ConnectAnnual Book 2010

To connect; verb: to associate, to link up, to establish a relation between.Connection. Synonyms and related terms: attachment, association, affiliation, contact, liaison, link, relation, cohesion, junction, relationship, affinity.

Connect

Foreword 4

Key figures 6

Company profile 10

Industry and Energy 14

Report on 2010 18

Results 2010 28

Milestones 32

Customers and projects 36

Operations 44

Specialist areas 50

Staff developments 54

Worldwide 60

International network 64

Personal particulars 66

Contents

3

‘ Our main connection as a company is with our customers.’

Foreword

4

Peter Rietberg

Chairman of the Board

The theme that has been chosen for the Van Leeuwen

Pipe and Tube Group’s Annual Book 2010 is ‘Connect’.

We decided on this theme because it is one that

reflects many different aspects of our company.

Of course, connect in the literal sense is what our

pipes do in various applications and constructions.

And we feel a connection to our rich history, in which

we built up our current know-how and experience

as a leading global specialist in pipes and their

applications through innovative entrepreneurship.

Our branches are connected to each other, creating

an incredibly powerful global network that allows us

to serve our customers throughout the world. Our

network of suppliers is a key factor connecting the

demands of our customers to the supply of high-

quality products.

One of the most important factors providing

connectivity within our company is our people.

Every day they are applying their knowledge and

skills, forming a crucial link in our chain of services,

from supplier to customer, from project plan to

execution, and from question to expert advice.

But our main connection as a company is with

our customers. It is our objective to forge durable

relationships and partnerships, focusing more on

long-term continuity than on short-term gains.

That way we connect our customers, our staff, our

suppliers - every link in the supply chain - to create

a prosperous future.

Foreword 5

Key figures

6

(amounts x 1,000 euro where applicable) 10 09 08 07 06 05Net sales 476,669 456,828 789,192 748,041 619,303 552,266

Operating result 8,738 9,129 45,052 64,830 53,791 36,849

Result from ordinary activities before tax 8,487 8,705 43,212 62,478 52,476 35,131

Cash flow (net result plus depreciation) 11,376 5,464 38,629 52,792 43,393 39,041

Net result 7,780 1,904 35,241 49,722 40,252 35,251

Group equity 157,052 146,433 160,509 156,468 130,755 121,842

Number of employees at end of year 1,030 1,005 1,129 1,076 1,017 932

Group equity as % of total assets 50.3 50.0 48.0 45.9 42.0 46.2

Net result as % of average Group equity 5.1 1.2 22.2 34.6 31.9 33.1

Breakdown of sales in %

The Netherlands 24.5 25.0 26.5 26.4 26.8 26.4

Elsewhere in the European Union 43.9 36.1 33.1 33.6 34.8 34.7

Outside the European Union 31.6 38.9 40.4 40.0 38.4 38.9

Key figures 7

“ Globally operating companies are looking for a supplier that can act internationally.”

Business segment specialism

Pieter Smaege Business Manager Equipment ManufacturingVan Leeuwen Buizen Belgium

‘ We build up continuity by giving top priority to the customers’ requirements, their processing systems and developments in these systems.’

Company profile

10

The Van Leeuwen Pipe and Tube Group is

an industrial service provider specialized in

the supply of steel pipes and pipe and tube

products. We have a leading position in this

sector and serve a wide variety of customer

groups across the world, with a global logistical

distribution network managed by international

teams of specialists. Our assortment of pipe

and tube products is very wide-ranging, of

high quality, functional, and can be applied for

specific purposes in a range of industries.

Our customers’ demands, their processes and

the developments in those processes have top

priority in our services and logistical support.

We are continually updating service concepts

and adding value in response to the various

requirements of our business relations. Van

Leeuwen places more emphasis on continuity

in the long term and durable partnerships

with customers than on short-term gains.

Started in 1924Piet van Leeuwen started trading in steel pipes in

1924 in Zwijndrecht, the Netherlands. His successful

entrepreneurship formed the basis for a period of

expansion after the war. Expansion abroad started

in 1947 with the opening of a branch in Vilvoorde,

Belgium. More locations in France, the UK, and

Germany followed. In the 1970s and 1980s, we

extended our operations to North America, Asia and

Australia. This was later followed by expansion into

the Middle East, with China and Central Europe being

added from 2000. Through organic growth and

strategic acquisitions we now have more than forty

branches, most of which keep stock. They are spread

throughout Europe, the Middle East, Asia, Australia,

and North America. This network allows us to serve

our relations throughout the world, as we have been

doing for the past 87 years.

Company profile 11

Our strategyVan Leeuwen’s strategy focuses on extending

and strengthening our leading market position.

We accomplish this through organic growth

and acquisitions, as well as through continually

strengthening, deepening, and broadening our

product portfolio, service concepts, and international

organization. We are increasingly looking to

connect with our customers, their ambitions and

the challenges facing them. Their requirements are

leading. Van Leeuwen provides durable solutions

for customers’ demands, making boundless use

of our product know-how, knowledge of product

applications, our logistical strength and our ability

to understand what customers need to get

maximum returns from their business.

Products and servicesAs a major stock-keeping distributor, we have a

supply program able to satisfy the most specialized

product requirements. We can supply all steel pipes

and tubes, hollow sections, fittings, flanges, and

valves imaginable to the standards required by our

customers. In addition to carbon steel products

we have complete ranges of stainless steel and

precision tubes, bar steel, and components for

countless applications. We meet the most stringent

specifications in all product categories. We can carry

out any mechanical treatment conceivable for our

relations in order to provide them with the products

ready for processing on site.

We cherish our ability to provide service, which is

a key success factor for both us and our customers.

Our expertise and experience in stock management,

storage, distribution, logistics, export packaging,

and documentation guarantee that we can deliver

to the right location on time and according to the

specifications of any customer.

Customers and partners can rely on us, both in

smaller projects and in complex, sizable projects.

Key factors are our knowledge and experience in

the area of project management, our procurement

strength, and the sound technical and logistical

advice given by our employees. To achieve this,

we are constantly refining our global network for

(human) sourcing and procurement management

in a structure that is organized along international,

regional, and local lines.

Quality assurance is a priorityQuality and quality assurance are a priority in our

operations. We aim to meet the requirements and

expectations of our customers in this regard too.

Most of Van Leeuwen’s branches have an ISO 9001

certificate. Our aim is for new branches to be

certified within three years of starting up.

‘ We apply our knowledge of pipe products, specific product applications, logistics, procurement, and project management around the world.’

12

Our target marketsOur operations focus on Industry and Energy, and

the various business segments within those markets.

IndustryWe distinguish three business segments within

Industry: Fluid Power, Equipment Manufacturing

and Steel Constructions. Cylinder manufacturers

constitute an important Fluid Power customer group.

We have built up a strong market position among this

group in Western Europe. Many of our pipe products

are also destined for the Equipment Manufacturing

segment. Successful combinations are made of

specific logistical services and specialist treatments.

The Steel Constructions segment ranges from steel

construction and metal treatments to shipbuilding.

Particularly in Western Europe, Van Leeuwen is

market leader in this segment.

EnergyVan Leeuwen is an important supplier globally within

Energy. In this market, too, we serve three business

segments: Process, Power and Offshore/Oil and Gas.

In the Process segment, we are the right partner

around the world for supplying complex projects such

as petrochemical plants. We are able to make full use

of our international network, our in-house expertise

and our project skills.

Our market position in the Power segment is growing,

particularly in the Middle East and Asia. We supply

pipe materials in particular for power plants, which

are being developed in order to satisfy the demand for

energy. Our market position is also growing around

the globe in the Offshore/Oil and Gas segment. We

have built a strong position as supplier of pipe and

tube materials to production and processing platforms,

particularly in South-East Asia and Australia.

Enthusiastic employeesWe have more than one thousand employees

working for us around the world. Their customer

focus, expertise, and reliability help Van Leeuwen

to develop. We give them every opportunity to

develop, both nationally and internationally, and to

demonstrate innovative entrepreneurship in ensuring

continuity and connection with our customers.

Company profile 13

Fluid Power

Steel Constructions

Equipment Manufacturing

Industry and Energy

INDUSTRYIndustry includes the segments Fluid Power,

Equipment Manufacturing and Steel Constructions.

Fluid PowerCylinder manufacturers in particular constitute

an important customer group in the Fluid Power

segment. Van Leeuwen supplies materials such as

cylindrical and chromium-plated tubes and bars

for hydraulic applications, such as lifting arms on

ships and cylinders for construction and agricultural

machines. Technological knowledge and knowledge

of applications are of key importance for the Fluid

Power segment. We have developed a strong position

in this segment in Western Europe and are growing

in Central Europe.

Equipment ManufacturingIn the Equipment Manufacturing segment, we

supply a wide range of pipe and tube products

to manufacturers of various construction and

agricultural machines, and to players in the

transportation, automotive, machine and crane

building sectors. Aside from pipe and tube products

and semi-finished goods, we offer logistics services,

including customer-dedicated stocks and mechanical

treatments, such as laser and plasma cutting. Many

companies in this segment are multinationals with

production sites in multiple countries. With our

extensive European network, we are optimally

positioned to anticipate developments in this area.

Steel ConstructionsMany steel constructions, such as greenhouses,

ships, bridges, stadiums and windmills, as well as

furniture, fencing and traffic gates use various pipe

and tube materials. Van Leeuwen has a strong

position in this segment as well, particularly in

Western Europe and is experiencing growth in

Central Europe. We serve customers with local

stocks, project management and treatments,

such as the bending and cutting of materials.

14

Process

Power

Offshore/Oil and Gas

ENERGYEnergy includes the Process, Power

and Offshore/Oil and Gas segments.

ProcessPetrochemical plants and refineries make use of steel

pipe materials on a grand scale. Carbon and stainless

steel pipes, valves, fittings and flanges are of essential

importance for the supply, processing and discharge

of oil, liquid chemicals and gas. Over the last few

decades Van Leeuwen has evolved into an expert

supplier of these certified products for the worldwide

process control industry. Nowadays Van Leeuwen is

closely involved in the new construction as well as

the maintenance of these plants.

Industry and Energy

PowerFrom coal-fired plants to solar energy. The demand for

clean energy has for years resulted in investments in

the replacement and expansion of power plants. Van

Leeuwen has built up a strong reputation in the Power

segment, particularly in developing Asian countries

where technically high quality power plants are being

built. By bundling technical and logistics expertise with

our solid relationships with leading manufacturers of

carbon steel and alloyed pipe and tube materials, Van

Leeuwen has evolved into a reliable partner for highly

demanding, complex projects.

Offshore/Oil and GasIn the continuous search for new energy reserves,

oil and gas are being extracted from beneath the

bottom of the oceans at an ever greater scale.

To exploit these energy sources, fixed, as well as

floating production platforms are being developed

and constructed. Due to the sometimes extreme

circumstances under which these platforms are

being used, knowledge concerning the application

areas of different types of steel is essential. Van

Leeuwen provides customers, from Brazil to Dubai

to Singapore, with technical advice and high quality

materials, such as duplex and super-duplex steel.

15

“ Project Management adds value by combining and managing specialist areas in just the right way.”

Project Management

Leo van der LeerSenior Project ManagerVan Leeuwen Buizen, Zwijndrecht, the Netherlands

‘ Our role of stock-keeping and service providing distributor again proved to be important for all our customers around the world.’

Report on 2010

18

Van Leeuwen achieved a significant

improvement of its result in 2010 compared with

the previous year. Market prospects were still

uncertain at the beginning of the year. However,

the company was able to make a good start in

2010 thanks to measures taken in 2009 to cut

costs and reduce stock levels. The net result

came out at € 7.8 million, an improvement

of € 5.9 million compared with the previous

year. Sales increased by 4% while the margin

improved by 0.8 percentage points. Solvency

remained strong at 50%. Market recovery

and a modest increase in market share led to

an increase in volume of 16% worldwide. The

company also looked for expansion in a number

of markets, and added new product groups to

be able to serve new customers and markets.

The organization was extended and improved

and investments were made in staff, systems,

and locations. 2010 was a year where volumes

recovered, particularly in Europe, and in

which the company prepared itself for the

expected growth in the years ahead. Existing

customer relations were further developed and

strengthened. With the economic and financial

crisis having caused substantial reductions in

stocks throughout the supply chain in the market,

our role of stock-keeping and service providing

distributor again proved to be important for all

our customers around the world.

Economic conditionsThe financial and economic crisis caused considerable

uncertainty and lack of clarity in the financial

markets, which had an impact on our markets as

well. The year 2010 started off with market volumes

that had dropped by more than 40% compared

to previous years, and a low level of investments.

Decisions about large projects were delayed. There

was overcapacity on the supply side; many steel

manufacturers were forced to temporarily close

down part of their production capacity. There was

uncertainty surrounding pricing.

Conditions stabilized during the course of 2010, and

there was a modest recovery in some markets. This

recovery proceeded globally. By the end of 2010,

the economic situation had clearly improved in many

areas. However, volumes were still significantly below

levels of before 2009.

Report on 2010 19

The economic circumstances also offered our company

new opportunities. Our ability to make fast deliveries

of a wide range of products from stock turned out to

be important for many customers, since stock levels

at customers and suppliers had been substantially

reduced. This enabled us to respond well to our

customers’ demands by making use of our global

network of stocks, connected through appropriate

logistics and information systems.

Market developmentsThe first signs of recovery in volumes in 2010 could

be seen in the Industry market, for instance among

manufacturers of (heavy) machinery. A contributory

factor was the increasing demand for agricultural,

mining, and excavating machinery in countries

outside of Europe. This recovery in market demand

became stronger from the second quarter onwards.

Our range of products in stock and especially our

service concepts allowed us to provide our customers

with materials fast and to respond well to the

increase in demand. An upward trend was also

visible in shipbuilding and specific steel construction

markets. However, recovery in the construction

sector in Europe and in particular in the Netherlands,

was disappointing.

Rising market demand gave us the opportunity to

further increase our stock levels for the Industry

market segments. There was a slight but healthy

improvement in price levels and ultimately a modest

recovery in margins. Despite the improved levels of

market demand, recovery in certain market segments

still seems fragile and levels of activity are still much

lower than before the crisis.

Our global project activities within the Energy market

were at a lower level in 2010 than in 2009. Virtually

no new investments were made in major projects in

Europe. One exception was the project for the Elefsis

Refinery Upgrade in Greece, which was booked by

our European project organization at the end of

2009. There were fewer project activities outside of

Europe as well. As regards projects that went ahead

most were carried out in the Middle East. A large

number of these were booked by Korean engineering

firms and were often assigned directly to factories.

Levels of project activity in Asia were low and here

too 2010 was a difficult year. Even so, our companies

in Asia were able to stay profitable.

At the end of 2010 we saw the start of a global

recovery in investments with a significant increase in

the number of requests for medium-sized projects

in the Middle East, Asia and Australia. Several large

project proposals have been submitted, and these

seem to provide a good base for 2011.

In the Energy market sales from stocks showed some

recovery. Volumes in the MRO market (Maintenance,

Repair and Operations) were maintained at the levels

of previous years. There was also an upward trend in

exports outside of Europe. Also in the Energy market,

with volumes smaller than before and customers

reducing their working stock levels, Van Leeuwen

proved to play a significant role as a stock-keeping

and service providing distributor.

Price developmentsThere were substantial price drops in 2009, with

virtually all product prices back at levels of years

before. However, 2010 saw a strong improvement

in prices, partly through the recovery in the demand

for steel (and pipes as well) and partly through the

steep increases in raw material prices.

Prices for our welded pipes increased steadily; there

was a slight leveling off in the middle of the year

but prices increased again towards the end of 2010.

There was a persistent upward trend in prices for

seamless pipes, which also seems to continue in 2011.

Price levels for stainless steel also increased compared

with the previous year.

The improvement in sales led to a substantial increase

in the volumes purchased from our key suppliers in

2010. It is our policy to make the vast majority of our

purchases from our regular suppliers. The relationship

with our suppliers is a key feature of our operations

and allows us to act quickly in the supply chain,

in partnership with our suppliers where necessary.

Ultimately, our customers benefit from this approach.

20

Key trends in different market segments and countriesThe European markets showed a different picture in

2010 compared to the previous year. Levels of activity

were up in all our European companies due to an

increase in market demand. Sales volumes eventually

increased by around 17% in Europe. Major sales

markets like France and Germany improved although

they were still far below the level of 2008. We

experienced the benefits of our policy, implemented

in 2009, of ensuring that cost savings would have

as little impact as possible on our workforce, thus

making sure that know-how and skills would be

preserved and allowing us to respond quickly when

demand recovered.

After a hesitant start, 2010 became a year in which

we were able to realize a number of our earlier

plans. The creation of Offshore Structurals, a new

international business unit at our Zwijndrecht

branch (The Netherlands), was a significant step

that will allow us to focus even more effectively

on the Offshore market using our global network

and the available project know-how. A team of

experienced people is able to respond effectively to

market demand, with specialist products in stock in

Zwijndrecht and Singapore, among other places.

We made a minor acquisition in the Belgian market,

taking over the Fluid Power division of Anbuma,

a Belgian stock-keeping distributor operating

in France, Belgium, and the Netherlands, thus

confirming Van Leeuwen’s position as market leader

in the Fluid Power segment in Western Europe.

Our market coverage in the United Kingdom was

further strengthened by the addition of a new stock

location in Aberdeen, Scotland. The warehouse used

to be part of Mardale, once a leading company in

the field of stainless steel, duplex and super-duplex

materials, and it will put us in a better position to

serve our customers in the Energy segment.

New investments were made in Central Europe.

For a number of years we have been active in the

Czech Republic and at the end of 2010 a sales branch

was opened in Slovakia. Furthermore, the first steps

have now been taken to serve the Polish market

through a local branch with its own stock location

in the south of Poland.

‘A key objective is to have a strong presence in local markets while at the same time operating globally as a group.’

Report on 2010 21

In Europe further steps were taken in 2010 to

serve our different customer segments in a more

customer-focused and transnational way. The new

Industry division, which focuses on the Fluid Power,

Equipment Manufacturing and Steel Constructions

business segments, allows us to serve customers that

have branches in several countries. This also means

we are increasingly able to offer tailor-made service

concepts. Some examples are customer-dedicated

stocks close to the customer’s production locations

or specific product treatments carried out to the

customer’s specifications. This division structure

enables us to offer customers flexible service at

virtually any level throughout Europe.

Within Energy, consisting of the global Process,

Power and Offshore/Oil and Gas business segments,

it was a considerable challenge in 2010 to get the

low order book volumes back to an acceptable level.

The situation for our branches in the Middle East,

as well as in Asia and Canada, was not as bright

as in the previous year. An increasing number of

relatively large petrochemical projects came into view

towards the end of the year, and we are confident

we will book some of these. The first steps were

taken toward supplying the large projects in Saudi

Arabia through a local branch. We also extended our

network of offices in Asia with a new sales office in

Ho Chi Minh, Vietnam. Our largest stock location in

Asia, Singapore, had a difficult year due to a lack of

local projects and aggressive market pricing arising

from excess stock levels among competitors. We

were very pleased with the developments in our

Indonesian operations and we have plans to extend

our network of offices there further in the year

ahead. Positive results were also achieved by the

company in Malaysia in 2010. Thailand had to deal

with a very difficult political situation, but despite this

our company was able to maintain a strong position.

The distribution activities in Australia recovered in

2010, and our market position improved, partly due

to the bankruptcies of a number of competitors.

Storage capacity at our branch in Brisbane,

Queensland, has now been increased further through

the purchase of extra land. This will enable us to

respond even more effectively to the expected

growth in LNG projects and the further development

in tight gas exploration.

In Canada our company had to deal with low

levels of investment in the oil and gas sector, and

consequently low market volumes. Even so, a sales

branch was opened in Regina, Saskatchewan; this

will enable us to supply customers outside the state

of Alberta, in a market which concentrates primarily

on oil sands.

Global connectivityEvery day, our organization serves both local

customers with small and medium sized orders as

well as international customers with major projects.

The connection between our offices and staff over

the entire world is crucial in enabling us to deliver

quality performance. Knowledge centers within

the company monitor and assist in the flows of

products and services every day. Teams in places

like Zwijndrecht (the Netherlands), Le Havre (France),

Dubai, Singapore, Shanghai, and Houston are in

contact with each other not just to put together

the right proposals and develop new concepts but

also to deploy the right resources when necessary

for the execution of global contracts. For example,

we secured a large project last year in which the

commercial operations take place in Le Havre, the

logistical work is mainly carried out in China, and

the materials are ultimately delivered in the Middle

East. Our organizational structure with its divisions

– Industry and Energy – supports these connections.

22

New commercial and logistical concepts are also

developed within the division structure, allowing us

to continually respond to the latest requirements in

the market. New, innovative concepts are frequently

developed in close collaboration with our customers.

Research is also continually being carried out in

partnership with our suppliers on the application

of new kinds of materials and new quality levels.

A key objective within our company is to have a

strong presence in local markets while at the same

time operating globally as a group. Every day, more

than a thousand employees are at work developing

the right solutions for our customers. Not everything

can be dealt with in a routine manner and our

employees often have to come up with new ideas.

Consequently, our HR policy focuses on making sure

our staff are able to actively make the right decisions,

and draw on experience at other branches where

possible. We provide dedicated training programs to

create opportunities for the development of talent

within our organization and ensure effective further

development of all our employees. It has our constant

attention that all our employees around the world

have maximum access to the available know-how

about products and systems. Our guiding principle

remains to continually strengthen our organization,

in part by preparing young managers for new,

demanding challenges elsewhere in the world.

This is done through the Management Excellence

program, which ran for the second consecutive year.

In addition, some new trainees were taken on in

2010 in order to extend the pool of young managers.

The total number of employees grew from 1005 at

the end of 2009 to 1030 at the end of 2010.

In 2010 we took a number of significant steps in

the areas of process improvement and process

control, which led to a further increase in our global

connectivity. Following the successful introduction

of a new ERP package in Southeast Asia in 2009,

we also implemented this package in Australia in

2010. In addition, preparations were made for the

rollout of a powerful ERP system in a number of

companies in Europe. This should eventually lead to

a single ERP system for all our European branches in

a number of years’ time. This will allow us to further

integrate our European and global stocks, which

will enable a better match between access to our

product range and services on the one hand and the

requirements of the increasing numbers of customers

operating at the European level on the other hand.

A significant milestone in this process was the fact

that we completed the introduction of a single global

standard for item coding in 2010, known as VLUNAR.

Financial stabilityThe Van Leeuwen Pipe and Tube Group’s consolidated

sales were € 477 million, an increase of 4% compared

with the previous financial year. The gross margin

improved by nearly 1% point, or around € 7.5 million.

The increase in costs of approximately € 5 million is

largely attributable to currency translation differences

(of around € 3 million) caused by a strengthening of

the exchange rates in Australian dollar, the Singapore

dollar, the Canadian dollar and the British pound.

Besides, staff costs excluding translation effects

increased by some € 1,5 million. The operating result,

adjusted for non recurring income, was € 8.7 million

in 2010, an improvement of about € 2.3 million on

the previous year. Interest charges remained low,

partly thanks to the strong cash position. There was

an improvement of more than € 5 million in the result

from participating interests, mainly because of the

turnaround at Benteler Distribution Deutschland.

As a consequence, the net result increased to

€ 7.8 million (2009: € 1.9 million).

Report on 2010 23

In 2010 we were able to maintain a strong cash

position and a solid balance sheet. During 2010,

the operational working capital increased by

€ 5 million to € 131 million; the value of stocks

remained virtually unchanged. Our cash position is

as strong as ever, which puts us in a position to be

proactive when encountering acquisition opportunities

and to act quickly when necessary. Group equity

increased from € 146 million to € 157 million while

solvency remained high at 50%.

The risk policy in 2010 focused on active stock

management and the careful assessment and

control of trade debtor risks in order to prevent

write-offs. Considerable attention was also given

to tight cost control, while still leaving room for

initiatives aimed at growth in the medium term

and the efficient deployment and management

of the company’s liquidity.

Quality, Safety, and SustainabilityThe activities of the Van Leeuwen Pipe and Tube

Group comply worldwide with strict demands

regarding quality, safety, working conditions,

health, and sustainability.

Our business processes are attuned to high quality

standards. Most of our branches are certified on

the basis of the ISO 9001 Quality Management

System and our aim is for new branches to have

obtained this certificate within three years. In 2010

we started setting up a Group certificate for ISO

9001, which will cover all our branches around the

world. We expect to achieve this in 2012. We started

certification preparations for occupational health in

2009; in 2010 the Zwijndrecht branch received this

OHSAS certificate.

The company pursues an active policy to prevent

industrial accidents. The performance indicators

for safety (accidents that result in absence) are

reported regularly. The causes and corrective actions

are discussed with the Board of Directors and the

Executive Committee on a regular basis. The number

of incidents fell in 2010 for the sixth consecutive year,

and no serious accidents occurred. The frequency

index for accidents involving absence decreased to

12.6, putting us ahead of our target.

Energy-efficient working methods and sustainability

have been embedded in day-to-day operations for

many years now. Initiatives are being developed to

further reduce energy consumption and decrease

waste streams as much as possible. We pursue an

active policy focused on investing in facilities in a

modern, safe, and energy-aware fashion. We are

making significant improvements in such areas as

the reduction of CO2 emissions, decreasing energy

consumption, and recycling packaging materials. For

instance, in Zwijndrecht, the Netherlands, annual CO2

emissions have been cut by reorganizing distribution.

The replacement of lighting in our buildings, which

was started in 2010, will lead to a reduction of 50%

in energy consumption in our office buildings by

2012. Furthermore we have achieved a reduction of

25% in the purchase of new cardboard through the

re-use of packaging materials.

Our company has a code of conduct, which includes

a whistleblower procedure. All employees must

of course adhere to the relevant legislation and

regulations. At the same time, guidelines on ethical

behavior apply when employees act on behalf of Van

Leeuwen. We did not receive any reports of violations

from our external confidential representative in 2010.

Social commitment is also expressed in the support

for numerous regional and local initiatives, and

activities in the areas of culture, sport, philanthropy,

information, and education.

OutlookIn the fourth quarter of 2010 markets around the

world were clearly recovering from the financial and

economic crisis of 2009. This development is expected

to continue in 2011. Many factors, however, influence

this and it is not clear how robust the recovery will be.

It is also difficult to forecast what will happen to the

political situation in a number of key regions of the

world and its impact on such factors as the oil price

and key sales areas for our company.

Many raw material prices around the world increased

rapidly in the first quarter of 2011. Steel prices are

also increasing fast. We are now seeing a steady

succession of price increases for nearly all our

products. Whether this upward trend will continue

throughout the year, as opposed to a leveling off or

a downturn, depends partly on a further recovery in

global demand, and the utilization of the available

production capacity.

Despite a number of uncertainties, the market outlook

for 2011 is definitely better than last year. Indeed,

many markets have seen a clear increase in demand

in the first quarter of 2011. In the Industry market the

increase in demand in the capital goods market proves

to be robust, even if often export-driven.

24

in the extension of specialist areas and networks.

The criteria and objectives for acquisitions have been

worked out in more detail in a strategic plan.

We will also be making further investments in our

ERP systems in 2011. Our cash position and solvency

offer ample opportunity for financing this growth.

No real increase in the workforce is expected except

through acquisitions.

In 2011 we will not only be looking for an increase

in the results and growth of the company, we will

also be paying considerable attention to our staff.

In our view our people are the crucial factor in the

successful operation of Van Leeuwen. Motivated

employees will be best placed to connect us to our

customers. This applies both to customers looking

for local access to our products and to buyers who

are looking for specialist knowledge or wish to

make use of our global network. The Van Leeuwen

Pipe and Tube Group will continue to be an exciting

company to work for and an attractive partner to

do business with in 2011.

We are also seeing increased levels of investments

around the world in the Energy market. Consequently

we are expecting the volume in projects in 2011

to quickly increase further. The order intake is

measurably better, and there has been a considerable

increase in order book volumes due to a number of

major projects and annual contracts. We therefore

expect to have a better result in 2011 than in 2010.

The strength of Van Leeuwen lies in the global

connectivity of the branches. This enables us to give

customers local access to our specialist knowledge

and our range of products at as many locations

as possible. After some years in which the focus

was on managing the effects of the financial and

economic crisis, we will now be turning our full

attention back to growth. Our strategy will remain

focused on extending the network and our specialist

areas in the direction of new product groups and

materials. We will strengthen our network by

opening new branches and expanding existing

facilities. Acquisitions will play an important role

Zwijndrecht, the Netherlands, 24 March 2011

Board of Directors

P.L. Rietberg (Chairman)

J.M. Sassen

25Report on 2010

“ We take care of the shipment and delivery of our customers’ orders so they can focus on their core business.”

Expediting

Norizah Bte MuhamadShipping CoordinatorVan Leeuwen Pipe and Tube, Singapore

Results 2010Taken from the financial statements of the Van Leeuwen Pipe and Tube Group

28

Results 2010

2010 2009

Net sales 476,669 456,828

Cost of sales 382,856 370,485

Gross margin on sales 93,813 86,343

Other operating income

(gain on disposal of fixed assets)

- 2,716

93,813 89,059

Personnel expenses 55,849 52,670

Depreciation 3,596 3,560

Other expenses 25,630 23,700

Total expenses 85,075 79,930

Operating result 8,738 9,129

Interest income 761 605

Interest charges (1,012) (1,029)

Balance of financial income and expenses (251) (424)

Result from ordinary activities before tax 8,487 8,705

Tax on result from ordinary activities (1,399) (2,240)

Result after taxes 7,088 6,465

Result from participating interests 692 (4.561)

Net result 7,780 1,904

Consolidated profit and loss account(amounts x 1,000 euro)

• Thegrossmarginincreasedasaresultoftheincreaseinrevenueandtheimprovementinthemarginpercentage.

• Exchange-rateeffectstotalingaround€ 3 million were responsible for a large part of the rise in costs.

• Interestchargesremainedlowbecauseofstrongcashposition.

29

Consolidated balance sheet(before appropriation of profit, amounts x 1,000 euro)

Assets 31 December 2010 31 December 2009

Fixed assets

Intangible fixed assets 1,504 744

Tangible fixed assets

Land and buildings 20,671 18,803

Plant and machinery 3,412 4,039

Other fixed assets 3,066 3,528

27,149 26,370

Financial fixed assets

Participating interests 8,688 7,815

Total fixed assets 37,341 34,929

Current assets

Inventories 111,179 113,369

Receivables

Trade accounts receivable 82,578 64,726

Taxes 5,251 7,907

Other receivables 2,849 2,141

Prepayments and accrued income 3,411 2,318

94,089 77,092

Cash at bank 69,723 67,639

Total current assets 274,991 258,100

Total assets 312,332 293.029

30

Liabilities 31 December 2010 31 December 2009

Group equity 157,052 146,433

Provisions

Pensions 9,304 9,515

Taxes 8,441 7,690

Other 10,666 12,074

Total provisions 28,411 29,279

Long term liabilities

Debts to credit institutions 1,335 1,768

Current liabilities

Debts to credit institutions 35,199 32,234

Trade accounts payable and trade credits 62,969 52,270

Taxes and social security 10,453 14,662

Pensions 27 67

Other liabilities 3,715 4,113

Accrued liabilities 13,171 12,203

Total current liabilities 125,534 115,549

Total Group Equity and Liabilities 312,332 293,029

• Therewasaslightincreaseintheworkingcapital,whichgrewinlinewithrevenue.

• Thecashpositionremainedstrong.

• Solvencyremainedsoundatalevelof50%attheendof2010.

Results 2010 31

10 FebruaryIn Zwijndrecht, the Netherlands, Van Leeuwen

successfully completes the OHSAS 18001

certification process.

29 MayVan Leeuwen Buizen Belgium wins the first

Van Leeuwen international football competition

after fierce battles with Van Leeuwen teams from

France, the UK, and the Netherlands.

1 JuneVan Leeuwen Buizen Belgium takes over the Fluid

Power activities from Anbuma, one of the leading

Belgian distributors in pipes and fittings.

10 JuneCelebration on reaching the highest point in the

construction of the new Van Leeuwen head office

in Zwijndrecht, the Netherlands.

15 JulyExpansion of our warehouses and offices in

Queensland, Australia.

2 AugustStart of a new department – Offshore Structurals –

to serve customers from Brazil to Rotterdam and from

Dubai to Singapore with complete steel packages for

the Offshore/Oil and Gas segment.

First Van Leeuwen international

football competition

OHSAS 18001 certification

Project team for JERP is started upNew department Offshore

Structurals

Milestones

32

9 AugustAustralia converts to the SAP Business

One VL1 system.

13 SeptemberProject team for JERP (Jubail Export Refinery Project)

is started up; piping materials are delivered to Saudi

Arabia from Le Havre in France and Tianjin, China.

8 OctoberNew Van Leeuwen office in Ho Chi Minh, Vietnam.

The team in Vietnam will focus mainly on customers

in the Energy segment.

15 October New stock location in Katowice, Poland. This will

help us serve a growing number of customers in

the Industry segment.

1 DecemberVan Leeuwen Wheeler takes over the warehouse

in Aberdeen, Scotland, from Mardale Pipes,

including the machinery and stocks of duplex

and super-duplex materials.

30 DecemberThe largest refinery in Greece is modernizing its

Elefsis plant; Van Leeuwen has now supplied

10,000 tons for this project in line with the contract.

Take-over Fluid Power activities

from Anbuma

Expansion in Queensland,

Australia

Highest point in

construction of head office

New stock location in Katowice,

Poland

The Elefsis project, GreeceTake-over warehouse in Aberdeen,

Scotland

Milestones 33

“ We give top priority to our customers and the quality we offer them. That contributes to Van Leeuwen’s success around the world.”

Quality Assurance

Frank GroeneveldQuality Assurance Manager Van Leeuwen Precision, Deventer, the Netherlands

Without customers there is no company.

Van Leeuwen has many customers throughout

the world in various market segments, ranging

from small companies to multinationals.

We supply pipe and tube products, services and

project management for various large and small

projects. Four customers and the employees

working for them within our organization speak

about their experiences.

‘ Van Leeuwen Precision is constantly applying its technological expertise.’

Customers and projects

36

different kind of steel of cheaper quality but

with a particularly high percentage of elongation,

which means the ductility is guaranteed.

Just-in-timeFor Van Leeuwen Precision, DAF is a customer with

a strong reputation in the automotive industry.

The truck production system is a well-oiled machine

in which countless components come together on

the production lines. It is therefore crucial that all

those components should be in the right place at

the right time. Van Leeuwen Precision makes use

of its customer-dedicated stock management and

storage, and a powerful distribution network to

provide DAF with just-in-time deliveries. If necessary,

deliveries can be made several times a day to avoid

delays to the production process or unnecessary

stockpiling. This just-in-time concept is one of the

main reasons why DAF chose Van Leeuwen Precision.

Each week, the requirements of DAF Trucks are

reassessed and the people in Deventer seek to

anticipate the most recent production developments.

“Very satisfied”“We are very satisfied to be working together with

Van Leeuwen,” says Rob Hendrikx. He is Commodity

Manager at DAF Trucks and is responsible for everything

concerning the Steel package, such as logistics, quality,

safety and price. “We know Van Leeuwen as a partner

that actively works together with us, for example in the

area of safety. They have an operational project group

and a steering group helping us to keep safety risks,

for instance associated with packaging, to a minimum.

That is to the company’s credit.”

Lean Six Sigma“We proposed a Lean Six Sigma project in which

we would investigate how we could optimize and

guarantee safety,” say Frank Groeneveld, Quality

Manager, and Harold Brinkman, Sales Manager at

Van Leeuwen Precision. “And that made a very good

impression,” adds Rob Hendrikx. “DAF is Six Sigma

minded, so according to us their proposal was strong

and fitted perfectly with our views on anchoring

quality and safety. But our cooperation does not just

cover safety and quality, we also consider such factors

as the environment. We are investigating whether we

could use different packaging materials that we do

not need to throw away after using once but are

able to reuse instead. To put it briefly, our objective

is to arrive at a sustainable solution using this kind

of approach. Van Leeuwen Precision understands

perfectly that this is to our mutual benefit.”

DAF Trucks, the European branch of the American

parent company PACCAR, focuses on the

development, production, marketing, sales, and

service of medium-duty and heavy-duty commercial

vehicles. DAF Trucks also supplies components, such

as axles, engines, and cabins, to third parties for use

in, for instance, buses and non-standard vehicles.

The company has production facilities in Eindhoven,

the Netherlands, and Westerlo, Belgium. In the past

year DAF Trucks further strengthened its position on

the European market. The company achieved a market

share of 15% in the heavy class (15 tons and above) in

the European Union, which means it now occupies a

solid third place among European truck manufacturers

in terms of volume. After a difficult 2009, production

in DAF is well on the rise again, and the company has

increased production rates up to 174 vehicles a day.

DAF Trucks has been a major, regular customer

of Van Leeuwen Precision for years now. This

Van Leeuwen company supplies various precision

axles and precision tubes for different truck

components. Van Leeuwen Precision has a team of

product specialists who make sure the best possible

product is selected for each application at DAF,

and delivered to DAF in the most effective manner.

There is a key role in the process for the continual

analysis of possible risks (such as the overrun of

delivery times and changing production schedules),

and their prevention wherever possible.

Working closely togetherMany of these products are developed while working

closely together. Van Leeuwen Precision is constantly

using its technological expertise to develop alternative

products, quality levels, and dimensions, that could

have a positive effect on DAF’s production process

and ultimately reduce the overall costs for DAF.

Each year, Van Leeuwen Precision submits proposals

for improvement as part of the Cost Management

Program. DAF analyzes these proposals to assess

their feasibility in production, the impact on the

organization and the benefit for DAF. If DAF Trucks

approves of the proposal, a procedure will be initiated

to test the proposed alternative extensively in practice.

The alternative could involve a modification to the

steel quality, changes to the dimensions or a switch

from seamless pipes to a welded design. For example,

Van Leeuwen Precision recently submitted a proposal

to DAF Trucks concerning a pipe for which extreme

requirements apply regarding its ductility. Steel of

relatively expensive quality is used at present, and

Van Leeuwen Precision proposed switching to a

DAF Trucks

Customers and projects 37

‘ Van Leeuwen offers a level of service you can trust implicitly.’

38

“Quick deliveries”In 2011 Petroplus started on a major turnaround in

Ingolstadt. “The major Turnaround occurs roughly

once every five years. We implement many projects

and install new piping that is prefabricated and ready

for use,” says Sigrid Naurath. “An event like this has

to be carried out properly and as quickly as possible.

Van Leeuwen’s deliveries play an important role in

ensuring timely delivery. Normally Van Leeuwen

makes a couple of deliveries a week for our standard

maintenance needs. During Turnaround we need

daily deliveries and sometimes very quickly. In urgent

cases Van Leeuwen supplies smaller items as quickly

as possible even with a taxi.”

“Classic example of teamwork” “For Van Leeuwen, Petroplus is a customer with an

international reputation and size, and one we are

obviously pleased to have in our customer portfolio.

However, it is also a customer that expects a lot from

us,” says Frits Veraa. “We are very aware of that.

We have combined our disciplines, such as

procurement, sales, warehousing and shipping, in

a single, close-knit team in order to meet that high

level of expectations. The way in which the entire

team functions can be seen as a classic example

of the approach Van Leeuwen takes to achieve the

highest level of customer satisfaction possible.”

Petroplus is Europe’s leading independent refiner

and wholesaler of petroleum products. The company

owns and operates six refineries spread across

Europe. One of them is in the German town of

Ingolstadt. “We concluded a framework agreement

with this refinery in 2009 for the supply of all carbon

steel piping materials, fittings and flanges as needed

by the company for day-to-day maintenance and

major maintenance projects,” explains Frits Veraa,

Account Manager at Van Leeuwen.

The framework agreement term is five years,

the maximum Petroplus uses. “That reflects a

considerable mutual trust,” says Frits Veraa.

And, according to Sigrid Naurath, that trust is

not there without reason. On the contrary. “In

our experience, Van Leeuwen is a reliable supplier,

not just for ‘emergency’ materials but also for

ongoing maintenance work,” explains the Petroplus

procurement officer in Ingolstadt. “They provide us

with piping materials, fittings, and flanges that meet

our specifications. We are just as pleased with the

quality of the support Van Leeuwen provides.

This is extremely important to us. There is a constant

demand for materials to complete important strategic

projects and regular maintenance activities.

Van Leeuwen actively helps us in providing solutions.”

Petroplus

Customers and projects 39

‘ All I can say is that Van Leeuwen did an excellent job of organizing the logistics process.’

40

ATM

The waste processing company ATM, based in

Moerdijk in the Netherlands, generally carries out one

maintenance stop a year. These stops last an average

of five days, during which two out of three plants of

the company (specialized in cleaning contaminated

soil) are at a standstill. However, in 2010 two stops

were needed in quick succession. Lauran Willemsen,

mechanical engineer at ATM, explains why. “We had

to do more than just major maintenance work in

the so-called Luvo project - Luvo is an abbreviation

of the Dutch word for air preheater. We replaced

nine existing heat exchanger sections and added

three new ones, and replaced the entire casing and

steel construction. We also streamlined the layout to

reduce air resistance and ensure that the ventilators

wouldn’t have to work so hard. That makes a huge

difference in electricity costs and is good for the

environment. All in all, it was a big operation that

had to be completed as quickly as possible so that

the plant could be operational again. We run the

plant continuously to enable processing of around

a million tons of waste a year, more than ninety per

cent of which we make suitable for reuse.”

“Van Leeuwen Stainless delivered no less than

thirteen kilometers of stainless steel pipes and tons

of caps and elbows for the Luvo project,” says Marco

de Kreij. He is an Account manager at Van Leeuwen

Stainless. With ATM as a customer he has one of the

largest processors of hazardous waste in the world

in his portfolio. “Most of this high-quality material

was manufactured in China. We understood very

well that because every minute of downtime counts

a lot for ATM, the delivery of the pipes and other

materials from Asia and our logistical process had to

run perfectly. ATM has been one of our customers for

years. We want to keep on earning the confidence

the company has in us.”

“Solved to our complete satisfaction”“All I can say is that Van Leeuwen did an excellent job

of organizing the logistics process,” concludes Lauran

Willemsen. “You are talking about nearly 250 tons of

heat-resistant and stainless steel material that had to

be delivered to our site at Moerdijk, the Netherlands,

so that we could use them in our heat exchangers.

The deliveries organized by Van Leeuwen arrived

steadily and on schedule throughout the period, from

the end of March to mid July 2010. There was only

one time during the entire process when something

threatened to go wrong, but Van Leeuwen dealt with

that well and solved the problem to our complete

satisfaction. We are pleased with that. We were able

to start the plant running again after only nine days,

having completed the large amount of welding and

installation work we had arranged for.”

ImprovementsEvery hour, tons of hot dust are blasted along the

pipes of the heat exchangers. This process continues

24 hours a day and seven days a week. An average of

125 tons of contaminated soil is put through the soil

remediation system. A large part of it hurtles against

the pipe walls as dust. This continual sandstorm

has a considerable effect on the outer walls of the

installation pipes. ATM was therefore looking for a

more durable solution. Lauran Willemsen: “Together

with Van Leeuwen Stainless we looked at using

higher quality products. We are now using stainless

steel products that are thicker than what we had

before and therefore last longer, so that they don’t

need replacing so quickly. That saves us money.

We also chose pipes that are half as long again as

the ones in the old heat exchangers. That gives a

larger streaming surface area, which reduces the air

speed and the damage the dust causes to the walls.”

Customers and projects 41

‘ Our Philippine Unibridges project would have been much more difficult to manage without all the skills of Van Leeuwen.’

42

Eiffel

high standards. Van Leeuwen suggested a Turkish

supplier and convinced us that this manufacturing

company had the right quality. And I do not just

mean the actual material. Like many European

companies, we want the certainty of quality systems

in terms of safety, risk prevention, traceability, and

descriptions, for example. I can only say that Van

Leeuwen provided excellent assistance in that quality

process right from the project’s start. Indeed, we are

very pleased to have Van Leeuwen as our partner for

the Philippine contract. Managing this project would

only have been more difficult and more complex if

we had not had their support and skills. That much

is clear to us.”

Complex logistical operationTons of materials and thousands of pipes had to

be transported from the new, highly efficient mill

in Turkey to the Philippine islands. That is a very

demanding logistical operation. “All the more so as we

had not decided on a fixed schedule with our client,

the Philippine Ports Authority. We spend six to eight

weeks installing one Unibridge Marine Application on

one of the islands, then go on to do another one here

and another one there. That only makes the logistics

even more complex. However, Van Leeuwen helped us

very effectively by arranging the storage and transport

of materials down to the last detail. That never led to

any delays or any other problems.”

“Right to be proud”“Indeed, we are proud that we were able to help

make the contract a success for Eiffel and Matière,”

say Patrick Gilbertas and Loïc Tribout of

Van Leeuwen in France. “They are right to be

proud,” emphasizes Marc Vilarrasa. “The success

of a project like this depends on many factors.

If we had not had Van Leeuwen as a supplier, we

would never have been able to achieve what we

have managed to achieve today. I think a sincere

compliment for Van Leeuwen is absolutely in order.

The entire team was very professional and worked

extremely hard to make the project as a whole a

success. As far as we are concerned, Van Leeuwen’s

overall performance is certainly a reason for working

together again in the future.”

The Philippines is a patchwork of 7,107 islands. As a

consequence, much passenger and freight transport

is by boat. The Philippine Ports Authority selected

Unibridges Marine Applications to improve logistics

in the ports and the connections between the islands.

This is a concept developed by the French company

Matière. It combines various components that are

mutually interchangeable. The result is a modular

roll-on roll-off (Ro-Ro) port, making a substantial

improvement in connections. As it was such a

massive project, a joint venture was set up between

Matière and Eiffel. Eiffel is part of Eiffage,

a major French construction and concession

group with 71,000 employees and 500 branches

throughout Europe. Van Leeuwen is the supplier for

the spiral welded and specially coated pipes used in

the construction of the Ro-Ro ports.

“We had already been in business with Van Leeuwen

for some time, but for totally different projects.

We decided to choose Van Leeuwen for the Ro-Ro

ports as well, based on analyses of the quality

the company had to offer,” says Marc Vilarrasa,

Procurement Director at Eiffel.

The certainty of quality systemsPiers, walkways, ramps, loading platforms, pillars,

and terminal buildings are all part of the Unibridges

Marine Applications. The saline seawater and salty

air affect them all. That means the quality of the

piping material is crucially important. Marc Vilarrasa:

“We are particularly pleased that a manufacturer

could be found for the pipes who could meet the

Customers and projects 43

‘ We use our global logistics network and customer-oriented service concepts to streamline the operational process.’

Operations

44

The physical flows of pipe products and

all the activities associated with this, form

a critical success factor in Van Leeuwen’s

industrial services. Operations streamlines

this important process using a global logistics

network, linked-up infrastructure and a

package of supporting service concepts, all

largely organized from the perspective of our

customers, and their projects and processes.

Van Leeuwen has central warehouses in nearly all

regions of the world supporting the regular stock-

keeping branches. We are continually working

on improvements to the physical deliveries to

our customers at our central stock locations.

For example, in 2010 Van Leeuwen Stainless put

a new transport and roller conveyor into operation.

This forty-meter long machine automatically

packs all export orders in protective foil. We are

continually investing in various treatment machines

and logistics facilities to enable us to tailor every

delivery to suit the customer’s requirements in

terms of treatment, packaging and delivery.

Van Leeuwen also sets up temporary warehouses

for projects so that it can provide support for

customers on site. For instance, a warehouse was

set up in Greece for the Elefsis project, a project

to upgrade a refinery and for which we have now

delivered 20,000 tons of pipes and components.

Operations 45

Our logistics infrastructure was further extended in

2010. We set up a regional warehouse in Katowice,

South Poland, to improve our ability to serve the

growing market in Poland. We also modernized the

warehouse in the Czech Republic by installing a new

storage system, among other things. We took over

a warehouse in Aberdeen, Scotland, from Mardale

Pipes, including the machinery and stocks of duplex

and super-duplex materials. We expanded our stock

location in Queensland, Australia, for bulk stocks of

larger items such as ERW pipes with a large diameter.

We also expanded in Saudi Arabia.

‘ We are responding to product and process requirements by applying the highest quality standards.’

The frequency of incidents safety index indicates the number

of incidents in relation to the number of days worked.

60,0

50,0

40,0

30,0

20,0

10,0

-

Frequency of incidents safety index Total Europe

2007 2008 2009 2010

Dedicated cooperation with customersOperations is increasingly looking to cooperate

with customers by aligning its service to meet

the customer’s specific product or process related

requirements. For instance, we are delivering

complete sets of pre-treated pipes, bends and

flanges in close consultation with a customer for the

construction of turbines. The construction packages,

with numbers corresponding to the technical

drawings, can be installed directly. Other examples

include adjusting the packaging to suit the customer’s

manufacturing process, keeping customer-dedicated

46

stocks and further treatment of a product for our

customers. We are increasingly processing our

products to create semi-finished products for our

customers. This facilitates our customers’ processes

and adds value to the product.

High level of delivery reliabilityOur delivery reliability in 2010 was 97%. In 2010

we took steps to increase reliability further still

by improving our processes and process control.

We are working towards a single ERP system for all

our European branches within a few years. This

will allow us to further integrate our European

and global stocks, which will enable an even better

match between access to our product range and

services on the one hand and the requirements

of our customers operating internationally on the

other hand. In 2010 we introduced a single global

standard for item coding, known as VLUNAR. That

too enables unambiguous communication, reducing

the risk of errors and making it possible to achieve

far-reaching coordination between the different

branches in various fields.

Global logistics networkOur global logistics network forms the heart of

our service. Each day, many tons of steel pipes and

other materials find their way from strategically

located logistics centers to customers around the

globe. Stock management and optimization, storage

and distribution, packaging and documentation,

examination and inspection, ‘just-in-time’ deliveries:

anything is possible. Each day, more than a hundred

Van Leeuwen trucks throughout the world are on

the road to take care of this.

Our international and regional shuttle network

guarantees high delivery reliability and low

transportation costs. This network allows us to deliver

most of the items in stock to customers anywhere in

Europe within 24 hours. Even so, we are constantly

considering possible improvements to the shuttle

network. At our regular suppliers in Italy that led to

an overhaul of the transport concept, allowing us

to cut the time required substantially.

Ensuring quality, safety, and sustainabilityEnsuring quality and safety is important to Van

Leeuwen and its customers. Most of our branches

have an ISO 9001 certificate. All the new branches

we open are subjected to audits from the very start

to make sure they have the ISO 9001 certificate

within three years. We also audit our product

suppliers before adding them to the Van Leeuwen

Approved Manufacturers List (AML). The AML

helps us to ensure a consistently high quality in our

products, and consistency in the safety, rapidity

and efficiency of their delivery to us.

We started certification of working conditions,

OHSAS (Occupational Health & Safety Assessment

Series), in 2009. We are proud to report that our

branch in Zwijndrecht, the Netherlands, was awarded

the OHSAS certificate in 2010. That is a fine reward

for the efforts we put into creating safe, healthy

working conditions for our people. Our aim is to

obtain OHSAS certification for other locations as

well. The next step towards achieving this will be

taken in France in 2011.

The number of incidents fell in 2010 for the sixth

consecutive year, and no serious accidents occurred.

The frequency index for accidents involving absence

fell to 12.6. This has put us ahead of our target.

We are working around the world on implementing

sustainable business practices. In 2010 we achieved

measurable results in Zwijndrecht, the Netherlands.

For instance, we made significant improvements

in the reduction of CO2 emissions, the reduction

of energy consumption, and recycling packaging

materials. Annual CO2 emissions have been cut

through reorganizing distribution in Zwijndrecht.

A start was made in 2010 with the replacement

of the lighting in the Zwijndrecht office buildings,

which should reduce energy consumption by 50%

from 2012. In addition, a reduction of 25% in the

purchase of new cardboard has been achieved

through the reuse of packaging materials.

Operations 47

“ Van Leeuwen’s clear and forward-thinking strategy supports worldwide growth both commercially and logistically.”

Operations

David GregoryOperations ManagerVan Leeuwen Wheeler, United Kingdom

Specialist areas

Expediting

“ We take care of the shipment and delivery of our customers’ orders so they can focus on their core business.”

Norizah Bte MuhamadShipping CoordinatorVan Leeuwen Pipe and Tube, Singapore

Expediting

Project Management

“ Project Management adds value by combining and managing specialist areas in just the right way.”

Leo van der LeerSenior Project ManagerVan Leeuwen Buizen, Zwijndrecht, the Netherlands

Project Management

Business segment specialism

“ Globally operating companies are looking for a supplier that can act internationally.” Pieter Smaege

Business Manager Equipment ManufacturingVan Leeuwen Buizen Belgium

Business segment specialism

50

Specialist areas

Project Management, Quality Assurance, Operations… Many different specialist areas within

Van Leeuwen are important connecting parts of our service to customers. Various pages within

this Annual Book contain photos of employees working in different positions within our company.

These people share the responsibility of making things easier for our customers. What is their job

and specialist area at Van Leeuwen and what do they do for our customers? We give them an

opportunity to talk about this here.

Norizah Bte MuhamadShipping Coordinator

Van Leeuwen Pipe and Tube, Singapore

Has worked at Van Leeuwen since 1993

I coordinate and expedite export shipments to various

countries, such as Malaysia, Indonesia, Kuwait, Oman,

Brunei, Jordan, Iran, and also locally in Singapore.

I cooperate with the Operations department to make

sure deliveries to customers are properly prepared

and executed, for instance by preparing packing lists,

export permit declarations, commercial invoices,

and certificates. I also liaise with shipping staff at

other Van Leeuwen sites in Indonesia, Malaysia and

the Middle East if needed. Some of the products

need to be checked for readiness for material

treatments to be received upon delivery, such as

galvanizing, machining, or cement lining. I check

freight rates with various shipping lines, so I can offer

our customers reliability at a good price. We take care

of the shipment and delivery of our customers’ orders

so they can focus on their core business. This is one

of the many ways that Van Leeuwen adds value

for its customers.

Leo van der LeerSenior Project Manager

Van Leeuwen Buizen, Zwijndrecht, the Netherlands

Has worked at Van Leeuwen since 1978

I am responsible for the delivery of all pipes,

components, and valves for the Elefsis Refinery Upgrade

Project (ERUP) in Elefsina, Greece. The client is Hellenic

Petroleum. It is one of the most complex projects ever

handled by Van Leeuwen. We have put together a team

of about 25 employees in the Netherlands and Greece

especially for this project. We also set up a customized

storage and distribution warehouse in Elefsina

for this project. Van Leeuwen has considerable

know-how and experience concerning the products,

quality, logistics, distribution, and financing. Project

Management adds value by combining and managing

these specialist areas in just the right way, within

the contours of the agreements made for a specific

project. Van Leeuwen has made considerable

progress in the area of Project Management over

the past decade. We notice that our customers agree

with this from the fact that we are winning new

project contracts.

Pieter Smaege Business Manager Equipment Manufacturing

Van Leeuwen Buizen Belgium

Has worked at Van Leeuwen since 1998

As Business Manager for Europe, I am responsible for

the commercial strategy, realization and development

of the Equipment Manufacturing business segment,

within Van Leeuwen’s new Industry Division.

Customers within this business segment are OEM’s

and their subcontractors. Van Leeuwen has been

successfully supplying large machinery manufacturers

throughout Europe for many years. Our successes,

however, have been based mainly on local initiatives

and solutions. In its new business approach,

Van Leeuwen will improve coordination and

harmonization of sales efforts targeting a number

of large customers in Europe. We are convinced

that this will help us in finding new business

opportunities. Globally operating companies are

looking for a supplier that can act internationally.

With its international network and expertise,

Van Leeuwen can service customers worldwide.

51

Sourcing and procurement

“ My daily challenge is to fi nd the right products on time and at a good price for our customers.”

Elodie Marion Procurement CoordinatorVan Leeuwen Tubes, France

Sourcing and procurement

Operations

“ Van Leeuwen’s clear and forward-thinking strategy supports worldwide growth both commercially and logistically.”

David GregoryOperations ManagerVan Leeuwen Wheeler, United Kingdom

Operations

Quality Assurance

“ We give top priority to our customers and the quality we offer them. That contributes to Van Leeuwen’s success around the world.”

Frank GroeneveldQuality Assurance Manager Van Leeuwen Precision, Deventer, the Netherlands

Quality Assurance

52

Elodie Marion Procurement Coordinator

Van Leeuwen Tubes, France

Has worked at Van Leeuwen since 2006

Within the new Industry purchasing team, I am

in charge of the sourcing and procurement for

customers in the northern part of France. Working

from the Meyzieu office, I cooperate mostly with

the Villemandeur sales team. I am also responsible

for the stock management of construction products.

One interesting project I worked on was the

implementation of ‘Slim4’ in France, a support

tool for efficient stock management. Van Leeuwen

continuously develops new systems and tools for

efficient sourcing and procurement, which helps both

Van Leeuwen and our customers. My daily challenge is

to find the right products on time and at a good price

for our customers. This makes the job exciting and

keeps our customers satisfied.

David GregoryOperations Manager

Van Leeuwen Wheeler, United Kingdom

Has worked at Van Leeuwen since 1998

In my role I plan the day-to-day operational activities

for the Middlesbrough facility. This includes incoming

stock, stock management, production planning

for a dozen sawing machines, transport logistics,

and managing the team of logistical employees.

Operations adds tremendous value to the products

that we supply to our varied customer base.

We offer a cutting service by which we can deliver

the right quantity and material directly to the

customer, saving the customer time and reducing

their stock inventory. We also offer additional services

such as hard stamping to customers’ requirements,

internal inspection and external certification of

material as it is being cut to guarantee traceability

and, if required, specific packaging and identification.

All in all, we can offer a service package designed to

suit the customer. Van Leeuwen knows how to adapt

to the ever-changing market conditions. Its clear and

forward-thinking strategy has supported worldwide

growth both commercially and logistically.

Frank GroeneveldQuality Assurance Manager

Van Leeuwen Precision, Deventer, the Netherlands

Has worked at Van Leeuwen since 2005

At Van Leeuwen I am responsible for the quality of

our suppliers. One of my tasks is to audit internal

processes. At the beginning of 2010, here at Van

Leeuwen Precision we started on a Six Sigma and Lean

Manufacturing project with the aim of optimizing the

internal processes and reducing the number of credit

notes resulting from customer complaints. We also

start up improvement projects in cooperation with

customers and suppliers. We chart the entire process

flow, analyze this, and implement the necessary

measures identified in this exercise. Van Leeuwen gives

high priority to continually improving internal and

external processes, and eliminating any waste. We do

this in order to serve our customers as well as possible

and guarantee our strong, high-end position within

our sector. We give top priority to our customers and

the quality we offer them. That contributes to Van

Leeuwen’s success around the world.

Specialist areas 53

‘ Our employees are the main link between our customers and our products and services.’

Staff developments

54

We have a diverse workforce that reflects our

international position in the market. Around

the world, our people, with their know-how,

experience, talents, and qualities, are the key

link between our customers and our products

and services. An extremely important link:

we see our human capital as the most important

asset of our company, in which we will continue

to invest.

Van Leeuwen attaches considerable value to the

network of employees and the exchange of their

knowledge and experience. In our view, that is a

powerful instrument for safeguarding the cohesion

of the various Van Leeuwen companies. This is one

of the focus areas of the development programs,

courses and other training programs we offer.

The second edition of the Management Excellence

program, which we started in 2010, is a good

example of this. Managers in various specialist areas,

such as purchasing, sales or HR, take part in the

management course. They come together from all

over to the world to develop their management skills,

and also to share their knowledge and experiences.

We also have successfully facilitated the sharing

of know-how in the areas of sales and project

management a number of times through a training

program for employees from various branches.

In 2010, two groups from Asia, Australia, and

the Middle East took part in a three-day training

program, organized at our Singapore branch.

The pragmatic approach, the opportunity given

for sharing experiences and the use of professional

trainers all made for a successful program.

Staff developments 55

Interesting perspectivesEncouraging networking among all our organization’s

specialist areas gives our employees an overview of

the business operations in the different operating

companies. That offers interesting perspectives for

our employees, who are able to develop further within

their own region or alternatively make intercontinental

steps in their careers. By offering these perspectives,

our organization is creating an extra factor

encouraging staff loyalty and helping to retain high-

quality staff. Ultimately, our customers also benefit

from this: our employees support them by being

able to take a wider, birds-eye view when working

on solutions for their product or process issues.

Human ResourcesAt Van Leeuwen, Human Resources is not a separate

department in the organizational structure. In our

view, Human Resources is a discipline that facilitates

management by providing the right instruments

around the world to recruit, retain, and develop the

right people. It is a permanent process in which we

are continually ensuring optimal alignment of our

human capital with what our organization needs

to serve our customers around the world and to

develop new markets and service concepts.

We operate on the basis of this philosophy also in

our recruitment policy for new employees. From day

one we make sure that graduate employees get to

know in detail about all aspects of our organization

lying outside their specialist area and beyond the

boundaries of their professional expertise. They will

generally start in one of our operational departments

to broaden and enrich their knowledge through

experience in purchasing, sales, projects or export.

This way, we aim to prepare them for deployment

anywhere in the world as valued new employees.

Top Employer in 2010In the day-to-day business of recruiting new

employees we see that we are an attractive employer

thanks to our employment terms and conditions,

training and education, promotion opportunities,

working conditions, and friendly corporate culture.

But that is not just our opinion. Independent

research by the Dutch organization CRF has led to

Van Leeuwen Buizen being certified as one of the

Top Employers in the Netherlands in 2010. CRF is

a specialist in international surveys of employment

conditions and gave us an excellent, four-star score

in the reporting year. That is an important reason

for young, well-educated people in particular to

choose to develop their career with us.

56

Region

Middle East

North America

Australia/Asia

Europe

Total per region

Total

Worldwide

Women

Men

29%

71%

2010

39

47

187

757

1,030

2009

29

41

191

744

1,005

Number of employees at Van Leeuwen Pipe and Tube Group

Ratio of women to men 2010

Middle East

42%

58%

North America

19%

81%

Australia/Asia

39%

61%

Europe

26%

74%

Staff developments 57

“ My daily challenge is to find the right products on time and at a good price for our customers.”

Sourcing and procurement

Elodie Marion Procurement CoordinatorVan Leeuwen Tubes, France

Worldwide

‘ Our worldwide network forms the core of our service delivery.’

60

28

29

19

18

10

11

26

27

32

33

36

5

4

2 31

31

30

34

35

40 39

37

38

41

14

17

16

15

7

2120

8

6

9

13

12

23 24 2522

42

43 44

North America

Canada1 Edmonton

2 Calgary

3 Regina

4 Toronto

United States5 Houston

28

29

19

18

10

11

26

27

32

33

36

5

4

2 31

31

30

34

35

40 39

37

38

41

14

17

16

15

7

2120

8

6

9

13

12

23 24 2522

42

43 44

28

29

19

18

10

11

26

27

32

33

36

5

4

2 31

31

30

34

35

40 39

37

38

41

14

17

16

15

7

2120

8

6

9

13

12

23 24 2522

42

43 44

Middle East

United Arab Emirates26 Dubai

27 Abu Dhabi

Qatar28 Doha

Saudi Arabia29 Al-Khobar

Europe

The Netherlands6 Zwijndrecht

7 Deventer

8 Beesd

Belgium9 Vilvoorde

France10 Gonfreville

11 Villemandeur

12 Meyzieu

United Kingdom13 Brierley Hill

14 Bury

15 Aberdeen

16 Middlesbrough

17 Sheffield

18 Southampton

Ireland19 Tullow

Poland20 Sosnowiec

21 Katowice

Czech Republic 22 Brno

23 Studénka

Slovaki24 Zilina

Turkey25 Istanbul

Joint ventures

43 Combulex, the Nederlands

44 Benteler Distribution,

Germany

28

29

19

18

10

11

26

27

32

33

36

5

4

2 31

31

30

34

35

40 39

37

38

41

14

17

16

15

7

2120

8

6

9

13

12

23 24 2522

42

43 44

Joint ventures42 Van Leeuwen TPCO Pipe

and Tube, China

Asia / Australia

Singapore30 Singapore

Malaysia31 Kuala Lumpur

Thailand32 Bangkok

33 Chonburi

Indonesia34 Jakarta

Vietnam 35 Ho Chi Minh

China36 Shanghai

Australia37 Sydney

38 Brisbane

39 Melbourne

40 Adelaide

41 Perth

Worldwide 63

International network

Turkey

Van Leeuwen Boru San ve Tic Ltd ŞtiInönü Caddesi, Sümer Sokak, Zitas BloklariC2 Blok, Kat:6 Daire:15, Kozyataǧi, IstanbulTelephone: +90 216 3804525Fax: +90 216 3806272E-mail: info@vanleeuwenboru.com.tr

Head officeVan Leeuwen Pipe and Tube Group BV

Lindtsedijk 120, 3336 LE ZwijndrechtP.O. Box 50, 3330 AB ZwijndrechtThe NetherlandsTelephone: +31 78 6252525Fax: +31 78 6252705E-mail: vlptg@vanleeuwen.nlInternet: www.vanleeuwen.com

The Netherlands

P. van Leeuwen Jr’s Buizenhandel BVLindtsedijk 100, 3336 LE ZwijndrechtTelephone: +31 78 6252525Fax: +31 78 6252020E-mail: sales@vanleeuwen.nlManaging Director: M.A.L.W.J. van Engelen

Van Leeuwen Precisie BVHamburgweg 6, 7418 ES DeventerTelephone: +31 570 500700Fax: +31 570 500777E-mail: info-precisie@vanleeuwen.nlManaging Director: B. van der Worp

Van Leeuwen Stainless BVIndustrieweg 26, 4153 BW BeesdTelephone: +31 345 687777Fax: +31 345 683304E-mail: sales.stainless@vanleeuwen.nlManaging Director: A. Dekker

United Kingdom

Van Leeuwen Wheeler LtdNine Lock Works, Mill Street, Brierley HillWest Midlands DY5 2SXTelephone: +44 1384 487600Fax: +44 1384 487619E-mail: sales@vlwheeler.co.ukManaging Director: J. BlakeyBranches: Aberdeen, Bury, Middlesbrough, Sheffield, Southampton

Europe

Belgium

Van Leeuwen Buizen België NVSchaarbeeklei 189, 1800 VilvoordeTelephone: +32 2 2554000Fax: +32 2 2520576E-mail: info@vanleeuwen.beManaging Director: A. Renders

France

Van Leeuwen Tubes SAS2, Avenue des Pays-Bas69330 Meyzieu (Lyon)Telephone: +33 4 72 451515 Fax: +33 4 72 451520E-mail: vlfrance@vanleeuwen.frManaging Director: J. TinelBranches: Gonfreville, Villemandeur

Czech Republic

Van Leeuwen Pipe and Tube sroAreal Slatina, Turanka 115, 62700 BrnoTelephone: +420 532 123251Fax: +420 532 123250E-mail: sales@vanleeuwen.czGeneral Manager: J.K. ZondervanBranch: Studénka

Slovakia

Van Leeuwen Pipe and Tube sroBytčická cesta 89, 010 09 ŽilinaTelephone: + 421 415 166 183Fax: + 421 415 166 259General Manager: J.K. Zondervan

Poland

Van Leeuwen Rury Sp zooUl. Podchorazych 1/6, 40-043 KatowiceTelephone: +48 32 7858610 - 11Fax: +48 32 7858612E-mail: polska@vanleeuwen.nl

Ireland

Van Leeuwen Wheeler LtdUnit 2 Tullow Court Mews, Off Bridge Street Tullow, County CarlowTelephone: +353 599181120Fax: +353 599181124E-mail: sales@vlwheeler.co.uk

64

International network

Canada

Van Leeuwen Pipe and Tube

(Canada) Inc2875 - 64th AvenueEdmonton, Alberta T6P 1R1Telephone: +1 780 4697410Fax: +1 780 4665970E-mail: sales@vanleeuwen.comManaging Director: V. KleinBranch: Calgary, Regina, Toronto

United States

VL Project Services LLC10235 West Little York Road, Suite 250Houston, Texas 77040Telephone: +1 281 5823150Fax: +1 281 5823151E-mail: sales@vlprojectservices.com

Asia/AustraliaSingapore

Van Leeuwen Pipe and Tube

(Singapore) Pte Ltd4, Pioneer Place, Singapore 627893Telephone: +65 68979301Fax: +65 68979318E-mail: info@vanleeuwen.com.sgRegional Managing Director: M.B. Kerstens

Malaysia

Van Leeuwen Pipe and Tube

(Malaysia) Sdn BhdSuite 11-02, Level 11, Menara IGBThe Boulevard, Lingkaran Syed Putra59200 Kuala LumpurTelephone: +60 3 22873358Fax: +60 3 22845771E-mail: vlmalaysia@vanleeuwen.com.sgGeneral Manager: O. Ducrocq

Thailand

Van Leeuwen Pipe and Tube

(Thailand) Ltd487/1 Si Ayutthaya Building 12A Floor, Si Ayutthaya Road Khwaeng Thanon Phaya ThaiKhet Ratchathewi, Bangkok 10400Telephone: +66 2 2480994 - 98Fax: +66 2 6425087 - 88E-mail: bangkok@vanleeuwen.com.sgGeneral Manager: Jude CheeBranch: Chonburi

North AmericaIndonesia

PT Van Leeuwen Pipe and Tube

IndonesiaWisma 46, Kota BNI, 36th Floor,Jl Jend Sudirman Kav. 1 – Jakarta 10220Telephone: +62 21 5700967Fax: +62 21 5700968E-mail: info@vanleeuwen.co.idGeneral Manager: J. de Vries

Vietnam

Van Leeuwen Pipe and Tube

(Singapore) Pte Ltd Vietnam Representative OfficeSuite 1317, 13th Floor,Kumho Asiana Plaza, 39 Le Duan Street, District 1, Ho Chi Minh City, Telephone: +84 (0) 8 62 888 769Fax: +84 (0) 8 62 917 905E-mail: vlvinfo@vanleeuwen.com.sg

China

Van Leeuwen TPCO (Tianjin) Pipe

and Tube Trading Company Ltd12E Double Dove Plaza438 Pu Dian Road, Pudong DistrictShanghai 200122Telephone: +86 21 61042880Fax: +86 21 61042882E-mail: info@vanleeuwentpco.com.cnGeneral Manager: D. YapBranches: Beijing, Tianjin

Van Leeuwen Pipe and Tube

(Singapore) Pte LtdShanghai Representative OfficeRoom 1501, No 458 Fushan Road, PudongShanghai 200122 Telephone: +86 21 58311866Fax: +86 2158311900E-mail: info@vanleeuwen.com.cnChief Representative: D. Sun

Australia

Van Leeuwen Pipe and Tube

Australia Pty Ltd95-113 Lee Holm RoadSt Mary’s NSW 2760 (Sydney)P.O. Box 1172 St Marys NSW 1790Telephone: +61 2 98961111Fax: +61 2 96882428 (Head Office) +61 2 96884801 (NSW Branch)E-mail: vanleeuw@vanleeuwen.com.auManaging Director: E. ZammitBranches: Adelaide, Brisbane, Melbourne, Perth

Middle EastUnited Arab Emirates

Van Leeuwen Pipe and Tube

Gulf FZEOilFields Supply Center, B11, Jebel Ali free zoneP.O. Box 261145, DubaiTelephone: +971 4 8833872Fax: +971 4 8837974E-mail: process@vanleeuwengulf.aeRegional Manager: R. Ricketts

Van Leeuwen Pipe and Tube

(Middle East) LLCAl Ghaith Tower, Suite 1203Hamdan StreetP.O. Box 47144, Abu DhabiTelephone: +971 2 6271840Fax: +971 2 6271244E-mail: sales@vanleeuwen.ae

Qatar

Van Leeuwen Trags Pipe and TubeJaidah Tower, 7th FloorP.O. Box 1884, DohaTelephone: +974 4432212Fax: +974 4422255E-mail: qatar@vanleeuwengulf.com

Kingdom of Saudi Arabia

Van Leeuwen KSAMiddle East Complex1st Floor, Office 4P.O. Box: 79420Al-Khobar 31952Saudi ArabiaTelephone: +966 381 28605Fax: +966 381 28607E-mail: sales@vanleeuwen-saudi.com

65

Personal particulars

R. Willems, Chairman

Nationality : DutchYear of birth : 1945Previous important positions held : President Shell Nederland BV President Shell Philippines Executive Vice President Shell ChemicalsOther supervisory board positions : Chairman of the Supervisory Board Kon. Joh. Enschede Chairman of the Supervisory Board Essent Member Supervisory Board Caldic Chemie Member Supervisory Board FMO Other positions : Member of the Senate of the Dutch Parliament Chairman Chemical Industry Steering GroupFirst appointed : 01-09-2007End of current term : 2011

Supervisory Board

J.C. Breen

Nationality : DutchYear of birth : 1947Previous important positions held : President and CEO Van Leeuwen Pipe and Tube Group BV Managing Director Asia Pacific Consumer Electronics Division NV PhilipsOther supervisory board positions : Chairman of the Supervisory Board Koninklijke Ahrend NV Member Supervisory Board Teijin Aramid BV Member Supervisory Board Koninklijke Smilde BV Chairman Supervisory Board Nedcard BV Member Supervisory Board Solar Total B.V.First appointed : 01-09-2007End of current term : 2011

J. Ekelmans Member Audit Committee

Nationality : DutchYear of birth : 1951Current position : Independent consultant (business & boardroom counseling) in association with

Mr H.C. den Hollander: Outright business counselingPrevious important positions held : Lawyer, joint founder and partner Ekelmans Den Hollander (1978-1999)Other positions : Board member (Chairman) BE Semiconductors NV Continuity Foundation Board member Unit4Agresso NV Continuity FoundationFirst appointed : 18-05-2004End of current term : 2012

66

Personal particulars

R.R. HendriksChairman Audit Committee

Nationality : DutchYear of birth : 1955Current position : CFO Fluvia Holding BVPrevious important positions held CEO Aon EMEA (Europe, Middle East and Africa) : Vice Chairman Royal VOPAK NV Member Management Board and CFO CSM NVOther supervisory board positions : Chairman Supervisory Board Flinter Group Member Supervisory Board Nile Dutch Africa Line B.V.Other positions : Chairman Advisory Board G-Star Chairman Advisory Board Den Hartogh LogisticsFirst appointed : 01-01-2006End of current term : 2014

J.G. van Oord

Nationality : DutchYear of birth : 1946Previous important positions held : Chairman of the Board of Management Van Oord NVOther supervisory board positions : Member Supervisory Board Van Oord NV Chairman Governing Board MerweOord BV Member Board of Trustees DeltaresOther positions : Chairman ‘Stichting Red een Kind’, Zwolle, the Netherlands President IADC, International Association of Dredging CompaniesFirst appointed : 01-01-2009End of current term : 2013

From left to right:

R.R. Hendriks,

J.G. van Oord,

R. Willems,

J.C. Breen,

J. Ekelmans

67

P.L. Rietberg, Chairman of the Board

Nationality : DutchYear of birth : 1964Previous important positions held : Member Board of Executive Directors Van Leeuwen Pipe and Tube Group BV Managing Director P. van Leeuwen Jr’s Buizenhandel BVDate of commencement : 01-09-1989Appointed to current position : 01-09-2007Specific areas of responsibility : Strategy, long-term policy and acquisitions/joint ventures; Corporate Communications.

J.M. Sassen, Member of the Board and CEO

Nationality : DutchYear of birth : 1966Previous important positions held : Chairman of the Executive Committee Division Director Precision Managing Director Van Leeuwen Precisie BV

Regional Managing Director Van Leeuwen Pipe and Tube (Singapore) Pte LtdDate of commencement : 02-03-1992Appointed to current position : 01-09-2007Specific areas of responsibility : Divisions Industry and Energy; the operating companies in the Middle East, Asia, Australia

and North America and worldwide Human Resources.

M.A.L.W.J. van Engelen, Member of the Executive Committee

Nationality : DutchYear of birth : 1958Previous important positions held : Managing Director P. van Leeuwen Jr’s Buizenhandel BV Manager Human Resources Van Leeuwen Pipe and Tube Group BVDate of commencement : 01-01-1998Appointed to current position : 01-09-2007Specific areas of responsibility : Operating companies in Europe, and Operations.

A.S. Zwanepol, Member of the Executive Committee and CFO

Nationality : DutchYear of birth : 1960Previous important positions held : Business Finance Manager Middle East Shell Exploration & Production International BV Financial Director Shell EgyptDate of commencement : 01-10-2007Appointed to current position : 01-10-2007Specific areas of responsibility : Finance and ICT

Board of Directors and Executive Committee

68

From left to right:

Peter Rietberg,

Joop Sassen,

Maureen van Engelen,

René Zwanepol

Personal particulars 69

Management

Benno van der Worp

Managing Director

Van Leeuwen Precision

Hans Weerstra

Division Director

Energy

André Dekker

Managing Director

Van Leeuwen Stainless

Ton Benning

Financial Director

Van Leeuwen Buizen

Zwijndrecht

Wil Livius

Operations Director

Peter Rietberg

Chairman of the Board

Henk-Robert ten Cate

Division Director

Industry

Joop Sassen

Member of the Board

and CEO

René Zwanepol

Member of the

Executive Committee;

Chief Financial Officer

Maureen van Engelen

Member of the

Executive Committee

Olivier Rosset

Commercial Director

Van Leeuwen Tubes

France

Jeff Blakey

Managing Director

Van Leeuwen Wheeler

United Kingdom

Jérôme Tinel

Managing Director

Van Leeuwen Tubes

France

André Renders

Managing Director

Van Leeuwen Buizen

Belgium

Hans Zondervan

General Manager

Van Leeuwen Pipe and

Tube Czech Republic

Elko Smid

General Manager

Van Leeuwen Rury

Poland

70

Personal particulars

Martijn Kerstens

Regional Managing

Director Van Leeuwen

Pipe and Tube Asia

Maus Jaarsma

Group Financial

Controller

David Sun

Chief Representative

Van Leeuwen Pipe

and Tube Shanghai

Koen van Eijnsbergen

Manager Finance

& Administration

Olivier Ducrocq

General Manager

Van Leeuwen Pipe and

Tube Malaysia

Dennis Yap

General Manager

Van Leeuwen TPCO

(Tianjin) Pipe and

Tube China

Jude Chee

General Manager

Van Leeuwen Pipe and

Tube Thailand

Joris de Vries

General Manager

Van Leeuwen Pipe and

Tube Indonesia

Roger Ricketts

Regional Manager

Van Leeuwen Pipe and

Tube Gulf

Emmanuel Zammit

Managing Director

Van Leeuwen Pipe and

Tube Australia

Peter Boer

Manager Quality,

Safety & Environment

Ingrid den Hartog

Manager Corporate

Communications

Alexander Gouw

Manager Corporate

Human Resources

Willem de Boer

Manager Corporate IT

Martijn Knottnerus

General Counsel

Vern Klein

Managing Director

Van Leeuwen Pipe

and Tube Canada

71

Compilation and coordination:

Corporate Communications

Van Leeuwen Pipe and Tube Group BV

Design and production:

Centagon BV

Van Leeuwen Pipe and Tube Group BV

Lindtsedijk 120, 3336 LE Zwijndrecht, the Netherlands

P.O. Box 50, 3330 AB Zwijndrecht, the Netherlands

Telephone: + 31 78 6252525

Fax: + 31 78 6252755

E-mail: vlptg@vanleeuwen.nl

Internet: www.vanleeuwen.com

Published: April 2011. Printed in the Netherlands.