Koninklijke Heijmans N.v. · EURONEXT:HEIJM
Koninklijke Heijmans — Heijmans — Non-Deal Roadshow (February 2020)
78 slides from Koninklijke Heijmans's roadshow presentation, February 2020
Slide 1: Heijmans Business Update
Heijmans Business Update ROADSHOW BOOKLET, FEBRUARY 2020, BASED ON 2019 FULL YEAR RESULTS
Slide 2: Key figures FY 2019
2 Key figures FY 2019 (x € 1 million) H2 2019 H2 2018 2019 2018 Revenues 870 799 1.600 1.579 Underlying EBITDA * 30 23 54 43 Result after tax 15 12 30 20 Earnings per share (in €) 0,69 0,57 1,40 0,96 Order book 2.124 2.014 2.124 2.014 Net debt (cash) excl. IFRS 16 -56 -31 -56 -31 Net debt (cash) inc
Slide 3: Contents
3 Contents • Company profile 4 - 13 • Strategy 14 - 25 • Environmental, Social, Corporate Governance (ESG) 24 - 29 • Dutch construction market 30 - 37 • Annual results 2019 / Outlook 38 – 45 • Financing, cash flow, order book, financial statements 46 - 49 • Case studies 54 - 67 • Appendices 68 - 78
Slide 4: Company profile
HEIJMANS ONE Company profile 4
Slide 5: History
5 COMPANY PROFILE History 1923 – founded by Jan Heijmans as Infra company 1945 and beyond - strong growth following WWII 1960’s - diversification towards residential building 1980’s - diversification towards property development 1993 – listing on Amsterdam Stock Exchange 1993/2007 – strong growth th
Slide 6: Organisation chart Heijmans N.V.
6 Organisation chart Heijmans N.V. Property Development Property Building & Infrastructure Development Technology
Slide 7: Heijmans at a glance
7 • Approximately 4,500 employees work on a daily basis for COMPANY PROFILE these business segments in the Netherlands. More than 99% of these employees are covered by a collective labour agreement. • Ambition to achieve a leading position on quality, Heijmans at a glance sustainability and profitab
Slide 8: Restructuring provides potential
Jan-2018 Jul-2009 Apr-2012 Dec-2012 Aug-2013 Dec- 2014 Appointment of Nov-2009 2010 350 FTE Feb-2016 Feb-2017 CRO, and merge € 100 mio 2011 disposal of 250 FTE ‘Sub-10’ disposal disposal of reductions Extension Extension of Residential and rights issue restructuring Telecom activities reduction shar
Slide 9: Competitive strengths
Living (Residential and Property Development) 9 • Development of urban and rural areas in both small COMPANY PROFILE and large-scale projects • Combining creativity and customer focus with strength on realisation Competitive • Focus on complex renovations and transformations • Standardisation of con
Slide 10: Living: Property Development
10 COMPANY PROFILE Living: Property Greenville – Leidsche Rijn Utrecht Development Property Development focuses on area development of both large and smaller-scale projects in urban and out-of-town areas. It fulfills the role of both initiator, developer and seller of (mainly) residential properties
Slide 11: Living: Residential
11 COMPANY PROFILE * As of 1/1/2018, Residential and Non Residential were brought under central management and the name was changed into Building & Technology Living: Residential Residential Building operates from five regions under central management. Its prime activity is new-build, but it also in
Slide 12: Working: Non Residential
12 COMPANY PROFILE * As of 1/1/2018, Residential and Non Residential were brought under central management and the name was changed into Building & Technology Working: Non Residential Non-Residential designs, creates and maintains high-quality electro-technical and mechanical installations (‘Service
Slide 13: Connecting: Infrastructure
13 COMPANY PROFILE Connecting: ASPHALT A1/A27 - UTRECHT Infrastructure Infra focuses on the construction, improvement and maintenance of the Dutch road infrastructure and public spaces, including related installations and on-site objects. This includes roads, viaducts, tunnels, locks, water treatmen
Slide 14: Strategy
WINTRACK II - TENNET WIND PARK WIERINGERMEER DRINKING WATER PIPELINE – LOOSBROEK Strategy 14
Slide 15: Strategy 2019 - 2023
15 STRATEGY Strategy 2019 - 2023 FROM TO VISION: SPACIAL CONTOURS OF STRATEGIC AGENDA BASED 8 STRATEGIC THEMES TRANSLATED TOMORROW ON 3 MAIN THEMES INTO OPERATIONAL KPI’S Developments within Heijmans • To build on ‘Focus, discipline, excellence’ strategy of 2018-2019 to further enhance risk manageme
Slide 16: Strategy 2019 – 2023: “Better” and “Smarter”
16 STRATEGY Strategy 2019 – 2023: “Better” and “Smarter” Strategic theme Bold statements Concrete goals We work safely or we do not We won't be satisfied until we have 0 accidents Safety work at all IF rate < 1 in 2020 Risk Management & All projects are predictable We complete the implementation of
Slide 17: Strategy 2019 – 2023: “Sustainable”
17 STRATEGY Strategy 2019 – 2023: “Sustainable” Strategic theme Bold statements Concrete goals Our production is CO2-neutral As of 2023, Heijmans is CO2-neutral. We offset any residual value Energy and we create energy-neutral In 2023, we can deliver 100% energy-neutral solutions for our solutions f
Slide 18: Asset management project images
ASSET MANAGEMENT TERNEUZEN LOCK WILHELMINA LOCK ZAANDAM N280 ROERMOND - INFRA BEATRIX LOCK PPP - NIEUWEGEIN
Slide 19: Strategy Property Development
19 STRATEGY Strategy Property Development Long term goal • Strong demographic growth fundamentals hampered by various regulatory issues that impact pipeline, Property Development: including designation of new development areas, changes in environmental law and private quality stable EBITDA- assuranc
Slide 20: Strategy Building & Technology
20 STRATEGY Strategy Building & Technology Long term goal: • As of 1/1/2018 Residential and Non Residential were brought under central management and stable EBITDA- merged into “Building & Technology”, with commercial focus based on core competencies: Margin of 3-4% › Services: armed with its instal
Slide 21: Strategy Infra
21 STRATEGY Strategy Infra Long term goal: • 2017 and 2018 were dominated by derisking of loss-making projects acquired in 2011-2015 stable EBITDA- Margin of 3-4% • 2019 was a stable year in which the turnover mix changed to targeted levels, but pipeline affected by nitrogen and PFAS issues • Large
Slide 22: Innovation examples
VAN GOGH – ROOSEGAARDE BICYCLE PATH COMPOSITE BRIDGE HYDROFIT SEWER RELINING Kousrelining (renovation of waterpipes) SOLAR NOISE BARRIER BIKESCOUT SOLAR GUARD RAIL RECOFLEX ASPHALT
Slide 23: Focus on innovation
Examples of innovations sold / ready for market launch: 23 • Heijmans ONE portable house > 135 houses now sold; STRATEGY • Hydrofit sewer relining > several projects realised; • BikeScout: warning system to improve safety of cyclists, implemented at several locations; • Smart living concept: standar
Slide 24: Environmental Social Corporate Governance
N629 OOSTERHOUT - DONGEN Environmental Social Corporate Governance 24
Slide 25: ESG - rankings
25 ESG - rankings Ranking Institute Position / Score 1 Forrest50 FSC 2nd 2 Carbon disclosure CDP B 3 Transparency benchmark Ministry of Economic Affairs & Climate 12th 4 ISO 14001 Kiwa - 5 CO2- Performance ranking Kiwa Level 5 6 Score card EcoVadis EcoVadis Bronze medal 7 VCA Kiwa - 8 Tax Transparen
Slide 26: Asset management and locks projects
ASSET MANAGEMENT TERNEUZEN LOCK WILHELMINA LOCK ZAANDAM BEATRIX LOCK PPP - NIEUWEGEIN
Slide 27: ESG policy Heijmans
27 ESG policy Heijmans • Digitalisation / Production technology: several initiatives to improve efficiency of materials and impact on environment • Energy: target to be CO2 neutral in 2023 • Materials: we aim for 100% circularity in 2023 • Space: our developments are green, blue and safe Key measure
Slide 28: ESG policy Heijmans
28 ESG policy Heijmans • Safety: With our GO! Programme we aim for IF rate < 1 • Process improvement: strong focus on performance measurement and customer satisfaction against clear targets • Quality of the organization: HR policy to bind, attract & retain employees. Programmes for trainees, and sen
Slide 29: ESG policy Heijmans
29 ESG policy Heijmans • Risk management & Process improvement › Full implementation of Corporate Governance Code, Compliance Office and Integrity commission › Strong lines of defense, including Internal Audit and Risk Office • Quality of the organization: Transparant interaction with stakeholders (
Slide 30: Dutch Construction Market
ZUIDASDOK – AMSTERDAM Dutch Construction Market 30
Slide 31: Nitrogen issue explained
DUTCH CONSTRUCTION MARKET 31 Nitrogen issue explained • NL: 166 designated ‘natura 2000’ areas: nature areas protected by European law • 118 with habitats sensible to nitrogen emissions • Until May, the “Program Approach Nitrogen” (PAS) allowed to include positive effects of future developments whil
Slide 32: Nitrogen: impact Heijmans
DUTCH CONSTRUCTION MARKET 32 Nitrogen: impact Heijmans • Technical solutions / innovations are being explored • Until now, no Heijmans projects in execution are cancelled / suspended • However, pipeline of projects is heavily impacted, difference between ‘tender market’ and projects outside the tend
Slide 33: PFAS issue explained
DUTCH CONSTRUCTION MARKET 33 PFAS issue explained • PFAS is a family name for 6.000 material, including Pfos, Pfoa and GenX and is being used for decades in all kind of applications • PFAS is strong, mobile (especially in water) and hardly degradable • Hundreds of locations known in the Netherlands,
Slide 34: Dutch market
34 • 2020-2021 outlook weakened throughout 2019 following DUTCH CONSTRUCTION MARKET impact of more strict norms for nitrogen disposition, heavily impacting a.o. agricultural and construction sector, and PFAS • As a result, growth of employment will come to an end in 2020-2021, as well as shortages o
Slide 35: Production volumes sector 2018-2024
DUTCH CONSTRUCTION MARKET 35 Production volumes sector 2018-2024 2018 2019 2019 2020 2021 22-24* in € millions Annual change (in percentages) Residential New build 13.025 13.375 2,5 -5 -5,5 7 Renovations 9.875 10.025 1,5 3 3,5 4 M aintenance 6.375 6.475 1,5 1 1 1,5 Non Residential New build 9.925 11
Slide 36: Dutch housing market
DUTCH CONSTRUCTION MARKET 36 Dutch housing market Average sales period (#days) of homes supply Average sales price houses (new built vs other) Supply of houses for sale has decreased sharply since 2014 and production of new built houses unable to meet strong demand … …as a result, house prices are S
Slide 37: Dutch housing market
DUTCH CONSTRUCTION MARKET 37 Dutch housing market Fundamentals have improved considerably since 2014 after 7 years of declining market: • Historically low interest rates, increased consumer confidence and government policies (limiting tax deductibility and revised social housing policy) have resulte
Slide 38: Heijmans annual results 2019: strong rise in profit, dividend pay-out resumed
NATIONAAL MILITAIR MUSEUM - SOESTERBERG “Heijmans annual results 2019: strong rise in profit 2019, dividend pay-out resumed” Ton Hillen, chairman executive board Heijmans N.V. 38 February 20, 2020
Slide 39: Safety
Safety Trend of lost-time injuries (incl. subcontracting and restricted workday) Trend IF figure (own staff incl. hirers) Period 2015 – 2019 Number of injuries per month Injury Frequency (IF)* *IF- Injury Frequency = number of lost-time injuries in the last 12 months / number of hours worked in the
Slide 40: Willemspoort Noord residential project
ANDERE FOTO VAN FENIX I WILLEMSPOORT NORTH - RESIDENTIAL WILLEMSPOORT NOORD, ‘S-HERTOGENBOSCH
Slide 41: Highlights annual results
2019 ANNUAL RESULTS 41 Highlights annual results • All business areas contribute to positive result; • Increase underlying EBITDA by 26% to € 54 million; • Net profit 50% higher at € 30 million in 2019 (2018: € 20 million); • Increase order book by more than € 100 million to € 2.1 billion; • Continu
Slide 42: Property development: underlying EBITDA margin stable at lower revenues
2019 ANNUAL RESULTS 42 Property development: underlying EBITDA margin stable at lower revenues in € mln. H2 2019 H2 2018 2019 2018 Revenues 254 258 459 503 Underlying EBITDA 15 15 26 28 Underlying EBITDA margin 5,9% 5,8% 5,7% 5,6% Order book 454 435 454 435 • Order book well stocked (end 2019 € 454
Slide 43: Building & Technology: strong performance, continued growth
2019 ANNUAL RESULTS 43 Building & Technology: strong performance, continued growth in € mln. H2 2019 H2 2018 2019 2018 Revenues - Residential 223 227 447 440 Revenues - Non-Residential 204 150 370 286 Revenues - Building & Technology 427 377 817 726 Underlying EBITDA - Residential 6 5 12 11 Underlyi
Slide 44: Infra: balanced portfolio and increase in predictability
2019 ANNUAL RESULTS 44 Infra: balanced portfolio and increase in predictability in € mln. H2 2019 H2 2018 2019 2018 Revenues 322 342 619 654 Underlying EBITDA 10 2 17 8 Underlying EBITDA margin 3,1% 0,6% 2,7% 1,2% Order book 791 766 791 766 • Improvement underlying EBITDA at lower revenue; • Evident
Slide 45: Outlook: structural profitability
2019 ANNUAL RESULTS 45 Outlook: structural profitability • Expected revenue and underlying results comparable to level of 2019; • Well-stocked order book; • Faith in 2020; • In case of lagging tenders infra market; potential impact on infra activities towards 2021; • Long-term foundation looking pos
Slide 46: Financing, Cash flow, Order book, Financial statements
KONINGSTUNNEL – THE HAGUE Financing, Cash flow, Order book, Financial statements 46
Slide 47: Financing in place
47 In addition, several project financings in place in PPP and Financing in place Property Development, both recourse and non recourse, as well as several operational and financial leases Relevant details syndicated loan facility: The most significant financing arrangements include: - € 121 mln in s
Slide 48: Cash flow, financing and dividend
48 Cash flow, financing and dividend • Positive cash flow in 2019 • substantial reduction interest expenses › Dividend review with cum pref holders effected early 2019 at decreased interest coupon › Reduction debt utilisation and improved margins • All important facilities committed to at least mid
Slide 49: Progress net debt reduction
49 Progress net debt reduction Size of syndicated loan versus average drawdowns syndicated loan 220 1. RCF from € 156 mln to € 144 mln 200 following refinancing May 2018 180 2. RCF from € 144 mln to € 121 mln in 160 October 2018, repayment KBC 140 3. Average net debt improved to € 122 120 1 3 mln (I
Slide 50: Order Book
50 FINANCIAL STATEMENTS Order Book in € mln. 31-12-2019 30-06-2019 31-12-2018 Property development 454 451 435 Residential 506 493 508 Non-residential 762 731 694 Building & Technology 1.268 1.224 1.202 Infra 791 773 766 Eliminations -389 -357 -389 Total 2.124 2.091 2.014 OOSTENBURGER ISLE - AMSTERD
Slide 51: Financial covenants
Financial Covenants Amounts in € millions 2019 FY 2019 H1 2018 FY Reported Net debt 30,5 99,1 -30,7 51 Adjustments: Corrections IFRS 16 -86,6 -76,1 Net debt Joint Ventures 51,3 78,5 78,1 FINANCIAL STATEMENTS Net debt non recourse project financings -79,6 -90,5 -92,4 Cumulativ e preference shares B -
Slide 52: P&L H2 2018 H2 2019
H2 2019 H2 2018 2019 2019 2018 (x € 1 million) incl. IFRS 16 excl. IFRS 16 excl. IFRS 16 incl. IFRS 16 excl. IFRS 16 excl. IFRS 16 52 Revenues 870 870 799 1.600 1.600 1.579 FINANCIAL STATEMENTS Property development 15 15 15 26 26 28 Residential 9 6 5 18 12 11 Non-residential 6 5 5 12 9 5 Building &
Slide 53: Balance sheet
in € mln. 31 december 2019 31 december 2018 Non-current assets 53 Property, plant and equipment 42 44 2 Rights of use leased assets 85 FINANCIAL STATEMENTS Intangible assets 76 78 Share in joint ventures and associates 64 72 Other fixed assets 63 59 330 253 Current assets Balance Strategic land port
Slide 54: Case studies
ELASTOCOAST - WADDENZEEDIJK Case studies 54
Slide 55: Project: Fenix Lofts, Rotterdam
PROJECT: FENIX LOFTS, ROTTERDAM SECTOR: PROPERTY DEVELOPMENT / RESIDENTIAL ORIGINAL CONTRACT SUM: € 68 MLN START: 2015 COMPLETED: Q4 2019
Slide 56: Project: Haga / De Schoone Ley, Den Haag
PROJECT: HAGA / DE SCHOONE LEY, DEN HAAG SECTOR: PROPERTY DEVELOPMENT / RESIDENTIAL ORIGINAL CONTRACT SUM: € 92 MLN START: 2018 EXPECTED COMPLETION: 2020
Slide 57: Project: Vertical Amsterdam Sloterdijk
PROJECT: VERTICAL AMSTERDAM SLOTERDIJK PROJECT: SECTOR: PROPERTY NEW AMSTERDAM DEVELOPEMENT COURT HOUSE IN COMBINATION WITH SECTOR: BUILDING BUILDING & TECHNOLOGY & TECHNOLOGY > HIGH>RISE NONRESIDENTIAL RESIDENTIALBUILDINGS SERVICES ORIGINAL CONTRACT SUM: € 60 SIZE: MLN START: EARLYSTART: 2020 MAINT
Slide 58: Project: New Amsterdam Court House
PROJECT: NEW AMSTERDAM COURT HOUSE SECTOR: BUILDING & TECHNOLOGY > NON RESIDENTIAL PROJECTS ORIGINAL CONTRACT SUM: € 216 MLN (90% SHARE) START: 2016 NEW AMSTERDAM COMPLETION: 2020 (EXCL MULTI COURTPERIOD) YR MAINTENANCE HOUSE
Slide 59: Project: European Medicines Agency Amsterdam
PROJECT: EUROPEAN MEDICINES AGENCY AMSTERDAM SECTOR: BUILDING & TECHNOLOGY > NON RESIDENTIAL PROJECTS ORIGINAL CONTRACT SUM: € 190 MLN (50% SHARE) START: 2018 EUROPEAN COMPLETED: 2019 (EXCL MEDICINES AGENCY, AMSTERDAM MULTI YR MAINTENANCE PERIOD)
Slide 60: Project: Maintenance contract Paleis t Loo
PROJECT: MAINTENANCE CONTRACT PALEIS T LOO SECTOR: BUILDING & TECHNOLOGY > NON RESIDENTIAL SERVICES ORIGINAL CONTRACT SUM: € 18 MLN START: 2018 MAINTENANCE CONTRACT ROYAL PALACE – ‘T2020 COMPLETION: LOO
Slide 61: Project: Aegon head office The Hague
PROJECT: AEGON HEAD OFFICE THE HAGUE PILOT BE SENSE DATA DRIVEN SERVICES SECTOR: BUILDING & TECHNOLOGY > NON RESIDENTIAL SERVICES ORIGINAL CONTRACT SUM: N/A START: 2017 COMPLETION: MULTI YEAR
Slide 62: One concept, Various applications
One concept, Various applications PROJECT: AEGON HEAD OFFICE THE HAGUE PILOT BE SENSE DATA DRIVEN SERVICES SECTOR: BUILDING & TECHNOLOGY > RESIDENTIAL SIZE: ROUGHLY 1.000 HOMES ANNUALLY START: N/A COMPLETION: N/A
Slide 63: Project: Several residential projects
CARMELFLATS - BEEK PROJECT: SEVERAL PROJECTS SECTOR: BUILDING & TECHNOLOGY > RESIDENTIAL SIZE: ROUGHLY € 50 MLN ANNUALLY START: N/A RENOVATION LEFIER - EMMEN COMPLETION: N/A
Slide 64: Project: Zuidasdok (A10 Ringroad Amsterdam)
PROJECT: ZUIDASDOK (A10 RINGROAD AMSTERDAM) SECTOR: INFRASTRUCTURE > CENTRALIZE PROJECTS ORIGINAL CONTRACT SUM: € 990 MLN (15% SHARE) START: 2017 A1 APELDOORN - BEEKBERGEN COMPLETION: 2027
Slide 65: Project: IXAS / A9 Gaasperdammertunnel
PROJECT: IXAS / A9 GAASPERDAMMERTUNNEL SECTOR: INFRA > CENTRALISED PROJECTS ORIGINAL CONTRACT SUM: APPR. € 600 MLN (33,33% SHARE) START: 2015 COMPLETION: 2020 (EXL MULTI YEAR MAINTENANCE PERIOD)
Slide 66: Project: A1 Apeldoorn/Azelo
PROJECT: A1 APELDOORN/AZELO SECTOR: INFRA > CENTRALISED PROJECTS CONTRACT SUM: APPR. € 175 MLN (100% SHARE) START: 2019 COMPLETION: 2020
Slide 67: Project: Two projects for network operator Liander
PROJECT: TWO PROJECTS FOR NETWORK OPERATOR LIANDER SECTOR: INFRA > ASSET MANAGEMENT ORIGINAL CONTRACT PROJECT:SUM: IXAS APPR. € 120 MLN (100% SHARE) / A9 GAASPERDAMMERTUNNEL PROJECT 1: 10 YEAR SECTOR: MAINTENANCE INFRA AND PROJECTS > CENTRALISED UPGRADE ORIGINALCONTRACT CONTRACTFOR SUM:1.350 MEDIUM
Slide 68: Appendices
PROJECT: MAINCONTRACT SCHIPHOL MAINCONTRACT SCHIPHOL AIRPORT SECTOR: INFRA > ASSET MANAGEMENT ORIGINAL CONTRACT SUM: APPR. € 45 MLN ANNUALLY START: 2019 Appendices COMPLETION: 2028 68
Slide 69: Executive Board
69 Ton (A.G.J.) Hillen (1961), Member of the APPENDIX Executive Board as of 18 April 2012, Chairman of the Executive Board as of 1 December 2016. responsible for: General Affairs, Infrastructure, Property Development, Building & Technology, Innovation, HR / Management Development, Executive Board Pr
Slide 70: Impact IFRS 16 Leases as of 2019
70 APPENDIX Impact IFRS 16 Leases as of 2019 • Modified retrospective method applied, as a result, no comparable figures for 2018 • Balance sheet: lengthening due to recognition of operational leases and rental agreements • Except for: contracts shorter than 12 months / initial value < € 5.000 • P&L
Slide 71: Impact IFRS 16 Leases on 2019 P&L and opening balance sheet
Condensed consolidated balance sheet x € 1 million 71 Adjustment 31 December 2018 1 January 2019 Impact IFRS 16 Leases IFRS 16 Leases ASSETS Non-current assets on 2019 P&L and Property, plant and equipment 44 44 Right-of-use assets - 79 79 Intangible assets 79 79 Joint ventures and associates 72 72
Slide 72: Property development process
72 APPENDIX Property development process Process and timing unsold unsold unsold sold sold sold sold sold sold sold sold sold sold Obtaining Start Start sale Start building Delivery to consumer Land position Property development 70/80% pre-sold 1-6 years 1-2 years 3-6 months 1-2 years Revenues recog
Slide 73: Risk management approach
73 APPENDIX • ‘Best in class’ project reporting providing good insight on project opportunities as well as risks, specific issues, cash flow and progress; Risk management • Uniform risk classification for all projects into three categories. Direct involvement from Executive Board in large and comple
Slide 74: Towards one integrated ERP platform (SAP)
74 APPENDIX • Successful deployed to all employees and now implemented in all business segments Towards one • Proven project approach and timelines (Initiated in integrated ERP 2011, Blueprint Q4 2012, start roll-out 2013, implementation completed in 2018; platform (SAP) • Generic processes based up
Slide 75: IFRS % of completion method
75 APPENDIX IFRS % of completion method • Direct costing applied, i.e. the gross margin is recognized on the basis of the percentage of completion method. • In this method, 50% of the gross profit is recognized half way the project, and 100% at completion. • Suppose a EUR 100 mln with 10% gross marg
Slide 76: Project images in this handout
76 APPENDIX Project images in this handout Slide Project Locat ion Business Segment 4 Heijmans One Replaceable Residential 10 Greenville resp. Porseleinhaven Utrecht Leidsche Rijn resp. Loosdrecht Property Development / Residential 11 Cobana Rotterdam Property Development / Residential 12 Hart van Z
Slide 77: Contact details / Disclaimer
77 CONTACT DETAILS HEIJMANS N.V. CONTACT: PO Box 2 Guido Peters 5240 BB Rosmalen, The Netherlands Investor Relations Heijmans www.heijmans.nl +31 73 543 5482 http://twitter.com/HeijmansNL gpeters@heijmans.nl DISCLAIMER This presentation has been prepared by and is the responsibility of Heijmans N.V.
Slide 78: Social media handles
heijmansnl @heijmansnl heijmans heijmansnl