annual book 2010
DESCRIPTION
Connect, annual book 2010 of the Van Leeuwen Pipe and Tube GroupTRANSCRIPT
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
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
(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
‘ 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
‘ 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
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
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
“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
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
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
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: [email protected]
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: [email protected]: www.vanleeuwen.com
The Netherlands
P. van Leeuwen Jr’s Buizenhandel BVLindtsedijk 100, 3336 LE ZwijndrechtTelephone: +31 78 6252525Fax: +31 78 6252020E-mail: [email protected] Director: M.A.L.W.J. van Engelen
Van Leeuwen Precisie BVHamburgweg 6, 7418 ES DeventerTelephone: +31 570 500700Fax: +31 570 500777E-mail: [email protected] Director: B. van der Worp
Van Leeuwen Stainless BVIndustrieweg 26, 4153 BW BeesdTelephone: +31 345 687777Fax: +31 345 683304E-mail: [email protected] 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: [email protected] 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: [email protected] 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: [email protected] 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: [email protected] 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: [email protected]
Ireland
Van Leeuwen Wheeler LtdUnit 2 Tullow Court Mews, Off Bridge Street Tullow, County CarlowTelephone: +353 599181120Fax: +353 599181124E-mail: [email protected]
64
International network
Canada
Van Leeuwen Pipe and Tube
(Canada) Inc2875 - 64th AvenueEdmonton, Alberta T6P 1R1Telephone: +1 780 4697410Fax: +1 780 4665970E-mail: [email protected] 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: [email protected]
Asia/AustraliaSingapore
Van Leeuwen Pipe and Tube
(Singapore) Pte Ltd4, Pioneer Place, Singapore 627893Telephone: +65 68979301Fax: +65 68979318E-mail: [email protected] 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: [email protected] 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: [email protected] 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: [email protected] 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: [email protected]
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: [email protected] 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: [email protected] 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: [email protected] 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: [email protected] 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: [email protected]
Qatar
Van Leeuwen Trags Pipe and TubeJaidah Tower, 7th FloorP.O. Box 1884, DohaTelephone: +974 4432212Fax: +974 4422255E-mail: [email protected]
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: [email protected]
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: [email protected]
Internet: www.vanleeuwen.com
Published: April 2011. Printed in the Netherlands.