the team of Rotterdam 

Vooruit (a cooperative body with the Ministry of Infrastructure and Environment, 

Province of South-Holland and the Urban Region of Rotterdam) to compile the 

necessary study plan documents. Given the results of the studies, the Port of 

Rotterdam Authority has announced its preference for the Blankenburg route, 

because this alternative will contribute the most to the accessibility. A study has been 

carried out to explore the possibilities of cost-bearing and financing. The Port of 

Rotterdam Authority has indicated that it wants to participate in the realisation and 

management of the Blankenburg tunnel. We hope this will help overcome the 

financial obstacles and facilitate a quick construction of the riverbank connection. 

In 2011, the decision-making process concerning the preference route will take 

place. We are supporting this process by actively participating in the realisation of 

the structural vision or, as the case may be, the preferred decision and by studying 

the route that best fits into our social responsibility principles. 

Container Transferium 

To relieve the traffic pressure on the A15, we actively worked on the realisation of a 

container transfer point in Alblasserdam. Through this transfer point, goods can be 

shipped by inland vessels and then transported on to the hinterland by truck. Due to 

extensive consultation with the various stakeholders, in particularly in the 

Drechtsteden area, the realisation of the Container Transfer Point (the so-called 

Container Tranferium) has got closer. In November, the municipality of Alblasserdam 

and the Port of Rotterdam Authority signed an agreement concerning ground 

exploitation and planning blight. A tripartite agreement was also concluded between 

the municipality of Alblasserdam, the Port of Rotterdam Authority and the 

prospective manager BCTN. This agreement concerns sustainability and Sundays 

being rest days at the terminal (see also paragraph 7.2 Sustainability subsection 

sustainable letting). The start of quay wall constructions is planned in the first 

quarter of 2011 after which delivery of the terminal to BCTN is expected in the 

middle of 2012. Consequently, the Container Transferium should be able to start 

operations in the second half of 2012. 


67


6.3 Rail 

Introduction 

Our target is to transport 20% of the container flows from Maasvlakte 2 by rail by 

2035. The objective has been translated into agreements with companies that will 

operate in Maasvlakte 2. We expect approximately 3 million TEU (containers) to be 

transported to and from the Maasvlakte by rail in 2035, that is a fourfold of the 

current rail transport. To accommodate this growth, we have established a rail 

programme. The rail programme aims to improve the utilisation of the existing rail 

infrastructure, construct any additional infrastructure required and attract new cargo 

flows; not only in the port area, but also in the corridors to the hinterland and the 

hinterland itself. Below we present the rail developments in 2010 per category. 

Rail developments in the port area 

Until April 2010, new customer specific rail connections were realised by NS 

Spooraansluitingen and ProRail. To serve customers in the port area better, the Port 

of Rotterdam Authority has been developing rail connections for customers since 

April 2010. This will enable us to be act more pro-actively and improve our services 

to our customers. 

On the main track of the Port railway, the Calandbrug is the busiest place where rail 

traffic crosses shipping traffic. The rail traffic faces considerable congestion when 

the bridge is open. With Water Management, KeyRail and ProRail, we have achieved 

operational alignment enabling expected bridge openings to be announced to all 

parties in advance. Due to this operational agreement, KeyRail can organise its train 

services better with respect to bridge openings. 

In 2010, we started the study ‘Logistic exploration of the Port railway ‘(Logistieke 

Verkenning Havenspoorlijn) together with ProRail and our participation KeyRail. 

This study forms the foundation for logistic improvements in the port of Rotterdam. 

These improvements will be worked out with the Ministry of Infrastructure and 

Environment, Keyrail and market parties. 


68


Rail developments in the corridor 

We believe that the Betuweroute is essential for Rotterdam to be a genuine rail port. 

The 158.5 kilometre long freight rail route from the Maasvlakte to the German border 

ensures a good rail link to the German hinterland. The Betuweroute is being made 

increasing use of and KeyRail expects a sizable growth in the years to come. 

The Ministry of Infrastructure and Environment is the principal for the ‘High 

frequency rail transport programme’ (Programma Hoogfrequent Spoorvervoer 

(PHS)). The objective of this programme is to enable high frequency rail transport on 

highly utilised rail routes in the Randstad. With other stakeholders, the Port of 

Rotterdam Authority is taking part in one of the region-bounded task forces that are 

working on the definitive execution of PHS. For us, the most important point of 

attention within PHS is the connection of the port to three locations in the German 

network: Oldenzaal, Zevenaar and Venlo. This will provide us with reliable 

accessibility to the German hinterland. To achieve this, PHS has proposed a railway 

curve at Meteren, at the Elso crossing, and a railway curve by Deventer. These three 

infrastructural adjustments are part of the Cabinet decision concerning the 

programme taken on 4 June 2010. 

Rail developments in the hinterland 

The Port of Rotterdam Authority aims to achieve a growth in Rotterdam’s market 

share of the hinterland. In 2010, we intensified our relationship with terminals in the 

hinterland with the objective of optimising the shared chain from Rotterdam to the 

hinterland. For this purpose, we started several consultations and projects with 

among others Venlo, Duisburg and Munich/Bavaria. In Venlo, the Port of Rotterdam 

Authority took a seat in the Supervisory Board of Greenport Development Company 

Venlo. The same applies to the administrative advisory body of the logistic execution 

agenda of NV Region Venlo. In Duisburg, together with Duisburg Agency and 

KeyRail, we started the project “Supply Chain Cooperation”. This project aims to 

optimise the logistic process by enhanced chain arrangements and communications. 

Finally, in Munich the Port of Rotterdam Authority, together with the Dutch Consulate 

and businesses from Rotterdam, entered into consultations with key figures from 

Bavarian logistics and politics. This objective of this consultation is to achieve a 

frequent and reliable rail connection between Bavaria and Rotterdam. 


69


6.4 Inland shipping 

Introduction 

Our target is to transport 45% of the container flows from Maasvlakte 2 by inland 

ship by 2035. It is anticipated that approximately 7 million TEU (containers) will be 

transported to and from the Maasvlakte by inland ship in 2035, that is a fourfold of 

the current inland shipping. This development requires strong, sustainable and 

competitive inland shipping. 

To achieve our 45% target in 2035, we have formulated an inland shipping 

programme. Together with the rail programme, this programme must ensure that 

Rotterdam can offer the market optimal added value. Specifically it concerns 

activities around the themes: more capacity, optimal utilisation and sustainability and 

efficient logistic processes. 

Inland shipping in the port 

The Port of Rotterdam Authority (as port manager) has the task of guaranteeing 

sufficient capacity for the handling of containers for inland shipping. More and more 

attention is being paid to a better utilisation of this capacity, because we cannot 

inexhaustibly continue to expand. Consequently, the Port of Rotterdam Authority 

intends to try to reduce the length of stay of inland vessels in the port. 

In the port, the Port of Rotterdam Authority and terminal operators are increasingly 

working towards more specific inland shipping facilities. In addition to current 

examples (Hartelhaven, Delta Barge Feeder Terminal), this also applies to the new 

deep sea terminals on Maasvlakte 2. Besides that, a reservation has been made to 

realise a joint barge terminal for the handling of smaller numbers of containers on 

Maasvlakte 2. There is already market interest in this concept. Furthermore, we 

investigated the required capacity for wait and berth facilities for inland ships in 

2010. On the basis of this study, we decided to develop an integral vision for wait 

and berth facilities. In this vision attention will definitely be paid to the operational 

distinction between wait and berth facilities and an enhanced utilisation of wait 

facilities. From the programme Peaks in the Delta for the South Wing (Pieken in de 

Delta), a subsidy has been granted for the development of a reservation system for 

wait and berth facilities. 


70


Inland shipping in the hinterland 

In order to create an optimal network for inland shipping, the Port of Rotterdam 

Authority is focussing on the inland waterway corridors and the hinterland. We can 

do this by acquiring terrains for inland terminals ourselves and letting these out to 

commercial terminal operators at competitive prices. In 2010, we agreed with the 

municipality Alblaserdam and the operator BCTN in respect of the Container 

Transferium In addition, the Port of Rotterdam Authority acquired terrains in 

Wanssum close to the German border and in Alphen aan de Rijn, the so-called 

Alpherium. The Alpherium started operations in October 2010 and already Heineken 

is transporting a large share of its export beer through this barge terminal to 

Rotterdam. 

In January 2011, there was a long term blockage of the Rhine near the Lorelei rock 

in Germany. The cause was the capsize of an inland ship carrying sulphuric acid. 

This blockage continued for a month and caused a substantial loss to several Dutch 

inland shippers. The Port of Rotterdam Authority is aware that incidents involving 

chemicals may not be underestimated. On the other hand, the Port of Rotterdam 

Authority understood the call from the Dutch inland shipping sector for quicker action 

on the part of the German authorities. Our agreements with businesses on 

Maasvlakte 2 concerning hinterland transport over water require open waterways. 

Together with German and Dutch organisations, we will investigate whether we can 

prevent long term blockages in the near future. 

Efficient logistic process 

Given the significant increase in the container volume of inland ships and the 

number of seaport terminals, the Port of Rotterdam Authority wants to improve the 

handling of inland container shipping. Opportunities for direct control by the public 

and management branch of the Port of Rotterdam Authority are limited. However, in 

2011 we and the (chain)parties concerned plan to determine how we can stimulate 

improvements in inland container shipping. Together with the market, the Port of 

Rotterdam Authority is increasingly frequently participating in pilot projects for modal 

shifts and the acquisition of freight flows. A successful example in 2010 was the joint 

pilot project with Philips Lighting and Mearsk. Since 2010, all 600 export containers 

from the distribution centre in Roosendaal have been transported to Rotterdam via 

Moerdijk by inland ships; thus contributing to the reduction of congestion on the A15. 

Sustainable inland shipping 

In order to preserve the modality inland shipping, we executed several projects and 

took measures in 2010. See paragraph 7.2 (Sustainability, under sustainable 

transport) which clarifies shore-based power, the new regulation governing clean 

inland shipping and speed limitations. 


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6.5 Pipelines 

Introduction 

The Port of Rotterdam Authority wants to develop the port of Rotterdam into 

Europe’s number one energy port. Due to the excellent wire and cable 

infrastructure, Rotterdam has an attractive business climate. We want to maintain 

and strengthen that position. Together with the market, we want to realise an 

efficient and effective pipeline network. With approximately 1,500 km oil and 

chemical pipelines, 830 km utility pipelines, 2,500 km high voltage cables and many 

kilometres of data wires, the underground infrastructure is an important transport 

modality. Transport by pipeline is environmental friendly, safe and congestion free. 

The underground cable and pipeline network forms the mutual link between the 

businesses in the port area, and to businesses in the Netherlands, Belgium and 

Germany. Pipelines account for 37% of cross-border transport from the port of 

Rotterdam (51 million tonnes, source: CBS). 

Strategy and action plan 

In 2010 we drew up the “Strategy and action plan Pipelines 2010-2015” (Strategie 

en Actieplanpijpleidingen 2010-2015). The main point is the joint development of 

open-access pipelines with market parties. Another spearhead is the assurance of 

the accessibility of underground infrastructure. Sufficient space is required in the 

pipeline routes for new cables and pipelines. The pipeline routes are clamped 

between other infrastructure. Therefore, we can only solve bottlenecks by 

intensifying the utilisation of the existing space. 

Projects 

In 2010, we started the construction of an 800 meter long pipeline crossover 

between the Aveling and Digna Johannaweg. In 2011, the first phase of this 

infrastructural facility should be completed. Because of the importance and the 

advantages of pipelines as transport modality, the Port of Rotterdam Authority has 

participated in the following pipeline-projects: 


72


RC2 and MultiCore 

RC2 and Multicore are entities that operate pipelines in the port of Rotterdam area 

(see also paragraph 2.7 Participations). De RC2 pipeline is a single common carrier 

pipeline for the transport of ethylene. Common carrier means that the pipeline can 

be used by multiple users at the same time. Multicore has an underground pipeline 

route of 4 x 20 km between Europoort, Botlek and Pernis which can be used by 

businesses. In 2010, Multicore concluded an agreement with a 7th customer, Shell 

Chemicals Europe. Consequently, 80% of the pipeline capacity is now rented. In 

2010, the Port of Rotterdam Authority contacted several businesses in the port to 

assess the interest in pipeline transport. The assessment demonstrated that a new 

MultiCore pipeline through the port was viable. We hope to develop this in 2011; our 

intention is to use one of the pipelines to transport CO . 2 

Steam pipe 

Together with market parties, the Port of Rotterdam Authority worked on a business 

case for the Steam pipe Botlek. By means of transport pipelines for steam, 

businesses can mutually exchange steam and therefore make substantial savings in 

their energy usage; which will contribute to the CO reduction proposals of the 

2 

Rotterdam Climate Initiative. In 2010, Stedin and Visser & Smit Hanab reached 

agreement with DSM and AVR, their first customers, on the transportation of steam. 

Based on this agreement the Steam pipe will be constructed in 2011. The project is 

supported by a subsidy from “Pieken in de Delta” the municipality of Rotterdam, the 

province and the state. The Port of Rotterdam Authority is supporting further project 

developments, aimed at the extension of steam pipelines. 


73





4 Customer 



7 Environment and 

sustainability 

8 Finance 



Environment 

and 

sustainability 

Report of the Port Authority > Environment and sustainability 

74


7.1 Environment and 

sustainability in brief 

For the Port of Rotterdam Authority, sustainability not only means improving our own 

individual performance but also encouraging sustainable enterprises in the port and 

industrial complex. The improvements we can achieve are related to those three 

criteria and are dependent on the influence we can exert: 

port authority 

business 

operations 

influence: 

high 

effect: 

limited 

activities port 

and industrial 

complex 

influence: 

fair 

effect: 

fair 

chain 

influence: 

limited 

effect: 

high 

No-one travelling through the port will immediately think about sustainability. Among 

other things, the petrochemical industry, coal power plants and the extensive traffic 

flows evoke another image. However, today’s society cannot live without products, 

wants to be assured of the supply of electricity and gas, and also wants to work. 

Within this field of tension, we are convinced that we should continuously dedicate 

ourselves to a strong port and an environment where the quality of life is good. We 

do this by, for example, being a partner in the Rotterdam Climate Initiative and by 

contributing to innovation, knowledge development and jobs. Naturally, we also 

concentrate on enhancing the performance of our own organisation. 


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7.2 Sustainability 

Introduction 

Sustainability encompasses three elements: people, planet and profit. 

The focus of our social activities (people) is predominantly the relationship between 

the port and the city, our direct and indirect contribution to employment and our 

contribution to knowledge and education. In this context, we dedicate special 

attention to ensuring that, in the port, there is a sufficient number of qualified 

personnel available to realise our growth ambitions. And naturally we pay specific 

attention to our own staff. See also paragraph 2.6 (Employees). The profit side of 

sustainability relates to our focus on the return on investment, chain-efficiency and 

the establishment of businesses in the right location.For the impact the element 

planet has on sustainability, we have, in the same way as last year, made use of the 

sustainability index (see left column of figure 1). During 2010, we focused on 

‘sustainable operations’, ‘sustainable use of space’ and ‘sustainable transport’. The 

reasons for this were a better fit with our core activities and increased transparency 

of our own performance. Efficient use of space and efficient transport will be 

discussed in the chapters “Area and space” (chapter 5) and “Traffic and 

accessibility” (chapter 6). 

Figure 1 Correlation of themes within sustainability SUSTAINABILITY 

Sustainable business PoR 

CO 2 -footprint 

Sustainable purchasing 

& tendering 

Sustainable property 

Sustainable allocation 

ESS/BES 

ROCE 

Sustainability index Part of ‘Area and space’ and ‘Traffic and accessibility 


Sustainable use of area Sustainable transport 

Sustainable allocation 

Sustainable use of 

Existing area (complex) 

Efficient use of area 

More area for allocation 

Better use of area 

Cleaner modalities 

Modal shift towards 

cleaner modalities 

Efficiency transport 

Better use of infrastructure 

Better use of modalities 

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Sustainable operations 

CO 2 footprint Port of Rotterdam Authority 

The yearly reporting with respect to the CO 2 footprint of the Port of Rotterdam 

Authority provides the CO 2 emissions of our own activities. The footprint is based on 

the ISO 14064 standards from the Greenhouse Gas (GHG) protocol. The Port of 

Rotterdam Authority has applied this method and, on this basis, made a choice of 

the most relevant CO producing activities. In 2008, we expressed the ambition for 

2 

our own business operations to be CO neutral with effect from 1 January 2012 with, 

2 

as an additional target, a 35%reduction in our own CO footprint in comparison to the 

2 

base year 2007. The report of the 2009 operations is the third report in the series 

and became available in 2010. The report on the 2010 operations will become 

available during 2011. The data gathering for the report concerning 2009 and the 

reliability of the figures has improved. The CO footprint for the year 2009 totals 28 

2 

kTon CO i.e. a reduction of 15% compared to 2007 (see table 1). This reduction is 

2 

substantial and is mainly due to the fact that no deep quay walls were constructed in 

2008 and 2009 (scope 3). 

Table 1: CO 2 -footprint Port of Rotterdam Table 1: CO 2 footprint over 2009 compared to preceding years (in kTon CO 2 ) 

1 In this respect, the construction of Maasvlakte 2 has been excluded for comparison purposes with 2008 and 

2007. Below it will be reported separately. 

• Scope 1 (direct emissions): the reduction of direct emissions compared to 2007 is 

mainly due to both the reduction in fuel consumption of our vessels (0.8 kTon), as a 

result of the Dynamic Savings Programme (Voortvarend Besparen) started in 2008, 

and the procurement of green gas for the offices of the Port of Rotterdam Authority 

(-0.3 kTon) since 2009. In contrast to the savings of 1.1 kTon CO , there was an 

2 

increase in CO emissions of 0.1 kTon CO . This was the result of an increase in the 

2 2 

total number of lease cars, by about 20 cars, and insufficient visibility in the emission 

figures in respect of the effects of measures such as the usage of alternative fuels. 

• Scope 2 (indirect emissions): These emissions are limited due to the Port of 

Rotterdam Authority having made use of green energy for the office buildings it 

controls itself since 2007. The scope 2 emissions have increased by 0.1 kTon CO2 since 2007 due to more energy being consumed in the offices. The energy demand is 

strongly dependent on external factors (cold winters) and the acquisition, selling and 

construction of real estate. 

• Scope 3 (other indirect emissions): the reduction of the total emissions for the Port 

of Rotterdam Authority is mainly attributable to a reduction is the scope 3 emissions. 

The reduction is 4.3 kTon compared to 2007. The main reason for the reduction is the 

decrease in diesel consumption for the construction of deep quay walls (-4.2 kTon), 

because there were no deep quay wall constructions in 2008 and 2009. In contrast 

to the decrease, there was an increase of 1.4 kTon CO because of the increase of 

2 

combi wall constructions. In 2009 more walls were constructed than in 2007 and 2008. 

Another reason for the reduction of scope 3 emissions was the substantial decrease 

of diesel consumption for dredging (-1.6 kTon) as a consequence of more efficient 

dredging. 


2009 2008 2007 

Scope 1: direct emissions 8.0 9.0 9.0 

Scope 2: indirect emissions 4.0 4.2 3.9 

Scope 3: other indirect emissions 1 15.9 15.9 20,1 

TOTAAL 27.9 29.1 33.0 

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The activities related to the completion of quay walls, roads and Maasvlakte 2 and 

the maintenance dredging (scope 3) will no longer form part of the CO footprint 

2 

report (2010) concerning our reduction and climate-neutral objectives. This is due to 

the limited influence we have on those activities, the fluctuations per year (depended 

on the market demand) and natural factors, such as drainage, which determines 

whether we should dredge more or dredge less per year. Our CO reductions in 

2 

respect of these activities will be reported in the category “ Sustainable procurement 

and tendering”. The objective of operating on a CO neutral basis in 2012 has been 

2 

changed due to the limitations of scope 3.The objective has now been reduced to 

compensation of the scope 1 and scope 2 emissions and restricted scope 3 

emissions. In the new Business Plan, the reduction objective of 35% in 2012 

compared to 2007 has been replaced by a reduction objective of 10% in 2015 

compared to 2010. 

The construction of Maasvlakte 2 is not considered in the CO footprint, because it is 

2 

a separate project in which the volume is not proportional to the general operations 

of the Port of Rotterdam Authority. The emissions of projects such as the 

construction of Maasvlakte 2 are therefore not considered in the CO neutrality 

2 

targets for the end of 2011. In 2009, the construction of Maasvlakte 2 started; for the 

land reclamation in 2009 approximately 79 million m3 of sand was reclaimed and 

used. The total CO emissions were circa 230 kTon CO eq. 

2 2 

Sustainable procurement and tendering 

For the procurement of goods, works and services, we focus on the sustainability 

criteria we deem most important: sustainable operations, sustainable usage of space 

and sustainable transport. 

In 2009, we translated these focus areas into selection and allotment criteria which 

we also used in two pilot projects. We formulated emission requirements for vehicles 

and tools, and market parties were asked to reduce the number of transport 

movements to and from projects. This made it apparent that by making agreements 

with suppliers concerning transport over water, carpooling and such like, a reduction 

of transport movements can be achieved. The experiences of these pilot projects 

were so promising we will continue them. 

In 2010, 44% of the tenders (with a procurement volume > € 150,000) included 

sustainability aspects. Examples include: 

• The re-use of materials in the maintenance of pitching-stone and rubble and brake 

works; 

• The purchase of electric pumps to replace diesel pumps required to pump water 

containing slit; 

• The requirements placed on materials and gritting equipment to prevent slipperiness. 

We intend to use the experiences of the pilot projects and tender procedures to give 

further substance to the sustainable procurement and tendering policy. 

Sustainable use of space 

Sustainable letting 

The target for 2010 was to include a sustainability clause in all new land allocations. 

In 2010, 30 projects were started which focused on the redevelopment and allocation 

of sites that were being considered for sustainability criteria. Of these 30 projects, 

explicit attention was paid to sustainability in the decision-making process in 28 

projects as a result of which we achieved a score of 93%. To include the final 7%, 

we will, together with the customers, give greater substance to sustainability in 

combination with the environmental permit process. The 2010 process-related target 


78


to include a sustainability clause in all new land allocations was converted into a 

content-relevant policy during the year. This policy aims to accommodate customers 

that are leaders in sustainability. 

As mentioned earlier in paragraph 6.2 (Road), we signed an agreement with the 

municipality Alblasserdam and the terminal operator BCTN (Binnenlandse Container 

Terminal Nederland B.V) with respect to the operations of the Container Transferium 

in Alblasserdam in December 2010. This contract included measures that BCTN will 

take to transform the Container Transferium into a silent and very sustainable 

terminal operator. This specifically relates to the following measures: 

• The lay-out of the terminal will be extremely ecologically sound and will go beyond 

the regulative standards; among other things electric cranes, clean fuel, shorebased 

power facilities for inland ships and sustainable lighting will be used and extra 

measures taken to for protect against sound and light; 

• The landside of the terminal will be closed to trucks on Sunday; 

• The number of trucks to and from the Container Transferium will be restricted to a 

maximum of 180,000 traffic movements per year. 

In addition to the sustainable lay out of the transfer point,, the municipality of 

Alblasserdam also made agreements with the Minister of Infrastructure and 

Environment in respect of modification to cross-roads, safe crossing places for 

cyclists, modifications to the junction A15/N3 near Papendrecht and a survey into the 

build-up of traffic on the A15. These measures fit in with the ambition of the Port of 

Rotterdam Authority to be the most sustainable port of its kind in the world. 

Sustainable real estate 

Our organisation develops real estate to accomplish area developments. Our method 

is to acquire properties at relevant locations and to redevelop these, especially in the 

RDM area and the Waalhaven. In 2010, we completed several projects in the RDM 

area, the transition area between city and port. In this area urban functions and 

functions that support port processes converge. In 2010, a lot of attention was paid 

to the possibility of sustainable energy supplies. In accordance with the scheme 

Stimulating Sustainable Energy (Stimulering Duurzame Energie SDE), we applied, 

under the category sun roofs, for a power capacity of 2,000 kW; unfortunately the 

subsidy was not granted to us. In addition, on the RDM terrain we started a feasibility 

study for a sustainable energy concept. This study related to a large number of 

premises on the RDM Campus, among others the Machinehal (20,000m²). 

In July 2008, our organisation co-signed the covenant Sustainable Building for 

Rotterdam. In so doing, we promised to make every effort to ensure that the CO2 emissions generated by our building activities were 25% lower than those permitted 

under the existing Building Decree 2006. In 2010, together with the Rotterdam 

Climate Initiative, we analysed how we can give greater substance to our efforts. It 

would now appear we are going to do this by means of the method BREEM-NL, the 

Dutch version of an international assessment method for the determination of the 

sustainability performance of buildings. The possibility of specific application of this 

method to real estate projects will be further investigated in 2011 


79


Area specific approach soil pollution and groundwater policy 

Due to the long term presence of industrial activities, there are areas of soil pollution 

in the port of Rotterdam and the industrial complex. The soil pollution can be located 

at various depths. With flowing groundwater, pollution can be spread to areas that 

are currently clean. Since 1992, we have adopted a policy of improving and 

maintaining the soil quality of industrial zones in order to make these zones suitable 

for industrial activities. We execute this policy by means of clauses in our ground 

lease contracts. Businesses must hand the terrains back in their original condition at 

the end of the contract period. 

The Port of Rotterdam Authority introduced a combined strategy a few years ago. 

This strategy combines the approach to pollution in topsoil and subsoil: 

• In accordance with legislation, pollution in the topsoil (globally the upper 4 a 5 meters) 

should be removed case-specifically by each business individually. 

• The groundwater pollution in the subsoil (the layers underneath the topsoil) may be 

tackled on an area basis (across plots). This area-directed approach should prevent 

deeper pollution and the spread of pollution outside the borders of the port area. The 

area-directed approach allows more time for the natural demolition process in the soil 

to break down the pollution (enlarge ‘reactor barrel’)., This will cause the total number 

of ‘hot spots’ to decrease and consequently reduce the financial risks for the Port of 

Rotterdam Authority, the business and the municipality. 

In 2009, we reassessed our 1992 soil policy due to the introduction of the European 

Groundwater regulation which placed requirements on the spread of polluted 

groundwater. The legislator observed that, entirely apart from the cost and feasibility, 

the complete cleaning of all pollution was not immediately necessary in all specific 

cases. The legislator therefore introduced area-directed groundwater management 

as an alternative. 

In 2010, we gave greater substance to groundwater management. In cooperation 

with us, and other authorities, the municipality of Rotterdam formulated an 

Administrative arrangements (Bestuurlijk Arrangement). This laid down the vision for 

area-directed groundwater management in the city and port. In respect of the port, 

this was translated into a policy for area-directed ground water management in 2010. 

After the policy has been adopted, we are going to monitor and control the 

groundwater pollution on an area basis starting in the Botlek and Vondelingenplaat 

area. Deltares and Royal Haskoning carried out three surveys which resulted in a 

monitoring implementation programme. To support this approach the Ministry of 

Infrastructure and Environment has granted EUR 5 million to have this approach 

implemented in the Botlek area. 

Sustainable transport 

The Port of Rotterdam Authority’s sustainable transport ambitions are expressed via 

the shift of transport to cleaner modalities (modal shift) on the one hand and by 

making the separate modalities sustainable on the other hand. The modal shift 

objective for 2035 is to ensure that no more than 35% of containers are transported 

to and from the Maasvlakte via roads. This will be accomplished by considerable 

utilisation of the modalities rail (see paragraph 6.3, Rail) and inland shipping 

(paragraph 6.4 Inland shipping). 

In order to enhance the sustainability of the individual modalities the following 

projects have been carried out and measures taken: 


80


Environmental Ship Index (ESI) 

An ESI is a certificate that, at a ship’s request, is issued by the World Ports Climate 

Initiative (see www.environmentalshipindex.org); ESIs were first issued on 1 January 

2011 and were an initiative of the ports of Le Havre, Bremen, Hamburg, Antwerp, 

Amsterdam and Rotterdam. The index indicates the environmental performance of 

ships with respect to their emission of air pollution (NOx and SOx) and CO . Ports 

2 

and other nautical service providers around the world can use the index to reward 

ships and thus stimulate sustainable behaviour in shipping. 

Ship owners and operators can sign up to the ESI website. The website was officially 

launched during a press conference in London on 2 November. In 2010, we decided 

that the cleanest ships that visit Rotterdam will be eligible for an average reduction 

of 5% of their harbour dues as of January 2011. 

Speed limitations 

The Harbour Master has announced a speed limitation for inland ships on three 

waterway routes: the Nieuwe Maas near Noordereiland, the Oude Maas between 

Beerenplaat and the Botlek bridge, and the Hartelkanaal between the fork of the 

Oude Maas and the Harmsen bridge. This measure is related to the zoning plan 

Maasvlakte 2. This measure is necessary to limit the emissions at several 

bottlenecks as a consequence of Maasvlakte 2. The inland shipping sector did not 

agree with this measure and has appealed against it. The appeal procedure will 

continue in 2011. 

Shore-based power 

The Port of Rotterdam Authority invests in shore-based power facilities in order to 

improve the air quality in the port. Inland ships that moor at a berth with a shorebased 

power facility are not allowed to use their generators to generate electricity. 

Instead they have to use the electricity point on the shore. Our aim is to reduce the 

local emission of NOx and airborne solid particles and to limit the noise pollution in 

the surrounding area. 

In April 2010, following the pilot project on shore-based power (Walstroom 

Maashaven) we also placed shore-based power on Noordereiland in Rotterdam, 

where we realised a total of 55 connections. In 2010, close to the urban area of 

Rotterdam, 90 connections were made available for inland ships in, among others, 

the Heijsehaven, Waalhaven, Feijenoordkade and Maasboulevard. Currently, 300 of 

the 800 inland shipping berths are equipped with shore-based power. Our objective 

is to have 600 connections available in the port area in 2012. 

The roll-out of shore-based power for inland shipping was accomplished in close 

consultation with the sector. In May 2010, the Port of Rotterdam Authority decided to 

reward a 7 cent discount (per kWh) on shore-based power for one year long. Despite 

this, the purchase of shore-based power is still lagging behind expectations. There 

are several reasons for this: technical and operational problems, delays in the 

placements at new locations and shippers perceiving it too expensive. Because of 

the mandatory use of shore-based power in Rotterdam a lot of inland shippers avoid 

Rotterdam in favour of other ports. A project team is currently in consultation with the 

inland shipping sector to solve these problems. 


81


Stena Line in Hoek van Holland will be the first Dutch seaport terminal to use 

shore-based power. In so doing, the ocean vessels of this shipping line will get their 

electricity from the shore. This investment will considerably improve the air quality in 

the direct surrounding of the terminal in Hoek van Holland. Stena Line is adapting 

the ocean vessels at its own cost. The on-shore installation has been facilitated by a 

contribution from the Port of Rotterdam Authority and co-financing from the Ministry 

of Infrastructure and Environment and the Urban Region Rotterdam in collaboration 

with the municipality of Rotterdam. The Stena Line ships are expected to start using 

shore-based power in the course of 2011 

New regulations clean inland shipping 

In 2010, the Port of Rotterdam Authority decided to start a temporary fund 

stimulating clean inland shipping and sustainable logistics in Rotterdam (Schone 

binnenvaart en duurzame logistiek in Rotterdam). The fund provides financial 

contributions to the inland shipping sector to reduce fuel consumption and emissions 

in the Rotterdam region. On behalf of the Port of Rotterdam Authority, the Expertise 

and Innovation Centre for Inland shipping (Expertise en Innovatie Centrum 

Binnenvaart EICB) will administer the fund. Applications to the fund can be submitted 

by companies, public organisations or combinations of those. Ultimately, the 

applications submitted will be considered on the basis of the expected environmental 

return per invested euro. 


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7.3 Rotterdam Climate Initiative 

Introduction 

In 2007, the climate programme ‘Rotterdam Climate Initiative’ (RCI) was founded. 

In this climate programme, four parties work together: the municipality of Rotterdam, 

the Port of Rotterdam Authority, DCMR Environmental Protection Agency Rijnmond 

and the employers’ organisation Deltalinqs. The RCI’s ambitious target is to halve 

CO emissions in 2025 compared to 1990, anticipate climate change and strength 

2 

Rotterdam’s economy. 

RCI forms part of the C40 Climate Leadership Group, a group of world cities that 

are taking the lead in tackling climate change. Rotterdam was invited to join because 

of its extensive port and industrial complex. The C40 Group works closely with the 

Clinton Climate Initiative. 

Projects 

Within the programme of RCI, the Port of Rotterdam Authority focuses on energy 

and sustainable mobility. The focus on energy concerns energy efficiency (less CO2 emissions), sustainable energy (replacement CO -emissions) and capture and 

2 

storage (preventing CO emissions ending up in the atmosphere). Concrete RCI 

2 

projects that we are executing in collaboration with others are: 

• The stimulation of the trade of sustainable biomass by the realisation of an exchange 

for biomass; 

• The facilitation of the production and utilisation of bio fuels; 

• The doubling of the wind power capacity in the port area in the period 2010-2020 (by 

virtue of a wind energy covenant [Convenant Windenergie] ); 

• The development of the port as a research station for energy projects (such as ‘Plant 

One’ and the RDM Campus); 

• The Rotterdam Storage and Capture Demonstration project (Rotterdam Opslag en 

Afvang Demonstratieproject), referred to as ROAD, for the capture and storage of CO2 at sea; 

• The facilitation of the steam pipe projects for the benefit of heat usage and CO2 transport (“Steam pipe”). 


83


Besides the efforts of ROAD, there are several other initiatives related to Carbon 

Capture & Storage (CCS). OCAP, a joint venture of Linde Gas and Volker Wessels, 

will connect the bio-ethanol factory of Abengoa to its CO network to greenhouse 

2 

horticulture. Furthermore, there are market parties prepared to realise a CO2 shipping terminal, so liquefied carbon dioxide can be transported to empty off-shore 

reservoirs by ship. The Port of Rotterdam Authority is carrying out a location study in 

this context, whereby safety and synergy are important considerations. 


84


7.4 Dialogue 

Introduction 

We are conscious of the fact that it is important for our ‘license to operate’ and 

‘license to grow’ to have a sustainable dialogue with our environment. Public 

support for port activities cannot be taken for granted and we must adopt a proactive 

approach towards our surroundings. During the development studies of 

Maasvlakte 2, we noticed that the pro-active involvement of stakeholders was very 

important to obtain support. We involved the stakeholders in an early phase of the 

project and systematically worked on an on-going and sustainable dialogue. Hereby, 

we carefully mapped out important issues related to the project and collectively 

searched for solutions. The method used for this project generated collective added 

value. 

Dialogue with stakeholders 

For many years, having a dialogue with stakeholders has been part of our day-today 

operations.During this dialogue several social, economic and environmental 

subjects are discussed. The Port of Rotterdam Authority wants to understand the 

view points of stakeholders, but also explain its own. We cannot satisfy everyone, 

but we believe that transparency, honesty and respect for different views are the 

starting points for maintaining good relationships. 

Our stakeholders are people and organisations who influence our activities and who 

are influenced by our activities. The Port of Rotterdam Authority has distinguished 

the following stakeholder groups: customers, employees, government authorities 

(State, province and municipalities), residents, sector associations and social 

interest groups. Government authorities have a double role due to their shareholder 

interest and their role as legislator. 

We enter into dialogue with our stakeholders in several ways. Through face-to-face 

consultations, during projects, in partnerships, participations and cooperative 

ventures and during lectures, forums and conferences, we come into contact with 

several stakeholders. Finally, we held four discussion sessions with businesses in 

the port during 2010; the aim being to remain updated on the ongoing businesses of 

our customers. The so-called Dialogue with an Eye on the Port (Dial)oog op de 

Haven) sessions form a platform through which our Executive Board can present the 

latest developments in the port and enter into dialogue with the businesses in the 

port. 


85


In 2010, within the Port of Rotterdam Authority, we introduced a structured technique 

to design a sustainable dialogue with relevant stakeholders. It has been 

demonstrated that added value is created by giving an insight and overview of our 

stakeholders, decision points and interests and by taking concrete steps in our 

surroundings. Among other things, implementing the technique involves the 

establishment of structural dialogues with our stakeholder groups. Besides good 

monitoring and ensuring agreements with stakeholders are complied with, we trained 

our staff to conduct dialogues; a skill which project leaders can apply in on-going 

projects. In 2010 this skill was applied in several projects. In various sections of the 

Report, there are specific examples of dialogues conducted in 2010. See for 

example paragraph 5.2 (Maasvlakte 2), 5.3 (Existing port area), 6.2 (Road), 6.3 

(Rail) and 6.4 (Inland shipping). In 2011, we intend to maintain this way of working; 

dialogue with our environment is part of our working method. 

Dialogue with Europe 

Ports are heavily influenced by legislation and European Union regulations, such as 

maritime and port-related policy, as well as policies relating to energy, climate, the 

environment and safety. On the other hand, ports are important to the European 

market. Consequently, we not only focus on what Europe means to the port, but also 

on what the port means to Europe. In 2009, we put this on the European agenda for 

2009-2014 ‘Samen Werken aan Europa’ (Working Together on Europe). This agenda 

also determined our European strategy in 2010. In particular, the continuous work 

devoted to Trans-European Networks for transport (TEN-T) was a point of attention. 

Besides that, the execution of the ‘Communication on Ports Policy’, which was 

presented in 2007, played an important role. This mainly concerns giving 

substantiation to essential transparency during the allocation of port terrains to 

market parties. In addition, it relates to giving substance to the guidelines for state 

support and the Natura 2000 policy. Furthermore, an important priority was and still 

is our aim to become the ‘Energy Port’ of Europe and to be referred to as such in 

European policy. 

Our 2010 focus points remain high on the agenda in 2011. Just as we did in 2010, 

we are going to address the international role of the port and the importance of the 

European hinterland network. We intend to pay special attention to the strengthening 

of our role during the development of relevant hinterland corridors.. A central theme 

is the hub function of the port of Rotterdam and other ports in relation to a network 

of large non-stop freight corridors. The European Commission will elaborate this 

concept during the revision of the Trans-European Network for Transport (TEN-T). 

In 2011, the revision of TEN-T will be subject to political decision-making in the 

European Parliament and the European Council. Based on the decision-making 

process large European infra projects will be prioritised. 

In 2011, we will similarly devote time and effort to developing the position and role of 

Rotterdam in the EU energy policy. This specifically concerns paying attention to the 

Energy Strategy for Europe 2011-2020 and its implementation. It also concerns the 

Energy Infrastructure Package through which we aim to centralise the hub function 

of Rotterdam for the European energy supply. Hereby, the revision of the Trans- 

European Network for Energy (TEN-T) will be important. In addition to the existing 

CO reduction, the point of departure of the EU’s approach is expected to be the 

2 

increasing importance of the strategic energy supply. 


86


In a number of cases, we work with the European Sea Ports Organisation (ESPO). 

In respect of the allocation of port terrains, we are working on a programme for 

the self-regulation of concessionary agreements (‘Guide of Good Practice for 

Concessions’). There will also be a review of the sustainability manifesto 

(‘Environmental Code of Practice’). Furthermore, we are working with ESPO 

on the design of a chain network for TEN-T and EU decision-making and regulations 

in the area of state support, the environment and safety in EU ports. 

In November 2010, Victor Schoenmakers, the Port of Rotterdam Authority’s Director 

of European & International Affairs, was re-elected chairman of ESPO. The 

chairmanship of the ESPO will remain in Rotterdam until November 2012. 


87


7.5 Innovation 

Introduction 

Issues concerning space, sustainability and accessibility are wide-ranging. Often 

conventional solutions are not sufficient. Through research and innovation we aim to 

contribute to genuine renewal. In this context, the Port of Rotterdam Authority is 

working with universities, companies and other parties to ensure the port will be 

able to deal with future challenges intelligently. 

In order to stimulate innovation, the Port of Rotterdam Authority determined four 

innovation themes, namely sustainable accessibility, space, infrastructure and 

navigation. For every innovation theme the accompanying innovation team – several 

internal specialists under the supervision of a line manager- indentifies the most 

relevant developments for the next ten to twenty years and the challenges the Port 

of Rotterdam Authority will face due to these developments. For the most important 

challenges, the innovation teams determine whether innovation is necessary and if 

so, how this should be accomplished, for example through the initiation of surveys, 

studies, exploration or pilot projects. Once or twice a year, every innovation team 

presents their findings at board room level. In 2010, three of the four innovation 

teams determined their challenges either definitively or in draft form. Shared 

alignment between the four teams will probably take place in 2011. 

Activities 

Concrete innovation activities which took place last year include: 

• Bluetooth measurement network: In 2010, the ‘Bluetooth measurement network’ was 

rolled out in the port area and several bordering locations. Through this measurement 

network, we can keep a close eye on the traffic flow on the roads of the Port of 

Rotterdam Authority and the A15 motorway. We can also enlarge our knowledge 

concerning the route choices of freight transport to and from the hinterland. The Port 

of Rotterdam Authority won an award for this project (out of 78 contributions) during 

the National Traffic Management congress. 

• Sticky eco-structures: in 2010 we tentatively placed sticky eco-structures (hulas) in 

the Scheurhaven and Pistoolhaven. These aim to coarsen smooth slopes and jetties 

creating an attractive environment in which mussels and other water organisms can 

settle. The next step is to investigate whether the test has affected the water quality, 

surge and underwater environment. 


88


• ‘Plant One’: In May 2010, an industrial test and demonstration facility for innovative, 

sustainable process technology (Plant One) became operational. Here new 

technologies utilising less energy and raw materials and the application of cleaner 

raw materials should be able to prove their usefulness quickly and efficiently. Plant 

One will contribute to the objectives of the Rotterdam Climate Initiative to half the CO2 emissions in 2025 compared to 1990. Starting the operation was made possible by 

subsidies from the State, province of South-Holland, municipality of Rotterdam, the 

Port of Rotterdam Authority and the Rotterdam Climate Initiative. 

Collaboration 

In addition, in 2010 the following collaborations were entered into with universities, 

research institutes and businesses: 

• Port Research Center (TU Delft): Within the RPC collaboration with the Delft University 

of Technology further depth has been achieved in the field of scientific port-related 

research. At the time of writing this report, four PhD students were being supported, 

two port professors had been appointed and the selection of a third port professor had 

been completed. 

• Next Generation Infrastructures (NGI): in 2010 the project organisation Maasvlakte 2 

concluded a collaborative agreement with the research programme NGI. The objective 

for the next four years is the application of the knowledge developed, within NGI 

projects during the last four years. On and around Maasvlakte 2, new concepts can be 

demonstrated and tested. 

• Erasmus Smart Port: a collaboration was formalised with the Erasmus University 

Rotterdam (EUR) in December 2010. The Governing Body of the EUR committed 

itself through the appointment of five part time professors in Port Economics. The 

Port of Rotterdam Authority, municipality of Rotterdam and Detalinqs have promised 

financial support for four years. The first multi-discipline projects have been carried out 

successfully, one of which was about the importance of the port of Rotterdam for the 

Netherlands (Het belang van de haven van Rotterdam voor de BV Nederland’). 

• TNO: With TNO a board level decision was taken to utilise their mutual knowledge and 

possibilities. The aim is to apply TNO’s knowledge in the port and open up the port 

as an experimental site. As a consequence, the employees of the Port of Rotterdam 

Authority and TNO will deal with a number of challenges. The collaboration involves 

two intensive workshops: one with respect to the transitions of the chemical cluster 

and the other on the intensification of space. Furthermore two ‘field labs’ were started 

up on ‘Security’ and the ‘Intensification of space utilisation’. 

• General Electric (GE): We signed a collaborative agreement with General Electric 

which resulted in three projects: Smart Grid Maasvlakte, shore-based power and an 

investigation into CO -caputure and storage combined with coal gassing. Also, together 

2 

with GE, we have had explorative discussions on intelligent street lighting with both 

Philips and IBM. 

• Dinalog: the Top Logistics Institute (Dutch Institute for Advanced Logistics) started 

in Breda in 2010. Dinalog is to become the institute for innovation where the top 

of the international business and scientific worlds can share their knowledge and 

jointly effect innovative methods and processes. Dinalog resulted from the innovation 

programme of the Van Laarhoven Commission. The Port of Rotterdam Authority is 

actively involved in two Dinalog projects, the objectives of which are to strengthen the 

role of managing junctions. Through the port professors at Erasmus SmartPort, Port 

Research Center Delft and Eindhoven University of Technology, we are also involved in 

the further development of Dinalog. 


89


7.6 Labour market and 

education 

Introduction 

As the Port of Rotterdam Authority, we have an interest in the availability of 

sufficient qualified personnel for ourselves and our customers, now and in the future. 

The direct employment within the port and industrial complex amounted to 

approximately 90,000 persons in 2008. Roughly half are employees that work 

directly in the area managed by us. The other half are employees in the logistics 

sector who fall into the category directly port-related employees In addition, the port 

of Rotterdam generates about 55,000 indirect jobs (suppliers, service providers) 

outside the area managed by us (source: havenmonitor, 2008). 

Labour market exploration 

After the crisis in 2009, companies were reticent to hire permanent employees in 

2010, despite the recovery of the economy. In the first instance, growth was taken 

care of by employing flexible workers through temporary employment agencies. 

Through the Labour Market Exploration Mainport Rotterdam, a yearly employment 

survey is carried out to assess the need for personnel by port businesses and to 

examine how this matches the availability of students entering the labour market on 

completion of their studies. Approximately 2,000 people are required each year. In 

the long term, we expect a large scarcity in the port labour market. This is partially 

due to growing requests for replacements (pensions and natural staff turnover) and 

the expansion needed (Maasvlakte 2). However, it is also because few of today’s 

youngsters are opting to follow educational courses in the fields of technology, 

logistics or maritime, and because we are competing with other economic sectors 

for talent while there is a general lack of knowledge about jobs in the port. 

Tasks and activities 

Because we have an interest in a good fit between education and the labour market 

in the port of Rotterdam, we focus on the following four tasks: 

• Annual monitoring of the labour market, allowing us to signal trends and threats; 

• Contributing to projects (manpower/ Euros), participating in governance (influence/ 

advice) 


90


• Investing in the port as an attractive and accessible work environment; 

• Lobbying for good regional conditions (house building, public transport, recreation 

facilities). 

Last year we translated these tasks into the following activities: 

• The development of a new port teaching programme for 8,000 students studying at 

senior secondary vocational education (VMBO) level, a programme which is being 

developed in collaboration with the Educative Information Centre and the Foundation 

for LMC Secondary Education 

• Lectureship Ideal Port and a broadening of the participating educational institutions, 

within and outside the region; 

• Designing a new work programme Knowledge Infrastructure Mainport Rotterdam 

(KMR), the objective being to improve the fit between the port businesses and 

education, increase the number of students entering port education and have the 

alignment and coordination of the port labour market carried out by KMR. 

• Acting as principal in a study of the aging of the employment force and the 

consequences for the port area. What is the age composition of the employment force 

in the port sector and how high is the outflow due to retirement age being attained? 

What consequences does this have for the HRM policy in the port? 

• Monitoring the labour conditions, including new collective labour agreements and 

labour unrest, but also advising in social projects such as Revit, in which young people 

with no starting qualifications are helped to find a job in the port. 

• Analysing the labour market in the port for Port Vision 2030, both the translation 

of projected goods into employment figures and the trends and developments that 

influence the port’s future labour market. 

In 2010, 9 new recruits with either bachelor or master degrees (HBO / WO) started 

at the Port of Rotterdam Authority as a result of the so-called Agreement of 

Rotterdam (Akkoord van Rotterdam), which was adopted in 2009. Among other 

things this agreement, concluded with the municipality of Rotterdam and the 

Rotterdam business community, lays down that 10-15 new recruits will be offered a 

temporary position within three years. The objective of the “Akkoord van Rotterdam” 

is to limit the negative consequences of the economic recession and to improve the 

opportunities after the crisis has ended. 


91





4 Customer 




8 Finance 



Finance 

Report of the Port Authority > Finance 

92


8.1 Result 

The result for 2010 was € 154.2 million. Compared to the result of 2009 (excluding 

exceptional items), this represents an increase of € 10.0 million (+ 7%). The main 

developments include: 

• An increase in operating income (€ 32 million) caused by higher income 

from harbour dues and contract income; 

• A non-recurring buy-off of the liability for intended small-scale maintenance of 

bridges, quay walls and locks (€ 13.9 million); 

• an increase in depreciation/amortisation costs (€ 12.3 million); 

• an increase of the income from participating interests (€ 6.6 million). 

Result development INCREASE 2010 2009 Difference 

Amounts x € 1 million in % 

Harbour dues 288,2 274,1 14,2 

Contract income 249,4 232,5 16,9 

Other operating income 13,9 12,9 1,0 

Operating income 6,2 551,4 519,4 32,1 

Salaries, wages and social charges -101,1 -95,1 -6,0 

Operating expenses before non-recurring buy-off 

Operating expenses -102,0 -104,1 2,1 

other operating expenses -18,3 -23,1 4,8 

small-scale maintenance -0,4 -221,4 -222,3 0,9 

Non-recurring buy-off small-scale maintenance -13,9 -13,9 

Total operating expenses -5,8 -235,3 -222,3 -13,0 

Earnings before interest, taxes, depreciation 

and amortisation (EBITDA) 6,4 316,1 297,1 19,0 

Depreciation and amortisation -113,1 -100,8 -12,3 

Income from normal operations (EBIT) 3,4 203,0 196,3 6,7 

Financial income and expenses -55,1 -51,8 -3,3 

Income from participating interests 6,3 -0,3 6,6 

Income excluding exceptional items 7,0 154,2 144,2 10,0 

Proceeds from sale participating interest 23,2 -23,2 

NET INCOME -7,9 154,2 167,4 -13,2 


93


The harbour dues increased by € 14.1 million (+ 5.1%) compared to the year 2009. 

Due to the increase in handled throughput and an increase in harbour due tariffs 

the gross harbour dues increased by € 27.6 million (+ 9.5%). After eliminating the 

non-recurring crisis deduction of 7% and other discounts, the net harbour dues 

amounted to € 275.3 million. The income from harbour dues (for inland vessels) 

( €12.9 million) rose by € 1 million (+8.6%). As a result of indexing and price 

revisions, the contract income rose to € 16.9 million (+ 7.3%). 

Compared to 2009, the operating expenses excluding the non-recurring buy-off 

of small-scale maintenance remained stable. The most important changes were: 

• an increase in salaries, wages and social charges (€ 6 million) predominantly caused 

by a rise in the company collective agreement (January +0.75%, July +0.5%) and 

higher allocation to former personnel due to a change in legislation 

• a decrease in the operating costs (€ 2.1 million) and other operating expenses 

(€ 4.8 million). 

The depreciation expenses rose by € 12.3 million due to a higher level of 

investments. Compared to 2009, the balance of financial income and expenses 

decreased by € 3.3 million. The Port of Rotterdam Authority utilised the available 

facilities to meet the financing requirements. This caused an increase in interest 

expenses. In addition, the positive cash balance at the end of 2009 was mainly used 

in 2010 to fund investments resulting in a decrease of interest income. 

The results from participating interest increased by € 6.6 million compared to 2009. 

This was caused by an increase in the operational results of the participations and 

the sale of 25% of the shares in Portbase B.V. to the municipality of Amsterdam 

(€ 1.5 million). The 2010 book profit amounted to € 23.2 million due to the sale of 

a participation. 


94


8.2 Cash flows 

Cash flow overview 2010 2009 

Amounts x € 1 million 

Earnings (EBIT) 203,0 196,3 

Depreciation and movement in provisions 103,0 92,1 

Cash flow from ordinary activities 306,0 288,4 

Movements in working capital -28,3 -105,0 

Cash flow from normal activities 277,7 183,4 

interest -54,3 -47,2 

Cash flow from operating activities 223,4 136,2 

Cash flow from investing activities -394,4 -320,7 

Cash flow from financing activities 56,9 355,4 

BALANCE CAsh fLOw -114,1 170,9 

Because of the State contribution there was a reclassification in 2010 from ‘Tangible fixed assets’ to ‘Accounts 

receivable’. This item has no cash impact and therefore it is not included in the cash flow statement (for more 

details see the annual report 2010). 

Compared to 2009 the operational cash flow increased with € 87,2 million to € 223.4 

million. The rise was mainly caused by a decrease in working capital (€ 76.7 million) 

as a result of less repayment of short-term debt. Other sources of an increase in 

the operational cash flow were an increased operating result (+ € 6.7 million) and 

increased depreciations and provisions in 2010 (€ 10.9 million). Conversely, we paid 

more interest (+ € 7.1 million). 

The cash flows from investing activities concerns the volume of investments 

corrected for received contributions and subsidies. Compared to 2009, the volume 

of investments including capitalised interest rose as a result of the investments in 

Maasvlakte 2. This resulted in an increase in the (outgoing) cash flow from investing 

activities. 


95


Gross investments 2010 2009 2008 2007 2006 

amounts x € 1 million 

Exisitng area 121 170 135 235 231 

Maasvlakte 2 324 171 55 17 

TOTAL 445 341 190 252 231 

The cash flow from financing activities mainly consists of repayments of 

subordinated loans and senior debts and the issued debt from the European 

Investment Bank amounting to € 180 million. 


96

1 Operating income / balance of interest income and 

expense 

2 Net interest-bearing debt / income before interest, 

depreciation and amortisation 

3 Group equity, incl. subordinated loans / balance 

sheet total 

4 Income from normal operations / average balance 

sheet total less short-term debt 


8.3 Financing 

At the end of 2010, the funding of the Port of Rotterdam Authority predominantly 

consisted over € 1.7 billion of equity and liabilities. These liabilities consist of issued 

(subordinated) loans from the municipality of Rotterdam and (senior) debt from the 

financial market. 

The financial policy of the Port of Rotterdam Authority is risk-averse. We hedge 

financial risks to a significant extent. In order to prevent interest risks on loans with 

floating interest rates, we contracted four interest rate swaps. In addition, at the of 

end 2008, we contracted a fuel swap by which we have hedged the risk of volatile oil 

prices during the construction of Maasvlakte 2. Furthermore, we contracted a Euro/ 

Dollar foreign currency swap in 2009 to hedge the risk the Port of Rotterdam 

Authority faces with respect to a foreign participation. 

Key figures 2010 2009 

Interest coverage rate 3.7 4.1 

Net Debt / EBITDA 2.9 2.6 

Solvency (in %) 63 66 

Return on capital employed (in %) 7.0 7.8 

The ratios interest coverage ratio (ICR) 1 , Net Debt / EBITDA2 and solvency3 slightly 

deteriorated in 2010 compared to 2009. This was mainly caused by the effects of 

the equity injection of € 450 million which we received, and which led to a 

substantial increase in our liquidity and issued capital. The interest coverage 

declined due to a relative increase in interest expenses in 2010 compared to the 

slight growth in operating income. Due to higher investments in 2010, the Net debt / 

EBITDA ratio increased. These investments led to a lower level of liquid assets at 

the end of 2010. The solvency decreased due to the issuing of long term debt 

causing the balance sheet total to grow faster than the increase in equity. 

Just as in 2009, the ratios amply fulfil the standards imposed by external financiers. 

Because of the high levels of investment expenditure, the financial ratios will be 

under pressure in the coming years but are expected to continue to fulfil the 

agreements with the financiers. The return on capital employed (ROCE4 ) declined 


97


due to stabilised income from normal operations and higher investments in 2010 

compared to 2009. This development follows the expectations expressed in 2009 

and are largely caused by increasing investments in Maasvlakte 2. The ROCE will 

decline further in the coming years because of the high level of investments. 


98





4 Customer 




8 Finance 


Outlook 

2011 

The Port of Rotterdam Authority Annual report 2010 Report of the Port Authority > Outlook 2011 

99


As stated in the foreword the port of Rotterdam is doing well. The handling of 

goods, our market share and our investments, in both Maasvlakte 2 and the exiting 

port area are developing successfully. We would like Mainport Rotterdam to maintain 

its role as the engine of the national and European economy. Our new Business 

Plan for 2011-2015 sets out the direction we wish to take We can build on our 

history, knowledge and experience and we have ambitious targets such as improving 

accessibility, preserving the port area, enlarging our market share and creating 

value for global players in international growth markets. 

We are positive in respect of the development of throughput handling in 2011. We 

foresee a growth of 2 to 3 percent amounting to 440 million tonnes. This growth is 

comparable with the growth rate in the period 2005-2008. The harbour dues are 

developing moderately. Our operational and other expenses remain stable. Thanks 

to the growth in income and the ‘freeze’ of expenses, we expect an increase in the 

net result in 2011. 

We continue investing to realise our ambitions. Our investment volumes will further 

increase in 2011. For Maasvlakte 2, 2011 will be an important year: the largest 

proportion of the total investments takes place in 2011 and the first berths will 

become visible. 

In the existing port area, we also anticipate developments. Two new, large bio fuel 

factories and a liquefied gas terminal will be operational in the port, and two new 

coal heated power plants and a gas power plant are under construction. Through 

the Rotterdam Climate Initiative, we are cooperating with our partners to make 

sustainable growth of the Rotterdam Energy Port feasible. We are working hard on 

CO -capture installations at the existing coal heated power plants, to save energy by 

2 

mutually linking companies and increasing the number of wind turbines in the port 

of Rotterdam. 

In order to improve the accessibility of the port, we are maintaining the same course 

in respect of De Verkeersonderneming and the Container Transferium in 

Alblasserdam. To realise the rapid construction of the New Western River bank 

connection, we are doing our utmost to ensure a decision is taken in 2011 regarding 

a preferred route and we hope to be able to remove the potential financial barriers. 

In 2011 we will present our new ‘Port Vision 2030’. In the spring, we will enter into 

dialogues with customers, authorities, interest groups and residents. We hope to 

formulate a substantively good and flexible vision with regard to the desired 

development of the port and its surroundings. After the dialogue we will present the 

Port Vision 2030 to the Mayor and Aldermen of Rotterdam. 

Report of the Port Authority > Outlook 2011 

100

Report of the 

Supervisory 

Board

The Port of Rotterdam Authority Annual report 2010 Report of the Supervisory Board 

Report of the Supervisory 

Board 

Recovery after the economic crisis 

With pleasure and satisfaction, we have witnessed the port recover faster than 

expected after the economic crisis. It is proof of the strength of the port businesses 

and the Port of Rotterdam Authority that the throughput in 2010 was better than in 

the record year 2008. In order to stabilise the recovery, the Port of Rotterdam 

Authority has chosen to apply a recovery-discount in 2011. In doing so, we hope to 

offer a ‘smooth landing’ in respect of harbour dues once the crisis-deduction is 

terminated as of 1 January 2011. The crisis-deduction is to be phased out in two 

years instead of one. In addition, we have observed that large investment projects 

are in progress; many being related to the first and second Maasvlakte. The Port of 

Rotterdam Authority invested more than ever last year and will continue investing in 

the port complex to maintain and strengthen the engine of the Dutch economy. 

Dedication to investments 

In 2010, the Port of Rotterdam Authority was fully dedicated to the most important 

investments in the broadest range of activities and segments in the port. With the 

broadening of the Amazonehaven, the port has acquired space to accommodate the 

loading and unloading of the largest vessels (ULCCs). With the investment in the 

Vitol Euro Tank Terminal and the filling in for the expansion of the Botlek Tank 

Terminal, the intended tank storage has been provided; coal handling will also obtain 

more space due to the reconfiguration of the EMO peninsula. The Container 

Transferium at Alblasserdam is a step forward in the bundling of container flows in 

the port area. Furthermore, a decision has been taken to invest in moving the stack 

area near Rail Terminal West, in order to enable the optimisation of rail logistics and 

space utilisation within the Maasvlakte. 

Maasvlakte 2 

The Construction of Maasvlakte 2 is progressing successfully and is within planning 

and budget. We observed a steady progress in the construction of the first terrains, 

the quay wall, the sea defence and the (infrastructural) opening-up to the existing 

port area during our working visit this year. The dialogue with the first customers has 

intensified as we expect to deliver the first terrains in 2011. Therefore 2011 will be an 

important year in which capital expenditure related to the first phase will reach a 

peak. 

We observed there was sound control of the project Maasvlakte 2. This was also 

confirmed by the Internal Audit Department. The construction of Maasvlakte 2 gives 

us every confidence for the future in the years to come. 

Investing in cooperation 

The Supervisory Board supported the Executive Board in a number of initiatives to 

strengthen the cooperation between Dutch ports. This related to a LOI (Letter of 

Intent) with Amsterdam and the intended cooperation in the management and 

operations of the seaport of Dordrecht. In addition, Rotterdam is naturally (through 

waterways and rail) connected with the Port of Duisburg. Consequently, the Port of 

Rotterdam Authority has announced its interest in a participation, if the opportunity 

arises. 

102


Socially responsible is the method of managing our business 

We are proud of the socially responsible role the Port of Rotterdam Authority has 

expanded. To develop and continue investing in the port at the same time as keeping 

an eye on sustainability is unmistakably important. Besides the contribution to the 

Rotterdam Climate Initiative (RCI) and the CO footprint of the Port of Rotterdam 

2 

Authority, the development of the RDM Campus and the introduction of the 

Environmental Ship Index are concrete examples of our commitment to sustainability. 

Direction for the future: Business Plan and Port Vision 

In collaboration with the Executive Board we have set out the vision and direction of 

the Port of Rotterdam and the Port of Rotterdam Authority. We approved the new 

Business Plan 2011-2015, the starting points of which were firm and realistic 

ambitions as well as the change to our role which is already underway (from 

Landlord to Port Developer). We emphasised the importance of the Port of 

Rotterdam (‘Homebase Showcase’) and the ambitions of the four chosen 

spearheads (enterprising developer, linking to growth markets, creating value in 

chains and networks, and partnering world-class customers) contribute to the Port of 

Rotterdam and vice versa. Five inseparable elements which are, in our opinion, 

collectively ‘World-class in action’. With regard to the Port Vision 2030, we envisage 

a solid analysis – shared with customers and partners – of the future scenarios and 

vivid pictures of the future of the Port of Rotterdam. We look forward to the final 

result and the accompanying choices in the first quarter of 2011! 

Composition and meetings of the Supervisory Board 

The Supervisory Board held seven meetings during the year. In addition to five 

regular meetings, we reserved a day to discuss the strategy (Port Vision and 

Business Plan) and to visit Maasvlakte 2. In addition, we dedicated half a day to 

discuss strategic dossiers and visit businesses in the port of Rotterdam (Gate, ECT, 

RDM Campus including the submarine base). The employees’ Supervisory Board 

member kept in frequent touch with the Works Council and attended two Work 

Council meetings. The yearly self-evaluation based on a questionnaire provided 

valuable insight and highlighted points of improvement. 

The composition of the Supervisory Board remained unchanged in 2009. All its 

members are independent within the meaning of the Corporate Governance Code. 

• A.J. Scheepbouwer; Chairman of the board, member of Remuneration Committee 

• R.J.N. Abrahamsen, Vice-Chairman of the board, chairman of Audit Committee 

• J.M. Kroon MBA, member of Audit Committee 

• R.P.M. van Slobbe; member of Audit Committee 

• R.M. Smit (employees’ Supervisory Board member); Chairman of Remuneration 

Committee 

Mr Smit announced that he will not stand for re-election when his term of office 

expires (1 July 2011). We regret this but respect his decision and we thank Mr Smit 

for his commitment and hard work over many years. 

103

Committees 


The Supervisory Board has two advisory committees: the Audit Committee and the 

Remuneration Committee. 

The Audit Committee met three times in 2010. The Audit Committee advised the 

Supervisory Board on the 2009 Annual Report and Financial Statements, the 2010 

quarterly reports, important business cases (such as Maasvlakte 2), the risk 

landscape and the renewed Treasury Statute. A close eye was kept on individual 

investments. 

The Remuneration Committee met four times in 2010. The most important advisory 

points included the discussion concerning succession, the 360 º feedback conducted 

by an external advisor for our top management and the remuneration discussion with 

our shareholders. 

Succession and appointment of the Executive Board 

The Supervisory Board pays specific attention to the succession of the members of 

the Executive Board and encourages the succession from within the organisation. 

We considered the possible succession scenarios and we were once again advised 

(as we were in 2007) by means of a 360 º feedback from the top management 

conducted by an external advisor. 

Mr Toet decided to continue his career outside of the Port of Rotterdam Authority as 

of the end of 2010. We respect his decision. We would like to devote a specific word 

of thanks to Mr Toet, for his dedication and contribution in the last years. We wish 

him all the best for the future. 

A decision has been taken to appoint Ms Menssen to the COO position. During 2011, 

the Supervisory Board hopes to fulfil the vacant CFO position in the Executive Board. 

Remuneration policy 

The Supervisory Board feels responsible for the quality of the Executive Board and 

the continuity of the Port of Rotterdam Authority’s business operations. Partially in 

this light, the remuneration policy has been a serious subject of discussion with our 

shareholders. The shareholders asked us to develop a new remuneration policy 

imposing a 5% pay restraint. The Supervisory Board regrets this political decision. 

Word of thanks 

We would like to compliment the Executive Board and all the staff of the Port of 

Rotterdam Authority for the results they have achieved in 2010. A solid recovery was 

achieved after the economic crisis in respect of the handling of goods and the result. 

The continuous pursuit and the determination to keep on investing in Maasvlakte 2 

and the Exiting Port Area are acts of courage, professionalism and a good internal 

and external collaboration. 

Rotterdam, 2 March 2011 

The Supervisory Board 

104

Financial 

Statements 

2010

Content Financial 

Statements 

Balance sheet 107 

Statement of income 108 

Cash flow statement 109 

Notes to the balance sheet and the statement of income 110 

Accounting policies for the balance sheet 111 

Accounting policies for the statement of income 115 

Notes to the balance sheet 117 

1 Tangible fixed assets 117 

2 Financial fixed assets 118 

3 Accounts receivable 118 

4 Cash and cash equivalents 118 

5 Equity capital 119 

6 Provisions 120 

7 Long-term debt 121 

8 Short-term debt 122 

9 Off-balance sheet commitments and contingencies 122 

10 Financial instruments 124 

Notes to the statement of income 125 

11 Total operating income 125 

12 Salaries, wages and social charges 125 

13 Other operating expenses 126 

14 Other notes to the statement of income 126 

15 Financial income and expense 126 

16 Income from participating interests 127 

17 Workforce 127 

18 Remuneration of Directors 127 

19 Related parties 130 

20 Auditors’ expenses 130 

Other information 131 

21 Appropriation of net income under the Articles of Association 131 

22 Proposed appropriation of net income - provisional 131 

23 Withdrawals from/deposits into paid-in surplus 132 

24 Events after the balance sheet date 132 

25 Auditor’s report 132 

List of participating interests 133 

The Port of Rotterdam Authority Annual report 2010 Financial Statements 

106

Assets 

fixed assets 

Balance sheet 

(before appropriation of income, amounts x € 1,000) 

Ref. 31/12/2010 31/12/2009 

Tangible fixed assets 1 2,875,590 2,779,858 

Financial fixed assets 2 27,691 24,914 

Current assets 

2,903,281 2,804,772 

Inventories 497 574 

Accounts receivable 3 315,391 107,193 

Cash and cash equivalents 4 61,085 175,158 

Liabilities and shareholders’ equity 

376,973 282,925 

TOTAL AssETs 3,280,254 3,087,697 

shareholders' equity 

Subscribed capital stock 5 900,000 900,000 

Paid-in surplus 5 391,200 391,200 

Statutory reserves 5 4,648 3,435 

Other reserves 5 319,785 213,945 

Income to be appropriated 5 154,189 136,163 

1,769,822 1,644,743 

Provisions 6 83,966 80,579 

Long term debt 7 1,143,222 1,058,564 

short term debt 8 283,244 303,811 

TOTAL LIABILITIEs AND 

shArEhOLDErs’ EquITy 3,280,254 3,087,697 


107

Statement of income 

(amounts x m 1.000) 

Ref. 2010 2009 

Net turnover 11 537,539 506,510 

Other operating income 11 13,857 12,921 

Total operating income 551,396 519,431 

Salaries, wages and social charges 12 101,145 95,062 

Depreciation on tangible fixed assets 1 113,057 100,813 

Other operating expenses 13 134,193 127,242 

Net operating expenses 348,395 323,117 

Income from normal operations 203,001 196,314 

Financial income and expenses 15 -55,087 -51,827 

Income from participating interests 16 6,275 22,941 

NET INCOME 154,189 167,428 


108

Cash flow statement 

(amounts x m 1.000) 

Ref. 2010 2009 

Income from normal operations 203,001 196,314 

Adjustments for: 

Amortisation and depreciation 1 113,057 100,813 

Changes in provisions 39 358 

Withdrawal of equalisation groud-lease buy-off -10,108 -9,786 

Impairment of financial fixed assets 2 27 708 

Changes in working capital 

103,015 92,093 

Accounts receivable 3 -10,612 -383 

Inventories 77 -42 

Short term debt -17,777 -104,550 

-28,312 -104,975 

Cash flow from ordinary activities 277,704 183,432 

Interest income 5,546 3,318 

Interest expense -59,868 -50,548 

-54,322 -47,230 

Cash flow from operating activities 223,382 136,202 

Investments 

Tangible fixed assets -401,295 -344,901 

Loans granted 2 -335 -1,012 

-401,630 -345,913 

Disposals 7,257 25,245 

Cash flow from investing activities -394,373 -320,668 

Cash flow before financing -170,991 -184,466 

Repayments on long term debt -107,166 -102,579 

Loans contracted 193,918 61,081 

Paid-up capital 0 450,000 

Dividend 5 -29,835 -53,113 

Cash flow from financing activities 56,918 355,389 

NET CAsh fLOw -114,073 170,923 

Cash balance at beginning of year 4 175,158 4,235 

Cash balance at end of year 4 61,085 175,158 

MOvEMENT IN CAsh -114,073 170,923 


109

Two-tier board system 

Shareholders 

Accounting policies 

Exemption from consolidation obligation 

Notes to the cash flow statement 

System changes 

Offsetting 

Notes to the balance sheet and 

the statement of income 

General 

Under the provisions of Section 153 of Book 2 of the Dutch Civil Code, on 20 July 

2005 the Port of Rotterdam Authority filed a statement with the Trade Register that 

since 31 December 2004 it had complied with the requirements laid down by law for 

‘large’ companies. This means that as from 21 July 2008 the Port of Rotterdam 

Authority has been a statutory two-tier company. The Articles of Association already 

take account of this statutory two-tier Board system. 

The shares are held by the Municipality of Rotterdam (70 5/6%) and the State of the 

Netherlands (29 1/6 %). 

The financial statements have been drawn up in accordance with the statutory 

provisions of Part 9 of Book 2 of the Dutch Civil Code and the firm pronouncements 

in the Dutch Accounting Standards as issued by the Dutch Accounting Standards 

Board [Raad voor de Jaarverslaggeving]. 

With effect from 2009, the Port of Rotterdam Authority has made use of the 

exemption from the obligation to consolidate the companies involved in the 

consolidation whose joint significance is negligible to the company as a whole (RJ 

217.304). 

For an overview of participating interests, reference is made to the List of 

Participating Interests. 

The cash flow statement has been prepared using the indirect method. The cash 

disclosed in the statement consists of cash and cash equivalents. Interest received 

and paid, as well as dividends received are shown under the cash flow from 

operating activities. Dividends paid are shown under the cash flow from financing 

activities. 

There were no system changes in 2010. 

Offsetting of receivables and debt only takes place if it is legally possible and it is the 

explicit intention to settle the separate items as such. 


110

Amortised cost price 

Exceptional fixed asset impairment 

Opinions and estimates 

Tangible fixed assets 

Accounting policies for the 

balance sheet 

General 

The financial statements have been prepared on an historical cost basis of 

accounting. Unless a different valuation principle is stated, assets and liabilities are 

stated at nominal value. Notes to the line items of the balance sheet, statement of 

income and cash flow statement have been numbered in the financial statements. 

The amortised cost price is calculated using the effective interest method less any 

deductions (direct or through forming a provision for exceptional impairment or bad 

debts). The calculation also takes account of share premiums or discounts at the 

moment of acquisition and transaction costs and fees that form an integral part of 

the effective interest rate. 

On each balance sheet date, the Port Authority tests whether there are any indications 

of an asset being subject to impairment. If there are such indications, the realisable 

value of the asset is determined. If it is not possible to determine the realisable value 

of an individual asset, the recoverable amount of the cash generating unit to which the 

asset belongs is identified. An asset is subject to impairment if its carrying amount is 

higher than its recoverable value; the recoverable value is the higher of realisable 

value and present value. Any impairment loss is directly taken to the statement of 

income. 

When applying the policies and rules for drawing up the financial statements, the 

management of the Port of Rotterdam Authority will form certain opinions and 

estimates. The main opinions and estimates, including the associated assumptions, 

are: 

Depreciation and amortisation 

The depreciation period is based on the expected economic life of the asset. The 

depreciation periods used are set out in Note 1: Tangible fixed assets. 

Provision for employee benefit plans 

The estimated elements primarily relate to the interest percentages used, redundancy, 

disability, mortality and retirement risk, as well as inflation assumptions and career 

tables. 

Provision for soil clean-up 

The calculation is based on present clean-up costs, the time of clean-up (in the future), 

price indexation and expected effects of developments on clean-up costs. 

Assets 

Tangible fixed assets are stated at acquisition or manufacturing price, inclusive of 

directly attributable costs, such as construction period interest, less straight-line 

depreciation based on estimated useful life, or lower present value. The manufacturing 

price consists of the costs of acquisition of raw materials and consumables and costs 

directly attributable to the manufacturing process, including installation costs. 

Preliminary expenses for investment projects are capitalised from the moment it is 

certain that these projects will actually be carried out. Land and tangible fixed assets 

under construction are not depreciated. 


111

Financial fixed assets 

Inventories 

Depreciation is on a straight-line basis, and based on the expected economic life, 

taking account of the residual value. If the expectation in respect of the depreciation 

method, useful life and/or residual value is subject to change over time, this will be 

shown as a change in the accounting estimate. 

Grants and contributions on investments will be deducted from the acquisition or 

manufacturing price of the asset to which the grants relate. 

Group companies and other participating interests in which the Port Authority may 

exercise significant influence on business and financial policy are carried at net asset 

value. Significant influence is assumed at any rate to be present if the rate of 

participation is more than 20% of the voting rights attached to the shares. 

The net asset value is calculated using the policies applied in these financial 

statements. For participating interests about which insufficient information is available 

for adjustment to these policies, the valuation principles of the participating interest 

concerned are followed. 

If the participating interest’s net asset value is negative, it is stated at nil. If and in so 

far as the Port of Rotterdam Authority fully or partially guarantees the debts of the 

participating interest or has the firm intention to enable the participating interest to pay 

its debts, a provision is formed. 

The share in the result of investments in participations is included in the statement of 

income. 

If and in so far as the Port of Rotterdam Authority cannot effect payment of the income 

to itself without restrictions, the not distributed income will be taken to a statutory 

reserve 

Participating interests acquired are initially valued at the fair value of the identifiable 

assets and liabilities at the moment of acquisition. The difference between the 

acquisition price and the fair value of the identifiable assets and liabilities will be 

capitalised as goodwill and disclosed under intangible fixed assets. Any subsequent 

valuation is based on the net asset value thus determined. 

Participating interests in which no significant influence can be exercised are stated at 

the lower of acquisition price and recoverable value. Loans included under financial 

fixed assets are stated at amortised cost price after the initial accounting. Income and 

expenditure is shown in the statement of income by means of the amortisation 

process. 

The line item ‘other securities’ consists entirely of bonds. In principle, these are to be 

retained until the date of maturity. These bonds are valued at amortised cost price. 

Income and expenditure will be credited or debited to the statement of income by 

means of the amortisation process. 

Inventories mainly concern spare parts and consumables for vessels and technical 

systems. Inventories are stated at the lower of the acquisition price and realizable 

value. 


112

Accounts receivable 

Cash and cash equivalents 

Provisions 

Pensions and other employee benefit plans 

Long term debt 

Derivatives and hedge accounting 

Trade receivables are stated at face value. A provision is deducted for potential bad 

debts. 

Cash and cash equivalents represent cash in hand, bank balances and deposits with 

terms of less than twelve months. Current account overdrafts at banks are included 

under debts to credit institutions under the heading ‘Short term debt’. 

Liabilities 

Provisions are formed for legally enforceable or constructive obligations existing on the 

balance sheet date, the settlement of which is likely to require an outflow of funds 

whose extent can be reliably estimated. If applicable, provisions are recognised at 

their present value. 

The new standard Dutch GAAP guideline 271 presumes the ‘commitment approach’. 

This means that legal entities have to form a provision if there is a possibility of 

existing additional pension commitments that are not covered by current provisions. 

The Port of Rotterdam Authority has a defined benefit plan. This means that the Port 

of Rotterdam Authority pays premiums to its pension provider, and the pension 

provider is then responsible at its own risk for the pension commitments to the 

employees of the Port of Rotterdam Authority. Apart from the payment of premiums, 

under the terms of this pension plan the Port of Rotterdam Authority is not obliged to 

pay additional contributions. Therefore, no provision has been formed for this. 

However, provisions have been formed for future payments relating to early retirement, 

health insurance costs and other deferred remunerations. Each year the liabilities 

relating to these employee benefit plans are calculated by independent actuaries. The 

value of the liability is calculated by converting the estimated future cash flows into 

cash, taking account of expected salary developments and mortality and disability 

risks, assuming interest rates that apply to high-quality corporate bonds. 

Valuation is done by best estimate. 

Ground lease buy-off 

Leaseholders may buy off their ground leases at present value. The amounts thus 

received are included under long term debt. Each year interest is accrued on the 

outstanding balance and the proceeds for the year concerned are added to the 

contract income. 

The policy of the Port of Rotterdam Authority is to cover a part of the interest, 

currency and product price risks effectively. If derivatives are used in this respect, the 

Port of Rotterdam Authority applies hedge accounting. According to the cost-price 

hedge accounting method, the derivatives are stated at cost price. If the hedge is 

effective, value changes remain off the balance sheet. 


113

Leasing 

Financial lease 

Assets financed through financial leases are capitalised in the balance sheet from the 

moment at which the lease is concluded, at the lower of the fair value of the asset and 

the present value of the minimum lease instalments. The lease instalments payable 

are broken down into repayment and interest components, on an annuity basis and 

based on a fixed interest rate. The lease commitments are recognised under long term 

debt exclusive of interest. The interest component, as part of the lease instalments, is 

taken to the statement of income. The relevant assets are depreciated over their 

remaining economic lives. 

Operating lease 

Liabilities resulting from operating leases are included in the statement of income on a 

straight-line basis, over the term of the respective contract. With effect from 2011, the 

obligations will be included in the commitments and contingencies not included in the 

balance sheet. 


114

Benefits paid periodically 

Pensions and other employee benefit plans 

Accounting policies for the 

statement of income 

Accounting policies for the statement of income 

Net income represents the income from operations and services rendered, less 

discounts and suchlike and taxes levied on the turnover. This income mainly concerns 

harbour dues and income from sites let to third parties. 

Costs 

Costs are determined on an historical basis and allocated to the year to which they 

relate. (Foreseeable) liabilities and potential losses which originate from before the 

end of the financial year are taken into account if they have become known before 

drafting the financial statements, and the conditions for including provisions are 

otherwise met. 

Employee benefits 

Salaries, wages and social charges are taken to the statement of income by virtue of 

the conditions of employment. 

The Port of Rotterdam Authority pays for the defined benefit plan, which according to 

Standard 271 may be recognised as a defined-contribution plan, contributions to 

pension funds and insurance companies. The contributions are recognised as 

personnel costs when these are payable. Contributions paid in advance are included 

as prepayments and accrued income if they lead to a repayment or a reduction in 

future payments. 

Allocations to the provision for employee benefit plans are recognised as personnel 

costs. 

Government grants 

Operating grants are recognised as income in the statement of income in the year in 

which the subsidised costs were incurred, income was lost or a subsidised operating 

deficit occurred and it is likely that it will be received and the Port of Rotterdam 

Authority can demonstrate the conditions for receipt. 

Grants for additions to tangible fixed assets are deducted from the asset concerned 

and taken to the statement of income as part of depreciation. 


115

Interest income and expense 

Capitalisation of interest charges 

Interest charges entered as liabilities 

Depreciation 

Depreciation on tangible fixed assets is based on the acquisition or manufacturing 

price. There is no depreciation on sites and on tangible fixed assets under 

construction. Depreciation is on a straight-line basis, based on the estimated 

economic life (see also ‘Accounting policies for the balance sheet - Tangible fixed 

assets’). 

Financial income and expense 

Interest income and expense are recognised on a pro rata basis, taking account of 

the effective interest rate of the assets and liabilities concerned. 

Interest charges are capitalised for qualifying assets during the period of their 

manufacture. The interest to be capitalised is calculated based on the internally 

weighted average interest rate of the long term loans of the Port of Rotterdam 

Authority adjusted for the loan capital/total capital ratio. If a project is being financed, 

the interest to be capitalised is calculated based on the interest rate applicable to 

this financing. 

Interest charges are added to provisions and long term debts, the balance sheet 

value of which is determined based on a cash value calculation. 

Corporation tax 

All shares in the Port of Rotterdam Authority are held by legal entities under public 

law. This means that, under Section 2, paragraphs 3 and 7 of the Corporation Tax 

Act, the (current) activities of the Port of Rotterdam Authority are exempt from 

corporation tax. 


116

1 Tangible fixed assets 

31 December 2009 

Notes to the balance sheet 

Land 

and infraplus 

(amounts X € 1,000) 

* This item has no cash impact and therefore it is not included in the cash flow statement. 

During the financial year, an amount of € 12 million in construction period interest was 

capitalised for tangible fixed assets under construction. 

In accordance with the development agreement ‘Land reclamation’ the State will 

contribute € 726 million nominal in the construction costs of Maasvlakte 2. The 

expenditure up to 31 December 2010 (€ 198 million) attributed to the said contribution 

has been reclassified as ‘Accounts receivable’. 

As the conditions of article 3 of the development agreement were fulfilled in 2010, the 

requisition is included (all public-legal involvement was obtained, land reclamation was 

actually started and a contiguous construction process could be assumed). 

For three properties a change in estimate took place. Because of a future demolition, 

the depreciation period for the residual carrying amount was changed to 4 years. The 

change in estimate has a yearly result effect of € 2.8 million. 

Beneficial ownership of the port sites was transferred to the Port of Rotterdam 

Authority at the time of the Company’s incorporation. The Municipality of Rotterdam 

holds legal title to these sites, on which a ground lease was established for the benefit 

of the Port of Rotterdam Authority. At the end of 2010 this had been realised for about 

99% of the total area, 30% of which was subject to a suspensive condition. 


117 

public 

infrastructure 

port basins and 

waterways 

quay walls, 

slopes, jetties 

and other 

mooring 

facilities 

Tangible 

fixed assets 

under 

construction 

Equipment 

and 

otherassets 

TOTAL 

Cost 1,042,207 565,145 931,672 428,073 326,041 3,293,138 

Accumulated depreciation -92,012 -137,601 -187,964 - -95,703 -513,280 

CArryINg AMOuNT 950,195 427,544 743,708 428,073 230,338 2,779,858 

Movements in 2010 

Investments - - - 413,328 - 413,328 

Disposals -145 - - - -6,808 -6,953 

State contribution Maasvlakte 2* - -29,724 - -167,862 - -197,586 

Depreciations -22,275 -25,299 -37,988 - -27,495 -113,057 

Commissioning 66,375 14,674 63,383 -215,784 71,352 - 

31 December 2010 

43,955 -40,349 25,395 29,682 37,049 95,732 

Cost 1,108,437 550,095 995,055 457,755 387,408 3,498,750 

Accumulated depreciation -114,287 -162,900 -225,952 - -120,021 -623,160 

CArryINg AMOuNT 994,150 387,195 769,103 457,755 267,387 2,875,590 

Depreciation periods in years up to 30 years 25 to 50 years 25 to 40 years n.v.t. 5 to 50 years

2 Financial fixed assets 

31 December 2009 


Participations Other securities Other long term 

receivables 

For an overview of participating interests, reference is made to the List of Participating 

Interests. 


118 

TOTAL 

CArryINg AMOuNT 18,200 4,390 2,324 24,914 

Movements 2010 

Loans granted - - 335 335 

Instalments on loans - - -304 -304 

Provisions releases - - 164 164 

Income from participating interests 6,275 - - 6,275 

Exchange result 724 - - 724 

Provisions for bad debts - - -27 -27 

Reclassification short term receivables - -4,390 - -4,390 

TOTAL MOvEMENTS 6,999 -4,390 168 2,777 

31 December 2010 

CArryINg AMOuNT 25,199 0 2,492 27,691 

3 Accounts receivable 

Prepayments and accrued income 

4 Cash and cash equivalents 


The main items included in prepayments and accrued income are items yet to be 

invoiced and VAT yet to be received. 

A corporate bond portfolio was included in the other short term receivables for a 

carrying amount of € 4.4 million. The market value of this portfolio as at 31 

December 2010 was € 4.5 million. The corporate bond portfolio was settled in 

January 2011. 


Cash is at the Port of Rotterdam Authority’s free disposal. 

31/12/2010 31/12/2009 

Accounts receivable from the Municipality of Rotterdam 415 2,374 

State contribution (Maasvlakte 2) 197,586 - 

Trade receivables 67,492 76,121 

Other short term receivables 15,027 8,382 

Prepayments and accrued income 34,871 20,316 

TOTAL 315,391 107,193 

31/12/2010 31/12/2009 

Cash (current account) 61,085 175,158

5 Equity capital 

Summary of movements 

Equity capital 

Statutory reserves 

Total income 

The Port of Rotterdam Authority’s guarantee capital or liability capital comprises the 

following: 


The summary of movements in equity capital in 2010 is as follows: 


31/12/2010 31/12/2009 

Shareholders' equity 1,769,822 1,644,743 

Subordinated loans from the Municipality of Rotterdam 312,125 404,525 

TOTAL guArANTEE CAPITAL 2,081,947 2,049,268 

Subscribed 

capital stock 

Paid-in surplus Statutory 

reserves 

Other reserves Income to be 

appropriated 

The Company’s authorised capital totals € 3 billion, and is divided into three billion 

consecutively numbered ordinary shares of € 1 par value each. 

The subscribed and paid-up equity capital totalled € 900 million at the end of 2010 

and is divided into 900 million ordinary shares of € 1 par value each. 

The balance of statutory reserves relates to the reserve for participating interests 

and the exchange rate reserve for participating interests. 

The total result of the Port of Rotterdam Authority is equal to the result for the 

financial year. 


119 

TOTAL 

31 december 2009 900,000 391,200 3,435 213,945 136,163 1,644,743 

Net income for the year - - - - 154,189 154,189 

Final dividend paid 2009 - - - - -29,834 -29,834 

Appropriation of net income 2009 - - - 106,329 -106,329 - 

Exchange rate reserve - - 724 - - 724 

Contribution to statutory reserves - - 489 -489 - - 

TOTAL MOvEMENTS 0 0 1,213 105,840 18,026 125,079 

31 december 2010 900,000 391,200 4,648 319,785 154,189 1,769,822

6 Provisions 

Provisions for employee benefit plans 

Provisions for future soil clean-up 

Provision employee 

benefit plans 


Provisions were formed for obligations to current and former personnel in relation to 

early retirement, future contributions to health insurance premiums and other 

deferred employee remuneration. 

Since 1/1/2009 the plan concerning job-related early retirement has changed. As a 

result of this change the costs for the employer increased, which caused a higher 

allocation in 2010 (€ 4.5 million). 

This is a long-term provision. 


Provision future soil 

clean-up 

Provision allegedly 

furnished guarantees 

An amount of € 27.2 million for the provision for future soil clean-up concerns residual 

pollution accepted by the Port of Rotterdam Authority upon termination of the lease of 

sites. This will largely be covered from the lump-sum payouts received in relation to 

this. Annual interest is added to this sum. The remaining € 5.7 million concerns the 

cash value of the expected clean-up expense on sites where actual clean-up has been 

agreed with the competent authorities. 

No provision is included in the financial statements for soil pollution at the other sites, 

which may have to be cleaned up in the very long term. Due to continuing 

technological advances as well as amendments to legislation and regulations, the 

amount to be spent on associated future clean-up cannot be estimated with a high 

degree of certainty at present. Furthermore, the standard contract provisions of the 

Port of Rotterdam Authority applying to the lease or issue under lease or sublease 

stipulate that, when the contract is terminated, the soil must be delivered to the Port of 

Rotterdam Authority in its original condition. Consequently, the expectation is that it will 

be possible to recover a large portion of the future clean-up expenses from the polluter. 

This is a long term provision. 


120 

TOTAL 

31 december 2009 23,761 32,342 24,476 80,579 

Allocations 5,500 489 - 5,989 

Withdrawals -4,627 -1,159 - -5,786 

Releases - - - 0 

Interest allocated 1,044 1,280 860 3,184 

31 december 2010 25,678 32,952 25,336 83,966 

31/12/2010 31/12/2009 

Early retirement 22,413 19,534 

Health insurance contribution after retirement 1,995 2,965 

Other deferred remunerations 1,270 1,262 

TOTAL 25,678 23,761

Provision for guarantees allegedly 

furnished 

7 Long term debt 

Subordinated loans from the 

Subordinated loans from the Municipality 


Other loans from the Municipality 


Ground lease buy-off 

Financial lease commitments 

Debts to credit institutions 

Maintenance cost buy-off 

On 24 January 2007, the District Court of Rotterdam gave its judgment in proceedings 

between Commerz (Nederland) NV and the Port of Rotterdam Authority, denying the 

claims of Commerz. 

Commerz lodged an appeal against this judgment. On 1 February 2011, the court of 

appeal in The Hague ratified the judgement of the district court in Rotterdam. The 

expectation is that Commerz bank will give notice to appeal. Because of this, the 

provision formed for this purpose was maintained. The Investment Agreement 

concluded on 2 September 2005 between the State of the Netherlands, the 

Municipality of Rotterdam and the Port of Rotterdam Authority lays down that any 

future release of the provision will accrue to the Municipality by means of an additional 

dividend. In 2010, only interest was added to the provision for guarantees which were 

allegedly furnished. 

This is a long term provision. 


These loans are subordinated to all of the Port Authority’s other existing and future 

creditors. Annual interest on these loans is 5.72%. 

Annual interest rates on these loans range between 5.03% and 6.14%. 

31/12/2010 31/12/2009 

Term Term Term TOTAAL TOTAAl 

< 1 year 1-5 years > 5 years 

Municipality of Rotterdam 92,400 219,725 - 312,125 404,525 

Other loans from the Municipality of Rotterdam 8,043 128,914 55,811 192,768 200,338 

Ground lease buy-off 9,800 49,000 94,919 153,719 154,807 

Financial lease commitments 315 2,060 12,325 14,700 14,987 

Debts to credit institutions 7,676 74,138 373,678 455,492 282,907 

Maintenance cost buy-off 1,988 9,940 1,990 13,918 

Other long term debt - - 500 500 1,000 

TOTAL 120,222 483,777 539,223 1,143,222 1,058,564 

This represents the value of customer compensation for ground lease buy-offs. 

The Port of Rotterdam Authority leases sites and a vessel for representative 

purposes. 

Of the total loans taken out with the European Investment Bank (€ 456 million) more 

than 30% are on a fixed-interest basis (ranging between 4.65% and 4.96%). The 

remaining loans have been taken out at a variable interest rates, based on the 

3-month EURIBOR. 

The Port of Rotterdam Authority agreed to buy off future small maintenance costs 

related to a number of objects. The payment will take place in 7 periods. 


121

Long term debt facilities 

8 Short term debt 

Debt facilities 

9 Off-balance sheet 

commitments and 

contingencies 

Contingent schemes 

In January 2008 credit facilities were taken out with the European Investment Bank, 

Bank Nederlandse Gemeenten, ING, Rabo and Fortis for an amount of € 2 billion. 

They will be used to finance investments in the existing port area as well as the 

construction of the first part of Maasvlakte 2. The annual interest rate is based on 

the 3-month EURIBOR. This interest payment has been partly swapped for a fixed 

interest rate of an average of 4.8%. No security has been provided for the long term 

debt facilities. 

There is an agreement with external financiers about a number of financial ratios. 

Just as in 2009, the ratios amply fulfil the agreed standards. 


The Port of Rotterdam Authority has a short term debt facility of € 200 million, 

for which no security has been provided. 

31/12/2010 31/12/2009 

Debt to credit institutions 0 35,755 

Debts to the Municipality of Rotterdam and State 17,009 20,469 

Trade payables 45,850 42,763 

Taxes and social security charges 4,946 4,023 

Pension charges 1,338 1,312 

Holiday pay and holiday entitlements not taken 7,448 8,110 

Received reservation fees Maasvlakte 2 103,052 72,431 

Advance on rents, ground lease and quay fees 53,790 43,095 

Advance on investment grant for Trafic Guidance System 8,831 15,371 

Other debt, accruals and deferred income 40,980 60,482 

TOTAL 283,244 303,811 

Contingent agreements have been concluded with several market players about 

future capital expenditure such as investments and restructuring operations, etc. 

These agreements concern payments to be made (€ 6.7 million) and received (€ 1.7 

million). 

The Port of Rotterdam Authority also stands surety for a loan (€ 0.7 million). 

Guarantees have been issued for a number of group companies and participating 

interests in respect of the fulfilment of lease, rental, repayment and interest 

obligations towards third parties up to an amount of € 10.3 million. The Company 

guarantees a minimum yield of a participating interest for the co-shareholder. In 

addition, the Port of Rotterdam Authority guarantees a residual value of installations 

(€ 1.4 million).The Port of Rotterdam Authority has issued a letter of comfort to a 

bank for a maximum of € 4.4 million. 

Last year, the Port of Rotterdam Authority and the municipality reached a conditional 

agreement for cooperation in relation to seaport Dordrecht. From 1 July 2011, the 

Port of Rotterdam Authority will develop, maintain and exploit the seaport for its own 

account. The total area related to the seaport Dordrecht amounts 290 ha of which 

approximately 50 ha is let out and 10 ha free to let out. To acquire the main ground 

lease, the Port of Rotterdam Authority will pay an initial yearly fee of approximately 

€ 1.8 million. During the first few years the compensation will gradually increase to 

around € 2.7 million by 2016 after which it will be indexed yearly. Further on, the 


122

Multi-year financial obligations 

Port of Rotterdam Authority will invest in the first 15 years of the cooperation at least 

€ 10 million in port related projects on condition that there is sufficient return on 

investment. 

The Port of Rotterdam Authority expects to invest € 2 billion in Maasvlakte 2 until 2020. 

The State grants the Port of Rotterdam Authority a contribution of € 726 million for 

realising Maasvlakte 2.This contribution is partially to compensate the construction 

costs of the solid sea-defence and public infrastructure. At the end of 2010, 

€ 198 million of the contribution received was classified as ‘Accounts receivable’. 

The contribution will be received in the period 2011-2012. 

Phase 1 of this investment (€ 1.1 billion) has been contracted to the PUMA 

consortium, of which € 724 million is outstanding obligations. The Port of Rotterdam 

Authority also expects to invest € 2 billion in the existing port area until 2020. € 155 

million is already contracted. Of this, € 101 million is in outstanding obligations. 

The Port of Rotterdam Authority has committed itself for the coming years to a 

maximum of € 62 million in infra-plus investments, in respect of which the future 

lessees of the infrastructure can determine the moment of investment. 

The multi-year financial obligations towards market players totalled € 4.4 million. 

As part of the privatisation of the Rotterdam Municipal Port Authority as the Port of 

Rotterdam Authority [Havenbedrijf Rotterdam N.V.], the Municipality and the Port 

Authority agreed that the Port Authority would remain responsible for and bear the 

costs of the implementation of the Existing Rotterdam Area (BRG) quality of life 

projects until 2020 (average € 2.7 million a year). The outstanding obligation at the end 

of 2010 was € 22.8 million. 

An agreement has been concluded with the Municipality Rotterdam about buying off 

the obligation to manage and maintain objects such as bridges and locks in the urban 

area and port and industrial area (€ 13.5 million). Next to it, an agreement was made 

that the Port of Rotterdam Authority will receive a contribution of the Municipality 

Rotterdam to compensate the costs made for maintaining two objects (€ 2,9 million). 

Long term liabilities (yearly € 28.5 million) have been assumed for the rent of office 

buildings, operating leases for vehicles and maintenance of the port area. 

Furthermore, the maintenance of the Traffic Guidance System [Verkeers Begeleidend 

Systeem, ‘VBS’] and the supply of water to inland shipping was laid down in contracts. 

• The Port of Rotterdam Authority has concluded a lease for an office building until 2015 

with a renewal option. The annual rental charges total approximately € 8.4 million. 

• For vehicles, five-year operational leases are usually concluded, with a total annual 

charge of approximately € 2.7 million. 

• Maintenance contracts were concluded with several suppliers for the maintenance 

of the port area. These contracts concern such activities as dredging work and the 

maintenance of banks, slopes, roads and outdoor spaces. The annual cost of these is 

€ 13 million. 

• Until 2013, € 0.9 million will be spent yearly to combat oil spills in the port of 

Rotterdam. 

• For the maintenance of the Traffic Guidance System and the supply of drinking water, 

€ 1.7 million and € 0.7 million respectively have been agreed. The same applies for 

the maintenance and management of shore-based power boxes that supply power for 

inland shipping. This is outsourced until 2013 (€ 0.4 million). 

• In respect of Maasvlakte 2, a contract has been concluded to develop, host and 

manage an online contract and document management system. 

This contract maintains until 2012 with annual costs of approximate € 0.7 million. 


123

Pending claims and disputes 

10 Financial instruments 

Interest risk 

Currency risk 

Counterparty risk 

Commodity risk 

A number of companies backed by several oil companies are disputing the tariffs 

charged by the Port of Rotterdam Authority for harbour dues for oil tankers. This 

resulted in fiscal proceedings (for the seaport dues collected up to October 1997) and 

civil proceedings (for the seaport dues charged after October 1997) between the Port 

of Rotterdam Authority and the companies referred to above. Based on the interim 

judgments, rendered in both the fiscal and civil proceedings, it was decided not to form 

a provision. In a final verdict the court in The Hague rejected in 2010 the claim in the 

civil proceeding of the companies referred to above. Notice to appeal against this 

order has been given to the previously mentioned companies. The investment 

contract concluded on 2 September 2005 between the State of the Netherlands, the 

Municipality of Rotterdam and the Port of Rotterdam Authority contains an indemnity 

clause in respect of any repayment of seaport dues. This will come into effect if 

the amount to be repaid is greater than € 50 million and (individually) not less than 

€ 5 million. 

General 

The explanations contained in these notes provide information that is useful in 

estimating the extent of risks in connection with the financial instruments that both 

included in and excluded from the balance sheet. 

Unlike derivatives, the financial instruments of the Port of Rotterdam Authority serve to 

finance the operational activities of the Port of Rotterdam Authority or ensue directly 

from these activities. Next to it the port of Rotterdam Authority makes use of currency 

and interest swaps in order to cover currency and interest risks. Frameworks, 

guidelines and rules are mentioned in the treasury articles of association. The market 

value of the derivatives at the end of 2010 was approximately - €165.8 million (2009: - 

€ 103.1 million). This concerns the calculated present value of the difference between 

the covered fixed interest and the (variable) market interest. The port of Rotterdam 

Authority applies the cost-price hedge accounting method. Therefore, these financial 

instruments remain off the balance sheet. 

The main financial risks are: 

The Port of Rotterdam Authority incurs interest risk on the interest-bearing receivables 

(particularly under financial fixed assets), cash and cash equivalents and interestbearing 

long term and short term debt (including lease buy-offs and debts to credit 

institutions). For receivables and debts with variable interest rate agreements, the 

Port of Rotterdam Authority incurs risk in respect of future cash flows. Concerning 

fixed-interest receivables and debts, the Port of Rotterdam Authority incurs risk on 

the market value. Concerning debts with variable interest rate agreements, a number 

of financial derivatives relating to the interest risk have been contracted. 

The Port of Rotterdam Authority incurs currency risk on investment activities as part 

of an international participation. To cover this currency risk, a currency swap has been 

concluded for the expected total financing cash flow. 

The Port of Rotterdam Authority has no significant concentration of counterparty risks. 

Based on the agreements made with the contractor for the construction of the first 

phase of the Maasvlakte 2 project, the Port of Rotterdam Authority incurs a particular 

risk with regard to movements in oil prices. To cover this risk, a fuel swap has been 

concluded for the expected cash flow during the period until the end of September 

2013. 


124

11 Total operating income 

12 Salaries, wages and 

social charges 

Notes to the statement 

of income 


The item ‘other operating income’ largely concerns a contribution to the Traffic 

Guidance System. 


2010 2009 

Harbour dues (sea-going vessels) 275,298 262,203 

Harbour dues (inland vessels) 12,863 11,847 

Rent, ground lease, quay fees 249,378 232,460 

Total net turnover 537,539 506,510 

Other operating income 13,857 12,921 

TOTAL 551,396 519,431 


Salaries and wages 77,651 76,219 

Pension charges and redundancy pay 16,018 11,187 

Other social security charges 5,466 5,646 

Other personnel expenses 2,010 2,010 

TOTAL 101,145 95,062 

The rise in 2010 of salaries and wages was partly caused by increases under the 

collective agreement (CAO) and periodic increases. There was also a rise in the 

average number of employees through the filling of existing full-time equivalent 

vacancies. The increase in pension charges is largely caused by increases in 

early-retirement contributions. 


125

13 Other operating 

expenses 

14 Other notes to the 

statement of income 

Operating lease 

Research and development costs 

15 Financial income 

and expense 


The item ‘operating expenses’ includes the regular charges for vessel guidance 

services, development, management and maintenance of the port infrastructure, 

management of equipment and nautical information systems, information and 

communication technology, customer acquisition and account management, 

and overhead expenses. 

Other operating expenses concern contributions to quality of life projects, 

restructuring costs, development costs, programme costs and the formation 

of a provision for bad debts. Other operating costs include the buy-off of future 

maintenance costs. This is related to a transaction with a shareholder which took 

place under market conform circumstances. 

During the financial year € 2.4 million (2009: € 2.5 million) in lease instalments was 

recognised in the statement of income for operating leases for vehicles. 

Research and development costs included in the income statement for 2010 totalled 

€ 4.5 million (2009: € 5 million). 



Operating expenses 102,036 104,069 

Other operating expenses 32,157 23,173 

TOTAL 134,193 127,242 


Income from long term receivables and securities 348 753 

Other interest income 809 7,155 

Total financial income 1,157 7,908 

Interest expenses -68,277 -66,672 

Capitalised interest on tangible fixed assets under construction 12,033 6,937 

Total financial expenses -56,244 -59,735 

TOTAL -55,087 -51,827 

The capitalised interest on the investment expense for the Euromax project is equal 

to the 3-month EURIBOR plus a surcharge of 113 base points. 

For the other projects, the rate used for the construction period interest has been 

reduced from 2.4% in 2009 to 2.8%. This is the weighted average of the interest rate 

for loan capital, adjusted for the loan capital/total capital ratio. 


126

16 Income from participating 

interests 

17 Employees 

18 Remuneration of Directors 

Remuneration policy 

The income from participating interests (€ 6.3 million) comprises the share of the 

Port of Rotterdam Authority in the result of participating interests (€ 4.8 million) and 

the (positive) result concerning the sale of 25% of a participating interest (€ 1.5 

million). 

The average number of employees in 2010 was 1,232 (in 2009: 1,221). An average 

of 541 of these employees were employed by the Harbour Master Division (in 2009: 

549). The number of employees working outside the Netherlands in 2010 was 12 (in 

2009: 12). 

Supervisory Directors 

The remuneration of the Chairman of the Supervisory Board is € 30,000 a year. For 

Supervisory Board members, the remuneration is € 25,000 a year. In addition, 

Supervisory Directors who are members of the Audit Committee or the Remuneration 

Committee receive an annual payment of € 5,000. 

Remuneration for the Supervisory Directors is as follows: 

(amounts X € 1) 

Directors 


Supervisory Board A.J. Scheepbouwer 35,000 35,000 

R.J.N. Abrahamsen 30,000 30,000 

J.M. Kroon 30,000 30,000 

R.P.M. van Slobbe 30,000 30,000 

R.M. Smit 30,000 30,000 

TOTAAL 155,000 155,000 

The remuneration policy as applied since 1 January 2005 to Executive Board 

members was adopted by the General Meeting of Shareholders in December 2004 

following advice from the external consultancy firm Hay Group. 

The Port of Rotterdam Authority offers a competitive package of employment 

benefits, consisting of a regular income and a variable short term income, as well as 

a variable long term income. 

The variable short term income is 20% of the applicable regular income and is 

awarded if predetermined performance criteria are met. Because of the specific 

nature (strategic, long term) of the Port Authority, the remuneration of Directors is 

also based on long term performance (four years). If the long term objectives are 

achieved, a bonus of 60% of the average regular income for the preceding four 

years is paid after four years. For shorter periods of employment, the bonus will be 

calculated on a pro rata basis. If the period to be settled is less than 2 years, the 

long term bonus will not be paid out (e.g. on taking up employment later or leaving 

earlier). 


127

Basic salaries 2010 

Variable short term income (annual bonus) 

At the time it was adopted, the Port of Rotterdam Authority’s remuneration policy 

was set at a substantially lower level than that of comparable positions in the 

relevant remuneration market. 

At the request of shareholders, a start was made to develop a new remuneration 

policy in 2010. 

At the end of 2010, the Supervisory Board submitted a proposal to the shareholders 

proposing that the remuneration policy be based on government policy in respect of 

remuneration for board members of state participations. By means of this proposal, 

the Supervisory Board aimed to offer remuneration which, in terms of amount and 

structure, is such that it can attract, motivate and retain qualified and competent 

managers. The shareholders are expected to make a decision about the new 

remuneration policy in the first quarter of 2011. 

The following basic salaries were awarded in 2010: 


The above-mentioned amounts are inclusive of holiday pay and exclusive of 

employer’s insurance contributions and suchlike. Mr. Toet ceased to be an executive 

director on 1 January 2011. 

Standards have been set for a number of performance criteria for determining the 

variable short term income. These performance criteria relate to the net result, 

employee satisfaction and progress at Maasvlakte 2. The reserves below are 

therefore cautiously based on the fulfilment of objectives. 



H.N.J. Smits 328,980 324,110 

A.G.F. Toet 262,735 258,840 

T. Menssen 262,735 258,840 

TOTAL 854,450 841,790 


H.N.J. Smits 32,898 32,410 

A.G.F. Toet 39,410 25,885 

T. Menssen 39,410 25,885 

TOTAL 111,719 84,180 


128

Variable long term income 

Pension costs and other emoluments 

Serverance pay 

The long term bonus relates to a period of four years: from the start of 2009 to the end 

of 2012. The maximum bonus that may be awarded is a maximum of 60% of the 

average fixed annual income over this period (average 15% a year). Each year, for the 

sake of caution the maximum amounts will be reserved pro rata, to be charged to the 

result. The performance criteria for the long-term bonus concern market share, 

sustainability, safe and efficient shipping and the development of company expenses. 


Mr. Toet’s long term bonus related to the period 2009 and 2010 and was paid off in 

proportion to the fulfilment of objectives (€ 39,118). The provision at the end of 2009 

was sufficient to cover the payment. 

Executive Board members participate in the General Pension Fund for Public 

Employees [Algemeen Burgerlijk Pensioenfonds, ‘ABP’). The pension plan for 

Directors is the same as that for employees of the Port Authority under the CAO. The 

ABP scheme has been a career average pension scheme since 1 January 2004. 

The table below shows the employer’s contribution to the ABP pension premium and 

the fixed cost allowance in 2010. 


The long term bonuses for the period 2005 until 2008 were paid off in 2009 for each 

Director. 

The corresponding pension charges were paid in 2010. 

Total remuneration of directors 



H.N.J. Smits 49,347 48,617 

A.G.F. Toet 292 38,826 

T. Menssen 39,410 38,826 

TOTAL 89,049 126,269 


H.N.J. Smits 96,322 66,021 

A.G.F. Toet 60,880 49,255 

T. Menssen 70,668 52,794 

TOTAL 227,870 168,070 


Basic salary 854,450 841,790 

variable short term income (annual bonus) 111,719 84,180 

variable long term income 89,049 126,269 

Pension charges and other emoluments 227,870 168,070 

TOTAL rEMuNErATION Of DIrECTOrs 1,283,088 1,220,309 

On his departure of Mr. Toet was awarded severance pay amounting to € 262,735. 

This amount is in accordance with the Dutch Corporate Governance Code. 


129

19 Related parties 

20 Auditors’ expenses 

All group companies and other participating interests as listed in Appendix B, as well 

as the Municipality of Rotterdam and the State of the Netherlands, qualify as related 

parties. An amount of € 31.2 million for the Municipality of Rotterdam is included in 

the interest charges (2009: € 36.9 million).In addition, an annual contribution of € 6.2 

million (2009: € 7.2 million) to Port Infolink B.V. (Portbase) is included in other 

operating expenses. 

The financial statements are audited by Ernst & Young Accountants. The total costs 

incurred against the income for 2010 are € 279,400. 


Port of Rotterdam N.V. 

Rotterdam, 2 March 2010 

Executive Board, 

Ir. Drs. H.N.J. Smits 

Ir. T. Menssen MBA 


Audit of financial statements 112,972 101,625 

Other audit engagements 115,254 50,085 

Other non-audit engagements 51,174 50,180 

TOTAL 279,400 201,890 


130

21 Appropriation 

of net income under the 

Articles of Association 

22 Proposed appropriation of 

net income - provisional 

Other information 

The provisions contained in the Articles of Association and in the Investment 

Agreement concluded on 2 September 2005 between the State of the Netherlands, 

the Municipality of Rotterdam and the Port of Rotterdam Authority, as well as the 

provisions laid down in this respect in the Shareholders’ Agreement between the 

above-mentioned parties are important for the appropriation of net income. 

Supplementary agreements for the appropriation of net income were made in 2009 by 

the three parties referred to above in the Capital Agreement of 30 January 2009 and 

the Settlement Agreement of March 2009. 

Article 3 of the Shareholders’ Agreement provides that from 1 January 2006 the 

shareholders will receive 4% each year on the capital they have invested, with the 

application of an indexation clause. Article 11.1 of the Investment Agreement sets the 

amount of capital paid in by the Municipality on 1 January 2006 at € 1 billion. On 23 

May 2007 the State joined as a co-shareholder and paid up € 50 million in share 

capital (first tranche). The second tranche was a capital payment of € 450 million in 

2009 by the State and the Municipality of Rotterdam, for which new shares were 

issued. As a result of the 2009 agreements referred to above, the issue of the new 

shares has changed the basis for the distribution of the dividend between the 

shareholders. Until the moment of issue, the dividend for each shareholder was 

calculated on the basis of the capital paid in by each shareholder, whereas now the 

distribution of shares is the decisive criterion. 

Net income totals € 154.2 million. In accordance with the provisions laid down in the 

Investment Agreement and the Shareholders’ Agreement, the Capital Agreement 2009 

and the Settlement Agreement, it is proposed that the following dividend be paid to the 

Municipality of Rotterdam and the State of the Netherlands. 

Description 

Dividend payment to the Municipality of Rotterdam 45,2 

Dividend payment to the State of the Netherlands 18,6 

TOTAL 63,8 


No interim-dividend was paid during the financial year 2010. 


131

23 Withdrawals from/ 

deposits into paid-in surplus 

Indemnification of guarantees affair 

24 Events after the balance 

sheet date 

25 Auditor’s report 

The Investment Agreement which was drawn up due to the entry of the State 

specifies that, subject to conditions, the Municipality of Rotterdam will, repay the Port 

of Rotterdam Authority the net costs incurred by the Port of Rotterdam Authority in 

relation to the guarantee affair. In this context, it was laid down that the State can be 

compensated for these costs in the form of a deposit into the paid-in surplus. 

No events took place after the balance sheet date that provide additional information 

about the actual situation on the balance sheet date. 

The Annual Report of the Port of Rotterdam Authority has been provided with an 

unqualified audit report by Ernst & Young Accountants LLP. This report may be found 

in the Chapter ‘About the Annual Report and the Auditor’s Report’. 


132

List of participating interests 

Below is a list of the participating interests of the Port of Rotterdam Authority: 

Direct participating interests of the HBR Domicile Shareholding 

Mainport Holding Rotterdam N.V. (MHR) 100% Rotterdam 

Keyrail B.V. 35% Rotterdam 

Indirect participating interests via MHR Domicile Shareholding 

Port infolink B.V. (Portbase) 75% Rotterdam 

Cruise Port Rotterdam B.V. 100% Rotterdam 

Koninklijke Scheepsagentuur Dirkzwager B.V. 46% Maassluis 

Mainport Foreign Investments B.V. 100% Rotterdam 

Sohar Industrial Port Company 50% Sohar, Oman 

Sohar Industrial Development Company 50% Sohar, Oman 

Ontwikkelingsmaatschappij Noordoever B.V. 50% Schiedam 

Northcoast Properties Zevenmanshaven C.V. 48% Schiedam 

Mainport Rotterdam Properties B.V. 100% Rotterdam 

Mainport Project II B.V. 100% Rotterdam 

Mainport Project III B.V. 100% Rotterdam 

Mainport Project IV B.V. 100% Rotterdam 

Mainport Project V B.V. 100% Rotterdam 

Mainport Project VI B.V. 100% Rotterdam 

MHR Commanditaire Vennoot B.V. 100% Rotterdam 

Multicore B.V. 50% Rotterdam 

MultiCore C.V. 75% Rotterdam 

MHR Silent Partner B.V. 100% Rotterdam 

RC2 C.V. 50% Rotterdam 

RC2 B.V. 50% Rotterdam 

Scheepvaartmaatschappij Eendracht B.V. 11.7% Rotterdam 

Foundations Domicile Shareholding 

Stichting Rotterdam Port Experience 100% Rotterdam 

Stichting de Verkeersonderneming 33.3% Rotterdam 


133

Key figures 

2010

Cockpit 

Financial 

The Port of Rotterdam Authority Annual report 2010 Key figures > Cockpit Financial 

Key figures Port of Rotterdam 

(Amounts x € 1 million) 

* Income from normal operations / average balance sheet total less short-term debt. 

** Net interest-bearing debt / income before interest, depreciation and amortisation. 

*** Operating income / balance of interest income and expense. 


**** Financial performance Total operating income 551 519 

Income from normal operations (EBIT) 203 196 

Net income 154 167 

**** Balance sheet data Group equity 1,770 1,645 

Long-term debts 1,143 1,059 

Invested capital 2,913 2,704 

Total assets 3,280 3,088 

**** Ratio’s Return on capital employed * (in %) 7 8 

Capital adequacy (in (%), incl. subordinated loans) 63 66 

Net Debt / EBITDA ** 3 3 

Interest coverage rate *** 4 4 

Operational data Investments **** 445 341 

Goods throughput ( x 1 mln tonnes) 430 387 

Number of visits by seagoing vessels 34,404 33,352 

Market share Hamburg – Le Havre Range Total (in %) 38 37 

Liquid bulk goods (in %) 53 49 

Dry bulk goods (in %) 36 33 

Containers (in %) 28 28 

General cargo (in %) 25 25 

Workforce Number of employees at year end 1,224 1,239 

**** The Port of Rotterdam Authority makes use of the exemption from the obligation to consolidate the companies 

involved in the consolidation whose joint significance is negligible to the company as a whole. 

135

Balance sheet 

Capital expenditures (x 1 million) 445 341 190 235 231 


135 

Return on capital employed (in%) 7.0 7.8 9.2 8.2 

Contract 

*7.3 

revenues 249 

6.6 

The Port of Rotterdam Authority Annual report 2010 Key figures > Cockpit Financial 

Financial Overview 

(Amounts x € 1 million) 

Consolidated from 2003;adjusted in 2004 in accordance with the Dutch Accounting. Standards Board RJ 271 

(2005) Others years not consolidated ; adjusted as far as possible for comparative purposes. 

* Figures normalised 

2010 2009 2008 2007 2006 2005 

Assets 3,280 3,088 2,678 2,548 2,430 2,293 

Shareholder’s equity 1,770 1,645 1,080 1,033 971 843 

Long-term debts 1,143 1,059 1,102 1,139 1080 1,127 

Capital invested 2,913 2,704 2,183 2,172 2,051 1,970 

Provisions and short-term debts 367 384 495 376 378 323 

TOTAL ASSETS 3,280 3,088 2,678 2.,548 2,430 2,293 

Statement of income 

Total operating income 551 519 523 488 455 440 

Operating expenses 235 222 224 220 226 222 

Depreciation 113 101 93 87 83 79 

Income from participating interests 6 0 -1 -10 1 -1 

Financial income and expenses -55 -52 -56 -57 -55 -65 

NET INCOME 154 *144 149 114 *92 *73 

Key figures 

Goods throughput ( x 1 mln tonnes) 430 387 421 409 **382 370 

Number of calls of seagoing vessels 34,404 33,352 36,415 37,097 35,989 34,954 

Operating income 2010 

(x € 1 million euro) 


Contract revenues 249 

Other revenue 214 

500 

450 

400 

350 

300 

250 

Other revenue 214 

** With effect from 2007, RoRo througput in Hook of Holland and Vlaardingen is consolidated in the througput 

figures of Great Rotterdam. The 2006 throughput figures are thus adjusted (originally 378.2 MlN ton). 

Capital expenditures 2010 

(x € 1 million euro) 

500 

2005 2006 2007 2008 2009 2010 

Investments in Existing Port Area 

Investments in Maasvlakte 2 

450 

400 

350 

300 

250 

200 

150 

100 

50 

0 

136

80% 

008 

6% 

008 

30 - 39 

22% 

16% 

2009 

78% 

84% 

2009 

2009 

20% 

80% 

2008 

2008 

2008 

40 - 49 50 - 60 

23% 

15% 

77% 


85% 



Male 

Female 

Proportion male-female 

6 

5 

22% 

4 

78% 3 

2 

2009 1 

0 

Short period (1 - 7 days) 

Medium period (8 - 42 days) 

14% 

16% 

Long period (43 - 365 days) 

Year (1 - 2 years) 

86% 

84% 

Target sickness absence 

2008 

2009 

Total port of Rotterdam 

23% 

2008 


< 30 

15% 

77% 

Management 

85% 


Male 

Female 

450 

Number of employees 

400 

350 

1.2506 

300 

1.0005 

250 

7504 

200 

5003 

150 

2502 

100 

01 

2009 50 2010 

0 

2009 0 2010 Full-time 

> 60 Short period (1 Part-time - 7 days) 

2008 Medium period (8 - 42 days) 

2009 Long period (43 - 365 days) 

2010 Year (1 - 2 years) 


Total number of employees 

Cockpit 0 


14% 

16% 

Long period 2008 (43 - 365 days) 2009 

Personnel 

450 

Average age employees 

400 

Full-time 1,081 1,093 1,061 

2008 

Part-time 450 50 

400 45 

Number of managers (3- layers) 350 40 

300 35 

250 30 

200 25 

2009 


50,000000 

143 

45,833333 

41,666667 

71 

37,500000 

33,333333 

29,166667 

25,000000 

146 

75 

2008 

142 

72 

2009 

The Port of Rotterdam Authority Port Annual of Rotterdam report total 2010 

100 

Key figures > Cockpit Personnel 

Management 

New employees 

30 - 39 

50 

0 

2009 

20% 

2008 

40 - 49 2008 50 - 60 

< 5 


5 

22% 

4 

78% 

3 

2 

2009 1 

0 



86% 

84% 


< 30 

80% 

2008 

2008 

2009 

2009 

350 

300 

250 

200 

150 

100 

50 

0 

15% 


Full-time 

85% 

Part-time 

> 60 2009Short 

period 2010 (1 - 7 days) 

Medium 2008 Port period of Rotterdam (8 - 42 days) total 

2009 Long period 2008(43 

Management 

- 365 days) 2009 

2010 Year New (1 employees - 2 years) 

1.250 

1.000 

750 

500 

250 

50 4 

45 3 

40 2 

35 1 

30 0 

25 

Number of years of service 


600 

20% 

50,000000 

22% 

23% 

500 

45,833333 

41,666667 

80% 1.250 78% 

37,500000 

1.000 

2008 33,333333 2009 

750 

2008 

29,166667 

500 

25,000000 

< 5 250 6-10 11-15 2008 

400 

77% 300 

200 


2009 100 2010 

Port 0 of Rotterdam t 

> 15 2009 Managem 201 

0 

2008 New employ 

2010 14% 

16% 

15% 2009 

Full-time 


Part-time 86% 

2008 

2009 


Age Employees 


450 

Male 

Female 

400 

30 - 39 40 - 49 2008 50 - 60 

6-10 11-15 

350 

300 

250 

200 600 

150 500 

100 400 

300 50 

200 0 

2008 

> 60 2009 100 2010 

2008 Port 0 of Rotterdam total 

> 15 2009 Management 

2008 2010 New employees 

Sickness absence (in %) 

6 

50,000000 5 

50 

45,833333 

45 

4 

41,666667 3 

40 

37,500000 2 

35 

33,333333 1 

30 

29,166667 0 

25 

2009 

25,000000 

< 5 6-10 2010 11-15 2008 



Long period (43 - 365 days) 


2009 



< 5 

23% 


6-10 

77% 



Male 

Female 


2010 2009 2008 

Total internal staff 1,224 1,239 1,203 

6 

5 

11-15 

2008 

600 

500 

400 


300 

200 

100 

< 30 30 - 39 

0 

> 15 

2009 

40 - 49 

84% 

Port of Rotterdam total 

2008 

85% 

450 

Havenbedrijf totaal 400 

Management 350 

Nieuwe medewerkers 300 

50 - 60 


Management 2009 

New employees 

> 60 

2008 

45 

40 

35 

30 

25 

250 

200 

150 

100 

137 50 

0 


> 15 

Full-t 

Part-t 

20 

20 

20

2009 


2006 

2007 

Number of ship visits 

2008 

2009 

(Sea-going vessels) 


2010 Tankers 

Dry Tankers bulk 

General Dry cargo bulk 

General Container cargo 

Container Others 

40000 35000 

35000 30000 

30000 25000 

25000 20000 

20000 15000 

15000 10000 

10000 5000 

50000 

Cockpit 0 

Harbour Master 

Dry bulk 

Turn Around Time and 

number of ship visits 

The Port of Rotterdam Authority Annual report 2010 Key figures > Cockpit Harbour Master 

40000 

Safety & Environmental Index (SEI) 

9,5 

2006 

2007 

37 

35 

31 

29 

27 

25 

2006 

2007 

Norm 2006 Enviroment 2007 

Norm Norm Enviroment Respons 

Norm Respons Safety 

Norm Safety 

39 

33 

2007 

Scheepsbezoeken 

2008 

2008 

2008 

2009 

2008 

Others 

9,5 9,0 

9,0 8,5 

8,5 8,0 

8,0 7,5 

7,5 7,0 

7,0 6,5 

6,5 6,0 

6,0 5,5 


5,5 

2009 

Enviroment 


Enviroment Respons 

Respons Safety 

Safety 

2009 

0 


39.000 

37.000 

35.000 

33.000 

31.000 

29.000 

27.000 

25.000 

2006 

90.000 

86.000 

82.000 

78.000 

74.000 

70.000 

2006 

2006 

2007 

2007 

2008 

2008 


General cargo 

Tankers 

Container 

Others 

14.000 

12.000 

10.000 

8.000 

6.000 

4.000 

2.000 


2009 


Ship visits 


2007 

Scheepsbezoeken 

2008 

2009 





5:02 

4:90 

4:78 

4:66 

4:54 

4:42 

4:30 

4:18 

230 

200 

170 

140 

110 

80 

39.000 

37.000 

35.000 

33.000 

31.000 

29.000 

27.000 

25.000 

2006 

2006 

Volcontainer 

Overige 

Droge bulk 

90.000 

5,02 

86.000 

4,90 

82.000 

4,78 

78.000 

4,66 

74.000 

4,54 

70.000 

4,42 

2006 

4,30 

4,18 

2005 

2007 

2007 

2008 2009 2010 

2008 2009 

Ship visits 

5:02 

4:90 

4:78 

4:66 

4:54 

4:42 

4:30 

4:18 



2007 

Ship movements 

and nautical accidents 

2008 


2009 


2006 2007 2008 




230 

200 

170 

140 

110 

80 

138 

2009 

5,02 

4,90 

4,78 

4,66 

4,54 

4,42 

4,30 

4,18

Cockpit 

Throughput and Market share 

Incoming throughput 

Port of Rotterdam * 

(gross weight * 1,000 metric tons) 

* Figures are including throughput terminals on North bank of the river (Hook of Holland, Vlaardingen, Schiedam); 

these counted in 2010 for approx. 3,1% of throughput. Harbour dues are excluded from financial statements 

PoR because harbour dues are collected by local municipalities. 

The Port of Rotterdam Authority Annual report 2010 Key figures > Cockpit Throughput and Market share 

2010 2009 difference 2010/2009 

(in %) 

Agribulk 6,817 6,867 -50 -0,7 

Ore and scrap 36,444 20,184 16,260 80,6 

Coal 23,278 23,665 -387 -1,6 

Other dry bulk goods 9,090 6,442 2,648 41,1 

Total dry bulk 75,630 57,158 18,472 32,3 

Crude oil 99,548 95,676 3,872 4,0 

Mineral oil 42,704 42,241 463 1,1 

Other liquid bulk 19,655 18,070 1,585 8,8 

Total liquid bulk 161,906 155,987 5,919 3,8 

TOTAL BuLK gOODs 237,536 213,145 24,391 11,4 

Containers 55,025 47,890 7,135 14,9 

Roll on / roll off 8,123 8,025 98 1,2 

Other general cargo 4,671 4,232 439 10,4 

Breakbulk 12,794 12,257 537 4,4 

TOTAL BrEAKBuLK 67,819 60,147 7,672 12,8 

TOTAL INCOMINg ThrOughPuT 305,355 273,292 32,063 11,7 

139

Outgoing throughput 




these counted in 2010 for approx. 3,1% of total throughput. Harbour dues are excluded from financial statements 


The Port of Rotterdam Authority Annual report 2010 Key figures > Cockpit Throughput and Market share 


(in %) 

Agribulk 1,551 1,467 84 5.7 

Ore and scrap 3,378 3,114 264 8.5 

Coal 802 1,168 -366 -31.3 

Other dry bulk goods 3,229 3,721 -492 -13.2 

Total dry bulk 8,960 9,470 -510 -5.4 

Crude oil 752 742 10 1.4 

Mineral oil 34,876 29,949 4,927 16.4 

Other liquid bulk 11,823 11,412 411 3.6 

Total liquid bulk 47,451 42,103 5,348 12.7 

TOTAL BuLK gOODs 56,412 51,573 4,839 9.4 

Containers 57,268 52,390 4,878 9.3 

Roll on / roll off 8,625 7,980 645 8.1 

Other general cargo 2,267 1,722 545 31.7 

Breakbulk 10,892 9,702 1,190 12.3 

TOTAL BrEAKBuLK 68,160 62,092 6,068 9.8 

TOTAL OuTgOINg ThrOughPuT 124,572 113,665 10,907 9,6 

140

Incoming and 

outgoing throughput 




these counted in 2010 for approx. 3,1% of total throughput. Harbour dues are excluded from financial statements 



The Port of Rotterdam Authority Annual report 2010 Key figures > Cockpit Throughput and Market share 141 

(in %) 

Agribulk 8,369 8,334 35 0.4 

Ore and scrap 39,823 23,298 16,525 70.9 

Coal 24,080 24,833 -753 -3.0 

Other dry bulk goods 12,319 10,163 2,156 21.2 

Total dry bulk 84,590 66,628 17,962 27.0 

Crude oil 100,300 96,418 3,882 4.0 

Mineral oil 77,579 72,190 5,389 7.5 

Other liquid bulk 31,478 29,482 1,996 6.8 

Total liquid bulk 209,358 198,090 11,268 5.7 

TOTAL BuLK gOODs 293,948 264,718 29,230 11.0 

Containers 112,293 100,280 12,013 12.0 

Roll on / roll off 16,748 16,005 743 4.6 

Other general cargo 6,938 5,954 984 16.5 

Breakbulk 23,686 21,959 1,727 7.9 

TOTAL BrEAKBuLK 135,979 122,239 13,740 11.2 

TOTAL INgOINg AND 

OuTgOINg ThrOughPuT 429,927 386,957 42,970 11.1

2006 

2006 

2007 

Gent 

ports 

aven 

ugge 

rken 

aven 

avre 

dam 

burg 

rpen 

dam 

40 

35 

30 

25 

20 

15 

10 

5 

0 

2007 

2007 

2008 

2006 

2006 

2006 

2006 

2007 

2007 

Droog massagoed 

Nat massagoed Market share Rotterdam in 

Containers 

Droog massagoed Hamburg-Le Breakbulk Havre range 

Breakbulk 



Antwerp 

Hamburg 

Amsterdam 

Le Havre 

Bremerhaven 


Dunkirk 

Zeebrugge 

Wilhelmshaven 


Ghent 

Antwerp 

Zeebrugge 


Hamburg 

Wilhelmshaven Key figures > Cockpit Throughput and Market share 

2008 

2008 

2006 

2009 

Nat massagoed 


2007 


Containers 

Throughput Growth 2009-2010 Market share in % 

2008 

20 

30 

10 

20 

0 

10 

0 

35 

30 

25 

20 

15 

10 

5 

0 

2006 

2007 

2008 


40 

20 

30 

10 

20 

0 

10 

Liquid bulk 


Dry bulk 

Liquid bulk 

Containers 

Dry bulk 

Breakbulk 

Containers 

0 

Breakbulk 

40 

2010 2009 Absolute in % 2010 2009 

40 

35 

rotterdam40 30 

Antwerpen 35 

25 

Hamburg 30 

20 

Amsterdam25 15 

Le Havre 20 

60 

10 

Bremerhaven 15 

50 

5 

Duinkerken 10 

40 

0 

Zeebrugge5 2008 2009 

30 


Wilhelmshaven0 20 

2008 2009 Zeeland 2010 

Gent 

Seaports 

10 

Zeeland_Seaports 

Gent Gent 

0 

Wilhelmshaven 

Zeeland_Seaports 


Zeebrugge 

TOTAAL 

Wilhelmshaven 

Nat massagoed 

Duinkerken 

Zeebrugge 

Droog massagoed 

Bremerhaven 

Duinkerken 

Containers 

Le Havre 

Bremerhaven 

Breakbulk 

Amsterdam 

Le Havre 

Market share Rotterdam of 

Hamburg 

Hamburg – Le Havre Amsterdam range 

Antwerpen 

Hamburg 

(Per main segment) in % 


Antwerpen 60 

429.9 387.0 43.0 

178.2 157.6 20.6 

121.2 110.4 10.8 

90.6 86.7 3.9 

70.2 73.7 -3.5 

68.7 63.0 5.7 60 

42.7 45.0 -2.3 50 

49.6 44.9 4.7 40 

25.7 33.6 -7.9 30 

33.0 29.0 4.0 20 

27.3 20.8 6.5 10 

0 

2006 1,137.1 2007 2008 1,051.7 2009 201085.5 

Liquid bulk 

Dry bulk 

Containers 

Breakbulk 

Movement in market share Rotterdam 

in Hamburg - Le Havre range 

(based on total throughput in tons) in % 

40 

35 

11.1 37.8 36.840 

30 

13.1 15.7 15.035 

25 

9.8 10.7 10.530 

20 

4.5 8.0 8.225 

15 

-4.7 6.2 7.020 

10 

9.0 6.0 6.015 

5 

-5.1 3.8 4.310 

0 

10.5 4.4 4.3 

2006 2007 2008 2009 2010 5 

-23.5 2.3 3.20 


Dunkirk 

2006 13.8 2007 2008 2.9 2009 20102.8 

Antwerp 

Zeebrugge 

Rotterdam 31.3 2.4 Dunkirk2.0 

Hamburg 

Wilhelmshaven 

Antwerp 

Zeebrugge 

Amsterdam 


Hamburg 8.1 100.0 Wilhelmshaven 100.0 

Le Havre 

Ghent 

Amsterdam 


Bremerhaven 

Le Havre 

Ghent 

Bremerhaven 

Movement in throughput Rotterdam 


2007 

2007 


Amsterdam 

Le Havre 

2008 

2008 



Liquid bulk 

Dry bulk 

Containers 

Breakbulk 


Dunkirk 


Ghent 

50 

40 

30 

20 

10 

0 

40 

35 

30 

25 

20 

15 

10 

5 

0 

2006 

2007 

2008 

Proportions of goods segments 



Mineral oil - 



Mineral oil - 








142

Cockpit 

TArgET CrITICAL PErfOrMANCE 

INDICATOr 

Critical Performance Indicator (KPI’s) 2010 

1.1 Chain efficiency 1.1.1 Average turnaround time 

deepsea-containers in the port 

and industrial complex 

NOrM 2010 rEALIsATION q4 


Imposing a 

measurement 

system 

1.1.2 Improvement of modal split Road: 47,0% 

Rail: 14,5% 

Barge: 38,5% 

1.1.3 Average journey time A15 

Ridderkerk - Maasvlakte: 

Percentage during rush hours 

that lead to a max. journey time 

of 38 minutes 

1.2 European market leader 1.2.1 Market share throughput H-L-H 

range 

1.3 quality of customer portfolio 1.3.1 Customer satisfaction Formulate and 

execute action plan 

2.1 Maasvlakte 2 2.1.1 Milestones Maasvlakte 2 Realisation 

milestones 

2.3 space outside the port and industrial 

complex 

2.3.1 Milestones Alblasserdam / 

Dordrecht / hinterland strategy 

3.1 Optimal handling of shipping 3.1.1 Dynamic turn around time 


Not achieved n.a. 

Realisation: 2009: 

Road: 47% 

Rail: 14% 

Barge: 39% 

85,0% measurement 1x per 

year 

rEfErENCE 

Paragraph 6.1 

Paragraph 6.1 

36,3% 37,8% Paragraph 4.3 

Realisation 

milestones 

Feedback from 

clients and fixing of 

points for improve - 

ments realised. 

Improvement actions 

in execution 

Paragraph 4.2 

Milestones realised Paragraph 5.2 

Milestones 

Alblasserdam and 

Dordrecht realised 

Paragraph 6.2 / 5.3 

4:27 hour 4:37 hour Paragraph 3.2 

3.1.2 Number of nautical accidents 120 116 Paragraph 3.3 

3.1.3 Safety & environmental index 8,3 8,6 Paragraph 3.4 

3.1.4 Results of inspections: Port 

Security Act 

7,2 7,0 Paragraph 3.6 

4.1 sustainability 4.2.1 Sustainability index Implementation Adjusted in 2010 Paragraph 7.2 

4.2.2 Environmental Shipping Index Implementation 

index 

Index implemented Paragraph 7.2 

5.1 Available investment funds 5.1.1 Additional (financial) investment 

capacity 

6.1 Employee quality 6.1.1 Commitment personnel (from 

MTO) 

N.v.t. N.v.t. N.v.t. 

7.2 (measurement 

1x per 2 years) 

7.7 Paragraph 2.6 

6.1.3. Sickness absence 4.8% 4.6% Cockpit personnel 

6.1.4. Performance interviews 90% 83% Paragraph 2.6 

6.2 Organisational-efficiency 6.2.1 Control of operating expenses Max. € 225 m. € 221 m (excl. Financial 

Non-recurring 

buy-off small scale 

Statements 

The Port of Rotterdam Authority Annual report 2010 Key figures > Cockpit Critical Preformance Indicator (KPI’s) 2010 143

Notes to the KPI’s 

In this outline 18 of PoR’s 23 KPI’s are included. Five KPI’s are excluded because 

they are not applicable anymore or they are commercially confidential. 

Policies quantitative KPI’s 

1.1.2 Modal split: 

The modal split calculation is based on the received information of ship brokers and 

terminal operators located on Maasvlakte 1. The modal split provides information 

concerning the proportion of transported containers from and to Maasvlakte 1 by 

road, water and road. The data of 2010 is available from half 2011. 

1.1.3 Average journey time A15 – Ridderkerk – Maasvlakte: percentage rush hours in 

which the maximum journey time is 38 minutes. This information is received form the 

Verkeersonderneming and Directorate-General of Public Works and Water Management. 

The information is not yet available by publication of this Annual Report. 

1.2.1 Market share throughput Hamburg-Le Havre (HLH)-range 

The market share is calculated based on throughput figures of ports in the Hamburg 

– Le Havre Range. The figures are received quarterly from the applicable port 

companies. 

3.1.1 Dynamic turn around time Rotterdam 

Average sailing time of sea-going vessels larger than 150m from sea (6 miles zone 

border) to various port basins (quay walls / jetties) in the region Europoort, Botlek 

and City (combined) and vice versa. The data is extracted from the port control 

system IVS.. 

3.1.2 Number of nautical accidents 

A nautical accident is an unwanted event for a ship during the journey. A distinction is 

made between nautical accidents, significant nautical accidents and so-called near 

miss situations. The accidents are recorded in a database based on various journals 

and information received from third parties. 

3.1.3 Safety & Environment index 

The Harbour Master uses the Safety Environment Index (SEI) to measure the level 

of compliance with rules on safety and the environment on board ocean and other 

vessels. The measurement is based on the findings during on-board inspections and 

the systematic checking of compliance with statutory administrative reporting 

obligations by shipping companies and agents. 

3.1.4 Inspection results of the Port Security Act 

The security level is the average assessment on the ISPS inspections 

6.1.1 Employee satisfaction (from the employee satisfaction survey) 

We conduct an employee satisfaction survey every two years. The final results are 

based an average of the overall employee satisfaction score. 

6.1.3 Absenteeism 

The absenteeism is based on the total days of illness compared to the work related 

days. The information on absenteeism is registered in our ERP-system and an 

annual report is generated from this. 


6.1.4 Performance interviews 

The percentage performance interviews are based on the total performance 

interviews in 2010 compared to the average number of employees. This information 

is also registered in the ERP-system. 

6.2.1 Controlling operating expenses 

The operating expenses are derived from the Financial Statements. It concerns 

operating expenses excluded for depreciation and amortisation. 


About the Annual 

Report

The Port of Rotterdam Authority Annual report 2010 Appendix > About the Annual Report 

About the Annual Report 

Integrated Annual Report 

The traditional report of the Executive Board, the Financial Statements and the 

Corporate Social Responsibility Report have been integrated into one single report: 

the Annual Report 2010. The introduction of the report contains the scope of the 

integrated report. In this section, we explain the subject selection in the report and 

the quality assurance. In addition, a more detailed explanation of the reporting 

policies is provided. 

Selection of subjects 

The Annual Report focuses on our administration, the performance related to the 

legislative duties of the Harbour Master and the performance and developments 

within the strategic focus areas: Customer, Area and Space, Traffic and Accessibility 

and Environment and Sustainability. The Port of Rotterdam Authority reports on its 

own efforts related to the strategic focus areas and the effects of these efforts on 

stakeholders in the port area and the (logistics) chain. 

The dialogues with stakeholders are an important source of information with regard 

to our perceived expectations. This is the reason why the dialogue determines the 

content of this Annual Report. The feedback received from stakeholders provides 

input for our (CSR) priorities and reporting. The dialogue is an important component 

in our day-to-day business. The Port of Rotterdam Authority is thoroughly aware of 

the importance of a pro-active stakeholder approach for public support and as part 

of our daily operations. The efforts related to this dialogue are described in 

paragraph 7.4. In addition to the results of the dialogue with stakeholders, we 

compiled the content of the report on the basis of strategy, strategic focus areas, 

feedback on the Annual Report 2009 and by surveying the key subjects of the 

corporate social responsibility report. The most important subjects in 2010 are listed 

below. 

Subjects related to the Port of Rotterdam Authority’s administration 

• Helicopter crash during Tour du Port. 

• Solid financial basis, necessary for the investments in Maasvlakte 2 and the existing 

port area. 

• New traffic coordination centre, for a more efficient control of the ever increasing 

shipping in the port of Rotterdam. 

• Personnel changes in the top management of the organisation 

• The new Business Plan for the period 2011-2015. 

• Support for our operational activities 

147


Subjects related to the activities in the port area and the chain 

• Quick recovery of the throughput of goods. 

• Developments in the market share. 

• Substantial investments in Maasvlakte 2 for the purpose of creating space for growth 

for the development of the port. 

• Investments to intensify the existing port area for the efficient use of the existing port 

terrains. 

• Accessibility of the port by road, rail and water. 

• Rotterdam Energy Port, to provide room for the increasing energy need and 

simultaneously pay attention to the environment 

• Collaboration with other ports 

• European Ship Index, aimed at rewarding the cleanest vessels with the objective of 

reducing the emissions of NOx, SOx, airborne solid particles and, in time, CO . 2 

• Shore-based power for inland shipping 

• Port Vision 

In accordance with last year’s report we share various performance indicators 

related to 2010 by which we measure the performance of our own administration, 

including market share, throughput figures, CO emissions, modal split, journey time 

2 

by road, nautical accidents, Safety & Environmental Index and various key figures. 

Key figures are placed, if possible, in a long term perspective. 

Reporting policies 

The Annual Report has been drawn up with due observance of the statutory 

provisions of Title 9, Book 2 of the Dutch Civil Code, the Annual Reporting 

Guidelines and the G3 Guideline of the Global Reporting Initiative (GRI). The GRI 

performance-indicators are only partly relevant for our organisation, due to the 

nature of business of the Port of Rotterdam Authority as service provider and 

upholder of regulations and the special role in the chain. This is reflected by the 

chosen subjects and is further explained in the GRI table in appendix IV. The table 

refers to the page that contains an explanation of the indicator. Some indicators are 

explained in other publications. Moreover, we use some indicators to explain why we 

believe they are not important or why information is not available. The definition of 

the reporting policies remained unchanged compared to last year. We compare 

quantitative information whenever possible. The reporting policies for the most 

important CPIs are included in the cockpit Critical Performance Indicators (CPIs) 

2010. 

Quality of the Annual Report 

In order to achieve the desired quality, we intensively collaborated with a large 

number of employees in projects. Furthermore, our auditors examined the Annual 

Report and we had the application level of the reporting policies for corporate social 

responsibility reporting externally assessed. 

The project group for the Annual Report 2010 consisted of a supervisory group and 

a project team. The supervisory group was led by the CFO and the project team was 

led by the Manager Corporate Finance & Control. The project team consisted of 

employees of the departments: Corporate Finance & Control, Corporate 

Communication Strategy, Corporate Strategy and Internal Audit. Experts throughout 

the organisation wrote the individual texts after subject selection by the project team. 

Afterwards, Corporate Finance & Control edited the texts and combined them. 

Internal Audit checked the texts in respect of their correctness, completeness and 

relevance during the project. The consistency between the Financial Statements and 

the texts was checked by Corporate Finance & Control. Corporate Communication 

Strategy (Digital Media) is responsible for the on-line version and the PDFpublication 

of the report. 

148


We engaged our auditors to give assurance in respect of the Annual Report. The 

Annual Report was classified into three categories within the scope of this 

assignment: 

• The Report: Report of the Port of Rotterdam Authority, Key Figures and cases (Cases 

are only available digitally). 

• The Financial Statements. 

• Other information: Foreword of the Executive Board, Introduction, Appendices and the 

Report of the Supervisory Board. 

The Report and the Financial Statements are assessed by the auditors, with the 

exception of information about future developments. 

In addition to the auditor’s report, the Global Reporting Initiative (GRI) tested the 

level of application of the G3-guidelines. The application level of the Report of the 

Port of Rotterdam Authority fulfil the requirements of A+. The GRI is a nongovernmental 

organisation that develops global standards for annual CSR reporting. 

Future-oriented information 

In this Annual Report, we report our efforts and our achievement of objectives in 

2010. In addition, we have provided our plans and vision for the future. This futureoriented 

information can be recognised by words such as: aim, expect, would like, 

consider, continuation, predict, target, objective, scenario, plan, vision, planning, 

ambition, intention and prediction. Future expectations are subject to risks and 

insecurities. That is the reason the auditor cannot provide any assurance concerning 

future-oriented information. 

149

The Port of Rotterdam Authority Annual report 2010 Appendix > Independant auditor’s report 

Independent auditor’s 

report 

To the General Meeting of Shareholders and the Supervisory Board of the Port of 

Rotterdam Authority N.V. 

Introduction 

The Executive Board of the Port of Rotterdam Authority N.V. (hereinafter referred to 

as “Port of Rotterdam Authority “) granted us an assurance engagement in respect 

of the Annual Report 2010 of the Port of Rotterdam Authority (hereinafter referred to 

as “the Annual Report”). In the Annual Report, the Executive Board of the Port of 

Rotterdam Authority reports on the policies pursued, the business operations and its 

performance of the past year. The engagement granted to us consisted of: 

• auditing the Financial Statements, consisting of the balance sheet as at 31 December 

2010 and the statement of income for 2010, and the notes; and 

• providing assurance on the Report of the Port of Rotterdam Authority, the key figures 

for 2010 and the cases (hereinafter referred to as “the Report”). 

On the ground of the engagement granted to us, our procedures focused on 

obtaining reasonable assurance whether: 

• the Financial Statements give a true and fair view of the financial position of the Port 

of Rotterdam Authority as at 31 December 2010 and of its result for the year then 

ended; 

• the Report accurately and adequately represents the policies, business operations and 

performance of the Port of Rotterdam Authority in 2010 in all material respects. 

Management’s responsibility 

The management of the Port of Rotterdam Authority is responsible for the 

preparation and fair presentation of these Financial Statements and for the 

preparation of the Report, both in accordance with Part 9 of Book 2 of the Dutch 

Civil Code. 

Management is also responsible for the preparation of the Report in accordance with 

the Sustainability Reporting Guidelines (G3) of the Global Reporting Initiative, the 

Guidance Note on Sustainability Reporting of the Dutch Accounting Standards 

Board and the accounting policies of the Port of Rotterdam Authority, including the 

identification of stakeholders and the selection of material topics. The choices made 

by management in respect of the scope of the Annual Report and the accounting 

policies are set forth in the Chapter entitled “About the Annual Report” in the Annual 

report. 

Finally, management is responsible for such internal control as it determines is 

necessary to enable the preparation of the Annual Report that is free from material 

misstatement, whether due to fraud or error. 

150

Auditor’s responsibility 


Our responsibility is to provide assurance on the Financial Statements and the 

Report. We conducted our procedures in accordance with Dutch law. This requires 

that we comply with ethical requirements and plan and perform our procedures to 

obtain reasonable assurance about whether the Financial Statements are free from 

material misstatement and the Report accurately and adequately represents the 

policies, business operations and performance of the Port of Rotterdam Authority in 

2010 in all material respects. 

The Report contains forward-looking information in the form of ambitions, strategy, 

plans, forecasts and estimates. The fulfilment of such information is inherently 

uncertain. For that reason, we do not provide assurance in respect of the fulfilment 

of forward-looking information. 

Procedures 

Procedures with respect to the Financial Statements 

An audit involves performing procedures to obtain audit evidence about the amounts 

and disclosures in the Financial Statements. The procedures selected depend on the 

auditor’s judgment, including the assessment of the risks of material misstatement 

of the Financial Statements, whether due to fraud or error. 

In making those risk assessments, the auditor considers internal control relevant to 

the company’s preparation and fair presentation of the Financial Statements in order 

to design audit procedures that are appropriate in the circumstances, but not for the 

purpose of expressing an opinion on the effectiveness of the company’s internal 

control. An audit also includes evaluating the appropriateness of accounting policies 

used and the reasonableness of accounting estimates made by management, as 

well as evaluating the overall presentation of the Financial Statements. 

Procedures with respect to the Report 

We have performed the procedures with respect to the Report in accordance with 

NIVRA Standard 3410N, “Assurance Engagements With Respect to Sustainability 

Reports”. The review of the Report comprises the following procedures, in particular. 

• Assessing the information contained in the Report on the basis of the criteria laid 

down in the Sustainability Reporting Guidelines of the Global Reporting Initiative and 

included in the accounting policies of the Port of Rotterdam Authority 

• Gaining an understanding of the design, existence and effectiveness of the systems 

and methods used to collect and process data serving as a basis for the reported 

information 

• Assessing the reasonableness of the information contained in the Report on the basis 

of a combination of analytical review procedures and making inquiries 

• Interviewing officers in charge 

• Examining relevant company documents and consulting external sources 

• Evaluating the acceptability of the accounting policies applied and of the 

reasonableness of estimates applied in the preparation of the Report 

• Evaluating the overall presentation of the Report 

We believe that the audit evidence we have obtained is sufficient and appropriate to 

provide a basis for our opinion. 

151

Opinion 

Opinion with respect to the Financial Statements 


In our opinion, the Financial Statements give a true and fair view of the financial 

position of the Port of Rotterdam Authority as at 31 December 2010 and of its result 

for the year then ended in accordance with Part 9 of Book 2 of the Dutch Civil Code. 

Pursuant to the legal requirement under Section 393, paragraph 5, subparagraphs e. 

and f., of Book 2 of the Dutch Civil Code, we have no deficiencies to report as a 

result of our examination whether the Report, to the extent we can assess, has been 

prepared in accordance with Part 9 of Book 2 of the Dutch Civil Code, and whether 

the information as required under Section 392, paragraph 1, subparagraphs b. 

through h., of Book 2 of the Dutch Civil Code has been annexed. Furthermore, we 

report that the Report, to the extent we can assess, is consistent with the Financial 

Statements as required by Section 391, paragraph 4, of Book 2 of the Dutch Civil 

Code. 

Opinion with respect to the Report 

We believe that the Report accurately and adequately represents the policies, 

business operations and performance of the Port of Rotterdam Authority in 2010 in 

all material respects, in accordance with the Sustainability Reporting Guidelines of 

the Global Reporting Initiative, the Guidance Note on Sustainability Reporting of the 

Dutch Accounting Standards Board and the accounting policies of the Port of 

Rotterdam Authority. 

Rotterdam, the Netherlands, 2 March 2011 

Ernst & Young Accountants LLP 

With respect to the Report, With respect to the Financial Statements, 

Signed D.A. de Waard RA MA Signed J.T. de Hek RA 

152

Ap pendix

A.J. (Ad) Scheepbouwer 

Year of birth 

Nationality 

Appointed 

Committees 

Present position/Experience 

Additional functions 

Drs. R.J.N. (Rob) Abrahamsen 


Nationality 

Appointed 

Committees 

Present position/Experience 


The Port of Rotterdam Authority Annual report 2010 Appendix I 

Appendix I 

Personal details of the Supervisory Board as of 

2 March 2011 

The Supervisory Board currently consists of the following five members. 

1944 

Dutch 

Member of the Supervisory Board of the Port of Rotterdam Authority since 

06-09-2005. President of the Supervisory Board since 01-01-2006 

Member of the Remuneration Committee 

Chairman of the Board of management and CEO Royal KPN N.V. 

• Chairman of the Supervisory Board Maasstad Ziekenhuis 

• Member of the Supervisory Board and investor in RFS Holland Holding B.V. Zwolle 

• Member of the Advisory Board ECP.NL 

• Member of the Supervisory Board of Bank Oyens & van Eeghen N.V. 

1938 

Dutch 

Member of the Supervisory Board of the Port of Rotterdam Authority since 

01-01-2004. Vice-president of the Supervisory Board of the Port of Rotterdam 

Authority 

Chairman of the Audit Committee 

Former Managing Director and CFO of KLM Royal Dutch Airlines 

• Member of the Supervisory Board of PON Holdings B.V. (until July 1, 2010) 

• Member of the Supervisory Board of Fluor Daniel B.V. 

• Member of the Supervisory Board of TNT Post Group 

• Member of the Supervisory Board of ANP 

• Chairman of the Supervisory Board of Optimix Vermogensbeheer N.V. 

• Member of the Supervisory Board of Koninklijke BAM Groep N.V. (until July 1, 2010) 

• Member of the Supervisory Board of Vitens N.V. (until July 1, 2010) 

• Member of the Supervisory Board of N.V. Bank Nederlandse Gemeenten (BNG) 

154

R.P.M. (Rutger) van Slobbe 


Nationality 

Appointed 

Committees 

Present postion / Experience 


Ir. J.M. (Mel) Kroon MBA 


Nationality 

Appointed 

Committees 



Drs. R.M. (René) Smit 


Nationality 

Appointed 

Committees 



1952 

Dutch 


Member of the Supervisory Board of the Port of Rotterdam Authority since 1-1-2006 

Member of the Audit Committee 

Former member of the Executive Board of Royal P&O Nedlloyd N.V. 

• Non-Executive member Board of Directors Dockwise Ltd 

• Member of the Supervisory Board Royal Netherlands Sea Rescue Institution 

• Member Board of Directors Shipping and Transport College (STC) 

• Member of the Supervisory Board MPC Shipping & Logistics B.V. 

• Member of the Supervisory Board Eendracht B.V. 

• Partner Oxalis Cooperatie U.A. 

1957 

Dutch 


Member of the Audit Commitee 

Chairman of the Board of Tennet B.V. 

• Member of the Supervisory Board, Port of Rotterdam Authority since 

22-06-2005 / Member of the Audit Committee 

• Member of the Supervisory Board, Diamond Tools Group N.V. 

• Member of the Supervisory Board, APX B.V. 

• Chairman of the Supervisory Board, NOVEC B.V. 

• Member of the Executive Board, Belpex S.A. 

• Member Comité d’Administration Powernext S.A. 

• Verwaltungsrat Transpower GmbH 

• Member of the Supervisory Board, HTM Personenvervoer N.V. 

• Vorsitzender Aufsichtrat Transpower GmbH 

1959 

Dutch 


Chairman of the Renumeration Committee 

Chairman of the Executive Board of VU University Amsterdam 

• Member of the Non-Executive Board Kloosterboer Groep B.V. 

• Member of the Innovation Platform (until 21-06-2010) 

• Chairman Supervisory Board Rotterdam Philharmonisch Orkest (since 01-09-2010) 

155

Ir. drs. H.N.J. (Hans) Smits 

Date of birth 

Nationality 

Appointed 

End of present term 

Former position 


Ir. T. (Thessa) Menssen MBA 


Nationality 

Appointed 





Members Executive Board 

The Executive Board consists of three members. 

13-03-1950 

Dutch 

President & Chief Executive Officer (CEO) since 01-01-2005 

01-01-2013 

Former general manager Arthur D. Little Nederland 

• Member Supervisory Board Sohar Industrial Port Company SAOC (SIPC) 

• Member Supervisory Board KLM Nederland N.V. 

• Chairman Supervisory Board Jansen de Jong Groep 

• Chairman Programme Board ‘Pieken in de Delta’ voor de Zuidvleugel 

(Peaks in the Delta for the South Wing) 

• Chairman Supervisory Board Stichting de Ombudsman 

(The Ombudsman Foundation) 

• Chairman Advisory Board Arthur D. Little Benelux N.V. 

• Chairman Management Ronald McDonald Huis Sophia Rotterdam 

• Member International Advisory Board (IAB) - Municipality Rotterdam 

• Member Advisory Board Rotterdam Airport 

• Member of the Commission on Reduction administrative costs 

• Member Economic Development Board Rotterdam (EDBR) 

• Advisor 8 Miles Fund 

04-05-1967 

Dutch 

Executive Vice President & Chief Financial Officer (CFO) since15-03-2006 

1-1-2011 

Former Finance Director of Unilever Nederland Home and Personal Care 

(2005-2006) 

• Member Supervisory Board Maritiem Museum 

• Member Supervisory Board Rotterdam Philharmonisch Orkest 

• Member of the Supervisory Board of Vitens N.V. 

• Member of the Audit Committee Ministry of Education, Culture and Science 

156

Ing. A.G.F. (André) Toet 


Nationality 

Appointed 




05-08-1963 

Nederlandse 


Senior Executive Vice President & Chief Operating Officer (COO) since 01-01-2008 

01-01-2011 

Former CEO Maersk Central Europe 

• Chairman Supervisory Board Portbase B.V. 

• Member Advisory Board Maritime Economics and Logistics (MEL) Erasmus 

University 

• Chairman Policy Board Cruise Rotterdam B.V. 

• Member Nationale Havenraad (National Ports Council) 

• Member Board Nederland Maritiem Land 

• Member Supervisory Board Keyrail 

• Chairman Stichting garantiefonds Zeelieden 

157

TOTAL IMPORTS ROTTERDAM 

DRY BULK 

LIQUID BULK 

CONTAINERS 

OTHER GENERAL CARGO 

RO/RO 

SEA-SEA TRANSSHIPMENT 

DRY BULK 

LIQUID BULK 

CONTAINERS 

TOTAL EXPORT FROM ROTTERDAM 

DRY BULK 

LIQUID BULK 

CONTAINERS 

OTHER GENERAL CARGO 

RO/RO 

PROCESSING IN THE PORT 

AND INDUSTRIAL COMPLEX 

IMPORT BULK GOODS 

IMPORT CONTAINERS 

added value in the port and industrial complex 

REFINING 

EXPORT AFTER PROCESSING 

OIL- AND CHEMICAL PRODUCTS 

DISTILLATION CAPACITY CRUDE OIL 

ENERGY AND GASSES GENERATION USING COAL, GAS, WASTE, WIND 

CHEMICALS AND BIOFUELS MORE THAN 40 BUSINESSES 

OTHER INDUSTRY AND 

LOGISTIC ACTIVITIES 

Appendix II 

Flowchart of the port and industrial complex 

3 DISTRIPARKS 

MORE THAN 80 BUSINESSES 

INCL. SHIPBUILDING, AGRO-INDUSTRY AND METAL INDUSTRY 

DIRECT ONWARD TRANSPORT 

TO HINTERLAND 

ONWARD TRANSPORT AFTER PROCESSING IN 

PORT AND INDUSTRIAL COMPLEX 

CHEMICALS 

PETROL, DIESEL, KEROSENE, PETCOKES 

POWER & GAS 

SUPPLIED TO GRID 

SUPPLY FROM HINTERLAND FOR PROCESSING 

INCL. BY PIPELINE FROM ANTWERP 

DIRECT ONWARD TRANSPORT FROM HINTERLAND 

The Port of Rotterdam Authority Annual report 2010 Appendix II 

158

ABBrEvIATIONs 

Appendix III 

Explanatory list of abbreviations, names and terms 

ABBrEvIATION EXPLANATION 

A 

B BCTN Binnenlandse (inland) Container Terminal Nederland 

BTT Botlek Tank Terminal 

C CCS Carbon Capture Storage 

COSO Committee of Sponsoring Organizations 

D DINALOG Dutch Institute for Advanced Logistics 

E EMO Europees Massagoed- Overslagbedrijf 

ESI Environmental Ship Index 

ERP Enterprise Resource Planning 

ESPO European Sea Ports Organisation 

G Gate Gas Access To Europe 

GRI Global Reporting Initiative 

H HOI Port waste processing- installation 

(Havenontvangstinstallatie) 

I ISPS International Ship and Port facility Security 

K KMR Knowledge infrastructure Mainport Rotterdam 

(Kennisinfrastructuur Mainport Rotterdam) 

L LNG Liquified Natural Gas 

M MER Environmental impact study 

(Milieu Effecten Rapportage) 

MEP Monitoring and Evaluation Programme 

MARPOL Marine Pollution 

N NGO Non governmental organisation 

O OCAP Organic CO for assimilation by plants 

2 

P PCS Port Community System 

PHS Programma Hoogfrequent Spoorvervoer 

PKB/PMR Core urban planning decisions Project Mainport 

Rotterdam (Planologische Kern Beslissing / Project 

Mainportontwikkeling Rotterdam) 

PRINCE2 Projects IN Controlled Environments 2 

R ROAD (Carbon captures and storage) Rotterdam Opslag en 

Afvang Demonstratieproject 

Roro Roll-on/roll-off 

RWG Rotterdam World Gateway 

S SAV Shipping waste decree (Scheepsafvalstoffenbesluit) 

SEI Safety and Environmental Index 

T TAT Turn Around Time 

TEN Trans-European Networks 

TEU Twenty-foot Equivalent Unit 

U ULCC Ultra Large Container Carrier 

W WVVS Prevention of pollution from ships Act (Wet 

Voorkoming Verontreiniging door Schepen) 

The Port of Rotterdam Authority Annual report 2010 Appendix III 159

DEfINITIONs 

DEfINITION EXPLANATION 

A Abengoa Spanish bio-ethanol manufacturer building a large 

factory in the port of Rotterdam area. 

B BREAAM-NL Methodology to assess the sustainable performance 

of buildings. 

Bulk goods Goods that are not shipped apart (such as 

containers, parcels) but separately in the hold of the 

ship (f.e. crude oil, coal, iron ore, grain). Another 

commonly used term for bulk goods is bulk cargo. 

C Capture Ready Ready / suitable to capture CO2. Carbon Capture Storage (CCS) Technique by which CO is captured and stored 

2 

underground, preventing it from reaching the 

atmosphere. 

Charter Treaty / convention. 

Code 24 Cooperation treaty between several European 

economic regions in which is investigated how to 

optimise the rail traffic between Rotterdam and 

Genoa. 

Common carrier pipeline Pipeline that can be utilised by multiple customers. 

Corridor Area between two (or more) territories or “main ports” 

that facilitate traffic of goods or people. 

Committee of Sponsoring Organisations of the 

Treadway Commission (COSO) 

Committee consisting of several private organisations 

that impose policies concerning internal audit and 

internal control as a result of some accounting and 

fraud scandals in 1992. 

Collision Collisions are nautical accidents between ships 

and other (navigable) objects. 

COSO-model Management model developed by COSO aimed at 

internal audit and internal control. 

D Dry bulk goods Tangible goods transported in bulk form such as iron 

ore, coal and grain. 

E European company for Bulk goods and 

Throughput (Europees Massagoed- Overslagbedrijf 

(EMO)) 

Largest dry bulk terminal in Europe that has been 

located at the Maasvlakte Rotterdam since 1973. 

EMO is specialised in the handling and storage of 

iron ore and coal from all parts of the world. 

Energy Port Name for the growth concept in the segment ‘gas & 

power’. This encompasses sustainable energy and 

the handling of energy coal, LNG (liquefied natural 

gas) and bio mass. The extension of wind energy and 

CCS fits in this growth concept. 

Enterprise Resource Planning (ERP) Computer software to support all processes within the 

organisation in which all data is stored in a single 

database preventing double entry of data 

Environmental Ship Index Index that reflects the environmental performance of 

ships with respect to air pollution (NOx en SOx) and 

CO 2 . 


DEfINITIONs 

F Feeder Container vessel that transports goods by order of 

other vessels to other container ports. 

G Gate terminal Gas Access To Europe: import terminal located at the 

Maasvlakte for liquefied natural gas (LNG). 

Gateway gateway. 

General cargo schip Ship type that transports both general cargo and bulk 

goods (bulk cargo). 

Global Reporting Initiative UN-principles that aim to improve human rights, 

labour conditions and the environment. 

Global Compact Non-governmental organisation developing worldwide 

unified standards for corporate social responsibility. 

H Port waste-processing installations (HOI) Locations in the port area suitable for the garbage 

processing of ships 

Hub Mainport, centre. 

I International Ship and Port facility Security Security of ships and port waste-processing 

installations against terrorist attacks 

K Knowledge infrastructure Mainport Rotterdam 

(KMR) 

Cooperation treaty of the regional business 

community (port and industry), regional educational 

facilities and local administrations. The foundation 

KMR aims to enhance the economic structure 

through innovation in knowledge infrastructure. 

L Liquefied Natural Gas Gas shipped in a liquefied form 

LMC Secondary education Foundation that offers inter-confessional and 

innovative education in Rotterdam and the region 

M MARPOL Marine Pollution: The MARPOL-treaty is an 

international treaty to prevent ship pollution. The 

treaty consists of regulations with respect to oil 

discharge, sanitary and household garbage and the 

discharge of chemicals by ships. 

Environmental Impact Study (MER) Public document in which the environmental effects 

of intended activities and alternatives are described. 

Monitoring and Evaluation Programme (MEP) Programme that is used to check the assumptions 

and predictions of the MER. 

Modal shift Shift of transport by road to the cleaner modalities 

water, rail and pipeline. 

Modal split Proportion between transportation by road, rail and 

water. 

N Liquid bulk Liquid bulk goods such as crude oil and liquefied 

natural gas 

Nautical accident Unwanted events for ships during the journey. A 

distinction is made between nautical accidents, 

significant nautical accidents and so-called near miss 

situations 

Non Governmental Organisation (NGO) Social organisation that operates independently with 

regards to the government 


DEfINITIONs 

O OCAP Joint Venture between gas supplier Linde Gas and 

Construction company VolkerWessels that provides 

clean CO 2 inter alia to greenhouses in the Westland 

Open access pipelines Pipelines accessible for all market parties 

P Peaks in the Delta (Pieken in de Delta) Programme in which the Dutch State and regions 

collaborate to enhance the economy in six regions 

(a.o. South-wing Randstad) 

Plant One Facility for testing and demonstrating sustainable 

process-technology 

PKB/PMR: Core urban planning decisions Project 

Mainport Rotterdam (Planologische Kern 

Beslissing Project Mainportontwikkeling) 

Governmental decision concerning the construction 

of Maasvlakte 2 and the realisation of 750 ha. 

recreational area for the Rotterdam region 

Prince 2 Structured technique for project management. This 

method aims at management, governance and 

organisation of a project 

Port Project Services Platform of United Homes (temporarily housing) with 

temporary personnel organisation Randstad, Vipre 

(collective transport) and Aqualliner. It serves as focal 

point for organisations in order to find temporary 

personnel, housing and transport from and to the 

Maasvlakte. 

R Roro of roll-on/roll-off: Horizontal transportation of rolling equipment that 

can drive in and out of the ship (such as cars). 

Rotterdam World Gateway Terminal operator that will operate the first container 

terminal on the Maasvlakte in 2013. 

S Safety and Environmental Index Index by which the Harbour Master measures to what 

extent all regulations related to safety and environment 

are carried out. 

Scope 1 emission Direct CO 2 emissions of the Port of Rotterdam 

Authority 

Scope 2 emission Indirect CO 2 emissions from energy production 

demanded by the Port of Rotterdam Authority. 

Scope 3 emission Other indirect CO emissions. 

2 

Shipping terminal Location where ships can depart, moor and load or 

unload. 

Shortsea Transport of goods that occur at least partly by sea or 

ocean. Ocean’s are not crossed though. 

Steam pipe Project in the Botlek area for the exchange of steam 

between companies by using a transport pipeline 

resulting in savings in energy consumption. 

General cargo Goods in which the quantity is leading above 

measure or weight in contrast to bulk cargo or bulk 

goods. General cargo is transported in boxes, crates, 

barrels or bags. 

Supply chain Supply chain. 


DEfINITIONs 

T Trans-European Networks Infrastructure across borders (such as the Betuwelijn). 

TEU of "Twenty-foot Equivalent Unit" Measurement unit for the capacity of container 

vessels or container terminals. 1 TEU is equivalent to 

a twenty-foot container. 

Turn Around Time (TAT) Average sailing time of sea-going vessels larger than 

150m from sea to various port basins in the region 

Europoort, Botlek and City and vice versa. Journeys 

within the port and continuing journeys is not 

accounted for 

U Ultra Large Container Carrier (ULCC) Ultra large container vessel 


Appendix IV 

The Port of Rotterdam Authority Annual report 2010 Appendix IV > G3-Richtlijn Global Reporting Initiative 

164

Not reported in public communications 

Not or less relevant to the 

Port of Rotterdam Authority 


Port of Rotterdam Authority in 2010 

G3-Guideline Global Reporting Initiative 

grI INDICATOr rEfErENCE TO ChAPTEr ANNuAL 

rEPOrT / PuBLIC COMMuNICATION 

PrOfIEL 

1. sTrATEgy & ANALysIs 

1.1 Statement from the most senior decisionmaker 

in the organisation (e.g. CEO, chair, 

or equivalent senior position) about the 

relevance of sustainability to the organisation 

and its strategy. 

1.2 Description of key impacts, risks and 

opportunities 

This table contains the criteria from the G3-Guideline of the Global Reporting Initiative. 

For each guideline there is an indication of the public communication, issued by the 

Port of Rotterdam Authority, in which information is disclosed. Furthermore, a brief 

explanation of the information is give. Some issues from the Guideline are not or less 

relevant for the Port of Rotterdam Authority or are not disclosed in public communications. 

If possible the reasons for non-disclosure are given. 

Some indicators are not reported in public communications, even though the 

indicators are relevant and available. The reason for not publishing these indicators 

is that it is evident that there is no internal or external need for them. 

We estimate that the relevance of a number of indicators to our business activities 

is low or zero. For this reason, we do not report these indicators in public 

communications. As far as possible, this table provides an explanation of this. 

We estimate that the relevance of a number of indicators to our business activities 

in 2010 was low or zero. For this reason, we do not report these indicators in public 

communications. As far as possible, this table provides an explanation of this. 

2.3 Corporate Social Responsibility - 

Management approach [22] 

BrIEf EXPLANATION 

In 2006, when introducing the CSR policy and 

ambition, the Executive Board also produced an 

official CSR statement. 

2.2 Mission, vision and strategy [21] Sustainability is an important element of the 

strategic point for attention ‘Environment and 

Sustainability’. 

7.2 Sustainability [76] Ensuring sustainability affects production chains 

and transport throughout the world. 

2.5 Corporate Governance - Risk management [26] The Port of Rotterdam Authority manages the risks 

by managing the strategic, operational, financial 

reporting and compliance risks. 

Foreword of the Executive Board [8] 

7.1 Environment and sustainability in brief [75] 

Sustainability as a licence to grow for a harbour that 

wants to develop. 

The Port of Rotterdam Authority Annual report 2010 Appendix IV > G3-Guideline Global Reporting Initiative 165



2. OrgANIsATIONAL PrOfILE 

The Port of Rotterdam Authority Annual report 2010 Appendix IV > G3-Guideline Global Reporting Initiative 


2.1 Name of the organisation Colophon [182] Havenbedrijf Rotterdam N.V. 

2.2 Primary brands, products, and services 2.1 The Port of Rotterdam Authority in brief [19] The Port of Rotterdam Authority manages, operates 

and develops the port and industrial area of 

Rotterdam. Brand names and products are not 

applicable. 

2.3 Operational structure of the organisation, 

including main divisions, operating 

companies, subsidiaries, and joint ventures. 

2.7 Participating interests [33 - 35] 

Financial Statements 2010 - List of participating 

interests [129]” 

List of participating interests 

2.4 Location of organisation’s headquarters Colophon [182] World Port Center 

Wilhelminakade 909 

3072AP ROTTERDAM 

2.5 Number of countries where the organiszation 

operates, and names of countries with 

either major operations or that are 

specifically relevant to the sustainability 

issues covered in the report. 

2.7 Participating interests [33 - 35] The Port of Rotterdam Authority operates mainly in 

the Netherlands, but also in Oman. 

2.3 Corporate Social Responsibility - Committed [23] In addition to the port activities in The Netherlands 

and Oman, we participate in a sustainability project 

in Senegal where our employees’ knowledge and 

skills is offered to develop a port. 

2.6 Nature of ownership and legal form 2.4 Organisation [25] The Port of Rotterdam Authority is a public limited 

company with two shareholders: the Municipality of 

Rotterdam and the State of the Netherlands. 

2.7 Markets served (including geographic 

breakdown, sectors served, and types of 

customers/beneficiaries). 

2.1 The Port of Rotterdam Authority in brief [19] 

4.2 Our relationship with the customer [49] 

The Port Authority lets out port sites to companies, 

particularly storage companies and cargo terminals 

and the chemical and petrochemical industry, 

including energy producers. 

4.3 Our market position [51 - 52] The flows of goods handled in the port of 

Rotterdam are reported, together with their 

destination. 

2.8 Scale of the organisation 8 Finance [92 - 98] Financial figures. 

Financial Statements 2010 [105 - 133] Financial figures. 

Cockpit Finance [135 - 136] Financial figures. 

Cockpit Personnel [137] Number of employees. 

2.9 Significant changes during the reporting 

Not or less relevant to the Port of Rotterdam No significant changes occured in 2010. 

period regarding size, structure, or 

ownership. 

Authority in 2010 

2.10 Awards received during the reporting period www.portofrotterdam.com The Port of Rotterdam Authority presents awards 

each year to companies in the port, such as the 

Port Dues Award and the Port Image Award. 

http://www.portofrotterdam.com/nl/actueel/ 

pers-en-nieuwsberichten/Pages/20100128_03.aspx 

166



3. rEPOrT PArAMETErs 

report profile 

3.1 Reporting period (e.g. fiscal/calendar year) 

for information provided. 



Financial Statements 2010 [105 - 133] The financial year of the Port of Rotterdam 

Authority runs from 1 January to 31 December. 

3.2 Date of most recent previous report (if any). www.portofrotterdam.com Annual Report 2009 (2 March 2010). A single 

annual report for financial and CSR reports. 

www.portofrotterdam.com/en/Port-authority/finance/ 

Pages/yearly-result.aspx” 

3.3 Reporting cycle (annual, biennial, etc.) Introduction [11] Annually. 

3.4 Contact point for questions regarding the 

report 

Colophon [182] e-mail and other contact details. 

report scope and boundary 

3.5 Process for defining report content About the Annual Report and Auditor's Report 

[144 - 149] 

3.6 Boundary of the report Introduction [11] 

About the Annual Report and Auditor’s Report 

[144 - 149] 

3.7 State any specific limitations on the scope 

or boundary of the report. 

3.8 Basis for reporting on joint ventures, 

subsidiaries, leased facilities, outsourced 

operations, and other entities that can 

significantly affect comparability from period 

to period and/or between organisations. 

3.9 Data measurement techniques and the 

bases of calculations, including assumptions 

and techniques underlying estimations 

applied to the compilation of the Indicators 

and other information in the report. 

3.10 Explanation of the effect of any re-statements 

of information provided in earlier 

reports, and the reasons for such re-statement 

(e.g., mergers/acquisitions, change of 

base years/periods, nature of business, 

measurement methods). 

3.11 Significant changes from previous reporting 

periods in the scope, boundary, or 

measurement methods applied in the report. 

www.portofrotterdam.com Reply form. www.portofrotterdam.com/en/general/ 

Pages/contact.aspx 

Introduction [11] 


[144 - 149] 

Financial Statements 2010 [105 - 133] 


[144 - 149] 


[144 - 152] 

Not or less relevant to the Port of Rotterdam Authority 

in 2010 


in 2010 

Development of the process, including internal and 

external assurance. 

Scope and significance is explained in the 

Introduction. The boundary of items is explained in 

About the Annual Report and Auditor's Report. 

Scope and significance is explained in the 

Introduction. The boundary of items is explained in 

About the Annual Report and Auditor's Report. 

See notes to the balance sheet and the statement 

of income and the explanation in About the Report. 

All the figures have been substantiated internally 

and verified by an external auditor. The accounting 

policy is explained in the annual report 2010 

(Accounting policy) and the KPIs are explained in 

the Cockit Critical Performance Indicators KPIs 


No significant changes occured in 2010. 

No significant changes occured in 2010. 

167



grI content index 

3.12 Table identifying the location of the 

Standard Disclosures in the report. 

Assurance 

3.13 Policy and current practice with regard to 

seeking external assurance for the report. 

4. gOvErNANCE, COMMITMENTs 

& ENgAgEMENT 

governance 

4.1 Governance structure of the organisation, 

including committees under the highest 

governance body responsible for specific 

tasks, such as setting strategy or organisational 

oversight. 

4.2 Indicate whether the Chair of the highest 

governance body is also an executive officer 

(and, if so, their function within the 

organisation’s management and the reasons 

for this arrangement). 

4.3 For organisations that have a unitary board 

structure, state the number of members of 

the highest governance body that are 

independent and/or non-executive members. 

4.4 Mechanisms for shareholders and 

employees to provide recommendations or 

direction to the highest governance body. 

4.5 Linkage between compensation for 

members of the highest governance body, 

senior managers, and executives (including 

departure arrangements), and the 

organisation’s performance (including social 

and environmental performance). 

4.6 Processes in place for the highest 

governance body to ensure conflicts of 

interest are avoided. 

4.7 Process for determining the required 

qualifications and expertise of the members 

of the highest governance body so it is able 

to guide the organisation’s strategy on 

economic, environmental, and social topics. 

Appendix IV [164 - 181] GRI table 


[147 - 149] 


[150 - 152] 



Development of the process including internal and 

external assurance. 

Auditor’s report 

2.4 Organisation [25] Reference to the organisational chart and 

explanation by the Executive and Supervisory 

2.5 Corporate Governance - 

Corporate Governance Code [26] 

Reference to the regulations of the Executive and 

Supervisory Boards on www.portofrotterdam.com 

2.4 Organisation - Structure [25] The Chairman of the Supervisory Board has no 

executive function within the company. 

2.4 Organisation - Structure [25] The Rotterdam Port Authority has a two-tier board 

structure. 

2.4 Organisation - Structure [25] The shareholders exercise their influence on the 

company through the General Meeting of 

Shareholders. The authority of the General Meeting 

of Shareholders is laid down by law and in the 

articles of association. 

2.4 Organisation - Structure [25] A Works Council operates within the Port Authority 

in accordance with the Works Councils Act. 

Financial statements 2010 - 

18 Remuneration of Directors [127 - 129] 

2.5 Corporate Governance - Corporate Governance 

Code [26] 

Remuneration of supervisory directors and 

executive directors. 

Although the Port Authority is not a listed company, 

we have decided where possible and meaningful to 

implement the provisions of the Corporate 

Governance Code. 

2.4 Organisation - Structure [25] The independent Supervisory Board monitors the 

Executive Board. 



This is stated in the regulations of the Executive 

and Supervisory Boards, see http://www. 

portofrotterdam.com/en/Port-authority/organisation/ 

Pages/corporate-governance.aspx 

168



4.8 Internally developed statements of mission 

or values, codes of conduct, and principles 

relevant to economic, environmental, and 

social performance and the status of their 

implementation. 

4.9 Procedures of the highest governance body 

for overseeing the organisation’s identification 

and management of economic, 

environmental, and social performance, 

including relevant risks and opportunities, 

and adherence or compliance with 

internationally agreed standards, codes of 

conduct, and principles. 

4.10 Processes for evaluating the highest 

governance body’s own performance, 

particularly with respect to economic, 

environmental, and social performance. 

Commitments to external initiatives 

4.11 Explanation of whether and how the 

precautionary approach or principle is 

addressed by the organisation. 

4.12 Externally developed economic, environmental, 

and social charters, principles, or 

other initiatives which the organisation 

subscribes to or endorses. 

4.13 Memberships in associations (such as 

industry associations) and/or national/ 

international advocacy organisations. 

Overleg met belanghebbenden 

4.14 List of stakeholder groups with whom the 

organisation is engaged. 

4.15 Basis for identification and selection of 

stakeholders with whom to engage. 



2.2 Mission, vision and strategy [20] The Port of Rotterdam Authority has formulated a 

mission and four strategic points of attention to 

achieve its mission. 


Management approach [22] 

2.4 Organisation - 

Core values and business code [25] 

2.4 Organisation - 

Core values and business code [25] 

CSR statement. 

Since 2010, the Port of Rotterdam Authority has 

subscribed to the 10 'United Nations business 

principles' issued by UN Global Compact. 

In 2010, the Port of Rotterdam Authority stated four 

new core values, these values will be integrated in 

the company code in 2011. 

7.2 Sustainability - Introduction [76] Consistency in issues concerning sustainability 




Sustainable [22 -23] 


Risk Management [26 - 29] 

Although the Port of Rotterdam Authority is not a 

listed company, we have chosen where possible and 

meaningful to implement the provisions of the 

Corporate Governance Code. 

In management reports and decisions made by the 

Executive Board structual attention is given to our 

sustainability goals and sustainability performance. 

We control the risks by managing the strategic, 

operational, financial reporting and compliance 

risks. 

www.portofrotterdam.com Regulation Supervisory Bord section D 

(Remuneration) http://www.portofrotterdam.com/nl/ 

Havenbedrijf/organisatie/Documents/Raad-van- 

Commissarissen-reglement.pdf 

www.maasvlakte2.com (projectorganisatie 

van Havenbedrijf Rotterdam) 

At various places on the Maasvlakte 2 website the 

results from the dialogue with stakeholders are 

stated. Preliminary to the construction of 

Maasvlakte 2, this dialogue devoted extensive attention 

to the economic, social and environmental 

effects of the construction. 

7.3 Rotterdam Climate Initiative [83 - 84] The Port Authority is partner of the Rotterdam 

Climate Initiative which forms part of the C40 

Climate Leadership Group / Clinton Climate 

Initiative. 

7.4 Dialogue - Dialogue with Europe [86] The Port Authority is a member of and provides the 

chairman of the ESPO. 

7.4 Dialogue - Dialogue with stakeholders [85] As stated The Port Authority distinguishes groups of 

stakeholders: clients, employees, governmental 

bodies (State, province and municipalities), local 

residents, sector associations and NGOs. 

7.4 Dialogue - Dialogue with stakeholders [85] Stakeholders are defined as people and organisations 

who affect our activities and who are being 

affected by our activities. 

169



4.16 Approach to stakeholder engagement, 

including frequency of engagement by type 

and by stakeholder group. 

4.17 Key topics and concerns that have been 

raised through stakeholder engagement, 

and how the organisation has responded to 

those key topics and concerns, including 

through its reporting. 



7.4 Dialogue - Dialogue with stakeholders [85] Paragraph 7.4 contains a description of the various 

ways in which the Rotterdam Port Authority leads 

the dialogue with its stakeholders. The dialogue is a 

part of our business and takes place on a frequent 

base. Examples of these dialogues are: the annual 

shareholders meeting, the customers satisfaction 

survey which takes place every two years (4.2 Our 

relationship with our customers [49]) Employees 

satisfaction survey (2.6 Employees [31]), an 

evaluation of the Annual Report 2009 amongst 16 

readers (customers, banks, governmental 

organisations) and the '(Dial)moog op de haven', in 

which four times a year members of the Executive 

Board hold discussions with companies in the 

Sustainable dialogue Maasvlakte 2 

http://www.maasvlakte2.com/nl/index/show/id/79/ 

Duurzame+dialoog 

At various places on the Maasvlakte 2 website the 

results of dialogues with stakeholders are stated. 

Preliminary to the construction of Maasvlakte 2, this 

dialogue devoted extensive attention to the 

economic, social and environmental effects of the 

construction. 

170





ECONOMIC PErfOrMANCE INDICATOrs Information on management approach 

The role of the Port of Rotterdam Authority is to manage, operate and develop the 

port and industrial area of Rotterdam. The direct added value of Rotterdam’s port and 

industrial complex in 2008 was approximately € 15.5 billion. Direct employment from the 

port complex in 2008 was roughly 90,000 persons. In addition, the port of Rotterdam 

generates around 55,000 indirect jobs. 

ECONOMIC ASPECTS 

Aspect: Economic Performance 

EC1 Direct economic value generated and 

distributed, including revenues, operating 

costs, employee compensation, donations 

and other community investments, retained 

earnings, and payments to capital providers 

and governments. 

EC2 Financial implications and other risks and 

opportunities for the organisation’s activities 

due to climate change. 

EC3 Coverage of the organisation’s defined 

benefit plan obligations. 

The Port of Rotterdam lets out port sites on long leases to companies, particularly storage 

companies and cargo terminals and the chemical and petrochemical industry, including 

energy producers. The main income flows are rents and harbour dues. The Port of 

Rotterdam Authority is investing in the development of new port sites, particularly 

Maasvlakte 2, in public nfrastructure such as roads in the port area and customer-specific 

infrastructure such as quay walls and jetties. In order to handle shipping as efficiently as 

possible, substantial investment is being made in a traffic guidance system, traffic centres 

and patrol vessels. At the end of 2010 a total of 1,224 persons were employed by the 

Port of Rotterdam Authority. 

For a further explanation, please refer to: 

9 Finance [92 - 98] 

• Cockpit Finance [135 - 136] 

2 The Port of Rotterdam [14 - 17] 

4.4 Marketposition [51 - 54] 

• Cockpit Throughput and marketshare [139 - 142] 

2.3 Corporate Social Responsibility [22 - 24] 

Financial Statements 2010 [105 -133] Overview of all financial information from 2010 and 

comparative figures from 2009. 

Not or less relevant to the Port of Rotterdam 


The Port of Rotterdam Authority investigated the 

(financial) consequences of climate change. From 

this investigation it concluded that the consequences 

in the years to come are limited and indirect. 

The Port Authority does, however, recognise the 

importance of minimising the footprint of its own 

business and the chain. Our efforts in this matter 

are stated in chapter 7. 

7.3 Rotterdam Climate Initiative [83] CO 2 reduction measures to achieve the ambition of 

a 50% reduction by 2025 and Carbon Capture & 

Storage. 

7.2 Sustainability - Sustainable transport [80 - 82] Stimulating environmentally friendly (sea and 

inland)shipping. 

Not or less relevant to the Port of Rotterdam 

Authority 

EC4 Significant financial assistance received Not or less relevant to the Port of Rotterdam 


Employee pensions are insured by ABP. 

In 2010, there was no financial support from the 

State. The State is contributing to the construction 

of the outer contour and the public infrastructure of 

Maasvlakte 2 (Financial Statement - 9 Off-balance 

sheet commitments and contingencies). 

171



Aspect: Market Presence 

EC5 Range of ratios of standard entry level wage 

compared to local minimum wage at 

significant locations of operation. 

EC6 Policy, practices, and proportion of spending 

at locally-based suppliers at significant 

locations of operation. 

EC7 Procedures for recruiting locally and the 

proportion of senior management hired from 

the local community at significant locations 

of operation. 

Aspect: Indirect Economic Impacts 

EC8 Development and impact of infrastructure 

investments and services provided primarily 

for public benefit through commercial, 

in-kind, or pro bono engagement. 

EC9 Understanding and describing significant 

indirect economic impacts, including the 

extent of impacts. 









Range of ratios to locations is not relevant to the 

Port of Rotterdam Authority since we operate 

mainly in The Netherlands. Employees salaries are 

in accordance with the Collective Labour Agreement 

(see paragraph 2.6 Employees - Employment 

This indicator is less relevant since The Port of 

Rotterdam Authority is obliged to conform to 

European Procurement Directives and therefore has 

no seperate procurement policy for local suppliers. 

The Port of Rotterdam Authority operates mainly in 

the neighbourhood of Rotterdam and has a direct 

and indirect impact on the local economy. See 

chapter 1 The Port of Rotterdam - Location and 

position of the port of Rotterdam [15]. 

This indicator is less relevant since The Port of 

Rotterdam Authority mainly operates in The 

Netherlands. The Port of Rotterdam Authority does 

not have separate procedures for hiring employees 

from the local community. Recruitment focuses on 

The Netherlands and the top management is Dutch. 

We actively participate in activities to improve the 

regional labour market, amongst others by the 

‘Akkoord van Rotterdam’ (7.6 Labour market and 

education [90-91]). 

6.1 Traffic and accessibility in brief [65] The efforts of The Port of Rotterdam Authority on 

accessibility are not only important for the harbour 

but also have a general benefit. 


Committed [23] 

1. The port of Rotterdam - Location and position of 

the port of Rotterdam [15- 17] 

Advice from the Port of Rotterdam Authority in 

OMVS project in Senegal. 

The Port of Rotterdam Authority has a direct and 

indirect impact on the local economy. 

172



ENvIrONMENTAL PErfOrMANCE 

INDICATOrs 

EvIRONMENTAL ASPECTS 

Aspect: Materials 

EN1 Materials used by weight or volume. Not or less relevant to the 


EN2 Percentage of materials used that are 

recycled input materials. 

Aspect: Energy 

EN3 Direct energy consumption by primary 

energy source. 

EN4 Indirect energy consumption by primary 

source. 



Information on management approach 

We invest, together with our partners, in public consensus and the best possible preconditions for a 

port which has the ambition to develop. Sustainability is a key element in this ambition. For the Port of 

Rotterdam Authority, sustainability means improving our own performance as well as promoting 

sustainable enterprise in the port and industrial complex. Investment in sustainability is, in our view, 

necessary to retain public support for port activities as well as enabling the port to grow. In 2010 the 

Port of Rotterdam Authority focussed on ‘sustainable business’, ‘sustainable use of space’ and 

‘sustainable transport’. 

The Port Authority aims to play a leading role in improving sustainability performance in the port 

industries by keeping the footprint of the Port Authority’s activities as small as possible, actively 

investing in reducing the environmental impact of port activities and actively working on attracting 

sustainable economic activities in the port area, such as biomass handling, wind power and the 

production of second-generation biofuels. Read more about our growth concepts in chapter 4 

Customer and about our approach to sustainability in Chapter 7: Environment and Sustainability. 

The Port of Rotterdam Authority, together with its partners, is increasingly active in improving land-side 

accessibility for the four modalities (rail, road, inland shipping and pipeline). Read more 

about our approach to sustainable accessibility in Chapter 6; Traffic and Accessibility. 

More detailed information on environmental aspects can be found in: 

2.3 Corporate Social Responsibility - Management approach [22] 

2.3 Corporate Social Responsibility - Sustainability [22 - 23] 

3.5 Clean (environmentally safe) [44 - 45] 

4.3 Our market position - Energy Port [52 - 53] 

5.2 Maasvlakte 2 - Sustainable execution and development [59] 

5.2 Maasvlakte 2 - Monitoring [60] 

6. Traffic and accessibility [64 - 73] 

7.2 Sustainability [76 - 82] 

7.3 Rotterdam Climate Initiative [83 - 84] 

7.5 Innovation [88 - 89] 



The Port of Rotterdam Authority is a service company 

and does not, therefore, use materials directly in 

products. 

The Port of Rotterdam Authority is a service company 

and does not, therefore, use materials directly in 

products. 

Not reported in public communications The direct use of energy by the Port of Rotterdam 

Authority is limited due to the nature of the 

business. The Port of Rotterdam Authority does not 

report on this information separately. Information on 

the use of energy is internally available for the 

calculation of the CO footprint (EN 16) and consists 

2 

of the use of fuel (cars and vessels) and the use of 

gas for buildings. This information is not expressed 

in kilojoules. 

Not reported in public communications The direct use of energy by the Port of Rotterdam 

Authority is limited due to the nature of the 

business. The Port of Rotterdam Authority does not 

report on this information separately. Information on 

the use of energy is internally available for the 

calculation of the CO footprint (EN 16) and 

2 

consists of the use of fuel (cars and vessels) and 

the use of gas for buildings. This information is not 

expressed in kilojoules. 

173



EN5 Energy saved due to conservation and 

efficiency improvements. 

EN6 Initiatives to provide energy-efficient or 

renewable energy-based products and 

services, and reductions in energy 

requirements as a result of these initiatives. 

EN7 Initiatives to provide energy-efficient or 

renewable energy-based products and 

services, and reductions in energy 

requirements as a result of these initiatives. 

7.2 Sustainability [76 - 82] 

7.3 Rotterdam Climate Initiative [83 - 84] 

7.5 Innovation [88 - 89]” 



The Port of Rotterdam Authority has started several 

energy saving measures. However, the benefits of 

these measures cannot always be measured as the 

decrease is dependant on several factors. Examples 

of energy saving measures are the measures under 

the CO 2 footprint of Port of Rotterdam Authority and 

the projects in the Rotterdam Climate Initiative. 

4.3 Our market position - Energy Port [52 - 53] As a growth concept Energy Port is consciously 

aiming to attract the production of sustainable 

energy and throughput of related products. 

7.3 Rotterdam Climate Initiative [83 -84] Measures for energy efficiency, renewable energy 

and Carbon Capture & Storage. 

7.2 Sustainability - Sustainable transport [80 - 82] The Port of Rotterdam Authority stimulates 

sustainability by giving discounts to reward 

reductions of fuel usage and emissions from 

vessels (ESI). 

7.2 Sustainability - Sustainable operations 

[77 - 78] 

7.2 Sustainability - Sustainable use of space 

78 - 80] 

Scope 2: Energy indirect emissions: Port of 

Rotterdam Authority limits the indirect use of energy 

by purchase of green power. 

Sustainable development of RDM. 

Aspect: water 

EN8 Total water withdrawal by source. Not or less relevant to the Port of Rotterdam Authority Water withdrawal is limited to personal use by 

employees. 

EN9 Water sources significantly affected by 

withdrawal of water. 

EN10 Percentage and total volume of water 

recycled and reused. 

Aspect: Biodiversity 

EN11 Location and size of land owned, leased, 

managed in or adjacent to protected areas 

and areas of high biodiversity value outside 

protected areas. 

EN12 Description of significant impacts of 

activities, products, and services on 

biodiversity in protected areas and areas of 

high biodiversity value outside protected 

areas. 

Not or less relevant to the Port of Rotterdam Authority Water withdrawal is limited to personal use by 

employees. 

Not or less relevant to the Port of Rotterdam Authority Water withdrawal is limited to personal use by 

employees. 

Not or less relevant to the Port of Rotterdam Authority The port of Rotterdam is situated in an urban area. 

Only a (very) limited part of this area is bounded by 

nature. In developing the (existing) harbour area, 

the Port of Rotteredam Authority respects nature. 

Agreements are recorded in 'Mainportontwikkeling 

Rotterdam' (http://www.portofrotterdam.com/en/Port/ 

port-development/Pages/maasvlakte-2.aspx) and in 

various agreements about Maasvlakte 2 (www. 

maasvlakte2.com, amongst others http://www. 

maasvlakte2.com/uploads/brochure_maasvlakte_2_ 

de_duurzame_haven.pdf en http://www.maasvlakte2.com/nl/dossier/show/id/4). 

Not or less relevant to the Port of Rotterdam Authority The port of Rotterdam is situated in an urban area. 


nature. In developing the (existing) harbour area the 

Port of Rotteredam Authority respects nature. 








174



EN13 Habitats protected or restored. Not or less relevant to the 


EN14 Strategies, current actions, and future plans 

for managing impacts on biodiversity 

EN15 Number of IUCN Red List species and 

national conservation list species with 

habitats in areas affected by operations, by 

level of extinction risk. 

Aspect: Emissions, Effluents, and waste 

EN16 Total direct and indirect greenhouse gas 

emissions by weight. 

EN17 Other relevant indirect greenhouse gas 

emissions by weight. 

EN18 Initiatives to reduce greenhouse gas 

emissions and reductions achieved. 

EN19 Emissions of ozone-depleting substances 

by weight. 

EN20 NO, SO, and other significant air emissions 

by type and weight. 

EN21 Total water discharge by quality and 

destination. 

EN22 Total weight of waste by type and disposal 

method. 


ort of Rotterdam Authority 


Port of Rotterdam Authority in 2010 


[77 - 78] 


[77 - 78] 



The port of Rotterdam is situated in an urban area. 


nature. In developing the (existing) harbourarea the 









The port of Rotterdam is situated in an urban area. 

Only a (very) limited part this area is bounded by 

nature. In developing the (existing) harbourarea the 









In 2009, in relation to the construction of Massvlakte 

2, we obtained a general release of the Flora 

and Fauna Act for the natterjack toad and the yellow 

widelip orchid. Both have been given their own 

place in the port area. 

Included is the footprint (scope 1 & 2) of our 

business operations. 

Included is the footprint (scope 3) of our business 

operations. 

4.3 Our market position - Energy Port [52 - 53] As a growth concept Energy Port is consciously 

aiming to attract the production of sustainable 

energy and throughput of related products. 

7.3 Rotterdam Climate Initiative [83 - 84] Measures for energy efficiency, renewable energy 

and Carbon Capture & Storage. 


[77 - 78] 

Objectives and measures for CO 2 reduction. 

7.2 Sustainability - Sustainable transport [80 - 82] The Port of Rotterdam Authority stimulates 

sustainability by giving discounts to reward 

reductions of fuel usage and emissions from 

Not or less relevant to 

the Port of Rotterdam Authority 







This indicator is not of essential importance to our 

business operations, because we are a service 



Water withdrawal is limited to personal use by 

employees. 



provider. The Port of Rotterdam Authority is active 

in prevention of pollution by ship’s waste (see 3.5 

Clean (environmentally safe) [44]). 

175



EN23 Total number and volume of significant 

spills. 

EN24 Weight of transported, imported, exported, 

or treated waste deemed hazardous under 

the terms of the Basel Convention Annex I, 

II, III, and VIII, and percentage of 

transported waste shipped internationally. 

EN25 Identity, size, protected status, and 

biodiversity value of water bodies and 

related habitats significantly affected by the 

reporting organisation’s discharge of water 

and runoff. 

Aspect: Products and services 

EN26 Initiatives to mitigate environmental impacts 

of products and services, and extent of 

impact mitigation. 

EN27 Percentage of products sold and their 

packaging materials that are reclaimed by 

category. 

Aspect: Compliance 

EN28 Monetary value of significant fines and total 

number of non-monetary sanctions for 

noncompliance with environmental laws and 

regulations. 

Aspect: Transport 

EN29 Significant environmental impact of 

transporting products and other goods and 

materials used for the organisation’s 

operations, and transporting members of 

the workforce. 

Aspect: Overall 

EN30 Total environmental protection expenditures 

and investments by type. 



3.5 Clean (environmentally safe) [44 - 45] The Port Authority is active in containing spills with 

the aim of minimising the risk of consequential 

damage. There were 240 recorded spills in 2010; 

an actual clean-up operation was carried out for 53 

of the spills. 



As the State Harbour Master, we ensure the 

application of the law and regulations in this respect 

(see 3.5 Clean (environmentally safe) [44]). 

3.5 Clean (environmentally safe) [44 - 45] The Port Authority is active in containing spills with 

the aim of minimising the risk of consequential 

damage. There were 240 recorded spills in 2010; 

an actual clean-up operation was carried out for 53 

of the spills. 


Port of Rotterdam Authority in 2010. 




Port of Rotterdam Authority in 2010. 

In developing the (existing) harbour area, the Port 

of Rotteredam Authority respects nature. 


Rotterdam' and in various agreements about 

Maasvlakte 2. These agreements date from 

previous years and are monitored in the "Milieu 

Effect Rapportages" (5.2 Maasvlakte 2 - Monitoring 

We do not sell any products (see also indicator 2.2). 

No significant fines were imposed on us in 2010. 

Being Stae Harbour Master we ensure the 

application of the law and regulations in ths respect 

(see 3.5 Clean (environmentally safe)). 

7.2 Sustainability - Sustainable operations [77 - 78] The use of fuel of vehicles is stated in the CO 2 

footprint. 

6.1 Traffic and accessibility in brief [65] The Port of Roterdam Authority is working on a shift 

in the transport-chain from transport by truck to 

transport by cleaner modalities (rail, inland shipping, 

pipeline). 

4.3 Our market position - Energy Port [52 - 53] Investments in gas & power and (bio)fuels. 

7.3 Rotterdam Climate Initiative [83 - 84] Investement in CO reduction. 

2 

7.2 Sustainability - Sustainable operations [77 - 78] Investment in measures in respect of the planet. 

176





LABOr AsPECTs Information on management approach 

We invest, together with our partners, in public consensus and the best possible preconditions for a port that 

has the ambition to develop, Employment is an important element in this ambition. The Port of Rotterdam 

Authority focusses on quality and diversity of employees. In addition, employee satisfaction is an important 

issue. The terms of employment of our employees are registered in a Collective Labour Agreement which is 

agreed with the trade unions. The Port of Rotterdam Authority operates mainly in the Netherlands and is an 

employer under the Dutch laws and regulations on advocacy and working conditions. 

LABOur PrACTICEs AND DECENT wOrK 

Aspect: Employment 

LA1 Total workforce by employment type, 

employment contract, and region. 

LA2 Total number and rate of employee turnover 

by age group, gender, and region. 

Aspect: Labour/Management relations 

LA4 Percentage of employees covered by 

collective bargaining agreements 

LA5 Minimum notice period(s) regarding 

significant operational changes, including 

whether it is specified in collective 

agreements. 

More detailed information about social aspects can be found in: 

2.6 Employees [30 - 32] 

7.6 Labour market and education [90 - 91] 

• Cockpit Personnel [137] 

Cockpit Personnel [137] The classification by region is not of essential 

importance to the Port of Rotterdam Authority since 

the activities are mainly situated in the Rotterdam 

area. Information about the sort of labour and the 

classification by type of labour agreement is 

internally available but is not considered an 

essential item on which seperate reporting is 

issued. 

Not reported in public communications In 2010, the inflow was 46 employees and the 

outflow 55 employees. These numbers are not 

available per age range. 

Not reported in public communications Information about this indicator is laid down in 

our Collective Labour Agreement. This is made 

available internally over the Intranet to our 

employees. In accordance with the CLA, all 

payments made to full-time employees apply pro 

rata to part-time employees. 

2.6 Employees - Employment conditions [31] LA5 Minimum notice period(s) regarding significant 

operational changes, including whether it is 

specified in collective agreements. 

Not reported in public communications Information about this indicator is laid down in 

our CLA. This is made internally available to our 

employees by intranet. 

177



Aspect: Occupational health and safety 

LA6 Percentage of total workforce represented in 

formal joint management-worker health and 

safety committees that help monitor and 

advise on occupational health and safety 

programmes. 

LA7 Rates of injury, occupational diseases, lost 

days, and absenteeism, and total number of 

work-related fatalities by region. 

LA8 Education, training, counselling, prevention, 

and risk-control programmes in place to 

assist workforce members, their families, or 

community members regarding serious 

diseases. 

LA9 Health and safety topics covered in formal 

agreements with trade unions. 

Aspect: Training and Education 

LA10 Average hours of training per year per 

employee by employee category. 

LA11 Programmes for skills management and 

lifelong learning that support the continued 

employability of employees and assist them 

in managing career endings. 

LA12 Percentage of employees receiving regular 

performance and career development 

reviews. 

Aspect: diversiteit en kansen 

LA13 LA13 Composition of governance bodies 

and breakdown of employees per category 

according to gender, age group, minority 

group membership, and other indicators of 

diversity. 

LA14 Ratio of basic salary of men to women by 

employee category. 

2.6 Employees - Promoting the interests of our 

employees [32] 

2.6 Employees - Introduction [30] 

2.6 Employees - Promoting the interests of our 

employees [32] 



Port of Rotterdam Authority operates mainly in the 

Netherlands. Working conditions are laid down in 

legislation. Within the Port of Rotterdam Authority, 

there is one working conditions coordinator, one 

company doctor and four confidential counsellors. 

In 2010, we suffered one fatal accident in our 

company due to a helicopter crash during an event 

organised by the Port of Rotterdam Authority. 

Separate reporting on figures about injuries, 

occupational diseases and absence is less relevant 

to the Port Authority. By the nature of our services, 

work-related accidents seldom occur. In 2010 five 

workrelated accidents led to short absences and 

one led to a long absence. Considering these 

figures related to the total number of our employees 

we consider these figures (except for fatal 

accidents) not essential for the Annual report. 

Cockpit Personnel [137] Absenteeism figures 

3.3 Nautically safe [40] Report of nautical incidents. 

Not or less relevant to the Port of Rotterdam Authority Within the Port of Rotterdam Authority there are 

no specific occupational related risks or serious 

illnesses. 

2.6 Employees - Employment conditions [31] New Collective Labour Agreement is explained 

briefly. 

Not reported in public communications Education of employees is registered in numbers, 

not in average number of hours. 

2.6 Employees - Quality [30] The Port of Rotterdam Authority has various 

development programmes for employees: AanZ, 

Young Potential programme, Management 

Development programme. 

2.6 Employees - Quality [30] 

Cockpit Critical Performance Indicators (KPI’s) 2010 

[143] 

In 2010, 83% of the employees had a performance 

interview, in which their achievements and careers 

were discussed. 

Appendix 1 [154 - 157] Composition of the Executive Board and Supervisory 

Board. 

Cockpit Personnel [137] Male/female ratio and management age group. 

2.6 Employees - Employment conditions [31] Information about this indicator is laid down in our 

CLA. This is made internally available to our 

employees by intranet. No distinction is made in our 

CLA between men and women. 

178





huMAN rIghTs Information on management approach 

The Port of Rotterdam Authority operates primarily in the Netherlands, and therefore regards these indicators 

as less relevant. Concerning the participating interest in Oman, the quality of and attention to human rights in 

the Sultanate have played a role. For new foreign activities we use the ‘Port Analysis model’, with particular 

attention given to risk analysis, sustainability and corporate governance. 

Aspect: 

Information on management approach 

HR1 Percentage and total number of significant 

investment agreements that include human 

rights clauses or that have undergone 

human rights screening. 

HR2 Percentage of significant suppliers and 

contractors that have undergone screening 

on human rights and actions taken. 

HR3 Total hours of employee training on policies 

and procedures concerning aspects of 

human rights that are relevant to operations, 

including the percentage of employees 

trained. 

Aspect: Non-discrimination 

HR4 Total number of incidents of discrimination 

and actions taken. 

Aspect: freedom of Association and 

Collective Bargaining 

HR5 Operations identified in which the right to 

exercise freedom of association and 

collective bargaining may be at significant 

risk, and actions taken to support these 

rights. 

Aspect: Child Labour 

HR6 HR6 Operations identified as having 

significant risk for incidents of child labour, 

and measures taken to contribute to the 

elimination of child labour. 

Not or less relevant to the Port of Rotterdam Authority The Port Authority operates primarily in the 

Netherlands and therefore regards these indicators 

as less relevant. Concerning the participating 

interest in Oman, the quality of and attention to 

human rights in the Sultanate have played a role. 

For new foreign activities we use the ‘Port Analysis 

model’, with particular attention given to risk 

analysis, sustainability and corporate governance. 

















Not reported in public communications Havenbedrijf Rotterdam heeft 4 vertrouwenspersonen 

gericht op ongewenst gedrag 

en integriteit. Meldingen zijn vertrouwelijk. 

Informatie over aantallen is niet openbaar. 

2.6 Employees - Employment conditions [31] Bij de Ondernemings-CAO zijn de vakorganisaties, 

zoals ABVAKABO en CNV Publieke zaak en de 

Onafhankelijke Vereniging als CAO-partij betrokken. 









179



Aspect: forced and compulsory Labour 

HR7 Operations identified as having significant 

risk for incidents of forced or compulsory 

labour, and measures taken to contribute to 

the elimination of forced or compulsory 

labour. 

Aspect: security Practices 

HR8 Percentage of security personnel trained in 

the organisation’s policies or procedures 

concerning aspects of human rights that are 

relevant to operations. 

Aspect: Indigenous rights 

HR9 Total number of incidents of violations 

involving rights of indigenous people and 

actions taken. 



























180





sOCIETy Information on management approach 

We invest, together with our partners, in public consensus and the best possible preconditions for a port that 

has the ambition to develop. Dialogue and consensus are important elements in this ambition. It is of great 

importance to us to create consensus. In various ways we started a dialogue with our stakeholders (see for 

examples paragraph 8.4 Dialogue). In 2010 we introduced a structural method to style the environmental 

dialogue with relevant stakeholders. In several places in this Annual report examples are given of dialogues 

with our environment, where this method is put to use. 

Aspect: Community 

SO1 Nature, scope, and effectiveness of any 

programmes and practices that assess and 

manage the impacts of operations on 

communities, including entering, operating, 

and exiting. 

Aspect: Corruption 

SO2 Percentage and total number of business 

units analysed for risks related to corruption. 

SO3 Percentage of employees trained in the 

organisation’s anti-corruption policies and 

procedures. 

SO4 Actions taken in response to incidents of 

corruption. 

Aspect: Public Policy 

SO5 Public policy positions and participation in 

public policy development and lobbying. 

SO6 Total value of financial and in-kind 

contributions to political parties, politicians, 

and related institutions by country. 

Aspect: Anti-competitive Behaviour 

SO7 Total number of legal actions for anti-competitive 

behaviour, anti-trust, and monopoly 

practices and their outcomes. 

Meer gedetailleerde informatie over sociale aspecten treft u aan in: 

5.2 Maasvlakte 2 - Agreements with stakeholders [59] 

5.3 Existing port area [61 - 63] 

6.2 Road [66 - 67] 

6.3 Rail [68 - 69] 

6.4 Inland Shipping [70 - 71] 

7.4 Dialogue - Dialogue with stakeholders [85 - 86] 

5.2 Maasvlakte 2 - Agreements with stakeholders 

[59] 

Overeenkomsten en dialoogakkoorden. 

5.2 Maasvlakte 2 - Monitoring [60] De Monitoring en Evaluatie Programma's (MEP's) 

hebben als doel om de daadwerkelijke optredende 

effecten van de aanleg, aanwezigheid en het 

gebruik van de Maasvlakte 2 inzichtelijk te maken. 

7.4 Dialogue - Dialogue with stakeholders [85 - 86] Lijst met belanghebbenden. 

Not or less relevant to the Port of Rotterdam Authority The Port of Rotterdam Authority uses a risk and 

control system in which operational risks are stated. 

Corruption is not a seperate item as the Port of 

Rotterdam Athority mainly operates in the 

Netherlands a country given the lowest risk 

classification in the AON Political Risk Map. 

Not or less relevant to the Port of Rotterdam Authority The Port of Rotterdam Authority does not have a 

seperate anti-corruption policy (see SO2) but 

devotes attention to anti-corruption policy and 

procedures in the company code. See http://www. 

portofrotterdam.com/en/Port-authority/our-company/ 

Documents/Code-of-Conduct_2009.pdf. Our 

employees do not take seperate courses on 

corruption issues. 

Not or less relevant voor the Port of Rotterdam 


No reports of any cases of corruption were made in 


7.4 Dialogue - Dialogue with Europe [86 - 87] Specification of activities in respect of Europe and 

the European Sea Port Organisation. 

www.portofrotterdam.com Our sponsorship policy is described at www. 

portofrotterdam.com, which also states that we do 

not sponsor any activities of a political or religious 

character. 

Financial Statements 2010 - 9 Off-balance sheet 

commitments and contingencies [122 - 123] 

Ongoing claims and disputes 

181




SO8 Monetary value of significant fines and total 

number of non-monetary sanctions for 

non-compliance with laws and regulations. 


in 2010. 



No significant fines were imposed on us in 2010. 

182





PrODuCT rEsPONsIBILITy Information on management approach 

The Port of Rotterdam Authority does not sell any products. In addition, the indicators to do with product 

responsibility are less relevant to our services. When indicators areapplicable to our services in relation to 

safe handling of shipping, it is reported in detail in Chapter 3 

Aspect: Customer health and safety 

PR1 Life cycle stages in which the health and 

safety impacts of products and services are 

assessed for improvement, and percentage 

of significant product and service categories 

subject to such procedures. 

PR2 Total number of incidents of non-compliance 

with regulations and voluntary codes 

concerning the health and safety impacts of 

products and services, by type of outcomes. 

Aspect: Product and Service labelling 

PR3 Type of product and service information 

required by procedures, and percentage of 

significant products and services subject to 

such information requirements. 



concerning product and service information 

and labelling, by type of outcomes. 

PR5 Practices related to customer satisfaction, 

including results of surveys measuring 

customer satisfaction. 

Aspect: Marketing Communications 

PR6 Programmes for adherence to laws, 

standards, and voluntary codes related to 

marketing communications, including 

advertising, promotion, and sponsorship. 



concerning marketing communications, 

including advertising, promotion, and 

sponsorship, by type of outcomes. 

You can find more detailed information on this in: 

3.3 Nautically safe [40 - 41] 

3.4 Safe transport [42 - 43] 

3.5 Clean (environmentally safe) [44 - 45] 

Not or less relevant to the Port of Rotterdam Authority We do not sell any products. In addition, this 

indicator is less relevant to our service. 







4.2 Our relationship with the customer [50] The results of the biannual Customers Satisfaction 

Survey are explained. 

Not or less relevant to the Port of Rotterdam Authority Less relevant considering the nature of the activities 

of the Port of Rotterdam Authority. 

Not or less relevant to the Port of Rotterdam Authority Less relevant considering the nature of the activities 

of the Port of Rotterdam Authority. 

183



Aspect: Customer Privacy 

PR8 Total number of substantiated complaints 

regarding breaches of customer privacy and 

losses of customer data. 


PR9 Monetary value of significant fines for 

non-compliance with laws and regulations 

concerning the provision and use of 

products and services. 



Not or less relevant to the Port of Rotterdam Authority Customer complaints are attended to. Considering 

the nature of the activities of the Port of Rotterdam 

Authority, customer complaints concerning privacy 

are not usual.. 

Not or less relevant to the Port of Rotterdam Authority No significant fines were imposed on us in 2010. 

184

Publication 

Editing and control consistency 

Verifying relevance, accuracy and completeness 

Realisation online and PDF publication 

Graphic design 

Technical realisation and hosting 

AV production video cases 

Photography 

Contact 

The Port of Rotterdam Authority Annual report 2010 Colophon 

Colophon 


Corporate Finance & Control 

Internal Audit 

Corporate Communication Strategy (Digitale Media) 

Smidswater 

Netvlies internetdiensten 

Het Kader, audio visual productions 

Ben Wind, Freek van Arkel, Eric Bakker, Martijn Hessing, Aeroview, John Janssen 

Visiting address 


World Port Center (WPC) 

Wilhelminakade 909 

3072 AP Rotterdam 

Port number 1247 

Mail address 

Postbus 6622 

3002 AP Rotterdam 

The Netherlands 

T 010 - 252 10 10 

E info@portofrotterdam.com 

W www.portofrotterdam.com 

185

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