Innovative Technologiesa n n ua l r e v i e w 2 0 1 2

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Innovative Technologiesa n n ua l r e v i e w 2 0 1 2

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‘Strukton’s work is geared to enabling end users to live, work,

travel, study and relax in comfort, as these students are doing in the

ROC college, a regional training centre in Twente. The college is

housed in an old iron foundry. Strukton is responsible for the

building’s maintenance under a performance-based maintenance

contract for a period of ten years.’

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Contents

Annual Review 2012

In addition to this Annual Review, you can find Strukton’s complete Annual Report online at www.strukton.com/annualreport. Both the Annual Report and the Annual Review are also available in Dutch.The theme of the 2012 reports is ‘innovative technologies’.

Strukton Groep nvWestkanaaldijk 2, UtrechtThe NetherlandsPO Box 10253600 BA MaarssenThe Netherlands Telephone +31 (0)30 248 69 11E-mail info@strukton.comWebsite www.strukton.com

Registered in the Trade Register of the Chamber of Commerce in Utrecht under number 30004006.

Key figures 6Profile 8Report by the Group Management Board 10Rail systems 14Civil infrastructure 16Buildings 18

Themed section: Innovative Technologies 20■ Strukton’s preventive maintenance and malfunction diagnosis system 22■ Lightweight traction system 22■ Immersion 24■ Open porous asphalt 24■ Air conditioning system 26■ Remote technical management 26

Corporate social responsibility 28Financial results 34Consolidated statement of financial position 40Consolidated statement of income 41Consolidated statement of cash flows 42Composition of the management 43Names and addresses 46The world of Strukton 54Overview of Strukton companies 57Acknowledgements 60

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Key figures (amounts in millions of euros)

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2012 2011 2010 2009 2008

Revenue 1.354,3 1.318,0 1.437,5 1.368,2 1.249,2

Operational result (EBITDA) 45,6 55,3 57,6 37,0 55,9

Operating result (EBIT) 19,5 24,1 (6,4) 8,8 29,0

Profit for the period 18,2 14,4 (15,5) 0,8 14,3

Cash flow

• Operational

> Regular  (13,1) (10,6) 38,5 56,9 22,1

> PPP projects (11,4) (29,1) (76,3) (70,5) (30,5)

• Investments (34,2) 13,0 (5,8) (25,6) (26,0)

• Financing

> Regular  (8,9) (9,2) (9,4) (4,3) (20,1)

> PPP projects 7,2 28,5 62,7 72,5 35,7

• Translation differences (0,1) - (0,1) - -

Total cash flow (60,4) (7,4) 9,6 29,0 (18,8)

Additions to property, plant and equipment 21,3 19,7 16,7 18,3 25,8

Depreciation/impairment of property, plant and equipment 22,0 27,4 64,0 28,2 26,9

Excluding consolidation of non-recourse PPP project

Balance-sheet total 802,6 728,9 775,7 826,4 818,7

Capital employed 244,1 177,7 179,2 235,2 234,7

Net cash (debt) (32,8) 16,3 0,4 (52,2) (51,8)

Solvency (%) 26,3 26,6 23,1 22,1 22,3

Return on capital employed (%) 8,1 13,2 (3,6) 3,7 12,4

Order book at year-end 1.946,0 1.985,0 2.065,0 1.858,0 1.639,0

Including consolidation of non-recourse PPP projects

Balance-sheet total 855,8 803,5 968,2 945,3 862,6

Total equity/group equity 205,7 186,8 166,7 172,2 171,9

Capital employed 295,8 249,4 365,7 347,2 273,3

Net cash (debt) (90,1) (62,6) (198,9) (174,9) (101,4)

Solvency (%) 24,0 23,2 17,2 18,2 19,9

Profit for the period as % of average equity 9,3 8,1 (9,1) 0,5 8,1

Profit for the period as % of revenue 1,3 1,1 (1,1) 0,1 1,1

2012 2011 2010 2009 2008

Non-financial indicators

Average number of employees * 5,873 5,906 6,159 6,232 5,962

Sickness absence (%) 4.4 4.6 5.4 5.4 5.1

Accident frequency (IF index) 7.0 7.5 8.4 8.7 9.0

Average duration of sickness absence 18.0 29 25 21 24

Accident rate 9.3 10.3 15.1 12.6 16.2

Frequency rate 0.5 0.6 0.8 0.7 0.9

Expenditure on management development and training 8.0 6.9 8.7 8.7 8.1

Percentage of staff reviewed (%) 98.0 95.2 92.6 88.0 88.4

CO2 emissions (in tons) * * 51,294 41,836 48,017 45,859 -

Waste (in tons) * * * 8,125 - - - -

* The average number of employees relates to the company as a whole. The other figures only relate to the 4,963 employees in the Netherlands.

* * The increase in the emissions was caused by the acquisition of new business units.

The absolute level of CO2 emissions has increased, but the reduction target of 2% in proportion to turnover has been achieved comfortably

The emissions cover Scopes 1 and 2 plus part of Scope 3, i.e. the commute to work and air travel.

* * * At present, 75% of the waste streams of Strukton Bouw, Strukton Civiel and Strukton Worksphere have been analysed, with the exception of the

demolition waste. More than half of this 75% has been recycled. The aim is to have analysed Strukton Rail's waste streams, demolition waste and

the remaining 25% entirely by the end of 2014.

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PhilosophyStrukton’s starting point is the functionality and lifespan of buildings and civil engineering infrastructure. That is why the company prefers integrated contract forms that create opportunities for quality, comfort and sustainability. Some examples of such integrated contract forms are Design and Build (DB), Design, Build, Finance, Maintain and Operate (DBFMO), Energy Service Companies (ESCo) and Performance-Based Maintenance (PBM).

StrategyStrukton’s strength lies in realising complex projects in complex environments. That strength results from its integrated approach in combination with the use of innovative technology. Strukton’s aim is to provide even greater added value, which will enable it to develop a distinct identity and position in the market. Clients need to realise that they can rely on Strukton, that they will get value for money and that they can expect cutting-edge solutions. Strukton focuses on mobility, public transport hubs and uninterrupted operation.The core strategic themes are:• the mindset of the company’s employees, as that is what determines Strukton’s

distinctive capabilities• the expansion of the construction chain in both length and breadth• the further development of market niches, both in the Netherlands and elsewhere

Profi le

Strukton offers integrated concepts for infrastructure and buildings that make use

of specialist technology. Our goal is to enable end users to live, work, travel, study

and relax in comfort. Strukton operates in three markets:■ Rail systems: rail infrastructure, track vehicles and mobility systems (Strukton Rail)■ Civil infrastructure: civil infrastructure (Strukton Civiel)■ Buildings: the design, execution (buildings and installed systems) and management

and maintenance (structural, installed systems and energy) (Strukton Bouw

and Strukton Worksphere)

Strukton Integrale Projecten operates in each of these markets as well as in

multi-market projects, focusing on PPP projects, new concepts, in-house initiatives

and fi nancing solutions.

MindsetStrukton staff not only have a good grounding in their disciplines, they also take the initiative to come up with innovative solutions. They consider problems from the client’s perspective and then suggest new, sustainable concepts and solutions.

CSR policyStrukton conducts its business in a socially responsible manner, setting an example to others in the sector. Strukton thinks in terms of lifespan; it can achieve a great deal for clients, for instance by making buildings more sustainable and by providing employment opportunities locally (social returns). Staff are also encouraged always to weigh up explicitly what is best for people, the environment and the business.

Revenue in 2012■ Rail systems € 573.8 million■ Civil infrastructure € 407.1 million■ Strukton Bouw € 154.2 million■ Strukton Worksphere € 219.2 million

In 2012, Strukton had an average of 5,873 employees and achieved revenue of EUR 1,354.3 million.

For more information on:■ Strukton and its markets: www.strukton.com■ The financial situation

and the financial statements: www.strukton.com/annual report■ Risk management and corporate governance: www.strukton.com

(see ‘Finance and Governance’)■ Strukton’s CSR policy: www.strukton.com/csr■ Strukton as an employer: www.werkenbijstrukton.nl

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Report by the Group

Management

Strukton achieved a reasonable result in 2012, certainly considering the current

market conditions. Strukton expects it will be a few years before the market shows

signs of recovery. That is one reason why a decision was made in 2012 for a more

international deployment of Strukton’s specialist skills. In addition, Strukton is opting

for an integrated approach to contracts wherever possible. This fits in well with the

developments in the market, where customers prefer to hand over all responsibility

for a project for a relatively long period.

Result and revenueStrukton achieved a reasonable result. The poor market conditions have resulted in a decrease in the operational result compared with 2011. The net result is higher than in 2011 due to two one-off gains. These are the negative goodwill relating to the acquisition of the road construction company Ooms Nederland Holding bv and the tax gain following the formal liquidation of a foreign operation.Revenue in 2012 was slightly up on the previous year. This is largely due to the acquisition of the road construction activities of Ooms Nederland Holding bv. If this acquisition is excluded, there was a slight fall in revenue. The projects for the A2 motorway in Maastricht (known as the Groene Loper, or Green Carpet) and the A15 Maasvlakte-Vaanplein motorway section near Rotterdam, both of which entered the full execution phase in 2012, had a positive impact on revenue.Strukton is still having to cope with a contracting market. The effects of the reces-sion are being felt in many sectors, but the impact is even greater in the building industry, in part because public authorities are cutting back on expenditure. Investments are still being made in infrastructure, but it is increasingly difficult to win contracts. While the intention within the sector is to make quality the most important in tenders, in practice it is still often the price being quoted for the job that is the determining factor.The order book at the end of 2012 was on a level with that at the end of 2011. Strukton invested heavily in tenders in 2012. That resulted in a number of success-ful bids, including the award of the Meppelerdiep Lock project and the Bestevaer joint venture involving the Admiraal De Ruyter Hospital in the province of Zeeland, Strukton Worksphere and Facilicom. In addition, Strukton Rail won new contracts

for the management and maintenance of two rail networks in Stockholm. Strukton did not manage to add any new PPP projects to its order book in 2012. The company was unable to do anything about the turn of events in the tender for the RegioTram Groningen project; it was cancelled at the end of 2012, during the final phase of the tender, because of political developments. Strukton was one of the two remaining parties for this order and had invested heavily in getting this tender awarded. It goes without saying that this unsuccessful investment had a negative impact on the result. Strukton feels a need to underline the importance of professional commissioning practice; this is a prerequisite if the PPP is to remain a feasible contract form in the future. Taking part in a tender involves substantial investments in terms of both people and resources. It is therefore essential to be able to rely on the client, who in turn is dependent on there being sufficient parties prepared to make a bid. Withdraw-ing contracts from the market, certainly at such a late stage in the tendering process, puts the participation of potential contractors under pressure.

MarketsIn 2012, Strukton took things further in fostering an integrated approach within the company. This is a logical step that ties in with the developments in the market, where customers are demanding integrated solutions and prefer to hand over all responsibil-ity for a project for a relatively long period. Strukton operates in three markets: rail systems, civil infrastructure and buildings.The integrated approach in combination with the use of innovative technology means Strukton is able to execute large, complex projects.

■ Rail systems In 2012, Strukton Rail focused on the consolidation and standardisation of work processes. Strukton Rail operates in the European market and its equipment is even being used in Australia. In the Netherlands, the prices in tenders for track main-tenance have fallen to their lowest ever level. In this market, Strukton continues to champion the cause of high-quality tracks, professional skills and safety in the longer term. Strukton Rail performed well in Sweden and Belgium, and Strukton Systems also achieved strong results. The transfer of 50% of the shares in Europool, the parent company of Eurailscout, to the French rail company SNCF offers opportu-nities in the French railway market. The remaining 50% of the shares are still owned by Strukton Rail. Strukton Rail is also investigating the opportunities in international niche markets, including the fields of asset management, rolling stock

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Report by the Group Management

and POSS, the preventive maintenance and malfunction diagnosis system developed by Strukton.

■ Civil infrastructure The acquisition of road construction company Ooms gave Strukton Civiel a growth spurt. In addition, the Groene Loper (Green Carpet) project for the A2 motorway in Maastricht and the A15 Maasvlakte-Vaanplein project on the motorway section near Rotterdam both entered the full execution phase, which increased Strukton Civiel’s revenue by EUR 108 million. Strukton Civiel’s subsidiaries delivered a reasonable performance, with Terracon making a particularly positive contribution. Despite put-ting in considerable effort, Strukton Civiel and Strukton Integrale Projecten achieved insufficient success in tenders. The plan is to increase the success rate by focusing more. Also, more explicit consideration will be given to opportunities in countries other than the Netherlands where Strukton Civiel can be of service to clients with its specialist areas of knowledge – including immersion techniques, underwater concrete, foundation technology and bitumen expertise.

■ Buildings In 2012, Strukton Worksphere and Strukton Bouw further intensified their collabora-tion so that they could serve the buildings market even better. Clients increasingly prefer to outsource the care for their buildings on the basis of performance-related contracts and defined functionality rather than detailed agreements with precise specifications. Strukton can shoulder the burden for such clients by taking on the responsibility for the design, the execution (of buildings and installed systems) and the management and maintenance (structural, the installed systems and energy). Strukton can also take over the task of finding funding by getting the financial man-agers of Strukton Integrale Projecten involved in the project. This lets clients concen-trate on their primary process while being ensured of a safe, comfortable, sustainable environment for working and staying in. Strukton Worksphere recorded a positive result in 2012. The PPP projects for the Education Executive Agency’s (DUO) and the Dutch Tax and Customs Administration’s office in Groningen, the Kromhout Barracks and the Ministry of Finance are in the operational phase and going according to plan. The efforts put into tenders, where Strukton Integrale Projecten contributed its expertise, led to various new contracts. Strukton Bouw had a difficult year because of the continuing recession.

SustainabilityStrukton sees corporate social responsibility as a natural part of its business activi-ties. Thinking in terms of lifespan is in the company’s DNA, as is demonstrated by the care taken in the disposal of waste materials, the responsible use of energy and the efforts to ensure a safe working environment. Sustainability is given full consideration in projects and tenders, in part at the request of customers. Strukton’s high score in the CO2 performance ladder puts it at an advantage when tenders are being awarded. Strukton is also increasingly being asked by customers to implement sustainable innovations.

OutlookIn 2013, as in previous years, Strukton will be investing in innovative technologies to enable it to stand out even more from the crowd. This means a high priority is given to sharing knowledge within the organisation. One way of doing that is by setting up the MEAT library as a central depository for know-how. This library contains all the documents we have developed over the past few years in bids for the Most Economi-cally Advantageous Tenders (MEAT), for example on managing the environment.Strukton also has plans to set up a research and development centre in the region of Twente in the eastern Netherlands. We want to use that centre to develop new technologies and refine existing technologies in order to strengthen our position as an innovative, state-of-the-art organisation. Some examples are the further develop-ment of traction systems and inspection trains, or technical systems for tunnels and traffic regulation. It is even more important to stand out from the rest when markets are so challenging. It requires a great deal of resilience from Strukton’s staff to keep putting in that little bit extra that is required in these tough economic times. I appreciate their loyalty and want to thank them for their effort, which has let us achieve these positive results. I want to work together with them to build an even better company for the future.

Utrecht, 5 April 2013

Gerard Sanderink Chairman of the Group Management Board

International

markets can benefit

from Strukton Rail’s

niche products

such as POSS,

Strukton’s preventive

maintenance and

malfunction

diagnosis system.

Strukton

will continue

to invest in

innovative

technology

in 2013.

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Rail systems

Strukton Rail achieved

a reasonable result in 2012,

certainly when considering the

awkward market conditions.

Sales were good, and on

a level with 2011. Strukton

is emphatically making

the case for responsible

rail management that will

safeguard the quality of the

tracks in the longer term.

ResultIn 2012, Strukton Rail achieved revenue of 573.8 million euros. The operational result came to 27.8 million euros. In the Netherlands, Strukton Rail booked a positive result in a very tense market. The results in Belgium, Sweden and Denmark were good and the market is growing. Strukton Rail achieved a break-even result in Germany and was able to keep its head comfortably above water in the shrinking market in Italy. Strukton Systems achieved a profit, while Strukton Rolling Stock made a slight loss. Investments in various products and developments do, however, offer good prospects. Eurailscout achieved a break-even result in 2012.

AcquisitionsIn 2012, Strukton Rail acquired a 50% stake in A1 Electronics. The components produced by A1 Electronics are strategically important for Strukton Systems and Strukton Rolling Stock. The PCBs and electrical and electronic components made by A1 Electronics are used in train systems, among other things. This purchase means that the quality remains assured.In addition, Strukton Rail has taken over Centric TSolve as of 1 January 2013, a specialist in high-quality electronics, embedded software and project management.

StrategyIn 2012, the strategy of contributing as a European company to attractive rail travel and freight transport both in Europe and elsewhere, was continued unaltered. The focus of the strategy lies in maintaining and expanding the scale of activities in the European countries in which Strukton Rail is based, in order to ensure good utilisation rates for the highly mechanised production machinery. We are constantly on the lookout for

opportunities around the world for the specialist fields of the Strukton Systems, Strukton Rolling Stock, Strukton Rail Equipment and our associate Eurailscout.

PhilosophyStrukton Rail took the initiative in 2012 along with the consultancy and engineering company Movares to develop a vision for the Dutch railways on behalf of the entire rail sector. The essence ofthe vision is that a simple, robust rail system must be created, based on a broadly backed long-term view. This is the only way in which the rail sec-tor can make a meaningful contribution to keeping the Netherlands sustainable and economically vital.The tracks in the Netherlands are some of the busiest routes in the world. This means it is crucially important that the tracks are properly maintained. In this market, with prices under severe pressure, Strukton is championing the cause of high-quality tracks, professional skills and safety in the longer term. Strukton is in fa-vour of work on the tracks being done under conditions of healthy competition, which force bidders to work innovatively and efficiently. Qualitatively good track in the longer term demands more than just fault repairs: preventive maintenance is needed too.

SustainabilityJust as in previous years, Strukton Rail was able to retain its position on level 5 of the CO2 performance ladder. The company attained level 3 on the recently introduced safety ladder. In 2012, Strukton Rail managed to achieve a 4% reduction in its CO2 footprint (indexed for the production figures). This was helped by a more energy- conscious vehicle policy and other measures from the CO2 reduction programme.

Photos from left to right:• The new Strukton Rail workshop

in Zutphen became operational in 2012.

• The Riffgat wind farm will be supplying energy to the German grid from the summer of 2013.

• Monitoring points with the help of POSS on a tablet.

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Civil infrastructure

Strukton Civiel achieved

a reasonable result in 2012 in

a competitive market.

The year was all about two

mega-projects that built up a

full head of steam: the Groene

Loper (Green Carpet) for the

A2 motorway in Maastricht

and the PPP project for the

A15 Maasvlakte-Vaanplein

motorway section near

Rotterdam.

ResultStrukton Civiel managed to achieve revenue in 2012 of 407.1 million euros. The opera-tional result came to EUR 18.2 million. The order book is stable, both in terms of work nationwide and work at the regional level. This means that an improvement can be seen with respect to 2011.

StrategyOne of the goals of Strukton Civiel is to attain nationwide coverage as a road builder. This is the reason why the Ooms road construction business was added to the com-pany in January 2012. Ooms operates in the western Netherlands. Combined with the purchase of Reef Infra in 2006, which operates in the east of the country, Strukton Civiel is strengthening its nationwide coverage for road construction. The purchase will also put the company in a better position for large, integrated infrastructure con-tracts. Furthermore, a start was made during the financial year on the acquisition of the Rasenberg road construction business in the south of the country. The agreement for this acquisition was finalised early in 2013. Strukton Civiel’s strategy has three elements: large and complex national projects; regional and municipal assignments; and assignments where Strukton Civiel can use its specialist knowledge, both in the Netherlands and abroad.Strukton Civiel aims to be obtaining 20% of its revenue from projects abroad within the next five years. Tendering for international civil engineering

work is carefully targeted, with opportunities in the Middle East in particular. Strukton Civiel is also looking for opportunities to serve foreign clients with its spe-cialist fields of expertise: the immersion technology of Strukton Immersion Projects, the specialist foundation techniques of the subsidiary Terracon and the bitumen know-how of the subsidiary Ooms. Moreover, Strukton Civiel also follows up leads that are initiated by Oranjewoud, another company in the group. A great deal of attention is paid within Strukton Civiel to developing a more commercial mindset in order to encourage customer loyalty and make better use of leads.

SustainabilityStrukton is one of the driving forces behind Green Deal Beton Concreet 1.0, a covenant that was signed on 15 November 2012 by companies from the CSR network for concrete. It is the successor to the 2011 Green Deal Beton. The objective is to make the supply chain for concrete more sustainable, with a target of 100% by 2050. The signatories made agreements in 2012 for the shorter term. For instance, Green Deal Beton Concreet 1.0 states that the partners will use secondary raw materials where possible to make concrete and will use low-clinker cement and low-clinker concrete. Strukton Civiel has already used secondary concrete as a raw material, in the new buildings for the Education Executive Agency’s (DUO) and the Tax and Customs Administration’s office in Groningen. Strukton Civiel reused the concrete from the demolished office blocks for the underground car park.

Photos from left to right:• The contours of the double-decker

tunnel for the A2 motorway near Maastricht are already clearly visible.

• Work experience placements working on the A2 in Maastricht.

• Three tunnel segments for the North-South underground were immersed in the river IJ in 2012.

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Buildings

In 2012, Strukton Worksphere

and Strukton Bouw intensified

their collaboration further.

Strukton is thereby responding

to the client’s wishes, allowing

them to outsource the care for

their buildings in full. Strukton is

increasingly taking on the final

responsibility for managing this.

ResultStrukton Worksphere achieved a profit of EUR 5.1 million in 2012, which is an excellent achievement given the current market conditions. There are a lot of empty non-residential properties, even though a third of that market sector has already disappeared. Sales amounted to EUR 219.2 million.Strukton Bouw has suffered a great deal from the continuing recession, which led to a disappointing negative result of EUR 5.5 million. Sales were EUR 154.2 million.The consequence of this result and the shrinking order book is that small adjustments were needed in the workforce.Strukton Bouw acquired the Van Straten building firm in Eindhoven. The acquisition strengthens Strukton Bouw’s position in and around Eindhoven while also guarantee-ing the continuity of projects such as the International School Eindhoven.

StrategyA trend has arisen in recent years in the buildings market where the emphasis has shifted to restructuring and refurbishment instead of new construction. Strukton Worksphere and Strukton Bouw are responding to this by offering revitalisa-tion concepts that consider property from the point of view of its lifecycle. Buildings are being adapted to present-day demands in terms of comfort and layout, while at the same time being made much more energy efficient. Strukton has acquired considerable experience in this area by now and in 2012 it invested heavily in refining the details of this format. The company underlined its proven experience by embracing the campaign of former US president Bill Clinton. He wrote the book ‘Giving: how each of us can change the world’, in which he points the finger at buildings as the biggest polluters, responsible for 50% to 70% of CO2 emissions. Therefore, he makes the case

for improving the energy efficiency of offices. Strukton organised various lectures in 2012 in order to emphasise the importance of this and to put its expertise in this field in the spotlight. Strukton is increasingly taking on the final responsibility for managing this. The trend in the market is that clients are no longer bringing in various different parties for all the maintenance, but are instead outsourcing it to a single party that then manages it as a whole. The cooperation formats and contracts used in revitalisation offer scope for that.

SustainabilityIn 2012, Strukton Worksphere was involved in the launch of the ESCoNetwerk, a construction sector initiative started by Agentschap NL and other parties in the supply chain. This network is an independent platform for public and private parties, with the aim of encouraging better decision-making about Energy Service Companies (ESCos) by optimising the communication and information provision about them. The ESCoNetwerk investigates the options for various business cases and supports clients in formulating their tender requirements, including those relating to sustainability.The Clinton campaign was launched at the Dutch Green Building Week in September, an event at which Strukton was the main sponsor in 2012 - and will be again in 2013. On 16 January 2013, Strukton Worksphere published its self-reported NEN-ISO 26000 declaration on the NEN publication platform. This makes Strukton Worksphere the first installation and construction company in the Netherlands with this declaration.

Photos from left to right:• The Kromhout Barracks PPP project

in Utrecht.• The concert arena Ziggo Dome, that

can seat an audience of 17,000.• Strukton is responsible for the air

conditioning, lighting and fire safety in the Chassé Theatre in Breda.

Strukton looks for solutions to problems that seem insoluble, improves techniques that appear beyond improvement and is always trying to perfect its procedures. That is in the company’s DNA. Strukton’s aim is to use innovative technology to provide even more added value, which will enable it to develop a distinct identity and position in the market.

MonitoringA good example of an innovative technique that Strukton applies in all markets is monitoring. Here, monitoring means continuously observing and recording activities. This allows construction teams to take action and make corrections and adjustments in good time - immediately, if necessary.Strukton’s integrated approach is clearly in evidence here. For example, Strukton Rail and Strukton Civiel have jointly developed a system for monitoring excavations. It involves continuous measurements of such factors as earthmoving, water pressure and the positions of the adjoining areas. An alarm function ensures timely intervention if necessary. Strukton is using this form of monitoring in the widening of the A15 motorway between Maasvlakte and Vaanplein and in the Groene Loper project for the A2 in Maastricht.

RevitalisationAnother innovation frequently used by Strukton is revitalisation. Revitalising a building literally means breathing new life into it. One way of doing this is by changing the installed systems so that they satisfy modern-day requirements in terms of comfort and sustainability. To give an example, Strukton Worksphere revitalised nine swimming baths in Rotterdam (and made them more sustainable) via an Energy Service Company, set up by Strukton specifically for this project. A contract based on maintenance and energy performance, which is unique for the Netherlands, specifies the energy savings Strukton is to achieve. Those savings are substantial: the client can count on a guaranteed reduction in energy costs of 34%.Revitalisation is not just an option for buildings; bridges and trains can also get a new lease of life. For instance, Strukton Civiel is currently working on the renovation of the bridge over the Waal on the A50 motorway at Ewijk. These activities, which will extend the lifespan of the bridge by thirty years, were started in the autumn of 2012. Among other things, Strukton Civiel will be jacking up the entire bridge so that the clearance will comply with current shipping requirements. In addition, Strukton Civiel will be using special reinforced concrete in the bridge.Strukton Rolling Stock revitalises trains by replacing existing components and integrating new systems. One example is the metro trains in Toulouse, which Strukton Rolling Stock is upgrading, in part by replacing the auxiliary mains transformer.

The following pages describe more examples of innovative technology that Strukton uses to help you get ahead.

Innovative Technologies

Strukton’s strength lies in

realising complex construction

and infrastructure projects.

By combining innovative

technology with an integrated

approach, Strukton lets clients

get the maximum benefit from

its know-how and expertise.

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22 23

Innovative technologies for

rail systems

Malfunctions avoided through preventive maintenancePassengers nowadays expect as little disruption as possible in their rail travel. That is accordingly the goal of many politicians, railway operators and rail contractors. It is in their interests to avoid malfunctions wherever possible.One approach is to measure and monitor components that are particularly susceptible to malfunctions. POSS, Strukton’s preventive maintenance and malfunction diagnosis system, does this on a continual basis. It monitors elements including points, point heating, trains and level crossings. For sets of points, POSS uses measurement units housed in a casing next to the track rather than being fitted to the actual point. The advantage of this is that the track does not have to be taken out of service. POSS records power consumption by the points. If a set of points is using more power than usual, this could mean there is a stone in the way, for instance. POSS then immediately sends a signal. The railway operator or maintenance engineer can then take action, thus preventing a malfunction. Users can access the latest data from POSS at any time, wherever they are, by logging into the POSS cloud via the internet.

Light-weight power module for monorail systemsThe crucial element in a train is the traction system that drives it.The power module in the traction system transforms the voltage from the overhead line down to the right level for the engine. If it did not do this, the engine would explode. That is because the engine uses a constantly changing voltage: more as the train accelerates and less as it brakes.Strukton Rail delivers traction systems for various different kinds of trains: heavy-duty traction for locomotives pulling freight trains, medium traction for passenger trains and light traction for metro trains and trams, for instance. Strukton Rolling Stock designed the ultra-light power module for the monorail trains in Kuala Lumpur in Malaysia. The module weights only twenty kilos and the traction system in its entirety weighs less than one hundred kilos. Weight savings were achieved by using integrated switching circuits. This is crucial because a kilo extra can already upset the balance of the vehicle. The traction module components are driven by software developed by Strukton Rolling Stock in-house. This is the crux of the module; the components do nothing without the software.

POSS■ is available 24 hours a day, 7 days a week.

■ prevents 50% to 70% of all malfunctions.

■ monitors more than 3000 sets of points

around the world, making it the most

widely applied points monitoring system

in the world.

■ also monitors axle counters, point heating

and level crossings.

■ also keeps an eye on trains.

The ultra-light power module ■ weighs a mere 20 kilos.

The complete traction system

weighs only 100 kilosand

measures 1.4 x 0.56 x 0.32 m.

■ generates an awful lot of power

(300 kW) for a system that is so small.

24 25

Innovative technologies

for civil infrastructure

Immersing with military precisionStrukton receives requests from all around the world for the immersion of tunnels. Its development and immersion techniques let it immerse tunnel sections on the sea or river bed to an accuracy of one millimetre. Once the tunnel section has been placed on the bottom, it rests on temporary foundation tiles. Then it is moved into its precise final position using hydraulic lifting jacks and the connection to the entrance on land or the previous tunnel section is sealed to make it watertight.Strukton Civiel chose a slightly different approach when immersing the tunnel section under Amsterdam Central Station for the North-South underground as there was a danger of the river bed under the tunnel section being damaged by the weight of the tunnel. Strukton Civiel therefore decided to suspend the tunnel section temporarily from the station floor above the tunnel. After the tunnel section had been manoeuvred into the exact position, sand was pumped underneath it in the usual fashion and it could be detached from the station floor.

Asphalt with a longer lifespanIn the Netherlands, very open asphalt concrete (ZOAB) is used in road construction. At present, Strukton Civiel is working through the A-Lanes consortium on the widen-ing of the A15 motorway between Maasvlakte and Vaanplein. For this project it has developed a new type of asphalt in partnership with Ballast Nedam, Strabag and the Rijkswaterstaat: open porous asphalt with crushed stone chippings of no more than 8 millimetres. This is more durable than ZOAB thanks to the combination of specially prepared crushed stone, high quality polymer-modified bitumen and innovative application techniques. OPA-8 originated in Germany and has been developed further by Reef Infra and Ooms Civiel, both part of Strukton Civiel, in order to maximise its lifespan and noise reduction properties.A-Lanes expects OPA-8 to last at least twelve years, whereas ZOAB (of which a 2-layer version is used in the Netherlands) has to be replaced after eight years. The longer lifespan brings savings in terms of costs, waste and disruption to road users. What is more, OPA-8 also takes less time to apply: one layer is sufficient, as opposed to two layers for 2-layer ZOAB.

OPA-8■ lasts at least twelve years.

■ is being developed by Strukton Civiel

for the widening of the A15 motorway

between Maasvlakte and Vaanplein.

■ is applied in a single layer and is

easier to handle.

Immersion tunnels ■ The tunnel under the river IJ and Amster-

dam Central Station (700 metres) consists

of four tunnel sections. The tunnel section

under the station weights 21 thousand

tonnes, the remaining three weigh

12 thousand tonnes. The final tunnel

section was immersed in autumn 2012.

■ Two other major immersion projects

completed by Strukton Civiel are the

tunnels in South Korea (3.2 kilometres)

and Limerick in Ireland (500 metres).

26 27

Innovative technologies for buildings

Unique air conditioning system ensures a pleasant indoor climateStrukton designed a sustainable air conditioning system for the International School in Eindhoven that guarantees fresh air for the pupils. The system consists of two components. The first is an intelligent air conditioning unit produced for Strukton by the manufacturer Menerga. This controls the air intake, output and post-treatment. Then there is the distribution system that ensures the air is taken to the right places and that there is extraction where it is needed. There is a CO2 recorder in each room (mostly classrooms). It measures the amount of CO2 in a room, as breathed out by the schoolchildren in the room for instance. This is used to determine the variation in the amount of air supplied between a preset maximum and minimum. The air conditioning unit contains an adiabatic cooling system that uses the evaporation of water to generate cooling. Heat is needed to make water evaporate. The air conditioning unit extracts that heat from the warm air coming from the classrooms. Then the air is humidified intensively and cooled. Next, two heat exchangers transfer the cold to the warm air being supplied, so that cool air then flows to the classrooms.

Remote technical managementIn the past, Strukton Worksphere engineers used to visit clients with their toolboxes to carry out maintenance of technical installations and deal with malfunctions, but these days the technology is much more digital. That makes it possible for technical management to be carried out remotely. Sensors measure the performance of an installed system and send a signal if they detect deviations - and therefore potential malfunctions. The operator managing the installed system in the office can then send an engineer who can tackle the task effectively. He knows where the problem is and which parts he needs to take with him to deal with the malfunction. Another advantage of increased digitisation is that Strukton Worksphere is able to increase maintenance efficiency. The measurements show, for example, whether a filter needs to be replaced or whether it can last a bit longer. This lets Strukton Worksphere predict the need for maintenance, prevent malfunctions and optimise the performance of installed systems. And that means fewer malfunctions, lower costs, lower energy consumption and greater comfort for clients.

The air conditioning system■ guarantees sufficient fresh air at all times

in all the rooms at the International School

Eindhoven and it responds to changes

in a room.

■ uses an average of 75% to 80% less

energy than conventional systems. ■ uses 1 kWh of electricity in the summer

to supply an average of 6 kWh of cooling

power. In the winter the reversible heat

pump needs 1 kWh of electricity for

4.5 kWh of heat.

Remote technical management■ means through more efficient

maintenance. ■ leads to lower energy consumption. ■ increases comfort levels.

■ takes care of everything for the client.

■ is also of great value in tenders;

simulation tools can estimate the

potential for energy savings and

demonstrate the consequences

of design modifications.

28 29

Corporate social responsibility

Our actions are guided by the motto ‘Strukton thinks in terms of lifespans -

for projects, people and nature’. Strukton is convinced that this is necessary

for the continuity of the company. Both now and in the future, this basic

approach is the only way to be competitive and innovative as we work

on solving customers’ problems.

To an increasing extent, Strukton is helping its customers to achieve their own sustainability objectives, using the operational lifespan as the basis. A good exam-ple is making buildings more sustainable, a market in which Strukton is becoming more and more one of the ‘thought leaders’.Strukton has embraced the campaign of former president Bill Clinton for helping achieve this ambition, ‘Giving: how each of us can change the world’. This campaign was launched in September during the Dutch Green Building Week, of which Strukton was the main sponsor. During that week, sustainable initiatives in the building sector were put in the spotlight. The aim is to show the key role that sustainable buildings can play in more healthy and more sustainable communities. As the main sponsor, Strukton organised fifteen meetings all around the Netherlands in order to share knowledge with its clients and other interested parties about revitalising buildings and making them more sustainable. This is a field in which Strukton has now built up a great deal of experience, for instance via the ESCo format for the swimming baths in Rotterdam (maintenance and energy performance contracts), and we feel it is important that the experience acquired should be shared.

Five sustainability programmesSignificant steps were taken in 2012 to refine the implementation of corporate social responsibility within our company further. All the existing initiatives, innovations and projects were combined in five sustainability programmes: Sustainable mobility, Raw material recycling, IT & energy saving, In-house energy savings and Sustainable innovations.

■Programme 1: Sustainable mobilityThe ‘Sustainable mobility’ programme affects the main source of Strukton’s CO2 emissions: the vehicle fleet. Strukton is naturally making substantial efforts to re-duce these emissions. One of those measures is the e-Driver programme, for which a pilot was started in 2012. The e-Driver programme is an online course aimed both at the safety of the driver and passengers and at economical driving on the road. The pilot was extremely successful. Over 200 people took part in the pilot, achieving savings of 8% over the course of six months without major efforts. There are now about 1,800 staff following the e-Driver training courses.Another measure for restricting the emissions by the vehicle fleet is a change that was made to the lease arrangements. When choosing a new lease car, staff are required to select a model that runs on diesel. It is estimated that this will yield energy savings of 15%. The leasing arrangements will be modified further from 2013 and choosing a more economical car will be made even more attractive.The ‘Sustainable mobility’ programme also covers the use of electric vehicles, encouraging the use of public transport and the ‘Correct tyre pressures’ campaign. Strukton has also seen that increasing numbers of its staff are using video conferencing. That saves a large number of kilometres on the road, particularly when the meetings involve staff whose places of work are all around the Netherlands and beyond.

30 31

Corporate social responsibility

Videoconferencing has really taken off, particularly at Strukton Worksphere.Preparations were also made in 2012 for training courses in the ‘Powering Construc-tion Machines, New Style’. These training courses are a variant on ‘Driving, New Style’. They teach the operators of bulldozers how to use their earthmoving machines more economically. The first of these courses have now been given in 2013. ‘Power-ing Construction Machines, New Style’ involves cooperation between partners in the chain, Stichting Natuur en Milieu (the Dutch Nature and Environment Foundation) and BMWT (the association for the mobile equipment sector).

■Programme 2: Recycling raw materialsAfvalbank Nederland, the Strukton business unit that is responsible for processing and recycling waste streams from Strukton projects, has a key role in the ‘Raw materials recycling’ programme. Strukton sees this as the costs of failure and naturally wants to keep it as low as possible. From that perspective, preventing waste from being produced is the best approach.This also ensures the least possible environmental burden. If there is waste material, Strukton reuses it, as was done in the project for the Executive Education Agency’s (DUO) and the Tax and Customs Administration’s office in Groningen. Strukton has reused the concrete from the demolished office blocks for the underground car park. If recycling is not an option, we will make sure that the waste is used in an incineration system to generate energy. Dumping waste materials is the last resort.In 2012, 75% of the waste from projects was recycled through Afvalbank Nederland. In addition, more than 50% of all building and office waste is separated and recycled. Similarly, over 50% of the clean concrete waste generated is reused in new projects. In every project, we also keep track of how much raw materials Strukton uses and which types.

■Programme 3: IT & Energy SavingIn this programme, we look at the options for saving energy in IT applications. Strukton has now accumulated a great deal of knowledge about applying innovative techniques to make IT facilities more economical, such as using water to cool data centres. Obviously enough, Strukton uses these techniques in-house where pos-sible. An inventory in 2012 for instance showed that Strukton’s own IT facilities had already become extremely economical thanks to the measures that had been taken.

■Programme 4: In-house energy savingsStrukton uses the ‘In-house energy savings’ programme to cut down the energy consumption of its offices and project sites. LED lighting is used, for instance, as are energy-saving alternatives for heating buildings. A proportion of the buildings and projects were already running on green electricity in 2012, and Strukton has switched entirely to green electricity as of 1 January 2013.

■Programme 5: Sustainable innovationsStrukton is an innovative company. Many innovations focus on sustainability or have a sustainability aspect. The ‘Sustainable innovations’ programme bundles these inno-vations together. This refers to both technical innovations and process innovations. One example of a technical innovation is the use of OPA-8: ‘open porous asphalt’ with crushed stone of up to 8mm. This water-permeable asphalt lasts longer and can be applied in a single action. Together with Rijkswaterstaat (Directorate-General of Public Works and Water Management) and other companies from the construction sector, Strukton is working on optimising OPA-8.Under the motto of ‘intelligent construction’, Strukton is also looking at options for optimising the construction process, shortening throughput times and thereby minimising the nuisance for the customers and the end-users.

Strukton switched

entirely to green

electricity as of

1 January 2013.

32 33

SafetyIn 2012, Strukton and fifteen other parties signed the Governance Code declara-tion of intent entitled ‘Safety in the Construction Sector’. The Governance Code is a baseline for improving safety in construction projects, with the objective of making the safety aspect more professional in the construction sector. An initiative that fits in seamlessly with the development of the Governance Code is the ‘Partners in Safe Construction’ project, in which Strukton is also involved. The people involved in this project look for a handy and simple toolkit for improving safety when different parties are working together on the construction site, which is also called increasing chain integration. This is also involving less large companies - ones who are often subcontractors - in the efforts to bring safety in the construction industry up to the next level.Since 2011, Strukton has been involved in an investigation by TNO into quartz dust. This material, which is a component of stone and is released as dust for instance dur-ing drilling and grinding of concrete, affects the lungs in the longer term. Because earlier investigations showed that subcontractors are more often exposed to quartz dust than Strukton’s own staff, Strukton’s subcontractors were also included in the scope. TNO made baseline measurements in 2012 and analyse the current quartz dust burden. In 2013, TNO and Strukton will be taking measures together to limit or counteract the harmful effects of quartz dust. TNO will then measure the effect of these interventions. The results of the research are important for the entire Dutch construction sector and will therefore be made available to all interested parties.Naturally, within Strukton itself, there was also a great deal of attention to safety in 2012. For a number of years now, Strukton has been implementing the company-wide ‘Zero Accidents’ programme in order to raise awareness of the importance of safety. In 2012, it unfortunately became all too clear how crucial this is, both for Strukton’s staff and for subcontractors. The tragic accident on the railway near Mühlheim in Germany was a shock for the entire company. The accident costs three people their lives: the driver of a passenger train, an employee of Strukton Rail in Germany and a track worker who had been hired in by Strukton Rail in Germany. Some people were also injured. Fate also struck in December at the new construction work for the Inter-national School in Eindhoven. This tragic accident led to one fatality, an employee of a subcontractor, and three people were injured.

In addition to the company-wide safety programme, there were various initiatives and safety milestones at each of the operating companies in 2012. Strukton Rail quali-fied in 2012 on scale 3 of the safety ladder, a tool from ProRail for measurement and

continuous improvement of safety awareness and safety-conscious behaviour in com-panies. Strukton Rail also launched the Safety First campaign in 2012 to encourage safety awareness and safe practices. The Executive Board, project managers and lead foremen at Strukton Civiel took the Safety Masterclass to learn how to encourage staff to work safely. The masterclass will be followed up in 2013 with a safety campaign focusing primarily on behaviour and practices.At Strukton Worksphere, the board personally evaluates every accident involving loss of working time. Where applicable, the evaluations are also passed on to the manufacturers. In 2012, that led to modification of a particular type of ladder, which will be fitted with rubber feet to stop it slipping.Strukton Bouw used so-called ‘toolbox’ meetings in 2012, just as it did in previous years, at which safety instructions are given to construction site staff.Within Strukton in the Netherlands, there were 66 accidents resulting in absence in 2012, as opposed to 93 in 2011. This enormous drop occurred above all thanks to the low numbers of accidents involving loss of working time at Strukton Worksphere and Strukton Bouw, at 7 and 2 respectively. Strukton Worksphere achieved the milestone in 2012 of 500 successive days without any accidents leading to time off work.

DiversityThe Management and Supervision (Public and Private Companies) Act (Wet bestuur en toezicht), which came into effect on 1 January 2013, includes a best-effort commitment imposed on large companies that at least 30% of the Supervisory Board positions should be held by women and at least 30% held by men, insofar as those positions are held by natural persons. As there is just a single director, such a subdivision is not possible.

Corporate social responsibility

The company-wide

‘Zero Accidents’

programme raises

awareness of the

importance of safety.

34 35

Financial results

Operating performanceDespite the difficult market conditions, revenue rose slightly in 2012 and the final net profit was EUR 18.2 million. All operating companies except for Strukton Bouw made a positive contribution to the result.

Operating incomeRevenue rose slightly in 2012 to EUR 1,354.3 million. The civil infrastructure market in particular showed an increase in revenue. This increase is largely due to the acquisition of the road construction activities of Ooms Nederland Holding bv. The major projects for the A2 motorway in Maastricht (known as the Groene Loper, or Green Carpet) and the A15 Maasvlakte-Vaanplein motorway section near Rotterdam, both of which entered the full execution phase in 2012, had a positive impact on revenue. In the rail systems market, Strukton managed to either maintain or increase its revenue from the various activities. The discontinuation of the activities in Norway was almost entirely offset by the increase in the revenue from the business units Strukton Systems, Strukton Rolling Stock and Sweden. On balance, revenue fell only slightly in 2012. Strukton’s revenue in the stagnating buildings market decreased. There are two operating companies working in this market and both Strukton Bouw and Strukton Worksphere experienced a drop in the volume of activities. Operating revenue in the buildings market was higher in 2011 due to one-off items, in particular the sale of the 80% stake in Strukton Finance Holding.

There was hardly any change in the size of the order book, which remained high at EUR 1.9 billion. The order book for the rail systems and civil infrastructure markets is well filled. In the buildings market, Strukton Worksphere has a well-filled order book but there has been a decline in the order book for Strukton Bouw. The share of the order book accounted for by long-term PPP projects is EUR 429.9 million.

ResultThe operational result (EBITDA) in 2012 was EUR 45.6 million (2011: EUR 55.3 million). This is an acceptable achievement given the difficult market conditions. With the exception of Strukton Bouw, Strukton’s activities in all three markets made a positive contribution to the operational result.

Operational resultStrukton was able to improve on the operational result for 2011 in the rail systems market. The result stayed level despite the fiercer competition in the Dutch market. The operational result in this market has a broad base due to the wider range of product-market combinations and growth in the results from other countries

Operating income

■ Improvement in net result with a profit of EUR 18.2 million (2011: EUR 14.4 million)

■ Increase in revenue of 2.7% to EUR 1,354 million (2011: EUR 1,318 million)

■ Operational result of EUR 45.6 million (2011: EUR 55.3 million)

■ Dividend proposal: no dividend payments

■ Increase in solvency to 24.0% (2011:23.2%)

■ Size of order book virtually unchanged at EUR 1.9 billion (2011: EUR 2.0 billion)

In millions of EUR 2012 2011

■ Rail systems 573.8 585.9■ Civil infrastructure 407.1 298.8 Buildings:

■ Construction 154.2 181.2 ■ Worksphere 219.2 252.1

Total 1,354.3 1,318.0

36 37

Financial results

Operational result

In the civil infrastructure market, Strukton managed to increase its operational result in 2012 when compared with 2011 by more than EUR 8.1 million. Nearly all business units operating in this market made a positive contribution to the operational result. The acquisition of Ooms Nederland Holding bv was a contributory factor to the higher operational result. The acquisition also resulted in negative goodwill, which was recognised in the operational result for the civil infrastructure market.

Operating revenue in the buildings market was down in 2012 compared with 2011, partly due to one-off items pushing up the result in 2011, in particular the sale of the 80% stake in Strukton Finance Holding (PPP projects). The loss recorded by Strukton Bouw in 2012 is due to a write-down on property and setbacks in the execution of projects. Strukton Worksphere was able to maintain its operational result in a difficult market. The combination of a national spread in maintenance contracts and the execution of (new) building projects enabled a well-balanced development in the result.

In view of the market conditions in 2012, various business units have implemented a variety of cost-saving measures and adjustments have been made to the workforce.If the acquisitions in 2012 are excluded, the workforce decreased by 311 employees.

Operating result An operating result of EUR 19.5 million was achieved in 2012. The depreciation of property, plant and equipment and the amortisation of intangible assets in 2012 were on a level with 2011. Impairments of only EUR 0.3 million were recognised in 2012. The ‘Intangible assets’ item amounted to EUR 39.6 million in the end-of-year balance sheet for 2012.

There was a further improvement in the financial result in 2012 compared with the previous year. The loss of EUR 4.7 million meant that the financial result was 7.8% better than in 2011 (a loss of EUR 5.1 million). This improved financial result was helped by lower financing costs, in part due to the expiry of a long-term interest swap.

There was a tax gain of EUR 3.7 million in 2012 (2011: a tax loss of EUR 7.0 million). This tax gain is largely the result of the final (legal) liquidation of Strukton Rail’s holding company in Norway and the net effect of the negative goodwill recognised in the acquisition of Ooms Nederland Holding bv. In part because of these two non-recurring items, the net result for 2012 showed an improvement, ending at EUR 18.2 million (2011: EUR 14.4 million).

Operating result

in millions of EUR 2012 2011

■ Rail systems 27.8 27.0■ Civil infrastructure 18.2 10.1 Buildings:

■ Construction (5.5) 5.9 ■ Worksphere 5.1 12.3

Total 45.6 55.3

in millions of EUR 2012 2011

■ Operational result 45.6 55.3■ Depreciation of property, plant and equipment (21.9) (21.0)■ Amortisation of intangible assets (3.9) (3.8) ■ Impairments (0.3) (6.4)

Operating result 19.5 24.1

38 39

Acquisitions and disposalsOn 5 January 2012, Strukton Civiel acquired a 100% stake in Ooms Nederland Holding bv. This transaction involved Strukton Civiel taking over the infrastructure activities of Ooms Avenhorn Group bv. With this acquisition, Strukton has extended and deepened its activities in the civil infrastructure market. Ooms Nederland Holding bv employed approximately 350 employees. The acquisition sum was EUR 17.9 million. The activities are being continued within Strukton under the name of Ooms Civiel bv.

On 8 October 2012, Strukton Bouw acquired assets and liabilities from Van Straten Bouw bv and Van Straten Beheer en Onderhoud bv. Specifically, they concern Van Straten’s maintenance activities. The acquisition sum was EUR 1.0 million. Around 60 employees transferred to Strukton from Van Straten. The activities are being continued within Strukton under the name of Strukton Van Straten bv.

On 5 December 2012, Strukton Assets bv sold its 50% stake in DC16 bv to BNC DC16 Holding bv. This sale follows on from the sale in 2011 of the 80% stake in Strukton Finance Holding bv. With these two disposals, Strukton has reduced its stake in the PPP projects and freed up capitalto invest in new projects.

On 19 September 2012, Strukton Rail bv concluded a joint venture agreement with SNCF (the French railways) for the collaboration of Strukton Rail and SNCF in Eurailscout bv. Eurailscout bv is specialised in the inspection of the rail infrastructure using special measurement and inspection trains. SNCF took over the shareholding from the German rail company GSG Knape GmbH. The final share transaction took place on 17 December 2012.

In addition to the acquisitions specified above, there were a number of minor acquisi-tions in 2012 where the acquisition sum was less than EUR 1 million in each individual case.

On 7 January 2013, Strukton Civiel bv acquired the infrastructure activities of Rasen-berg Holding bv. This involved Strukton Civiel bv acquiring a 100% stake in Rasenberg Wegenbouw bv, Rasenberg Verkeer & Mobiliteit, Reanco bv and R.O.B. bv. The activities will be continued under the name of Rasenberg Infra bv. Furthermore, Strukton Civiel acquired the environmental activities of Rasenberg Milieutechniek through an asset/liability transaction. These activities will be continued under the name of Strukton Milieutechniek.

On 9 January 2013, Strukton Civiel bv acquired a 100% stake in Unihorn India Pvt. Ltd. This involved taking over the stake held by Ooms Bouw & Ontwikkeling bv. The acquisition sum was EUR 1.5 million. Unihorn India Pvt. Ltd. is a service provider in the field of infrastructure for motorways and airports. In due course the activities of Unihorn India Pvt. Ltd. will be transferred to the Antea Group, the group of foreign consultancy and engineering firms within the Oranjewoud Group.

On 11 February 2013, Strukton Assets bv acquired the shares in SPC ISE bv (Inter-national School Eindhoven) from bv Projectmaatschappij Complan and Van Straten Groep bv, thereby acquiring a 100% shareholding. On 15 December 2011, SPC ISE BV concluded a DBFMO contract with the municipality of Eindhoven for the design, construction, funding and maintenance and management for 30 years of the accom-modation for the International School Eindhoven.

On 29 March 2013, Strukton Rail announced it had reached an agreement with Unieco SC on increasing Strukton Rail’s stake in the Italian railway construction company CLF SpA. Strukton Rail has been a shareholder since 1998 and is now increasing its shareholding from 40% to 60%. Unieco remains the other sharehol-der with 40%. It has also been agreed that Unieco should have a put option to sell its remaining shareholding, under certain conditions, to Strukton Rail between two and five years after the purchase agreement comes into effect.The CLF (Construzioni Linee Ferroviarie) group carries out the construction, main-tenance and renovation of railway systems. The CLF group has a turnover of around EUR 120 million and employs about 500 staff.

The commitments to purchase shares associated with the aforementioned acquisitions taking place in 2013 come to about EUR 38.3 million.

Capital positionStrukton’s solvency improved in 2012. Solvency in 2012 was 24.0% (2011: 23.2%). Equity at the end of 2012 was EUR 205.7 million (2011: EUR 186.8 million). Strukton’s capital position is healthy.

Financial results

40 41

Consolidated statement of financial position (x EUR 1,000) Consolidated statement of income (x EUR 1,000)

40 41

Assets

Non-current assetsProperty, plant and equipment 128,427 108,018 Intangible assets 39,563 42,234 Investment property 9,583 4,038 Associates 32,951 32,891 Other financial non-current assets 62,163 82,271 Deferred tax assets 9,960 3,546 282,647 272,998 Current assetsInventories 35,368 29,263 Trade and other receivables 331,522 288,825 Construction work in progress 123,807 106,771 Current income tax assets 2,477 813 Cash and cash equivalents 79,952 104,816 573,126 530,488 Total assets 855,773 803,486

Equity and liabilities

EquityIssued capital 2,269 2,269 Share premium reserve 10,000 10,000 Other reserves 175,184 160,178 Undistributed earnings 18,212 14,362 Total equity 205,665 186,809 Non-current liabilities Subordinated loans 2,005 2,664 Non-current debts 72,101 138,925 Provisions 25,045 18,015 Deferred tax liabilities 7,373 6,382 106,524 165,986 Current liabilities Trade and other payables 418,622 360,804 Bank overdrafts 39,191 3,762 Construction work in progress 82,087 80,111 Current income tax liability 1,223 4,244 Provisions 2,461 1,770 543,584 450,691 Total equity and liabilities 855,773 803,486

31-12-2012 31-12-2011 2012 2011

Revenue 1,354,293 1,317,976

Cost of raw materials, equipment and outsourced work 674,065 666,623 Personnel expenses 387,109 371,726 Other operating costs 247,540 224,350 Total operating costs 1,308,714 1,262,699 Operational result (EBITDA) 45,579 55,277 Amortisation of intangible assets and depreciation of property, plant and equipment 25,822 24.841 Impairment of intangible assets and property, plant and equipment 234 6.352 26,056 31,193 Operating result (EBIT) 19,523 24,084 Finance income 7,000 17,011 Finance costs 11,690 22,097 (4,690) (5,086) Result of associates (282) 2,365 Profit before income tax (EBT) 14,551 21,363

Income tax expense (3,661) 7,001 Profit after taxes 18,212 14,362 Attributable to: Equity holders in the parent company 18,212 14,362 Non-controlling interest - - Profit after taxes 18,212 14,362

42 43

Chairman of the Board

Group Management Committee

Management of markets

Composition of the

Management

Consolidated statement of cash flows (x EUR 1,000)

42

Cash flow from operating activities Profit after taxes 18,212 14,362 Changes without cash flows: Depreciation, amortisation and impairment 26,056 31,193 Ineffectiveness of interest-rate swaps (42) 85 Changes in provisions 827 2,033 Result of associates 282 (2,365) 27,123 30,946 Dividend distributed by associates 400 800 Interest income and expense 9,122 16,070 Income tax (3,661) 7,001 Interest received 3,773 8,143 Interest paid (10,109) (7,331)Income tax paid (5,477) (3,908)Result from disposal of PPP projects 137 (12,415)Result from disposal of property, plant and equipment - (6,064)Negative goodwill from acquisition of group company (6,898) - Changes in working capital: Inventories (6,106) (5,443) Receivables (44,140) (9,104) Construction work in progress (14,257) (22,707) Current debts, excluding banks 18,821 (20,944)Cash flow from ordinary activities (13,060) (10,594)PPP Receivables (11,437) (29,077)Cash flow from operating activities (24,497) (39,671) Cash flow used in investing activities Additions to intangible assets (83) (678)Additions to property, plant and equipment (21,155) (18,756)Acquisitions/disposals of group companies (12,187) 15,765 Acquisitions/disposals of associates (731) (435)Disposals of property, plant and equipment, including other changes 160 17,514Other changes in shares in associates - -Decrease/increase in other financial non-current assets (196) (436)Cash flow used in investing activities (34,192) 12,974 Cash flow from financing activities Subordinated loans taken out 703 -Repayments of subordinated loans 0 -Long-term loans taken out 16,479 52,401Repayments of long-term loans (18,770) (34,807)Dividend paid - -Share premium - -Other (88) 1,702Cash flow from financing activities (1,676) 19,296 Recapitulation of cashflow From operating activities (24,497) (39,671)From investing activities (34,192) 12,974From financing activities (1,676) 19,296Total cash flow (60,365) (7,401) Cash and cash equivalents at beginning of year 101,052 108,408Cash and cash equivalents at end of year 40,761 101,052Exchange rate differences (74) (45)Change in cash and cash equivalents ( 60,365) (7,401)

2012 2011

Photos from left to right: Gerard Sanderink, Erik Hermsen, Jos Hegeman and Aike Schoots

Gerard Sanderink Chairman of the BoardNationality Dutch Joined Strukton October 2010External positions Managing Director of Oranjewoud nv and director/owner of Centric

Gerard Sanderink Strukton GroepErik Hermsen Strukton Integrale ProjectenAike Schoots Strukton RailJos Hegeman Strukton Civiel

Aike Schoots Rail systemsDiederik SchonebaumPieter PijperHijlke Huijzer Jos Hegeman Civil infrastructureMartijn Smitt Frank BekooijRobert Bos

Marinus Schimmel BuildingsAd Balm Geert Hoek

44 45

‘In the summer of 2013, 120,000 households in Germany

will be getting clean energy from the Riff gat wind farm, which is being built in the North Sea close to the

island of Schiermonnikoog. The 36 wind turbines will generate

108 megawatts. Strukton Systems and Hollandia are providing the step-up

transformer station that connects the wind turbines to the high-voltage

grid in Germany.’

46 47

Names and addresses

H. van der Meijden (chairman)M. Snijder (secretary)J. Kooter (vice-chairman, vice-secretary)J. BritsiaJ. WendriksJ. ReinsP. MolendijkM. Wierda

Composition of Central Works Council

Strukton RailWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 240 72 00ManagementA. Schoots (voorzitter)D.K. SchonebaumP.G. PijperH.P. Huijzer

Strukton Rail OostWijchenseweg 20, NijmegenPO Box 6879, 6537 TL NijmegenThe NetherlandsT +31 (0)24 700 20 00ManagementM.B.J. Maathuis

Strukton Rail WestDe Corridor 4,3621 ZB BreukelenThe NetherlandsT +31 (0)346 26 97 00ManagementA.A. van Helmondt

Strukton RailBurgemeester Maenhautstraat 64,9820 Merelbeke, BelgiumT +32 (0)9 210 79 10ManagementP. Vanhie

Strukton RailUddvägen 7, 131 34 Nacka, SwedenT +46 (0)10 480 50 00ManagementR. Röder

Strukton RailForstfeldstrasse 5, 34123 KasselGermanyT +49 (0)561 570 47-0ManagementP.H.M. de Haas

Strukton Rail Production SupportWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 240 78 00ManagementT.G.M. Weerepas

Strukton SystemsWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 248 69 70

Welbergweg 60, HengeloPO Box 258, 7550 AG HengeloThe NetherlandsT +31 (0)74 255 88 00

De Corridor 2,3621 ZB BreukelenThe NetherlandsT +31 (0)346 26 97 00

Kanaaldijk 18, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 240 79 50ManagementP.A. van Seventer

Strukton Rolling Stock Westkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 248 69 98

Twekkeler Es 35, 7547 ST EnschedeThe NetherlandsT +31 (0)53 480 05 80

Van Coulsterweg 11, 2952 CB AlblasserdamThe NetherlandsT +31 (0)78 683 38 60ManagementG.A. Kwikkers

Strukton Rail EquipmentVeemarktweg 2a, Den BoschPO Box 1281, 5200 BH Den BoschThe NetherlandsT +31 (0)73 690 16 00

Technische DienstPollaan 44, 7202 BX ZutphenPO Box 4097, 7200 BB ZutphenThe NetherlandsT +31 (0)575 45 81 00

LasafdelingKantonnaleweg 1, 3542 DB UtrechtThe NetherlandsT +31 (0)30 248 65 51ManagementJ. Zeeman

Strukton Rail

Westkanaaldijk 2, 3542 DA UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsTelephone +31 (0)30 248 69 11

Strukton Groep nv

48 49

Strukton CivielWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 248 69 11ManagementJ.J. Hegeman (chairman)M. SmittF.M. BekooijG.R. Bos

Strukton Civiel ProjectenWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 248 69 11ManagementJ.J. Hegeman (chairman)M. SmittF.M. Bekooij

Strukton InfratechniekenWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 248 67 74ManagementH.J. Spoelstra

Strukton MicrotunnelingWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 248 67 74ManagementH.J. Spoelstra

Colijn BeheerVierlinghstraat 17, WerkendamPO Box 66, 4250 DB WerkendamThe NetherlandsT +31 (0)183 40 10 11ManagementS. Doornbos (chairman)F.T. HuijerP.H.K. Kastermans

Colijn AannemersbedrijfVierlinghstraat 17, WerkendamPO Box 66, 4250 DB WerkendamThe NetherlandsT +31 (0)183 40 10 11ManagementF.T. Huijer

Aannemingsbedrijf MolhoekVierlinghstraat 17, WerkendamPO Box 66, 4250 DB WerkendamThe NetherlandsT +31 (0)183 30 15 36ManagementF.T. Huijer

Terracon Funderings-techniek / Terracon InternationalVierlinghstraat 17, WerkendamPO Box 49, 4250 DA WerkendamThe NetherlandsT +31 (0)183 40 13 11T +31 (0)183 40 35 29ManagementS. DoornbosP.H.K. Kastermans

Terracon Spezialtiefbau GmbHTietzstraße 25,D-13509 Berlin, GermanyT +49 (0)30 417 44 23 3ManagementS. Doornbos

Reef InfraKelvinstraat 1, OldenzaalPO Box 355, 7570 AJ OldenzaalThe NetherlandsT +31 (0)541 58 41 11ManagementA.W.M. Siemes (chairman)A.Th.M. Derks

Strukton Immersion Projects Westkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 248 69 11ManagementM. SmittF.M. Bekooij

GeoconWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 248 69 11ManagementM. SmittF.M. Bekooij

Strukton Prefab BetonWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 248 62 86ManagementJ.A.P. van Stratum

Strukton MilieutechniekBredaseweg 26a, TerheijdenPO Box 17, 4844 ZG TerheijdenThe NetherlandsT +31 (0)76 596 05 00D.J.M. Hillemans

Grondbank Nederland2e Daalsedijk 8 V, UtrechtPO Box 19172, 3501 DD UtrechtThe NetherlandsT +31 (0)30 296 64 85ManagementJ.E. van der Stelt

Afvalbank Nederland2e Daalsedijk 8 V, UtrechtPO Box 19172, 3501 DD UtrechtThe NetherlandsT +31 (0)30 296 64 85ManagementJ.E. van der Stelt

Strukton IndustriebouwWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 248 69 11Branch managementP.H. van der Schaaf

Strukton ParkerenWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 248 69 11Branch managementA. Bruins Slot

Strukton Civiel Zuid-OostEdisonlaan 37, WeertPO Box 10113, 6000 GC WeertThe NetherlandsT +31 (0)495 65 77 77ManagementR. van der Zweep

Onderwater Techniek NederlandEdisonlaan 37, WeertPO Box 10113, 6000 GC WeertThe NetherlandsT +31 (0)495 65 77 77ManagementR. van der Zweep

DMI NederlandEdisonlaan 37, WeertPO Box 10113, 6000 GC WeertThe NetherlandsT +31 (0)495 65 77 77ManagementR. van der Zweep

DMI Injektionstechnik GmbHWarmensteinacher Straße 6012349 Berlin, GermanyT +49 (0)30 417 44 23-40ManagementW.I. Münch J.J. Hegeman

Strukton EngineeringWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 248 62 33ManagementH.O. Moll

Strukton Sustainable EnergyWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 248 69 11Management J. HegemanC. Raijmakers

TensaVierlinghstraat 17, WerkendamPO Box 66, 4250 DB WerkendamThe NetherlandsT +31 (0)183 40 46 55ManagementF.T. Huijer

TubexVierlinghstraat 17, WerkendamPO Box 183, 4250 DD WerkendamThe NetherlandsT +31 (0)183 67 98 88ManagementH. van der Waal (ad interim)

Ooms CivielScharwoude 9, ScharwoudePO Box 1, 1633 ZG AvenhornThe NetherlandsT +31 (0)229 54 77 00 ManagementK. Terpstra (chairman)A.H. de Bondt

Strukton Civiel Strukton Civiel

50 51

Ooms ConstructionScharwoude 9, ScharwoudePO Box 1, 1633 ZG AvenhornThe NetherlandsT +31 (0)229 54 77 00 ManagementK. TerpstraA. van PapeveldW.H. Hulshof

Ooms Producten bvScharwoude 9, ScharwoudePO Box 1, 1633 ZG AvenhornThe NetherlandsT +31 (0)229 54 77 00 ManagementK. Terpstra

Ooms PMBScharwoude 9, ScharwoudePO Box 1, 1633 ZG AvenhornThe NetherlandsT +31 (0)229 54 77 00 Management R.H. Smallegange

Unihorn Scharwoude 9, ScharwoudePO Box 58, 1633 ZH AvenhornThe NetherlandsT +31 (0)229 54 78 50 Management R.H. Smallegange

Rasenberg WegenbouwRat Verleghstraat 120, BredaPO Box 2238, 4800 CE BredaThe NetherlandsT +31 (0)76 578 12 00ManagementC.P.J. van der Meijs (chairman)A.H.M. van OosterhoutC.P.F. van Eijk

Strukton Civil InternationalWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 248 69 11ManagementJ.J. HegemanF.M. BekooijA. Ruiter

Strukton Asset Management CivielWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 248 69 11ManagementJ.P. Reef

Strukton VerkeerstechniekenWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe NetherlandsT +31 (0)30 248 69 11ManagementA.F. BalmJ.J. HegemanI.P.C. Kuijf

Van Rens MobiliteitMolenstraat 27a, HelvoirtPO Box 4, 5268 ZG HelvoirtThe NetherlandsManagementR. van Diessen

Strukton BouwWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe Netherlands T +31 (0)30 248 69 11Management M.H. SchimmelG.L.H. Hoek

Strukton Bouw & OnderhoudRegio MiddenWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe Netherlands T +31 (0)30 248 69 11Deputy DirectorA. Spithoven

BranchesAmsterdam, Utrecht

Strukton Bouw & OnderhoudRegio NoordAarhusweg 4-2, GroningenPO Box 733, 9700 AS GroningenThe Netherlands T +31 (0)50 314 07 20Deputy DirectorE.C. Fokkema

BranchesAssen, Zwolle

Strukton Bouw & OnderhoudRegio WestBokelweg 104, SchiedamPO Box 191, 3100 AD SchiedamThe Netherlands T +31 (0)10 477 00 77Deputy DirectorP. Verheul

Strukton Van Straten Regio ZuidHastelweg 2185605 KN EindhovenThe Netherlands T +31 (0)40 259 76 59ManagementF. de Garde

Strukton ProjectontwikkelingWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe Netherlands T +31 (0)30 248 69 11Management M.H. Schimmel mba rmG.L.H. Hoek

Strukton Civiel Strukton Bouw

52 53

Head OfficeWestkanaaldijk 2, UtrechtPO Box 1830, 3600 BV MaarssenThe Netherlands T +31 (0)30 248 69 11ManagementM.H. Schimmel (chairman)G.L.H. HoekT. HoefslootH.J. van der Meulen

Business units

ExploitatieWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe Netherlands T +31 (0)30 248 69 11ManagementJ.E.W. Winnubst

ProjectenWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe Netherlands T +31 (0)30 248 69 11ManagementA.F. Balm

Cluster Noordwest

AmsterdamNaritaweg 134, AmsterdamPO Box 56383, 1040 AJ AmsterdamThe Netherlands T +31 (0)20 606 23 00ManagementF. Brand

Cluster Noordoost

LeekLelystraat 2, LeekPO Box 147, 9350 AC LeekThe Netherlands T +31 (0)50 366 69 00ManagementL. Haan

LeeuwardenArchimedesweg 7, LeeuwardenPO Box 518, 8901 BH LeeuwardenThe Netherlands T +31 (0)58 234 32 00ManagementL. Haan

DeventerMaagdenburgstraat 26, DeventerPO Box 611, 7400 AP DeventerThe Netherlands T +31 (0)570-683600ManagementL. Haan

Cluster Midden

ElstIndustrieweg Oost 15C6662 NE ElstThe Netherlands T +31 (0)30 273 63 63ManagementJ. van Leeuwen

Utrecht Kantonnaleweg 1 Geb. 40, UtrechtPO Box 1819, 3600 BV MaarssenThe Netherlands T +31 (0)30 273 63 63ManagementJ. van LeeuwenCluster Zuidwest

Capelle a/d IJsselLigusterbaan 2, Capelle a/d IJssel

PO Box 436, 2900 AK Capelle a/d IJsselThe Netherlands T +31 (0)10 258 28 00ManagementP.C. Verheul

Cluster Zuid

Eindhoven Sciencepark Eindhoven 5206, SonPO Box 356, 5600 AJ EindhovenThe Netherlands T +31 (0)40 282 56 00ManagementJ.T. Lemmen

ElslooBusiness Park Stein 107, ElslooPO Box 519, 6180 AA ElslooThe NetherlandsT +31 (0)46 428 84 00ManagementJ.T. Lemmen

BredaMinervum 7020, BredaPO Box 9443, 4801 LK BredaThe Netherlands T +31 (0)76 572 34 00ManagementJ.T. Lemmen

Strukton Integrale ProjectenWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe Netherlands T +31 (0)30 248 62 03ManagementE.A. Hermsen

PPP Projects business unitWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe Netherlands T +31 (0)30 248 62 03ManagementP.J.A. Peekel

PPP Assets business unitWestkanaaldijk 2, UtrechtPO Box 1025, 3600 BA MaarssenThe Netherlands T +31 (0)30 248 62 03ManagementE. G. Scholten

Strukton WorksphereStrukton Integrale Projecten

54 55

The world of Strukton

The world of Strukton

Rail systems www.struktonrail.com Civil infrastructure www.struktonciviel.com

■ Maintenance, renovation and new construction of railways and rail systems■ Machines■ Railway safety■ Data acquisition and data management■ Electrical systems in rolling stock

■ Traction systems■ Energy systems■ Inspection trains■ Asset management

■ Rail infrastructure managers, primarily in western Europe■ Transport companies (municipal, regional and national)■ Government (local and provincial)■ Industry■ Rolling stock suppliers and leasing companies

Core activities

Specialist fields

Markets

Core activities

Specialist fields

Markets

■ Design, execution, maintenance and management of infrastructural projects■ Civil engineering structures■ Road building■ Underground construction■ Environment and green energy

■ Immersion■ Strengthening bridges■ Foundation technology■ Locks■ Garages (car parking)■ Asset management■ Technical installations in tunnels■ Traffic management■ Bitumen■ Underwater techniques

■ Public highway administrators■ Major cities and governmental bodies■ Industrial clients (companies involved in storage, utilities, waste processing

and water management)■ Transport companies (municipal, regional and national)■ Rail infrastructure managers (primarily in the Netherlands)■ Airports

56 57

The world of Strukton

Overview ofStrukton

companies

Strukton Bouw■ Strukton Bouw & Onderhoud■ Strukton Bouw Projecten■ Strukton Van Straten ■ Strukton Projectontwikkeling

Strukton Worksphere■ Exploitatie■ Projecten■ Regions: Noordwest, Zuidwest, Zuid,

Noordoost, Midden

Strukton Integrale Projecten■ PPP Projects

Strukton Civiel■ Afvalbank Nederland■ Colijn■ DMI■ Geocon■ Grondbank Nederland■ Molhoek■ Ooms Civiel■ OTN■ Rasenberg■ Reef Infra■ Strukton Asset Management Civiel■ Strukton Civiel Projecten■ Strukton Civiel Zuid-Oost■ Strukton Civil International■ Strukton Engineering

■ Strukton Immersion Projects■ Strukton Industriebouw■ Strukton Infratechnieken■ Strukton Maatvoering en Monitoring■ Strukton Microtunneling■ Strukton Milieutechniek■ Strukton Parkeren■ Strukton Prefab Beton■ Strukton Sustainable Energy■ Strukton Verkeerstechnieken■ Tensa■ Terracon Funderingstechnieken■ Tubex■ Unihorn■ Van Rens Mobiliteit

Strukton Rail■ Strukton Rail: The Netherlands, Germany, Belgium, Sweden, Italy (40% stake in CLF)

■ Strukton Rail Equipment■ Strukton Rolling Stock■ Strukton Systems

■ Commercial exploitation■ Management and maintenance (structural, installed systems and energy)■ Execution (construction and installation)■ Property development en redevelopment

■ Revitalisation■ Improving sustainability■ Innovative contractual forms such as PPP, DBFMO, ESCo (Energy Service Company) and main contracting■ Maintenance performance contracts

■ Healthcare■ Hotels■ Data centres■ Education■ Public transport hubs

Buildings www.strukton-gebouwen.nl

Strukton Integrale Projecten operates in each of these markets as well as in multi-market projects. It focuses on PPP franchise projects, new concepts, in-house initiatives and financing solutions.

Strukton Integrale Projecten www.struktonpps.com

■ Housing corporations■ Laboratories■ Industry■ Offices

Core activities

Specialist fields

Markets

58 59

‘Strukton helps clients further through the application of

specialist techniques, for example in the areas of traction,

energy and monitoring.The photo shows one of the

ballast removal machines Strukton is using in the upgrades

to tracks in Australia.’

60 61

Acknowledgements

Strukton Groep nv

■Coordination and editing Corporate Communications

■Text Suus van Geffen, Utrecht

■ Translation Business Translation Services, Rotterdam

■ Design and layout AC+M, Maarssen

■ Print Tuijtel and Digital 4

■ Photography André Roosenburg, Ge Dubbelman, Hans Beerens, Hein van den Heuvel, Imre Csany, Jaap van Boven, Jannes Linders, Jildiz Kaptein, KieF photography, Mark van der Zouw, Ronald Tilleman, Ryno Quantz, Tjitske Sluis

www.strukton.com