DHV Group CR Supplement 2010

Consultancy and Engineering

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Corporate Responsibility Supplement 2010

Gateway to solutions

Contents

Contents

Introduction

4

1

Statement, mission and profile

5

1.1

Organization, business and identity

1.2

Key economic figures

10

1.3

Taking corporate responsibility

12

1.4

Corporate responsibility at a glance

13

2

14

2.1

Strategy and policy

Corporate responsibility integrated

14

2.2

Governance

17

2.3

Commitment to external principles

18

3

19

3.1

Performance

CR in projects

19

3.2

CR in operations

20

3.3

CR in community

29

3.4

Awards and rankings

30

4

5

Reporting

32

4.1

Scope

32

4.2

Assurance report

33

4.3

Data clarification table

34

4.4

Glossary and definitions

38

4.5

Statement GRI Application Level Check

39

This supplement, together with the Annual Report booklet and Financial Statements forms the Annual Report 2010. Please visit dhvgroup.com/annualreport for a complete overview.

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4

Corporate Responsibility Supplement 2010

Introduction

Dear reader, This document is a supplement to the DHV Group Annual Report 2010. It is intended to provide additional transparency with more detail and background on topics of special interest about Corporate Responsibility (CR). The document is prepared in keeping with GRI G3 Guidelines. We have found that these guidelines help us to take a more thorough and disciplined approach to CR and CR reporting. Our continued challenge in doing this is to improve the accuracy of our reporting world-wide.

The DHV Group began reporting annually from the perspective of CR in 2006. The Annual Report 2010 DHV Group is our first integrated report. It gives an overview of our company, policy and strategy, plus combined CR and financial reporting. This recognizes that CR is becoming a central and natural part of doing business.

This CR supplement has been reviewed by external assurance provider PricewaterhouseCoopers Accountants N.V. (PwC).

Please see section 4.1 Scope for further information on the scope of this report.

As a general rule we try to avoid duplication by making cross references to the Annual Report. However, for the sake of reader convenience, we are including a number of Annual Report pages in this document. Reference will also be made to the document Financial Statements and other supplements to the Annual Report 2010 DHV Group (hereafter referred to as

the Financial Statements) as well as to relevant information on our website, for example on corporate governance. For internal documents such as our Group Strategy Paper, Vision 2015 – Step Change, we cite excerpts and have made the whole document available to our assurance provider.

This supplement is intended for external as well as internal stakeholders who wish to know more about CR at the DHV Group. We have noted an increased interest from customers, in particular government and semi-governmental parties. Our younger employees have also recommended that we be more active in communicating about CR. This annual CR reporting, in combination with our UN Global Compact Communication of Progress, has brought us in contact with other parties who wish to partner to further CR agendas. We invite you to respond to our reporting and engage with us in dialogue about related activities.

May 3rd 2011, Marga Donehoo Corporate Director Human Resource Management Tobias StĂścker Corporate Responsibility Manager, the Netherlands

Mail us at cr@dhv.com

Consultancy and Engineering

Consultancy and Engineering

dhvgroup.com

dhvgroup.com

Annual Report 2010 DHV Group

Financial Statements and other supplements to the Annual Report 2010 DHV Group

Gateway to solutions

Gateway to solutions

Corporate Responsibility Supplement 2010

The full Message of the Executive Board gives an overview of strategy, developments in 2010, performance and our outlook. It explains our ambition in four main areas: Markets in which we are active, Home Countries where we concentrate operations, the focus of Innovation and One company – that which binds us. Performance in terms of Corporate Responsibility is summarized on page 15 of the Annual Report.

The DHV Group provides service in Consultancy, Project Management, Engineering and Asset Management to government, industry, public utilities and international development agencies.

We share a strong identity across our company. This is the compass for actions world-wide and provides direction in dayto-day decisions. Our values, Integrity, Respect and Freedom, are core to who we are. Our vision and mission set the path, who we want to be and what we want to do.

The following pages provide a summary profile and overview of our business by client, market and region, as well as the operational and legal structure. These are from the Annual Report, Financial Statements and corporate web page. The operational structure reflects our business model, ‘local delivery of world-class solutions’. This emphasizes a strong local focus that is managed by region, combined with collaboration across regions for specialized expertise. The legal and shareholding structure is further detailed in the Financial Statements, this includes a listing of subsidiaries and joint ventures.

Markets

Pe

Freed

o

m

Re

Innovation

le op

g Inte rity

ect

“The DHV Group is a company for people from people. Working with our clients, we have direct impact on supplying the basic needs of people and improving the living environment.

Our ambition is to be a world-wide top 10 employee-owned engineering consultancy, known for high level expertise and leadership in sustainability. We approach business with a philosophy of partnership and appropriate reward for value added.”

1.1 Organization, business and identity

sp

CR, contributing to the sustainable development of our living environment, is central to our company mission and vision.

It is an intrinsic part of our values and we believe that it adds value for all our stakeholders. The opening statement of the Message of the Executive Board in our Annual Report reflects the Group’s ambition, approach and commitment to sustainability.

Prof it

Statement, mission and profile

me Countries Ho

1

Pla n et One

Co m p a n y

Diagram from the DHV Group Strategy Paper, Vision 2015.

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Corporate Responsibility Supplement 2010

Profile

Serving our living environment Vision

We aim to be a world-wide top 10 employee-owned engineering consultancy, known for the highest levels of expertise and leadership in sustainability.

Mission

We are a company for people from people, working in partnership with our clients to deliver innovative, quality solutions for the sustainable development of our living environment.

Clients

Our major clients are: • Governments • Public and Semi-Government Entities • Private Industry, Commercial Services, Contractors, and Developers • International Development Agencies

Values

Our core values Integrity, Respect and Freedom provide a compass for our actions world-wide. With a focus on Leadership, Results and Teamwork we foster a culture of responsibility and partnership. We believe in social responsibility, have zero tolerance for corruption and uphold the letter and spirit of the law.

Added value to clients

We work closely with clients to achieve their ambitions, adding value through innovation and local delivery of world-class solutions. The DHV Group actively invests in innovations and collaborates with universities and research foundations to provide leading edge solutions.

Corporate Responsibility

Sustainability is a core consideration in all our activities.

We aim for a positive impact on economies, societies and eco-systems through the services that we provide and in our own operations.

Local presence

We are active world-wide through a network of offices in Europe, Asia, Africa, and North America. We operate as one company under three main and several smaller brands, depending on the location. Operations in the following home countries account for the greater part of our total turnover: The Netherlands, Poland, Portugal, China, India, Indonesia, South Africa, Canada and the United States of America.

Certification

Our processes are certified by internationally recognized bodies and we align with global initiatives for Corporate Responsibility.

10

Source: Annual Report 2010

Corporate Responsibility Supplement 2010

Turnover by client group (in %) Government Industry Public Utilities International Development Agencies

3 24 46

27

Turnover

E 469 million Workforce

5331

Turnover by market (in %) Transportation Building and Industry Water Spatial Planning and Environment Aviation

6 11 42 20

Diversity

17%

female management

21

Shareholders’ equity Turnover by region (in %) The Netherlands Africa Asia Europe (excl. the Netherlands) North America

8 8

13 52 5

19

E 69 million CO2 emission per fte

3660 kg 53

23 23

5 23 26

12 12

Source: Financial Statements 2010

18

100% compensated

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Corporate Responsibility Supplement 2010

OperationalStructure structure DHV Operational DHVGroup Group February 2011 (February 2011)

Executive Board Corporate Staff Executive Council Europe

Asia

Africa

North America

Home countries

Home countries

Home country

Home countries

The Netherlands Poland Portugal

China India Indonesia

South Africa

Canada United States

Water and Environment Water Treatment | Water Management | Environment and Sustainability | Spatial Planning

Transportation Infrastructure | Intelligent Transport Systems | Transport and Mobility Planning | Rail and Stations

Diversified Services Mining | Industrial Engineering | Buildings | Asset Management

Aviation

Source: www.dhvgroup.com

Corporate Responsibility Supplement 2010

Legal DHVGroup Group LegalStructure structure DHV February 2011

(February 2011)

DHV Foundation

(A shares)

91%

DHV Priority Foundation

((((1 priority share)

DHV Trust Office

(B shares)

5%

DHV Holding BV

Europe • DHV B.V.

Asia

v

• DHV China B.V.

Africa

(4% B shares)

North America

• Stewart Scott Interna-

• DHV Holdings USA Inc.

• NPC B.V.

DHV (Beijing) Environ-

tional Holdings (Pty)

InterVISTAS Co. LLC

• NACO Holding B.V.

mental Engineering

Ltd. (81%)

(70%)

NACO B.V. • DHV Polska Sp.z.o.o.

Hydroprojekt Sp.z.o.o.

• DHV SGPS S.A. DHV S.A. • DHV CR spol.s.r.o.

Co. Ltd. DHV Engineering (Shanghai) Company Ltd. • DHV India PVT Ltd.

• Turgis Technology (Pty) Ltd. • Sociedade de Engenha-

• DHV Canada Holding Inc. Delcan Group Inc.

ria e Desenvolvimento,

(40%)

(SEED) Lda

InterVISTAS Co. Inc.

• DHV Vietnam Co. Ltd.

(70%)

• PT DHV Indonesia (85%) • PT Mitra Lingkungan Dutaconsult (77%) • DHV Planetek Co. Ltd. (49%) + various subsidiairies

+ various subsidiairies

Unless otherwise stated, all interests are 100%.

+ various subsidiairies

+ various subsidiairies

A complete overview of all participating interests can be obtained through our Legal Affairs department (T +31 33 468 3730).

Source: Financial Statements 2010

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Corporate Responsibility Supplement 2010

1.2 Key economic figures As explained in the Message of the Executive Board, it has

1.2Key been economic figures a year of change and we have had to make adjustments

in capacity. This was primarily in the Netherlands. The table The table below is an overview of our economic performance from a CR perspective. This is followed by a below is an overview of our economic performance from a CR summary table of key figures from the Annual Report. As explained in the Message from the Executive perspective. This is followed by a summary table of key figures Board on page 10, it has been a year of change and we have had to make adjustments in from the Annual Report. Additional detail and explanation is capacity, primarily in the Netherlands. Additional detail and explanation is available on pages 19-21 available on pages 19-21 and 26-29 of the Annual Report as well and 26-29 of the Annual Report and in the Financial Statements. as in the Financial Statements.

Economic Value retained (â‚Ź thousands) 2010

2009

2008

2007

469,001

480,325

477,314

392,227

Operating costs

240,017

238,366

248,210

193,267

Employee wages and benefits

237,686

229,746

209,837

186,465

3,171

3,307

3,539

2,170

Payments to government

-1,612

3,356

5,638

3,156

Community investments*

258

163

386

360

-10,263

5,550

10,090

6,809

Staff in headcount

5,331

5,497

5,320

4,730

Average full-time equivalents

4,650

4,868

4,717

3,986

Direct economic value generated Revenues Economic value distributed

Payments to providers of capital

Economic value retained Personnel of DHV

*) Figures for community investments do not include investments in kind of 3800 hours in 2010. Prior to

2009, our investments in kind from SSI had been included in the totals. Since our community involvement

is *)Figures primarily for organized on a local basis, these totals do notinvestments represent allinactivity. community investments do not include kind of 3800 hours in 2010. In previous years, our investments in kind from SSI had been included in the totals. Since our community involvement is primarily organized on a local basis, these totals do not represent all activity.

1.3 Corporate responsibility Along with others, we see a growing need in the world for shared responsibility. Trends in population growth, climate change, and a fundamental economic shift from the west to the east exponentially increase the demand for energy, food, clean water, coastal protection, mobility, and natural resources. This creates business opportunities for providing sustainable solutions. Risks include sharp competition for resources and integrity dilemmas. In some of our home countries, government deficits continue to have a significant impact on priorities for the foreseeable future. Last, but certainly not least, political and social instability often has a negative impact on sustainability. Stable and reliable platforms are needed for long term solutions. Unrest changes priorities and uncertainty handicaps comprehensive approaches.

Never-the-less, there is a growing determination to advance sustainability. This recognizes that in the longer run, it is the engine for meeting demand and competitiveness. For example, China has set strict environmental requirements and Indonesia is focusing on improving integrity practices. In Sweden, Spain,

DHV HOLDING/Responsibility Report 2010

2 February 2011, version -4-

Corporate Responsibility Supplement 2010

Key Figures Key Figures 2010

2009

2008

2007

2006*

Turnover

468.7

480.8

467.7

395.0

351.6

Added value

345.8

346.5

325.3

274.8

269.4

10.2 -4.8

17.2 14.1

21.3 20.8 9.4 15.3 4.6 1.97 0.70

15.6 13.0

6.0 10.2 3.9 1.24 0.45

13.8 13.2

243.3 121.3

242.0 123.8

231.9 99.8

191.7 96.4

163.4 90.7

72.4 29.8

76.9 31.8

65.3 28.2

61.7 32.2

59.7 36.5

Results EBITA recurring EBITA Net result

Return on average shareholders’ equity (%) EBITA margin, recurring (%) Earnings per share (e) Dividend per issued class B share (e)

-9.3 -13.2 2.2 -1.93 -

5.0 7.4 3.6 1.04 0.40

7.3 13.4 3.9 1.39 0.50

Capital employed Total assets Long-term capital

68.5

Shareholders’ equity Group equity

Group equity as a percentage of total assets (%)

72.5

63.2

59.9

58.3

Financial position 15.2

Net working capital Movement in net cash

-15.3

37.8

8.1

-23.6

26.2

19.9

20.1

5,331

5,497

5,320

4,730

4,353

-9.6

15.0

Workforce Number of staff (ultimo) (€ millions, unless otherwise stated) Definitions Added value EBITA recurring EBITA margin Earnings per share Net working capital Movement in net cash

* The 2006 figures include 18 months’ results of the Africa region

Operating income less cost of work subcontracted and other external charges EBITA excluding non-operational items EBITA / Turnover Net result / Number of ordinary shares issued Current assets less current liabilities (excluding cash and cash equivalents less amounts owed to credit institutions) Movement in cash and cash equivalents less amounts due to credit institutions

Source: Annual Report 2010

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Corporate Responsibility Supplement 2010

1.3 Taking corporate responsibility Along with others, we see a growing need in the world for shared responsibility and action. Trends in population growth, climate change, and a fundamental economic shift from the west to the east exponentially increase the demand for energy, food, clean water, coastal protection, mobility, and natural resources. This creates business opportunities for providing sustainable solutions. However, realizing these does require perseverance and cooperation. Risks include sharp competition for resources and integrity dilemmas. In some of our home countries, government deficits continue to have a significant impact on priorities for the foreseeable future. Last, but certainly not least, political and social instability often has a large negative impact on sustainability. Long term solutions need stable and reliable platforms. Unrest changes priorities and uncertainty handicaps comprehensive approaches.

Nevertheless, we see that there is a growing determination to advance sustainability. This recognizes that in the longer run, it is the engine for meeting demand and competitiveness. For example, China has set strict environmental requirements and Indonesia is focusing on improving integrity practices.

In Sweden, Spain, the Netherlands and India, ministries are actively stimulating CSR reporting in order to promote transparency. National innovation programs are targeting energy, food and water. Communities and cities are taking initiative themselves to improve conditions in their circle of influence. In the private sector, we have observed that although the economic crisis made clients pause and take stock in 2009, in 2010 many have regrouped and want to proceed with environmental measures. This includes attention to CO2 and water footprints.

Discussions in CR forums in which we participate are starting to be more along the lines about who should be taking leadership and how, as opposed to whether CR is needed. The engineering sector has a definite role to play. This was brought forward in a panel discussion during the 2010 Dutch National Sustainability Conference and in a recent report by the UK Institution of Mechanical Engineers. Our colleagues in South Africa and Poland are putting sustainability on the agenda through engineering platforms.

Our view on CR is that we are part of the global living environment and have an obligation to make a positive contribution. This is a commitment to future generations, as well as for stakeholders of today. The Annual Report contains a number of examples which illustrate a positive impact on the living environment through the nature of projects which we do, development of sustainable technology and building capacity by coaching students in technical fields.

Most of our projects have clear links with sustainability and we strive to be conscientious in our behavior. Key areas of focus in our own operations are integrity, CO2 emission reduction and diversity. Sustainable development is part of our work.

Through projects we provide drinking water, sanitation and flood protection. We help people travel from A to B in ways that are cleaner and safer. We work with communities to plan healthy and sustainable living environments. Our innovations help reduce energy use and think beyond organizational boundaries to create chains that enhance re-use and cradle-tocradle thinking.

There are many opportunities to improve, not only in what we do, but also in how we do it. We welcome collaboration with others to explore these. A list of company and personal memberships, many of which relate directly to sustainability, can be found on our webpage at www.dhvgroup.com/AboutUs/External-memberships.

Corporate Responsibility Supplement 2010

1.4 Corporate responsibility at a glance The table below contains key figures and targets for CR.

Key figures 2010 (2009)

Targets 2010

Accomplishments 2010

Targets 2011

Core business and innovation - Core business and innovation - Activity in R&D: €22.7 million (€19.9 million).

- Maintain partnering and own investment in R&D. Increase number of patents.

- Continue technology transfer.

- Awards that recognize sustainability.

- R&D and partnering continued.

- Expanded Nereda® implementation, GIS table to GEC India, international expertise meeting for environmental professionals in SSI. - SDHV-tool consistently used for projects in Africa.

- Awards for wastewater treatment technology, sustainability in projects, student awareness program.

- Every business unit 1 showcase sustainability.

- Maintain partnering and own investment in R&D. - Continue technology transfer.

- SDHV tool consistently used in the Netherlands.

- Awards that recognize sustainability.

Integrity - BIMS (Business Integrity Management System) cases: 8 (4) – 6 (2) in progress.

- Update BIMS in line with audit recommendations.

- Roll out SpeakUp, external whistle blower program.

- BIMS updated and certified.

- SpeakUp whistle blower program rolled out.

- Establish regular education and dialogue in BIMS.

Partnerships

- Further strengthen account management.

- CR stakeholder dialogue and roundtable discussions.

- Accounts defined in Netherlands and South Africa.

- Stakeholder dialogue and round table in the Netherlands.

- Co-organized Dutch national sustainability conference including separate DHV sponsored workshop.

- Further strengthen account management.

- CR stakeholder dialogue and roundtable discussions.

Communities - Investment in community projects: - €258,000 (€163,000).

- Hours community initiatives: 3,800 (3,700).

- Expand investment, on education and capacity building to more operations.

- SSI Saturday School expanded.

- Education initiatives in Indonesia and China.

- Expand investment, on education and capacity building to more operations.

People management - Jobs created: -165 (-16).

- Staff covered by career development programs: 70% (67%).

- Avg. training hours per FTE: 31 (37).

- Female management workforce: 28% (28%).

- Increase (international) cross assignments.

- Increase % of women in management positions.

- Launch Management Development Program.

- Intl. assignments expanded to include rail and spatial planning.

- % of women in management positions remained the same.

- 2 cohorts of Management Development Program run.

- Increase (international) cross assignments. Focus on water and transportation.

- Increase % of women in leadership positions.

- 360 degree feedback for senior management.

- Employee engagement survey.

- Conduct CR workshops in NL.

Our operations - Green electricity: 36% (41%) - Avg. CO2 footprint/FTE: 3,660 kg (3,352 kg) - Avg. paper/FTE: 32 kg (31 kg)

- Translate reduction targets to business plans.

- Reduction target included in country / unit KPI. Sustainability Director appointed to coach.

- GRI indicators in business plans.

- Re-cycling campaign launched in South Africa.

- Improve accuracy of CR reporting system.

Reporting and Transparency - CR Report ranked #11 (18) of 226 active participants among 463 (183) companies and #1 (1) in the services sector by the Transparency Benchmark of the Dutch Ministry of Economic Affairs.

- Improve accuracy of CR reporting system.

- Establish CR Committee at senior management level.

- Ranking in top quartile of Transparency Benchmark.

- Data on energy consumption improved.

- Global CR Committee not yet established. Sustainability Director appointed with initial focus on the Netherlands.

- Ranked within top quartile of Transparency Benchmark.

- Regular roundtable dialogue with CEO and employees.

- Ranking in top quartile of Transparency Benchmark.

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2

Strategy and policy

2.1 Corporate responsibility integrated The DHV Group Strategy Paper, Vision 2015 makes specific reference to people, planet and profit in order to emphasize our responsibility to current and future generations. How we conduct our business, with fair process and integrity, also has a large impact on communities. Therefore, we pay special attention to Business Integrity in our behavior and supply chain of clients, contractors, partners and agencies.

Impact of stakeholders on strategy Our stakeholders include public and private sector clients, employees, business partners, (internal) investors, governments of the countries in which we work and the public at large.

Employees The starting point for our formal approach to CR was in response to a 2005 staff survey among Netherlands personnel, which indicated that many felt strongly about sustainability.

This passion for CR and emphasis on a balance of people, planet, and profit continues to be re-confirmed by employees world-wide. In 2010 it was at the center of discussion while developing the new DHV Group Strategy Paper and it features in most gatherings of our Young organizations and management groups. There was high energy around being more people centric. This was taken up in the strategy paper, including a change to our mission statement.

In addition, we received strong feedback to increase our internal focus on people. This has led to the appointment of a Corporate Director of Human Resources, reporting to the Group President. The mandate is to focus on people development and raise the level of Human Resource Management across the Group.

External feedback In 2008 we began conducting structured yearly stakeholder dialogue in the Netherlands with clients, financial partners, universities, NGO’s and government. Our stakeholders were positive about this initiative to open explicit and transparent dialogue. We share a common concern for addressing emissions, energy and mobility issues, this confirmed that our climate strategy answers demands of our stakeholders.

Stakeholder dialogue in 2010 indicated that many of our clients want to take sustainability to a higher level and they encouraged us to challenge them. This is also beginning to be reflected in their procurement policies and specifications.

Governments are starting to drive sustainability through legislation and fiscal policy. By participating in related discussion platforms we can contribute to shaping policy and incorporate learning from others into our strategy.

The cooperation with other parties in projects and our participation in associations and networks helps keep us informed about expectations of the outside world. We are active in organizing platforms such as the Dutch National Sustainability Congress, now in its 11th year, and host round table discussions on related topics. Work with NGOs on specific projects such as the cooperation of WWF-DHV on fresh water issues and building with nature helps keep us attuned to different perspectives.

In order to support the ambition to take sustainability to a higher level, in 2010 we appointed a Corporate Director of Sustainability. The initial focus is in the Netherlands. The primary responsibility of this Director is to dialogue with stakeholders and advise line management and clients on ways to advance sustainability. We intend to expand this to other regions in the future.

Policy To guide our efforts, we have formulated ambitions, which we translate into policy, strategy and business development: Business: To partner with our clients and business partners, and take a leading role in sustainability issues within our industry. Our greatest contribution is achieved through our projects.

• We invest in developing sustainability related technology and employee capabilities.

• We apply a zero tolerance policy towards corruption.

• We provide tools and training for our employees to support them in recognizing opportunities and threats for sustainable change.

• We stimulate opportunities to combine sustainability and profitability.

• We strive for transparency in reporting.

Dialogue: To dialogue with internal and external stakeholders and increasingly place CR on the agenda.

• We are positive towards requests for cooperation and membership in third-party initiatives that promote sustainability. Participation is assessed in terms of social and ecological merits and alignment with our core business.

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

• We continuously seek to increase involvement inside and outside the company.

People: To live up to our core values of integrity, respect and freedom in the sphere of social and personal interaction.

• We believe that personal attention, development opportunities and a climate for sustainable enterprise are

Corporate Responsibility Supplement 2010

key to our success.

• We promote a culture of openness and teamwork.

• We value and seek to increase diversity in our dialogue and decision making process.

Operations: In our policies for business operations such as mobility and housing we strive to decrease negative environmental impact and pursue continuous performance improvement.

• We strive to achieve positive environmental impact and establish measurable targets.

• We stimulate energy efficiency in our housing and mobility policies.

• We seek opportunities for supply chain improvement.

Communities: We strive to understand mutual dependencies and commit to making a positive impact on our communities and environment.

• We do not act in ways that knowingly cause harm.

• Non-profit activities concentrate on ‘Building Futures’, engagement for educational and economic development.

Implementation In order to achieve practical implementation of our ambitions, we have defined three areas of focus: • CR in projects: the choices of what we do, where, with whom and how. This is part of our core business, including related innovation and specific expertise in environmental and sustainability services for our clients.

• CR in operation: how we run our own operations in terms of people and planet.

• CR in community: ‘giving back ‘ by building futures through education and capacity building, and enhancing environmental sustainability.

In keeping with our organizational philosophy of local delivery of world-class solutions, these three areas are implemented by country management within a common company-wide framework. The common framework requires that a country be active in all three areas; that it is in strict compliance with our Business Integrity Management System; and as a knowledge-based company, that it looks for opportunities to promote building futures through education and capacity building.

Business Integrity Management System (BIMS) The DHV Group applies a structured approach to integrity in business practices. All Group companies are required to apply BIMS. Our business integrity policy covers a wide array of aspects from corruption, fraud and conflict of interest, to a whistle-blower scheme for business integrity violations and

discrimination. The application and management of BIMS is the concrete implementation of this sustainable economic and moral compass.

Our system is certified by ETHIC Intelligence, which is an independent certification agency. Their certification process is validated by the Basal Institute on governance. Please see our webpage section Governance for additional information about our certification.

Supply chain As a knowledge organization, our supply chain is very limited. The greatest impact is with whom we chose to work.

We look for common values and business principles as a part of selecting our business partners and strengthen our contracts with integrity clauses. Although the DHV Group does not produce nor manufacture products and hence has no suppliers of parts or materials in our core business, we have suppliers for our facilities. Purchase of chlorine free or FSC-certified paper is in place. Providers of telephone services and lease cars are challenged to support us in our climate strategy / sustainability performance. In 2010 we looked at electric vehicles and working with our suppliers of ICT. In our own buildings in the Netherlands we use green electricity.

Sustainability can also found in small practices, for example the supply of office needs and biological catering.

In support of our customer’s supply chain requests, DHV in the Netherlands gained the ISO14001 certification in 2010.

This is the standard used by organizations for designing and implementing an effective environmental management system. In 2010, DHV in the Netherlands qualified on the client ProRail’s CO2 ladder at level 4 and NPC, a DHV company specialized in rail, qualified at level 5. The CO2 ladder ties concrete pricing advantage to CO2 performance.

Dilemmas Dilemmas are inherent to our business operations. For the DHV Group these dilemmas are generally whether or not to participate in a country or project due to questions of integrity, negative impact to the environment, or (perceived) conflicts of interest. Cases are evaluated on an individual basis, within the framework of our Business Integrity Management System (BIMS) and Tender Board procedure. When conflicts are anticipated, the initial dialogue is held at unit level, and escalated in line with the Authority Matrix. Legal Council is involved through contract reviews, membership in the Tender Board and as head of the Compliance process.

As a general rule, the DHV Group avoids operations in countries where integrity abuse exist to the extent that it precludes the successful completion of services, presents

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a danger to personnel, or where our work would result in negative consequences in terms of people and planet. When operating in countries with known patterns of corruption or abuse, we are selective in the work that we take on, identifying niches where we believe that we can contribute to sustainability and work in compliance with BIMS. For example, we are involved in water projects with regimes that could be considered repressive. In situations such as these we keep in close dialogue with our employees.

Perceived conflicts of interest can arise when we act in an advisory role, for example with municipalities, while we also offer execution services or have working relationships with potential suppliers elsewhere. We strive to be open and transparent in our involvement and future objectives. In daily operations, conflicts of interest are contained through secrecy agreements which apply to internal colleagues as well as externally. The following cases illustrate some recent dilemmas: 1. The DHV Group promotes sustainable solutions and is active in energy reduction, green energy projects such as windmills and research into the use of resources such as algae. This profile appeals to many of our employees.

However, alternative energy is not to the point where it meets energy needs. We are therefore also involved with gas and coal-fired power plants as well as the nuclear installation in the Netherlands. This poses a dilemma for some of our employees. They are however usually pleasantly surprised when they learn more about the care their colleagues take.

In energy projects, we focus on how to increase sustainability. Energy clients have been open and positive about these suggestions. This includes designing energy efficient buildings and ‘fish friendly’ cooling water systems.

For one project in an ecologically sensitive mudflats area, the client and DHV worked together with the local mudflats association to create a cooling water solution that avoids erosion. In this way we contribute to sustainability while addressing power needs.

2. NACO, a DHV company, prepared a joint proposal for airport services in a developing nation. NACO discovered that the local partner had independently increased the price to the client. This behavior caused NACO to have concern about the future working relationship. Although there was no evidence of malicious intent, after further discussion with the partner NACO decided to withdraw its participation. The dilemma was that aviation is coming out of an industry wide slump and it was quite sure that this would be the winning proposal. However, BIMS also applies to partners and NACO did not want to risk being in violation.

3. The DHV real estate unit was providing consulting services to a municipality on a tendering process for a project.

A plaintiff who was against the project complained to the council that DHV had a joint venture with one of the potential contractors and was uncomfortable about a possible conflict of interest. The JV was in a different field. It was inactive, having been initiated several years earlier and not resulting in any work. DHV explained that there was no conflict of interest, but this was not accepted. DHV could have gone further to press the point that there is no active relationship, but decided that in this case perception was more important than ‘being right’. DHV withdrew from the work. The JV is being disbanded.

4. The DHV Group policy is to geographically concentrate on a limited number of ‘home countries’ for 90% of its work. During the past years, we have closed operations in countries where we did not believe we could work effectively, for example due to safety or integrity issues.

During 2010 a natural disaster occurred in one of these countries. There was a call from an employee to organize a collection campaign for providing assistance as we had done for a tsunami in home country Indonesia. This was a tough dilemma; we have related water and reconstruction expertise. One of our experts was even interviewed on Dutch national television. This dilemma was taken up with the EB. DHV Group decided that it would not initiate the action, but would consider responding to a specific request for expertise, e.g. by the Dutch government, as we did for a subsequent disaster.

Our future The market outlook for the DHV Group remains positive. The outlook for 2011 is addressed in our Annual Report starting on page 23. We continue to see opportunity and grow in our capabilities to contribute to sustainability. In our 2009 CR Report statement on the future of CR (section 2.4) we mentioned that we foresee a significant global challenge around water. This is one of the primary fields on which we concentrate. In addition to our traditional expertise in water treatment and water management, in 2010 we built up expertise in water footprint assessment. In the same way, we are now working with a university to evaluate how we can contribute to food security.

Goals For 2011 we continue with targets that support our philosophy of CR Inside. For the Group we set a target for 25% CO2 reduction per FTE by 2015. In the Netherlands we are targeting an increase to 20% by 2013 of women in leadership positions to support diversity and in South Africa we have set project targets for investment in CR. As in previous years, we aim for a top 25% placing in the Transparency Benchmark of the Dutch Ministry of Economic Affairs.

Corporate Responsibility Supplement 2010

We will place special emphasis on sustainable innovation in areas of Water and Transportation. The emphasis will be on local needs and initiatives within the overall company framework. Specific goals for 2011 are stated in the table of CR at a Glance, section 1.4.

Strategy. Please see the Report of the Supervisory Board on pages 6 and 7 of the Annual Report and our webpage section on Governance for additional information on governance.

2.2 Governance The management of CR is part of the regular management structure of the DHV Group, under the leadership of the Executive Board (EB). The EB and Supervisory Board (SB) of DHV Holding B.V. (legal entity of the DHV Group) are guided by the principles and best practice provisions of the Dutch corporate governance code. The SB consists of external members. It oversees the course of the Group’s activities, general policy and functioning of the EB. The management of the DHV Group is the responsibility of the EB. This include responsibility for formulating and implementing corporate objectives and strategy, goals and policy, which are further reviewed with the SB. Major strategic and organizational issues are decided through shareholder meetings. Terms of remuneration for the SB and EB are contained in the Remuneration Report under Governance on the DHV Group website.

The EB consists of the President, Vice President and Chief Financial Officer (CFO) of the DHV Group. These are selected on their ability to perform their responsibilities and evaluated on their accomplishments, skills and expertise with which they lead the DHV Group. Their knowledge and performance regarding CR is part of this, as CR is an integral part of Group

Organizational responsibility in all facets, Economic, Environmental, Labor, Human Rights, Society and Product Responsibility is through the hierarchy. The EB makes appointment to the Executive Council (EC) which consists of the directors of the Regions and Business Groups. The EC advises on policy and manages implementation together with the Staff Directors: Chief Legal Council, Chief Information Officers, and the Corporate Directors for Human Resources and Business Development.

Policy for CR is integrated in the Group Strategy Paper, which was developed by the EC and is owned by the EB. The implementation of CR policy is led by the Corporate Director Human Resources, reporting directly to the Group President. The Director of HR was appointed in 2010. Formerly the Director of Corporate Initiatives, the EC member whose portfolio included CR, she has retained this responsibility to ensure continuity. EC members and Group Staff Directors have a Key Performance Indicator on CR in their annual performance appraisal plan.

The newly appointed Director of Sustainability advises and coaches line management on sustainability aspects in their area of responsibility. This organizational approach has been chosen to achieve a step change in sustainability, particularly in projects. The initial focus in 2011 is on the Netherlands. We plan to extend this to other regions starting in 2012.

Supervisory Board Chairperson W. van Vonno member since 2006

S.M. Dekker member since 2007

J.H.M. Lindenbergh member since 2003

P.W. Besselink Vice President

J.M. de Bakker Chief Financial Officer

Executive Board B.M. van Ee President

A.P.M. van der Poel member since 2004

C.P. Veerman member since 2010

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Corporate Responsibility Supplement 2010

The EC makes appointments at the subsequent Unit Director level. Units are the basic building blocks of our organization.

Unit Directors are accountable for day-to-day implementation of CR. The organization for this differs within units. For smaller units, the director personally manages CR. Larger units such as in the Netherlands have appointed a CR Manager or allocated responsibility among the Chief Operating Officers as is the case in South Africa.

Monitoring in all facets, Economic, Environmental, Labor, Human Rights, Society and Product Responsibility takes place along organizational lines, augmented by audits and management visits. Reporting of performance is on a quarterly basis, through the financial reporting cycle under the direction of the CFO. Integrity compliance is reported quarterly under the authority of the Chief Legal Council.

2.3 Commitment to external principles The DHV Group considers a range of international frameworks and principles as important impulses for the positive development of the world’s economy, ecology and social and cultural structures. The list below contains those which we regard as having the greatest impact on the Group’s business: The UN Global Compact – The DHV Group is signatory to the UN Global Compact since 2008. We advocate the ten principles on Human Rights, Labor Standards, Environment and Anticorruption as an important guideline for our business conduct. We undertake to integrate these principles, including a precautionary approach to environmental challenges, in our policy, strategy and business decisions.

PACI Principles for Countering Bribery – Partnering Against Corruption Initiative (PACI) is a business driven effort to combat global corruption. The DHV Group is a PACI signatory, advocating a zero tolerance policy towards bribery and an effective program implementation.

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

The conventions of the International Labor Organization – amongst other objectives, we subscribe to the promotion of decent work for all, the freedom to collective bargaining and the ban on child and forced labor. As a consulting and engineering firm we do not run significant risk in this area.

Under no circumstances will the DHV Group use child or forced labor nor participate in projects in which other parties do.

Related initiatives - In addition to supporting the frameworks and principles listed above, we also selectively support related initiatives. In 2010, we signed the Cancun Communiqué to call on government to take real and substantive action on CO2 emissions reduction. The Cancun Communiqué on Climate Change is the definitive progressive statement from the international business community ahead of the United Nations (UN) climate change conference in Cancun.

Broad Based Black Economic Empowerment (BBBEE): In Africa we contribute to sustainability through the use of local labor, i.e. skills transfer which is a sustainability initiative under the BBBEE-ratings scheme. The BEE (Black Economic Empowerment)-codes are intended to provide government and industry with a standard framework for the implementation and measurement of broad-based BEE. ETHIC Intelligence Certification of our Business Integrity Management System (BIMS). Our BIMS is the concrete implementation of this sustainable economic and moral compass. The system is certified by ETHIC Intelligence, which is an independent certification agency. Their certification process is validated by the Basal Institute on governance.

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

Le Président/The President

Le Comité de certification

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

The Certification Committee

ETHIC Intelligence International a délivré à la société

has awarded the Company

Immatriculation : 31021655 NL

DHV Group le certificat

the certificate

ACTIVE AC pour avoir satisfait au cahier des charges correspondant Validité

for having satisfied the corresponding terms of reference Valid

07/10/2010-06/10/2012 ETHIC Intelligence International 10, rue Pergolèse, 75016 Paris, France. Tel. + 33 (0)1 70 08 73 15. www.ethic-intelligence.com

Corporate Responsibility Supplement 2010

3

Performance

The following sections highlight our performance in 2010.

Additional information and further examples of the CR Performance of the DHV Group can be found on dhvgroup. com. Please refer to the GRI index on www.dhvgroup.com/ crsupplement for exact references. The data clarification table in section 4.3 contains additional detail to the information presented in this section.

3.1 CR in projects There are many examples of incorporating sustainability in our core business, as illustrated in our Annual Report 2010 (pages 16, 20, 22, 24). Additional industry specific examples can be found on www.dhvgroup.com/markets. Innovation is also a key aspect of the Group’s services, as evidenced by the type of contracts we perform and awards which we win. In 2010 all major operating brands won prestigious awards, examples can be found below in the section 3.4 ‘Awards and rankings’.

Our challenge is to leverage innovation and the learning on individual projects across the Group. We have established a number of aids to help promote sharing.

SDHV-tool In order to stimulate additional CR in projects, we developed a methodology for evaluating the degree of sustainability in our projects. A supporting transparency tool, SDHV, is available to employees online. The tool triggers a project team’s awareness of sustainability opportunities and potential threats. This tool is now applied at SSI as a standard part of the project initiation process and will be carried forward to other locations in 2011.

Sustainability Director In 2010 we appointed the Director of our successful Environmental and Sustainability Consultancy unit to the new position of Sustainability Director. Ms. M. Demmers, a recognized leader in sustainability thinking and member of the Dutch National Energy Council, will work with clients and project teams to give substance to sustainability leadership and integration in the services and products that the Group provides. Her activities will include training on sustainability in projects for employees, targeting one or more sustainability projects for the Dutch business units, ongoing dialogue with stakeholders on sustainability and implementing the SDHV tool. She will also facilitate the sharing of knowledge on sustainability available in the separate business units across the company.

Innovation council and platform An innovation council was established under the Leadership of the Corporate Director of Business Development. Activity in 2010 included the development of an innovation selection and development process and platform for sharing innovations.

These will be launched in 2011.

Highlights of sustainable and innovative projects of 2010 • Water Board Veluwe and engineering consultancy DHV signed a Design & Build contract with a value of approximately 15 million euro for the replacement of the existing wastewater treatment plant at Epe with a new plant utilizing DHV’s Nereda® technology. Water Board Veluwe is the first water management authority to make full use of the highly innovative and sustainable Nereda® technology.

• As the first brewery in the world and as one of the first companies in the Netherlands, Bavaria successfully implemented ISO 26000, the leading new standard for sustainable business. DHV provided guidance in implementing the system. Bavaria’s operations are in line with the international consensus on what sustainable business entails. The family business based in Lieshout received the DHV ISO 26000 award from Willem Lageweg, Managing Director of MVO Nederland, the knowledge and networking organization for Corporate Social Responsibility in the Netherlands. The award was initiated by DHV to stimulate CR in business.

• Master plan sustainability for investment region in India.

Together with DHV, Ecorys and Cushman & Wakefield, KuiperCompagnons has won a prestigious commission to prepare a master plan for the sustainable development of the investment region Khushkhera - Bhiwadi - Neemrana in India. The consortium will devise a new, sustainable city with a scope of 40 to 50 km2. This city will differentiate itself by plentiful green, durable companies and as low as possible CO2-emission.

• DHV alliance partner, Delcan is designing the Advanced Transportation Management Systems (ATMS) for the California Department of Transportation, composed of nine counties in California, U.S. Use of this system can reduce vehicle emissions and increase fuel economy. ATMS provide drivers with broad access to all informational services needed to make efficient travel and transport choices, both before and during trips.

• DHV company, NACO performed a sustainability analysis for the new Kunming International Airport, the first Green Airport in China. Based on the anticipated traffic development up to the year 2020, NACO focused on the efficiency of the airside lay-out by means of a simulation study and analyzed the emissions as a result of airside activities by aircraft and ground service equipment. To reduce emissions, potential mitigation measures were identified according to a baseline analysis. Their effect was also verified by simulations.

• The Asset Management system that DHV provides for Sitech Site Services BV and DSM Nederland BV on the Chemelot Site was certified with the Publicity Available Specification 55 Part 1 (PAS 55-1) by Lloyd’s Register Verification Limited.

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Corporate Responsibility Supplement 2010

Greenport Caofeidian Agropark in China ‘Metropolitan agriculture’ is a system that answers the challenges of fast growing megacities of the world. The whole food chain is embedded in the urban structure and connected via an Intelligent Agrologistic Network both at regional and global scale. DHV and Wageningen University and Research Center joined hands to advise the Caofeidian government for the sustainable and innovative development of the Greenport Caofeidian Agro Park.

The two partners brought together the expertise and experience in the areas of agro production and processing, logistics and trade, sustainable urban development and infrastructure to develop the conceptual master plan.

corruption (AC) Certificate which states that our compliance policy to prevent corruption corresponds to international best practices. DHV Group is the first engineering consultancy with a certified Business Integrity Management System. We Taking responsibility in our own operations, we focus on also launched an externally administered reporting (whistle integrity, diversity and CO2. blowing) process. SpeakUp facilitates and provides increased confidentiality.

Eight integrity were reported and Integrity increased confidentiality. Eight integrity incidents were reported and duly investigated in incidents 2010. Two investigated 2010. Twoinwere During wewith renewed our Business Integrity were 2010, closed no violations found.

SixManagement are pending ofduly which 5 were in submitted Q4.closed The with no violations found.

Six are pending of which 5 were submitted in Q4. The System and sought After extensive two cases in Asiaexternal which certification. were still open from 2009 were both closed without violation found. two cases in Asia which were still open from 2009 were both auditing, ETHIC Intelligence granted us an Active Anticlosed without violation found.

Compliance Compliance

3.2 CR in operations

Cases of violation of our business integrity policy and actions taken # Cases 2010

# Cases 2009

# Cases 2008

Europe (excl. the Netherlands)

2

2

3

Africa

2

0

1

Asia

3

2

0

North America

0

NA

NA

Region The Netherlands

1

0

3

Nature of cases 2010 and actions taken Speak-up line complaint about unacceptable supervisor behavior. Under investigation.

Client request to take a client staff member into employment as gesture of good will. Request refused.

Client expectation of DHV to employ own staff.

Resolution under discussion.

Commercialization fee for a tender requested in draft agreement by partner. Final contract terms changed.

Closed.

Local partner changed financial detail of proposal submittal to client without approval. BIMS violation suspected. Group Compliance Officer consulted.

Participation in proposal withdrawn. Closed.

Staffing and work process irregularities in home country office. Partially resolved through changes in personnel. Full investigation still in progress.

Speak-up line accusation of fraud by DHV on project.

Under investigation.

Speak-up line complaint by ex-employee regarding management intimidation and forced resignation.

Under investigation.

Corporate Responsibility Supplement 2010

Quality Standard ISO9001 coverage is a goal within our quality system. There was a decrease in 2010, notably in Europe ISO9001 coverage is a goal within our quality system. There was a decrease in 2010, notably in Europe due to the lapse of the due to the lapse of the ISO certificate for DHV Polska. This has regional management attention. DHV ISO certificate for DHVisPolska.

This hasour regional management attention. DHV Indonesia plans to gain its certification in 2011.

ISO9001 coverage a its goal within Indonesia plans to gain certification inquality 2011. system. There was a decrease in 2010, notably in Europe due to the lapse of the ISO certificate for DHV Polska. This has regional management attention. DHV Customer satisfaction Indonesia plans to gain certification in 2011.

Headcounts covered by its ISO9001 certification per region 52% of our operations utilized a structured customer 2010 2009 2008 satisfaction program. Average scoring is 8 on a scale of Headcounts covered by ISO9001 certification per region100% The Netherlands 95% 100% 1-10. Key findings are that customers are positive about the 2010 2009 2008 Africa 97% 95% 98% expertise, accessibility and flexibility of our The Netherlands 95%commitment, 100% 100% Asia 88% 90% 89% people. A unique strong point is “leaving something positive Africa (excl. the Netherlands) 97% 95% 98% Europe 68% 75% 100% behind versus just performing a task.” Pre- and post project Asia 88% 90% 89% North America 0% 0% -contacts are good. Areas for improvement include more Europe (excl. the Netherlands) 68% 75% 100% frequent communication about developments during a North America 0% 0% -World-wide 90% 93% 98% project. Price/value ratio is receiving higher scrutiny. Although customers indicate that they would engage DHV again, this is World-wide 90% 93% 98% a point of attention.

Economic Contribution Our business model of “local delivery of world-class solutions” emphasizes operating through national Economic Contribution offices.

We have selected nine home countries in which to establish local economic entities, run by local Economic Contribution Our business model of “local delivery of world-class solutions” operating through national management and networked with the whole of the DHV Group.communities Inemphasizes this way our business creates steady that we execute for Our business model of ‘local delivery of world-class solutions’ and suppliers in the projects offices.

We have selected nine home countries in which to establish local economic entities, run by local economic value and contributes to sustainable development through job creation, the payment of local emphasizes operating through national offices. We have our clients. management and networked with the whole of the DHV Group.

In this way our business creates steady taxes, sourcing materials and services locally; and working on projects that enhance the local quality of selected nine home countries in which to establish local economic value and contributes to sustainable development through job creation, the from payment oftolocal life.

We also strive toby enhance economic development by contracting local communities and 5,500 suppliers in As explained economic entities, run local management and networked The total staff decreased 5,300. taxes, sourcing materials and services locally; and working on projects that enhance the local quality of performance the projects that for our clients. with the whole of we the execute DHV Group.

In this way our business in the Annual Report page 19, our financial life. We also economic strive to enhance development by contracting local communities suppliers in creates steady value andeconomic contributes to sustainable was below par in 2010. Thisand led to an adjustment in capacity, the projects that we execute for our clients.

The total staff decreased from 5,500 to 5,300.

As explained in the Annual Report page 19, our financial development through job creation, the payment of local primarily in the Netherlands. However, in the quest for talent, performance belowand par services in 2010.locally, This led an adjustmentwe in wish capacity, primarily in theretention Netherlands. taxes, sourcingwas materials andtoworking to further improve in all regions. This is The total staff decreased from 5,500 to 5,300.

As explained in the Annual Report page 19, our However, theenhance quest for talent, wishoftolife. further improve retention in all on regions.

This basis, is addressed on a attention to on projects in that the local we quality We also addressed a regional withfinancial increased performance below par inattention 2010. This led todevelopment an adjustment inthe capacity, primarily thePerformance Netherlands. regional basis,was with increased to Performance Appraisal process. Appraisal process. strive to enhance economic development bycareer contracting local and career development andinthe However, in the quest for talent, we wish to further improve retention in all regions. This is addressed on a regional basis, with increased attention to career development and the Performance Appraisal process.

Heads per region Heads per region The Netherlands Africa The Netherlands Asia Africa (ex. The Netherlands) Europe Asia America North Europe (ex. The Netherlands) North America World-wide

2010 2,175 2010 1,000 2,175 850 1,000 575 850 700

2009 2,340 2009 1,000 2,340 900 1,000 610 900 650

575 700 5,300

610 650 5,500

2008 2,289 2008 1,015 2,289 815 1,015 610 815 591 610 591 5,320

World-wideis presented in line with the annual report and include 5,300 5,500 Headcount minority owned entities, in the same5,320 way as the financial information. Other ratios are calculated on the basis of actual CR data reports.

Headcount is is presented in line with thethe Annual Report minority ininthe same way as Headcount presented in line with annual reportand andinclude include minorityowned ownedentities, entities, the same way the financial information.

Other ratios are calculated on the basis of actual CR data reports. as the financial information. Other ratios are calculated on the basis of actual CR data reports.

Employment creation (excluding acquisitions/divestments) The Netherlands Africa Asia

DHV HOLDING/Responsibility Report 2010

Europe (excl. the Netherlands)

North America DHV HOLDING/Responsibility Report 2010 World-wide

Incoming and outgoing staff

2010

2009

2008

27

-34

159

-137 -16 -36 -3

-165

-50

25

71

100

2 February 2011, version -22 -45 19 -

65 2011, version -2 February - 19 -16

375

21

22

Asia Europe Europe(excl. (excl.the theNetherlands) Netherlands) Corporate Responsibility Supplement 2010 North America North America World-wide World-wide Incoming Incomingand andoutgoing outgoingstaff staff

The TheNetherlands Netherlands Africa Africa

Asia Asia Europe Europe(excl. (excl.the theNetherlands) Netherlands)

231 231 259 259

North NorthAmerica America World-wide World-wide

744 744

Average Averageemployment employmentduration durationininyears years

Asia Asia Europe Europe(excl. (excl.the theNetherlands) Netherlands) North NorthAmerica America World-wide World-wide

25 -22 -22 6565

100 4545 ----

-165 -165

-16 -16

375 375

2010 2009 2010 2009 Incoming Outgoing Incoming Incoming Outgoing Incoming Outgoing Outgoing 9393 230 190 240 230 190 240

155 155 66

The TheNetherlands Netherlands Africa Africa

-16 -36 -36 -3-3

204 204 275 275

256 256 288 288

191 191 99

290 290 263 263

129 129 7575

909 909

2008 2008 Incoming Incoming Outgoing Outgoing

954 954

2009 2009 1010

2008 2008 1010

44

55

77

77 55

88

66

----

----

1,239 1,239

2010 2010 1111 66

298 298 8787

439 439 185 185

151 151 1010

938 938

369 369 246 246

339 339 140 140

864 864

55

66 66

66 ----

88

88

Professional and personal development Professional and personal development needing attention. Indications are that more performance Professional and personal development Professional and personal development is critical in our line ofofbusiness.

Integration Professional and personal development is critical in our line are conducted thanofreported, at a more informal Professional and personal development is critical in our linereviews business.

Integration ofknowledge, knowledge, cooperation between divisions and staff exchange foster creativity.

Professional training, career of business.

Integration of knowledge, cooperation between level.

Key Unit Performance Indicators are extended with cooperation between divisions and staff exchange foster creativity. Professional training, career development programs, performance reviews, and also assistance for retiring and terminating staff are divisions and staff exchange foster creativity.

Professional Performance Appraisal coverage in 2010. development programs, performance reviews, and also assistance for retiring and terminating staff are important factors totoaddress bybyincreased attention totocareer training, career development performance important factors addressprograms, increased attentionreviews, careerdevelopment developmentdespite despitethe theneed needtotoclosely closely watch costs. and also assistance for retiring and terminating staff are Overall the level of training decreased slightly in 2010. A watch costs. important factors to address by increased attention to career new Management Development Program was started. Two AtAtthis approximately ofofworldwide staff toto be career development the need70% to closely watch costs. multinational groupsregular took part in the and program which covered this time timedespite approximately 70% worldwide staffisis reported reported be receiving receiving regular career and performance reviews.

The trend is positive versus 67% in 2009 and 64% in 2008, but still needing strategy implementation, leadership, finance and human performance reviews. The trend is positive versus 67% in 2009 and 64% in 2008, but still needing Overall the level of training decreased slightlystaff inreviews 2010.

Aare new Management Development Program was attention.

Indications are that more performance conducted than reported, at a more informal At this time approximately 70% of world-wide is reported resources.

The curriculum included dialogue on sustainability attention. Indications are that more performance reviews are conducted than reported, at a more informal started.

Two multinational took part reviews. in the program which coveredintegrity. strategy54% implementation, level.

Key Indicators are Performance Appraisal 2010. to be receiving regular careergroups and performance The and business FTEs are covered with active level.

KeyUnit UnitPerformance Performance Indicators areextended extendedwith with Performance Appraisalcoverage coverageininof 2010. leadership, finance and human resources.

The curriculum included dialogue on sustainability and business trend is positive versus 67% in 2009 and 64% in 2008, but still programs for retiring/leaving staff. integrity.

DHV HOLDING/Responsibility Report 2010 DHV HOLDING/Responsibility Report 2010

Training hours per FTE The Netherlands

2 February 2011, version 2 February 2011, version - 20 - 20 -

2010

2009

2008

43

48

51

Africa

32

38

40

Europe (excl. the Netherlands)

16

12

16

Asia

North America World-wide

12 6

31

24 8

37

15 --

39

Diversity The DHV Group believes that a diverse workforce is an asset that adds great value to our business, because it promotes creativity, innovativeness and flexibility. We define diversity in terms of gender, age and background. We select new staff on professional and personal qualifications and do not tolerate discrimination. The Group emphasizes the importance of local recruitment and local management, combined with selective exchanges of staff and external or expatriate managers.

The average age worldwide stayed 41 years of age. The workforce of the DHV Group is mostly male and aged between 30 and 50. There are fewer staff members under 30 than those above 50, underlining the

Training hours per FTE

2010

2009

2008

The Netherlands

43

48

51

Asia

12

24

15

Africa

32

38

Corporate Responsibility Supplement 2010

40

Europe (excl. the Netherlands) 16 12 16 events included a study Diversity North America 6 8 --trip to the Netherlands and the Young International Meeting. The Young professionals also publish The DHV Group believes that a diverse workforce is an asset a periodical global newsletter to exchange experiences and that adds great value to our business, because it promotes World-wide 31 37 39 creativity, innovativeness and flexibility. We define diversity in knowledge. terms of gender, age and background. We select new staff on Diversity professional and personal qualifications and do not tolerate The DHV Group believes that a diverse workforce isofan asset that adds great value to our business, discrimination.

The Group emphasizes the importance local because it promotes innovativeness and flexibility. recruitment and localcreativity, management, combined with selective We define diversity in terms of gender, age and background.

We select new staff on professional exchanges of staff and external or expatriate managers. and personal qualifications and do not tolerate discrimination. The Group emphasizes the importance of local recruitment and local management, combined with selective exchanges of years staff and external The average age world-wide stayed 41 of age.

The or expatriate managers.

workforce of the DHV Group is mostly male and aged between The average ageare worldwide stayed 41 years of age.

The workforce of the DHV Group is mostly male and 30 and 50. There fewer staff members under 30 than aged and 50. There are fewer staff members under 30 than those above 50, underlining the those between above 50,30 underlining the importance of recruiting importance of recruiting and retaining younger employees and retaining younger employees for future growth and for future growth and professional capacities.

professional capacities.

Young professionals within the DHV Group are connected through respective “Young” networks. In 2010 internationals events within included studyGroup trip toare theconnected Netherlands and the Young International Meeting. The Young professionals theaDHV

Young alsonetworks. publish Ina 2010 periodical global newsletter to exchange experiences and throughprofessionals respective ‘Young’ international Young International Study Trip knowledge.

Average age of the workforce 2010

2009

2008

42

41

41

The Netherlands Africa

42

Asia

41

38

39

39 39

Europe (excl. the Netherlands)

41

40

41

World-wide

41

41

40

North America

Workforce age structure 2010 Workforce age structure 2010 Age Group Age Group <30 <30 30-50 30-50 >50 >50

42

Women Women 300 300 819

819 160 160

40

--

Men Men 518 518 1,849

1,849 892 892

DHV HOLDING/Responsibility Report 2010

2 February 2011, version Female staff overall remained stable at 28%. The portion of females in our worldwide management - 21 Female staff overall remained stable at 28%.

The portion of females in our worldwide management result of signing the Talent to theand Topwere Charter, there is greater Female staff overall remained stable at 28%.

The portion remained at 17% in 2010. We aim to increase the percentage of women in leadership positions, remained at 17% in 2010.

We aim to increase the percentage of women in leadership positions, and were attention to cultivating female talent in of females our world-wide management remained at Chief Financial pleased toinexpand our Executive Board with a female Officer.

As a result of signing theour company. We pleased our Executive with aoffemale Chief Financial Officer. a company. resultfrom of signing the intend use the learning thisintend initiative across regions 17% in 2010.

We aim to increase percentage women Talent to to theexpand Top Charter, therethe is Board greater attention to cultivating femaleto talent inAs our We Talent to the Top Charter, is greater to cultivating female talent in our company.

We intend for other aspects of diversity. in leadership positions, were pleased toattention expand to use the learning fromand thisthere initiative across regions our and for otherand aspects of diversity. to use theBoard learning from this initiative across regions Executive with a female Chief Financial Officer.and As afor other aspects of diversity.

Percentage of women in workforce Percentage of women in workforce The Netherlands The Netherlands Africa

2010 2010 26% 26% 33%

2009 2009 26% 26% 32%

2008 2008 27% 27% 33%

EuropeAmerica (excl. the Netherlands) North North America

39% 30% 30%

39% 32% 32%

41% ---

Africa Asia Asia (excl. the Netherlands) Europe

World-wide World-wide

33% 19% 19% 39%

28% 28%

32% 20% 20% 39%

28% 28%

33% 22% 22% 41%

29% 29%

23

24

Management origin Corporate Responsibility Supplement 2010 Consistent with our policy of local delivery and management, ninety-eight (98%) percent of our management is local staff. This is complemented with a small number of expatriate and exchange personnel. 56% of management vacancies were filled by internal candidates, reflecting an emphasis on management development.

Management development % of management vacancies filled internally 2010 (absolute number management vacancies in 2010)

The Netherlands

% of management vacancies filled internally 2009

94% (31)

Africa

88%

5% (19)

Asia

0%

% of management vacancies filled internally 2008

79%

0%

(1)

0%

25%

0%

Europe (excl. the Netherlands)

50%

(4)

100%

17%

World-wide

56% (57)

76% (34)

53%

North America

0%

(2)

60%

--

Because of the limited number of vacancies, the percentage fluctuates strongly, therefore we also include the absolute numbers of management vacancies over 2010 and the total over 2009.

DHV HOLDING/Responsibility Report 2010 2 February 2011, version - 22 -

Management origin Consistent with our policy of local delivery and management, 98% of our management is local staff. This is complemented with a small number of expatriate and exchange personnel.

56% of management vacancies were filled by internal candidates, reflecting an emphasis on management development.

Diversity in governance bodies DHV features three bodies that have governance functions: the Supervisory Board, the Executive Board and the Executive Council. The boards are relatively homogenous, as is typical for our industry. One of the five Supervisory Board members and one of the three Executive Board members are female.

The thirteen members of the EC include two females,

four nationalities and five distinct fields of professional background. We have appreciated the different perspectives that this brings and will continue to pursue this agenda at all levels.

For additional inspiration at the top, we are especially pleased to have four powerful advocates of diversity and sustainability on our boards. Mrs. Sybilla Dekker and Dr. Cees Veerman are on our Supervisory Board, and Mrs. Melek Usta and Mr. Ad Veenman are on the Board of the DHV Foundation, primary holder of our shares. Mrs. Dekker is a former Netherlands Minister of Housing, Spatial Planning and the Environment. Among other leadership roles, she is the President of the Dutch taskforce Talent to the Top, which promotes increasing the percentage of women in top

Eugene Gr端ter

Johan van Manen

Naren Bhojaram

Piet van Helvoort

Vic Prins

Marga Doneho0

Chris Engelsman

Jim Kerr

Roel Overakker

Arnold Galavazi

The brand, region and holding directors form, together with the Executive Board, the Executive Council of the DHV Group.

Corporate Responsibility Supplement 2010

positions. Dr. Veerman is a professor of sustainable rural development at the Universities of Tilburg and Wageningen in the Netherlands. Among other leadership roles he was Chairman of the Delta Commission in 2008 for the long-term protection of the Dutch coast and hinterland. Mrs. Usta is the Director of Colorful People, a leading company for diversity management with an emphasis on top positions. In addition to corporate activities including a number of boards, she lectures at the University of Amsterdam and Tilburg. Mr. Ad Veenman, former CEO of NS, the Dutch Railways, is Chairman of the Monitoring Commission of Talent to the Top. Under his leadership, NS won the VNO-NCW Diversity award in 2008 for its consistent and concrete diversity policy, which resulted in more women in the company and at top positions and well as attention to cultural diversity.

More information on the governance bodies of DHV is available in our Annual Report, pages 6-7 and at dhvgroup. com/corporate governance.

Resource policies suitable to local circumstances. In developing countries we implement a standard that is higher than local norms, for example in health care and office facilities. In general, it is our policy to set fixed remuneration at market average and variable above average. We are moving to a more flexible, performance-based remuneration in Asia, South Africa, and the Netherlands. There was profit sharing with staff of € 3.8 million in 2010 (€ 4.9 million in 2009), a decrease due to the financial performance as explained in the Annual Report, page 19.

In order to offer greater opportunity for ownership, we have an Employee Share Plan. A total of 300 colleagues joined in the first two rounds and purchased 5% ownership in our Group.

The depositary receipts for shares generated a 9% return in 2009, including a € 0.40 per share dividend. The medium term targeted average rate of return is 15%. Due to the negative net result in 2010 no dividend was paid out.

DHV Group companies tend to rely on individual and group dialogue between management and staff in their communication to gauge employee satisfaction. Monthly staff meetings and regular performance reviews are examples of such opportunities.

Employment conditions The quest for talent has been one of the main challenges of the past years. A shortage of qualified, technical professionals is evident on the labor markets around the world. The labor The structure of our workforce in terms of contract and market for engineers in Africa is tight and in fast growing In order to offer greater opportunity we have employment a Employeetypes Share Plan.a decrease A total of shows in 300 the percentage of economies such as China and India therefor is aownership, special challenge colleagues joined in the first two rounds and purchased 5% ownership in our Group.

The depositary fixed-term contracts. This reflects the completion of projects to retain talent. One of the advantages that the DHV Group receipts for shares generated a 9% return 2009, € 0.40 per share mediumcontracts. Regional the policy of notdividend. renewingThe fixed-time offers employees, is freedom to develop.

Therein are manyincluding aand term targetedwithin average of return Due net resultare in in 2010 dividend was paid differences lineno with local practices. opportunities the rate Group, as wellisas15%. a focus onto the negative out. improving the flow of knowledge and staff. Staff exchange,

The proportion of part time employees in our workforce knowledge sharing and training play important roles in DHV Group tendjoint to rely on individual and group dialogue between and staff increased slightlymanagement in 2010, especially in theinNetherlands, where developing ourcompanies individual and capabilities.

In these their communication to gauge employee satisfaction.

Monthly staff meetings and regular performance working part-time is a social trend across all sectors. We tighter times, we have maintained our focus on training and reviews are examples of such opportunities. anticipate that this will continue and in future years increase stimulated cross assignment opportunities. in other regions as economies recover and people seek greater The structure of our workforce in terms of contract and employment types shows a decrease in the work-life balance and flexibility.

Contractual employment conditions conform to local market percentage of fixed-term contracts.

This reflects the completion of projects and the policy of not renewing conditions. Each DHV Group company implements Human fixed-time contracts. Regional differences are in line with local practices.

Percentage of staff with fixed-time contract The Netherlands

2010

2009

2008

8%

10%

12%

40%

48%

57%

Africa

15%

Europe (excl. the Netherlands)

30%

32%

35%

World-wide

17%

21%

25%

Asia

North America

0%

17%

5%

22%

--

The proportion of part time employees in our workforce increased slightly in 2010, especially in the Netherlands, where working part-time is a social trend across all sectors. We anticipate that this will continue and in future years increase in other regions as economies recover and people seek greater work-life balance and flexibility.

Percentage of part-time employees The Netherlands

2010

2009

2008

39%

36%

34%

25

26

World-wide

17%

21%

25%

Corporate Responsibility Supplement 2010

The proportion of part time employees in our workforce increased slightly in 2010, especially in the Netherlands, where working part-time is a social trend across all sectors. We anticipate that this will continue and in future years increase in other regions as economies recover and people seek greater work-life balance and flexibility.

Percentage of part-time employees

2010

2009

2008

39%

36%

34%

0%

0%

0%

North America

13%

8%

--

World-wide

20%

The Netherlands Africa

0%

Asia

Europe (excl. the Netherlands)

0%

6%

0%

7%

6%

19%

18%

Health and safety No Fatalities occurred during 2010. Lost Time Injuries (LTI) per 200,000 working hours (approx. 100 laborHealth and safety increased from 0.4 to2010.

0.5 cases.

However, the(LTI) number of lost days decreased from 7.8 100 to 3.8 due to Noyears) Fatalities occurred during Lost Time Injuries per 200,000 working hours (approx. labor-years) increased less severe cases. from 0.4 to 0.5 cases. However, the number of lost days decreased from 7.8 to 3.8 due to less severe cases.

Long Time Injuries (LTI) cases per 200.000 working hours 2010

2009

Cases*)

Lost days

Cases*)

The Netherlands DHV HOLDING/Responsibility Report 2010

0.2

1.1

0.3

Lost days

Africa

0.1

1.6

0.3

2 February 2011, version - 24 1.1

Asia

0.4

0.0

0.0

0.0

Europe (ex. The Netherlands)

2.4

22.3

1.6

6.8

North America

0.0

0.0

0.0

0.0

World-wide

0.5

3.8

0.4

7.8

15.2

cases 200.000 working hours *) *) cases areare perper 200.000 working hours We willbebe reportingon onsickness sickness ratherthan thanLost LostTime Time Incidences, in new 2011.offices This isclose more to forstarting selecting torelevant public transportation.

The We will reporting rather the naturestarting of ourinbusiness, predominance of our renovation activity is in and inEngineering of Consulting our head office the Netherlands will take Incidences, 2011. This where is morethe relevant to the nature it to the highest energy label, from a ‘G’ to an ‘A’, for which ofservices. our business, where the predominance of our activity is in we received a ‘Green Finance declaration’ from the Dutch Consulting and Engineering services.

Government, a premier for office building renovation. The anticipated CO2 emission reduction is approximately 40%. In addition to stimulating travel by public transportation, and CO2 footprint increased use of telecommunications, we have sharpened Our CO2 footprint indicates the impact on the environment policies on lease cars and facilitate car pooling. and specifically on climate change. The footprint is derived from energy consumption from buildings and travel. Paper Based on the energy consumption in buildings and usage, water and material are also relevant, but on a smaller transportation, we have included the following data sources scale. We therefore give priority to improving and monitoring to calculate the total CO2 emissions: energy use. The biggest challenge is to capture the exact information required to calculate emissions world-wide. + Electricity consumption2 We target a 25% CO2 reduction per employee by 2015 against + Consumption of other building related energy (gas1, oil1, a baseline of 2008. In addition, we compensate for emissions. district heating2) Emissions generated in 2009 by DHV BV were compensated in + Fuel consumption of company cars1 2010 through a UNFCC recognized wind farm project in China. + Mileage of business travel with private car3 The project was selected and verified by DHV colleagues in + Mileage of business air travel3 China who provide consulting services in Clean Development - CO2 compensation Mechanism (CDM) fields. The emissions of 2010 of the whole = net total CO2 emissions DHV Group will be similarly compensated in 2011. (note: 1,2,3 refer to the scopes of Greenhouse Gas (GHG) Concrete measures to reduce consumption include our policy protocol.)

+ Mileage of business travel with private car3 + Mileage of business air travel 3 CO2 compensation = net total CO 2 emissions

Corporate Responsibility Supplement 2010

(note: 1,2,3 refer to the scopes of Greenhouse Gas (GHG) protocol) 2010, South African entity (SSI) reported for first the first timeCOon emission non renewable electricityInusage.

This from electricity. view of this, we have restated InIn2010, ourour South African entity (SSI) reported for the 2 caused a significant change of our total CO emission from electricity compared to previous years.

In order 2009 level from 2.9 to 3.4 CO2 ton per FTE. The 2010 footprint time on non renewable electricity usage. This2caused a to make itchange possible for readers monitor and measure progress year onper year have restated historical is 3.7 ton FTE.we The increase of CO significant of our total COto 2-footprint per FTE is 2 emission from electricity electricity usage and corresponding CO emission from electricity.

In view of this, we have restated 2009 2 primarily due to a decrease of FTE in the Netherlands and compared to previous years. In order to make it possible for level from 2.9 to 3.4 CO ton per FTE. The 2010 footprint is 3.7 ton per FTE. The increase of CO -footprint 2 2 improved accuracy of the measurements in our offices in readers to monitor and measure progress year on year we per restated FTE, is historical primarily electricity due to ausage decrease of FTE in the Netherlands Africa and and Asia. improved accuracy of the have and corresponding measurements in our offices in Africa and Asia.

CO2 emission (world-wide) 2010 CO2 emission from (tons):

Total (x1000)

Per FTE

2009 Total (x1000)

Per FTE

2008 Total Per (x1000) FTE

Electricity

4.1

1.0

3.8

0.8

4.3

0.9

Car travel

7.5

1.7

7.4

1.7

7.8

1.5

Total

15.7

3.7

15.0

3.4

18.2

3.7

Other building related energy Air travel

0.8

3.3

0.2

0.8

0.7

3.1

0.2

0.7

DHV HOLDING/Responsibility Report 2010

Energy consumption of our offices We consume electricity and district heating as well as gas and oil products in our facilities. Global energy consumption decreased from 51,300 to 50,700 GJ (Gigajoules) mostly due to the improved accuracy of data in Africa and Asia. This has a relatively large impact on reported CO2 emissions due to how electricity is generated in these regions. Where it is not specifically reported that electricity is from renewable sources, we assume that it stems from non-renewable sources.

0.8

5.3

0.2

1.1

2 February 2011, version - 26 -

DHV has integrated sustainability criteria into the procurement of IT hardware in 2010. This served as a pilot to evaluate the application of sustainability checks in procurement procedures. This successful pilot will be the basis for the development of sustainability criteria for all major procurement categories.

27

28

Corporate Responsibility Supplement 2010

Energy consumption (in Gigajoules)

Business travel The nature of our business requires travel to clients and project locations. 2010 figures show that there was slightly more air, car and public travel.

Travel per average FTE (in km/FTE)

Paper usage Our current estimate on the use of printing and copying paper world-wide is approx. 137 tons, equivalent to about 32 kg per average FTE. In 2009 the use of paper was 141 tons and 31 kg per average FTE. Since the end of 2007, the Dutch offices are supplied with FSC-certified paper. This represents half of our paper consumption. We further reduce our environmental impact by double-sided printing, stimulating digital archiving and reporting, and general recycling of paper.

Waste management Multiple companies of the DHV Group have waste reduction and recycling programs for paper, toner cartridges, electronic equipment and hazardous household waste such as batteries. In this manner, we reduce the impact our resource consumption has on the environment.

Priorities and targets We remain focused on gaining a deeper understanding of our environmental impact through the accurate registration

Corporate Responsibility Supplement 2010

of consumption data world-wide. This is ambitious and must be kept in proportion to the added value. We will focus on appropriate measures to reduce our footprint and to identify cost reductions and efficiency gains within our office operations on a local basis.

Our targets remain in principle unchanged: • Monitor world-wide environmental data and work towards substantial data coverage for the environmental indicators.

• Work towards our target for 25% CO2 emission reduction.

• Continue to review the existing procurement policy of DHV in the Netherlands, communicate the policy to our suppliers and share learning between locations.

Measures to reduce CO2- emission include the following: • Less travel by using communication technology such as video conferencing.

• Stimulate the use of public transportation and waste recycling in Africa.

• Use of lease cars with cleaner technology and supply of business card for rail transport in the Netherlands.

• Green electricity in our buildings in the Netherlands.

• Sustainable purchase of catering, office needs and renovation and building activities in the Netherlands.

• Consolidate operations in fewer offices the Netherlands • Certification of the environmental system of more business units.

• Task the new Director of Sustainability in the Netherlands to coach units on how to achieve CO2 emission reduction.

3.3 CR in community The people working at the DHV Group support many aspects of community care through personal initiatives as well as company sponsored activities. This involvement varies with personal interest and regional needs. Colleagues in the Netherlands are often involved in projects for developing countries and environmentally related projects. In South Africa, the Saturday schools continue to be taught by colleagues in their own time. In Asia, there is also a focus on education and community development in connection with projects. In North America, volunteerism linked to health and wellbeing and participation in the United Way program is active. As a Group, we are very proud of their engagement and take this opportunity to thank and congratulate all of them for their energy to make our world a better place.

We also contribute to the well-being and development of local communities through donations, sponsoring and contributions in kind. Being a knowledge-based organization, we put a special emphasis on education. Despite the tight economic times, we maintained our commitment to social programs, donating €258,000 and 3,800 hours, compared with €163,000 and 3,700 hours in 2009.

‘Building Futures’, contributing knowledge, time, and money to support education and capacity development is a good match for a knowledge-based company. The best practice is the SSI Saturday School project in which our employees tutor disadvantaged children in sciences and maths. The program works together with schools. It is in its third year, has grown to involve six offices and results in a growing number of students earning distinctions. We hope that we are developing some future engineers.

We are delighted that our other locations have taken on the theme. This past year, DHV China began a relationship with the Guanai school for orphans and homeless children in Beijing. DHV in Indonesia launched a program for supporting early childhood education in Jakarta for pupils from lowincome households. They plan to launch a Sunday school for street children with a mobile class and library facility.

In the Netherlands, in addition to continued support of ‘Petje af’, a weekend school for disadvantaged youth, DHV initiated the ‘ikonderzoekwater’ (I study water) initiative. This promotes interest in the water sector among Dutch students in their final year of secondary education. The program involved twenty teachers and thirty water professionals from various engineering firms, water boards and provincial authorities.

29

30

Corporate Responsibility Supplement 2010

Highlights of other initiatives of CR in community in 2010 include: • To reduce the energy use in the building sector in the Netherlands and to contribute to the Dutch governmental targets DHV participated in the project ‘Building Brains’.

DHV invested in this research project by sharing knowledge and innovative solutions.

• In October 2010 DHV signed the Cancun Communiqué on Climate Change. This is the definitive progressive statement from the international business community ahead of the United Nations (UN) climate change conference in Cancun.

• DHV Group was among 30 European companies calling on the European Union to increase its ambition to cut EU emissions to 30 per cent by 2020 from 1990 levels in the interests of strengthening Europe’s economic future, boosting jobs and providing greater certainty and predictability for investors.

• The tsunami that struck Aceh in 2004 and killed more than 200,000 people raised sympathy of DHV employees in Netherlands. They created a fund to help support victims in overcoming the difficulties caused by the disaster. Yogyakarta was struck by an earthquake in 2006, but received hardly any support from the international community compared to Aceh. DHV Indonesia received a special request from the Estella Foundation to support the construction of a Children Cancer Hospital in Yogyakarta.

As this program was in line with the basic principals of the fund, it was used for the support to the program of the Estella Foundation. The hospital was opened in 2010.

• While FIFA’s World Cup event in 2010 highlights the passion and wealth surrounding the sport, many of Africa’s citizens grow up playing the sport without even the most basic equipment and are consequently sidelined in their country’s most popular sport. The Sunday Soccer Initiative of DHV Group company SSI provides previously disadvantaged students the opportunity to receive equipment and structured training as part of a team.

Clean Water for Bertoua, Cameroun

Several DHV consultants of the unit Water Treatment in

Amersfoort participated in this CR activity, providing their

knowledge by evaluating the results of the project ‘Clean Water for Bertoua in Cameroun’. The Rotary Club and the Inbo Foundation

started the project in 1997, providing clean drinking water for all

inhabitants of Bertoua. DHV evaluated the technical aspects and its effects on the public health and the infant mortality rate.

In their review the consultants found several lessons to be learned for the project, but they were also impressed by the major results

of such a small organization. That’s why the review is called ‘Small scale – Big Changes.’

3.4 Awards and rankings In 2010 we received several awards related to sustainability, the following are some highlights: 1. DHV Sustainability Consulting client KPN telecom placed #1 in both the world-wide telecom sector Carbon Disclosure Project and the Transparency Benchmark of the Dutch Ministry of Economic Affairs. It was also listed in the Dow Jones Sustainability Index one year ahead of plan.

2. In Africa, the Institute of Municipal Engineering of South Africa (IMESA) and Consulting Engineers of South Africa (CESA) awarded SSI with four of the six award categories.

• Life beyond our Rivers – Sedgefield case study won in the category Water & Wastewater.

• The Lourens River Flood Alleviation project won in the category Environmental.

• George water re-use won in the category Community.

• The Warwick Triangle highway project won in Structures and Buildings, recognizing its impact on the community in addition to engineering and schedule challenges.

We are particularly proud of this, because the project increased safety for the bustling local market.

3. Hydroprojekt in Warsaw was given the prestigious Green Laurels award from the Polish Chamber of Economy ‘Ekporozwoj’ for outstanding contribution to the environment.

4. In the field of innovation, DHV was the Dutch national winner of the Energy Globe awards with Nereda® water treatment technology. The design & build contract for replacement of the existing wastewater treatment plant at Epe in the Netherlands using Nereda® will double the plant’s treatment capacity without increasing its footprint.

5. We placed first in the 2010 innovation prize, the Vernufteling, for co-developing technology that recycles two waste products (ammonia and phosphate) from urine and household waste for use in energy cells and food production. Both technologies save energy and cost.

4

Corporate Responsibility Supplement 2010

Additional recognition: Additional recognition: DHV GROUP Maintained its listings in ENR’s Top 200 International Design Firms (#39). Top ten ratings include the following: Sewerage and Solid Waste (#5), Water Treatment (#7), Dams and Reservoir (#7), Wastewater Treatment (#10), and Aviation (#10).

For the first time we were also ranked in ENR’s Top 200 Environmental Firms (#44).

International Recruitment Award and Marketing and Communication Award 2010 International Water Association with ’ikonderzoekwater.nl‘.

The Netherlands Best sustainable design business park Vossenberg.

Africa Gold Corporate Project Responsibility (CPR) Award for the Outeniqua Waste Water Treatment Works Filtration Facilities.

Silver CPR Award for the Ingula Pumped Storage Project.

Bronze CPR Award for the Eskom Benoni cabling Project.

Other Regions

Delcan Corporation was awarded the Global Road Award for Quality Management by the International Road Federation (IRF).

ADB Best Performer for Emergency Disaster Damage Rehabilitation Project in Bangladesh.

A selection of award and rankings compared to earlier years ** 2010

2009

2008

2007

2006

* * * *

39 54 44 19

39 55 21

44 56 22

41 58 19

Dutch engineering weekly ‘Technisch weekblad’: Top Dutch companies' R&D investments.

24

24

24

26

22

Transparency Benchmark of the Dutch Ministry of Economic Affairs; for the CR Report: 11th place of 226 active participants among 463 companies. Score is 160 out of 200.

*

11

18

19

35

160 (200)

67 (100)

73 (100)

45 (100)

Scenter research for transparency of policy in annual reports of Dutch companies.

1st place out of 100 reports reviewed. Score out of 10.

*

8.1

9.0

8.0

8.2

Engineering News-Record Top 200 International Design Firms Top 150 Global Design Firms Top 200 Environmental Firms The Swedish Association of Architects and Consulting Engineers (STD): The top 300 European Consulting Engineering and Architectural groups.

* Ranking not yet available. ** For purposes of comparison, rankings in this table are shown in the year to which the company data relates, versus the release dates or report titles of the issuer.

A selection of award and rankings compared to earlier years **

DHV HOLDING/Responsibility Report 2010

2 February 2011, version - 32 -

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Corporate Responsibility Supplement 2010

4

Reporting

4.1 Scope Choices The DHV Group began reporting conform the GRI guidelines in 2007. We target a GRI B+ level, which has been achieved continuously since the beginning. The DHV Group obtains its CR data from internal measurement and external sources or third parties. The internal data gathering process is part of our financial reporting lines, using questionnaires. Definitions are communicated through a standard guidebook. The GRI index is located on www.dhvgroup.com/crsupplement.

The selection of KPIs has been guided by internal stakeholder dialogue, reviews of peer organizations and the expertise of our sustainability consultants. We have confirmed the relevance of our approach and KPIs with our Supervisory Board and through external stake-holder dialogue. Priority is given through an assessment of issue significance in the light of our values, strategy and the known expectations of stakeholders.

Furthermore, we were guided by the scope of influence we can exert to improve performance. We will report on those indicators over the coming years and we strive to improve our performance.

Where appropriate, we present our current performance data next to the previous year, using percentages and ratioâ&#x20AC;&#x2122;s and normalized data to make it possible for readers to monitor and measure progress year on year, unless clarity or the reporting protocol requires that absolute figures are shown.

Restatements of data are highlighted in the data clarification table. This table shows the coverage per indicator. All group companies are required to state whether figures for each indicator are estimated or calculated. We aim to measure at least 60% for each indicator (expressed in FTEâ&#x20AC;&#x2122;s). This has resulted in both greater coverage and improved data accuracy.

Environmental data have been reported by most DHV Group companies. However, it remains challenging to increase data coverage and accuracy. This was a point of increased attention in 2009 and 2010, which has resulted in both greater coverage and improved performance.

We have a way to go in terms of quantification and structure, but see a positive trend in most scores that relate to our operations and are improving in coverage and accuracy. We will continue to work on improving these, staying close to our core business, soliciting advice from independent assessors, and making choices in order to invest effort where it brings most value.

External assurance of our CR report is valuable to us and to you as a reader of the report. We continued our engagement with external assurance provider PricewaterhouseCoopers Accountants N.V. to provide limited assurance on data in this

report. Please refer to the assurance report for information on the scope of the engagement, the work performed and the conclusions.

The most significant change of the CR report is the further integration with the annual report 2010 and the DHV Group website.

Boundaries This CR report covers the period between 01 January 2010 and 31 December 2010 and is the fifth CR report of the DHV Group.

It is published annually and is now more integrated with the annual report. The previous report was published in May 2010.

CR reporting includes majority-owned legal entities that are part of the DHV Group after a year of ownership. Mergers that have taken place during the reporting period will be included in a following CR report. Exception to this is the disclosure of total personnel figures, which is consistent with the annual report. Divestment decisions during the reporting period result in the exclusion of the respective part of the business.

We do not report on joint ventures or subcontractors. Further details on the DHV Groupâ&#x20AC;&#x2122;s participations are listed in the Financial Statements 2010 pages 33 and 35.

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

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

Corporate Responsibility Supplement 2010

4.2 Assurance report To: the Executive Board of DHV Holding B.V. Report on the Corporate Responsibility Supplement Engagement and responsibilities We have reviewed the Corporate Responsibility (‘CR’) Supplement for the year ending 31 December 2010 (hereafter: ‘the CR Supplement’) of DHV Holding B.V. (‘DHV’), Amersfoort, in which the company renders account of its policies, activities and performance related to CR in 2010.

A review is focused on obtaining limited assurance which does not require exhaustive gathering of evidence as in audit engagements. Consequently a review engagement provides less assurance than would be obtained from an audit engagement.

Management of DHV is responsible for the preparation of the CR Supplement. We are responsible for providing an assurance report on the CR Supplement.

Reporting criteria DHV developed its reporting criteria on the basis of the G3 Guidelines of the Global Reporting Initiative (GRI) as described in section 4.1 ‘Scope’ on page 32. These reporting criteria include certain inherent limitations that can influence the reliability of the information.

DHV only reports on parts of the organisation as the CR Supplement only includes data from DHV entities which are fully or majority owned. For further details on the reporting scope, refer to section 4.1 ‘Scope’ in the CR Supplement. We consider the reporting criteria to be relevant and appropriate for our examination.

For several indicators the CR Supplement is not yet based on full coverage as intended by DHV per its reporting criteria.

By including a data clarification table in section 4.3 of the CR Supplement, the coverage of the CR Supplement is clarified by showing for each indicator the number of FTEs working in entities that report on that indicator as a percentage of total FTEs. In our opinion this limitation with regard to the completeness of the CR Supplement and the reasons for it are acceptable.

Scope and work performed We planned and performed our work in accordance with Dutch law, including Standard 3410N ‘Assurance engagements relating to sustainability reports’.

We do not provide any assurance on the assumptions and feasibility of prospective information, such as targets, expectations and ambitions, included in the CR Supplement.

The CR Supplement contains references to information on websites. This information is excluded from our assurance scope.

Our most important review procedures were: • performing an external environment analysis and obtaining insight into the industry, relevant sustainability issues, relevant laws and regulations and the characteristics of the organisation; • assessing the acceptability and consistent application of DHV’s reporting policies in relation to the information requirements of its stakeholders; • reviewing the systems and processes for gathering the data and aggregating these to the information as presented in the CR Supplement; • reviewing internal and external documentation to determine whether the information in the CR Supplement is adequately substantiated; • evaluating the overall presentation of the CR Supplement, in line with DHV’s reporting criteria; • assessing the application level according to the G3 Guidelines of GRI. We believe that the evidence obtained from our examination is sufficient and appropriate to provide a basis for our conclusion.

Conclusion Based on our procedures performed, nothing has come to our attention that would cause us to conclude that the CR Supplement, in all material respects, does not provide a reliable and adequate presentation of the CR policies of DHV, or of the activities and performance of the organisation relating to CR during the reporting year, in accordance with the DHV reporting criteria.

Utrecht, 6 May 2011 PricewaterhouseCoopers Accountants N.V.

F. van der Ploeg RA

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Corporate Responsibility Supplement 2010

4.3 clarification 5.3Data Data table CRtable report

2010 of DHV FTE coverage ** World-wide

2010 *

Indicator Business with integrity % of staff under ISO9001 % of entities with active Cust. Satisf. Progr. % of FTE covered by active non-discrimination Progr.

People care People Management

Units

FTE coverage ** The Netherlands

2010 *

2010 *

FTE coverage **

2010 *

Africa

% of heads

90%

100%

95%

100%

97%

100%

88%

%

52%

100%

89%

100%

7%

100%

49%

%

72%

100%

90%

100%

91%

100%

42%

Total number of payroll staff

heads

4,538

100%

2,217

100%

991

100%

722

Average number of payroll staff

FTEs

4,296

100%

2,034

100%

975

100%

704

Total growth in employment opportunities Staff turnover men Staff turnover women Total inflow men and women Total outflow men and women Ratio of outflow Personal and professional development Training hours per average FTE Average employment duration of staff % of FTE's covered with active programs for retiring/leaving staff % of staff with regular PA and career development reviews Diversity Age structure Younger than 30 (men) Younger than 30 (women) 30 - 50 (men) 30 - 50 (women) Older than 50 (men) Older than 50 (women) % female staff average age Management structure % of local managers in reporting period % of female managers in reporting period % of management vacancies filled internally % of management vacancies filled with local candidates Employment conditions % of fixed term contracts % of part timers Health and Safety

heads

-165

100%

-137

100%

27

100%

-16

heads

-99

100%

-88

100%

15

100%

-3

heads

-66

100%

-49

100%

12

100%

-13

heads

744

100%

93

100%

231

100%

259

heads

909

100%

230

100%

204

100%

%

20%

Frequency Lost Time Injuries per 200,000 working hours Severity Lost days per 200,000 working hours Number of fatalities Community care Community investment in cash Community investment in hours

Data clarification table 2010 (hardcopy)

10%

21%

275

38%

hours/FTE

31

100%

43

100%

32

100%

years

8

100%

11

100%

6

100%

4

%

54%

100%

96%

100%

0%

100%

42%

% of heads

70%

100%

82%

100%

92%

100%

30%

heads

518

100%

192

100%

119

100%

100

heads

300

100%

94

100%

85

100%

52

heads

1,849

100%

958

100%

322

100%

406

heads

819

100%

420

100%

194

100%

85

heads

892

100%

485

100%

224

100%

76

heads

160

100%

68

100%

47

100%

3

% of heads

28%

100%

26%

100%

33%

100%

19%

41

100%

42

100%

42

100%

38

% of mngt

98%

100%

99%

100%

95%

100%

97%

% of mngt

17%

100%

17%

100%

11%

100%

21%

% of mngt vac

56%

100%

94%

100%

5%

100%

0%

% of mngt vac

89%

100%

100%

100%

68%

100%

100%

% of heads

17%

100%

8%

100%

15%

100%

40%

% of heads

20%

100%

39%

100%

0%

100%

0%

cases / 200,000 hours

0,5

100%

0,2

100%

0,1

100%

0,4

3,8

100%

1,1

100%

1,6

100%

0,0

0

100%

0

100%

0

100%

0

years

days/200.000 hours cases

thousand â&#x201A;Ź hours

12

258

100%

80

100%

155

100%

7

3,776

100%

216

100%

3,331

100%

129

1 of 2

Corporate Responsibility Supplement 2010

FTE coverage **

FTE coverage **

2010 *

a

Asia

FTE covercoverage ** Europe (excl. the Netherlands) 2010 *

FTE coverage ** North America 2010 *

100%

88%

100%

68%

100%

0%

100%

49%

100%

0%

100%

0%

100%

100%

42%

100%

0%

100%

100%

100%

100%

722

100%

100%

704

100%

100%

-16

100%

100%

-3

100%

100%

-13

100%

100%

259

100%

275

547

61

100%

Headcount is presented here as it is used in subsequent ratio's. This number differs from the total headcount presented within the annual report by 793 due to companies in which the DHV Group has a minority ownership, Delcan (719) in North America, Planetek (34) in Asia and a new company DHV Vietnam (40) in Asia. Restatement of 2009 data for the Netherlands (DHV BV: +13) and Asia (DHV India: -32).

100%

FTE are presented as used in subsequent ratio's. This number and the average FTE count presented within the annual report differ by 354 for the same reasons as the headcount . Delcan (280), Planetek (34) and DHV Vietnam (40).

62

-36

100%

-3

100%

-23

100%

0

100%

-13

100%

-3

100%

100%

155

100%

6

100%

100%

191

100%

9

100%

35%

Net change of inflow and outflow excluding retirement.

Net change of inflow and outflow excluding retirement.

The ratio of outflow is (total outflow) / (total heads)

15%

100%

12

100%

16

100%

6

100%

100%

4

100%

7

100%

5

100%

100%

42%

100%

2%

100%

100%

100%

100%

30%

100%

30%

100%

90%

100%

100%

100

100%

99

100%

8

100%

100%

52

100%

63

100%

6

100%

100%

406

100%

143

100%

20

100%

100%

85

100%

112

100%

8

100%

100%

76

100%

92

100%

15

100%

100%

3

100%

38

100%

4

100%

100%

19%

100%

39%

100%

30%

100%

100%

38

100%

41

100%

42

100%

100%

97%

100%

97%

100%

100%

100%

100%

21%

100%

31%

100%

17%

100%

100%

0%

100%

50%

100%

0%

100%

100%

100%

100%

100%

100%

100%

100%

100%

40%

100%

30%

100%

0%

100%

100%

0%

100%

6%

100%

13%

100%

100%

0,4

100%

2,4

100%

0,0

100%

100%

0,0

100%

22,3

100%

0,0

100%

100%

0

100%

0

100%

0

100%

100%

7

100%

0

100%

15

100%

100%

129

100%

0

100%

100

100%

1 of 2

2010 data extrapolated to 100% FTEcoverage unless stated otherwise = FTE coverage of reported data

100%

100%

38%

521

100%

35

Where no data was available, we assumed 0.

Where no data was available, we assumed 0.

19-4-2011 - 11:29

36

Corporate Responsibility Supplement 2010

5.3 Data table CR report 2010 of DHV FTE FTE 2010 cover* coverage age ** ** Indicator Africa Asia

2010 *

9,587

Caring operations Energy consumption 100% 2,029 consumption 100% Total electricity

FTE covercoverage ** Europe (excl. the Netherlands) 2010 *

FTE FTE 2010 2010 data extrapolated to 100% 2010 FTE* covercovercoverage unless stated otherwise * age age = FTE coverage of reported data ** ** World-wide The Netherlands

100%

ND

GJ0%

0

100% 100% 0 100% Total other 0energy consumption building related

ND

GJ0%

0,205

100% 4,454 100% company 12,592 43% Total energy consumption car related

ND

GJ0%

101,199

9,792

6,484consumption Total Energy 100% 100% Electricity 801 per average FTE

ND

GJ

151,914

67%

ND

kwh/FTE 0%

100% 100% 0% Proportion0% of green electricity purchased % 100%

ND

% 0%

2,731

3%

3,148

FTE coverage ** Units North America 2010 *

15,740 1,679

35,317

99%

20,162

100%

2010 *

63,011

100%

98,235

9,587

100%

2,029

100%

0

20,205

100%

4,454

29,792

801

Data are not extrapolated, corresponding to the assumption that green 100% This way 3% we make 100% 36% 99% energy purchase agreements are59% known if existing. a conservative estimation. Where no data was available, we assumed 0.

0%

95%

100%

2,731

6,484 100%

2,284

2,753

2010 *

Africa

15,062 100% 0 15,398 99% are climate Asian and African offices controlled with electricity.

92%

FTE coverage **

Material consumption 46

9% 100% Total paper6consumption

15

90%

ND

tons 0%

137

77%

81

100%

46

9%

6

47

9% 9 100% 28 Paper consumption per average FTE

90%

ND

kg/FTE 0%

32

77%

40

100%

47

9%

9

0

68%

ND

thousand 0% km

5,316

88%

4,504

100%

0

100%

254

5,748

Business travel total kilometers 100% 254 Total Public transport 57% kilometers 18 100% 2,732 100% 241 Total Air kilometers

68%

ND

thousand 0% km

27,736

95%

17,626

100%

5,748

100%

2,732

7,045

100% Total Car1,053 kilometers 100%

43%

ND

thousand 0% km

Car travel includes all kms with lease, company and hired cars as well as 28,172 100% 7,045 100% 41,937 92% declared kms of business travel with private cars.

1,053

100% 360 kilometers 57% per average 34 Public transport FTE 68%

ND

km/FTE 0%

1,237

88%

2,215

100%

0

100%

360

5,895

100% 3,881per average 100% FTE Air kilometers

68%

ND

km/FTE 0%

6,456

95%

8,666

100%

5,895

100%

3,881

7,225

100% 1,496 per average 100% FTE 9,656 Car kilometers

43%

ND

km/FTE 0%

9,762

92%

13,851

100%

7,225

100%

1,496

494

5,031

Business travel average km per FTE 0

2,157 0

1,612 684 0

4,453

4,567

48% 0%

36%

15%

463

CO2 emissions 100% 494 from electricity 100% 469 67% CO2 emissions 100% 0 100% building 0related energy 89% CO2 emissions from other 100% 309 from total 100%car travel 941 67% CO2 emissions 100% 325 from air 100% 29 68% CO2 emissions travel kilometers 100% 0 100% 0 100% CO2 emissions compensated 100% 100% 1,439 78% Total Net1,128 CO2 emissions 100% 1,603 100% 2,762 73% Total CO2 footprint per average FTE Composition of CO2 footprint 44% electricity 33% CO2 emissions 0% other building related 0% energy CO2 emissions 27% car travel 65% CO2 emissions 29% air travel 2% CO2 emissions

ND

tons 0%

4,106

95%

918

100%

2,157

100%

ND

tons 0%

786

97%

771

100%

0

100%

0

ND

tons 0%

7,528

96%

4,586

100%

1,612

100%

309

ND

tons 0%

3,301

95%

2,097

100%

684

100%

325

0

tons 100%

0

100%

0

ND

tons 0%

100%

4,453

100%

1,128

ND

kg/FTE 0%

4,116 emissions.

100% 3,660 excluding 96% CO2 footprint compensated

4,567

100%

1,603

ND

% (rounded)

26%

11%

48%

ND

% (rounded)

5%

9%

0%

0%

ND

% (rounded)

48%

55%

36%

27%

ND

% (rounded)

21%

25%

15%

29%

0 15,721 100% Where no data was available, we assumed 0.100% 0

96%

* Conversion factors for CO2 emissions factor Electricity CO2 Emissions from Purchased Electricity. Version 3.0. December 2007. GHG" country specific NaturalGreenhouse gas uidelines for National Gas Inventories on Natural Gas" 1m3 = 1,7756 kg CO2 Oil uidelines for National Greenhouse Gas Inventories on Fuel Oil" 1kg = 0.8 litre = 1.98528 kg CO2 District HeatingTechnology for the 21th century (IEA publication)" - assumed uidelines and Environmental 1GJ = 30,04 48% kg CHP Gasoline uidelines for National Greenhouse Gas Inventories on Gasoline" 1l = 2.1954 kg CO2 Diesel Greenhouse Gas Inventories on Diesel" uidelines for National 1l = 2,7479 kg CO2 Kilometers business RA data on medium petrolof cars 2007 travel for private cars 1km = 0,20825 kg CO2 Kilometers of business air travel on medium haul 1 passenger km = 0,119 kg CO2

Data clarification 2 of 2 table 2010 (hardcopy)

8,373

44%

source "WRI: Indirect CO2 Emissions from Purcha "2006 IPCC Guidelines for National Green "2006 IPCC Guidelines for National Green "2006 IPCC Guidelines and Environmental "2006 IPCC Guidelines for National Green "2006 IPCC Guidelines for National Green GHG UK DEFRA data on medium petrol ca GHG UK data on medium haul

19-4-2011 2 of 2

Corporate Responsibility Supplement 2010

37

FTE FTE FTE FTE FTE FTE FTE FTE FTE FTE FTE 2010 FTE FTE FTE2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 data to 2010 data extrapolated to 100% FTE2010 data extrapolated extrapolated to 100% 100% FTEcovercovercover- unless covercover* cover** covercover* cover** covercover* cover** covercover* covercover- coverage unless stated otherwise coverage coverage unless*stated stated otherwise otherwise age age age age age age age age age age age age age == FTE data FTE coverage coverage of of reported reported data = FTE coverage of reported data ** ** ** ** ** ** ** ** ** ** ** (excl. the ** ** Europe Europe (excl. (excl. the the Europe The aa Netherlands Asia Africa Netherlands) North America North America America Asia Netherlands) Asia North Netherlands)

20,162 100% 100%

100% 2,029 2,029

15,062 100% 100%

100% 00

63,011 100% 100%

100% 4,454 4,454

98,235

6,484 6,484

9,587 100% 100% 100% 100% 0 20,205 100% 100% 29,792

100% 3,148 3,148

2,029 100% 100%

100% ND ND

3,148 0% 0%

100% 100% 0

100% ND ND

00% 0%

100% 12,592 12,592

4,454 43% 43%

100% ND ND

12,592 0% 0%

15,740 15,740

6,484

ND ND

15,740

100% 00

100%

ND

0%

100% NDoffices 0% Asian Asian and and African African offices are are climate climate Asian controlled controlled and African with with electricity. electricity. offices are climate controlled with electrici 43%

ND

0%

ND

2,753 100% 100%

100% 801 801

2,731 100% 100%

100% 1,679 1,679

801 67% 67%

100% ND ND

1,679 0% 0%

67%

ND

0%

59% 100% 100%

100% 0% 0%

3% 100% 100%

100% 0% 0%

0% 100% 100%

100% ND ND

0% 0% 0%

81 9% 9%

100% 66

100% 46 100%

9% 15 15

90% 690%

100% ND ND

15 0% 0%

90%

ND

0%

40 9% 9%

100% 99

100% 47 100%

9% 28 28

90% 990%

100% ND ND

28 0% 0%

90%

ND

0%

Data Data are are not not extrapolated, extrapolated, corresponding corresponding Data are to tonot the theextrapolated, assumption assumption that that corresponding green green to the assumption 100%purchase ND 0%are energy energy purchase agreements agreements are known known energyififpurchase existing. existing. This agreements This way way we we are make make known aa if existing. This way conservative conservative estimation. estimation. Where Where no noconservative data data was was available, available, estimation. we we assumed assumed Where no0.

0.data was available, we a

4,504 100% 100%

100% 254 254

57% 057%

100% 18 18

254 68% 68%

57% ND ND

18 0% 0%

68%

ND

0%

17,626 100% 100%

100% 2,732 2,732

5,748 100% 100%

100% 241 241

2,732 68% 68%

100% ND ND

241 0% 0%

68%

ND

0%

28,172 100% 100%

100% 1,053 1,053

7,045 100% 100%

100% 5,031 5,031

1,053 43% 43%

100% ND ND

5,031 0% 0%

2,215 100% 100%

100% 360 360

57% 057%

100% 34 34

360 68% 68%

57% ND ND

34 0% 0%

68%

ND

0%

8,666 100% 100%

100% 3,881 3,881

5,895 100% 100%

100% 463 463

3,881 68% 68%

100% ND ND

463 0% 0%

68%

ND

0%

13,851 100% 100%

100% 1,496 1,496

7,225 100% 100%

100% 9,656 9,656

1,496 43% 43%

100% ND ND

9,656 0% 0%

43%

ND

0%

918 100% 100%

100% 494 494

2,157 100% 100%

100% 469 469

494 67% 67%

100% ND ND

469 0% 0%

67%

ND

0%

771 100% 100%

100% 00

100% 00

89% 089%

100% ND ND

00% 0%

89%

ND

0%

4,586 100% 100%

100% 309 309

1,612 100% 100%

100% 941 941

309 67% 67%

100% ND ND

941 0% 0%

67%

ND

0%

2,097 100% 100%

100% 325 325

684 100% 100%

100% 29 29

325 68% 68%

100% ND ND

29 0% 0%

68%

ND

0%

100% 100% 0

100% 00

100% 100% 0

100% 00

100% 100% 0

100% 00

100% 100% 0

100% 100% 0

8,373 100% 100%

100% 1,128 1,128

4,453 100% 100%

100% 1,439 1,439

1,128 78% 78%

100% ND ND

1,439 0% 0%

4,116 100% 100%

100% 1,603 1,603

4,567 100% 100%

100% 2,762 2,762

1,603 73% 73%

100% ND ND

2,762 0% 0%

Car Car travel travel includes includes all all kms kms with with lease, lease, Car company company travel includes and and hired hired all kms cars cars with as as well lease, well as ascompany and hired ca 43% ND 0% declared declared kms kms of of business business travel travel with with declared private privatekms cars. cars.of business travel with private cars.

100%no 0 available, 100% Where Where no data data was was available, we we assumed assumed Where no0.

0.data was available, we assumed 0.

78%

ND

0%

73% ND 0% CO2 CO2 footprint footprint excluding excluding compensated compensated CO2emissions. emissions. footprint excluding compensated emissions.

11%

44% 44%

48%

33% 33%

44%

ND ND

33%

ND

9%

0% 0%

0%

0% 0%

0%

ND ND

0%

ND

55%

27% 27%

36%

65% 65%

27%

ND ND

65%

ND

25%

29% 29%

15%

2% 2%

29%

ND ND

2%

ND

source "WRI: IndirectElectricity.

CO2 Emissions Version 3.0. December 2007. GHG" ssions ssions from from Purchased Purchased Electricity.

Version Versionfrom 3.0.

3.0.Purchased December December Electricity.

2007.

2007. GHG" GHG" "2006 IPCC Guidelines for National Greenhouse for or National National Greenhouse Greenhouse Gas Gas Inventories Inventories on on Natural Natural Gas" Gas" Gas Inventories on Natural Gas" "2006 IPCC Guidelines for National Greenhouse Gas Inventories on Fuel Oil" for or National National Greenhouse Greenhouse Gas Gas Inventories Inventories on on Fuel Fuel Oil" Oil" "2006 IPCC Guidelines Environmental Technology for the 21th century (IEA and and Environmental Environmental Technology Technology for forand the the 21th 21th century century (IEA (IEA publication)" publication)" -- assumed assumed 48% 48% CHP CHPpublication)" - assumed 48% CHP "2006 IPCC Guidelines for National Greenhouse Gas Inventories on Gasoline" for or National National Greenhouse Greenhouse Gas Gas Inventories Inventories on on Gasoline" Gasoline" "2006 IPCC Guidelines for National Greenhouse Gas Inventories on Diesel" for or National National Greenhouse Greenhouse Gas Gas Inventories Inventories on on Diesel" Diesel" DEFRA nn medium medium GHG petrol petrolUK cars cars 2007 2007 data on medium petrol cars 2007 GHG UK data on medium haul m m haul haul

22 of of 22

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Corporate Responsibility Supplement 2010

4.4 Glossary and definitions BCF BEE BIMC BIMS Business Groups Business Principles CoP CR CSI CSR EB EC EDP FTE FY GRI GSP IDA IMM KPI MDP NGO PwC Regions SB Tender Board The Group

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

Black-Economic-Empowerment: national diversity policy in South Africa, a.k.a. BBBEE (Broad Based Black Economic Empowerment) Business Integrity Management Committee Business Integrity Management System: the framework of business integrity management system Business entities that work primarily across regions. The DHV Group currently has one Business Group, Aviation. (Other entities are primarily organized and managed by region.)

Business Principles, a.k.a. Global Code of Business Principles. Foundation document of the DHV Group, which provides a compass for behavior.

Community of Practice. A group with a common topic of interest. Most frequently used to refer to the collaboration webpage of such a group.

Corporate Responsibility (equivalent to CSR) Corporate Social Investment (strictly community investment and engagement) Corporate Social Responsibility (equivalent to CR) Executive Board: governance body consisting of the Group President, Vice President and Chief Financial Officer.

Executive Council: governance body consisting of Executive Board and the directors of regions, business groups and the Holding.

Executive Development Program Full-time equivalent Financial Year Global Reporting Initiative Group Strategy Paper: internal document defining five year strategy ( Vision 2015, Step Change).

International Development Agency: international financing organizations relating to development aid, e.g. the World Bank.

International Management Meeting: the assembly of the senior management of DHV Group.

Key performance indicator Management Development Program Non-governmental organization PricewaterhouseCoopers Accountants N.V. (Our External Assurance Provider) The DHV Group is organized in four Regions: Europe; Asia; North America; Africa. Since the Netherlands is approximately 50% of our operations, it is often highlighted separately.

Supervisory Board: highest governance body, members are external to the company.

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

The DHV Group of companies.

Corporate Responsibility Supplement 2010

4.5 Statement GRI Application Level Check

39

40

Corporate Responsibility Supplement 2010

Colophon Production DHV Communications T +31 33 468 20 15 dhvgroup.com/annualreport Cover picture Charles Corbett Publication date May 2011 Copyright DHV. No part of these specifications/printed matter may be reproduced and/or published by print, photocopy, microfilm or by any other means, without the prior written permission of DHV B.V.; nor may they be used, without such permission, for any purposes other than that for which they were produced.

We are a company for people from people, working in partnership with our clients to deliver innovative, quality solutions for the sustainable

DHV Group P.O. Box 219 3800 AE Amersfoort The Netherlands T +31 33 468 37 00 E info@dhvgroup.com www.dhvgroup.com

WD-11-02-025

development of our living environment.