Annual Report Rijkswaterstaat 2010

Transcription

1 Annual Report Rijkswaterstaat 2010

2 Jaar van maatschappelijke ontwikkelingen. Jaar van de grootste productieopgave sinds de oprichting Three public in roles Jaar van het aanpakken van knelpunten in de nationale infrastructuur. Jaar van de Rijkswaterstaat Spoedaanpakprojecten. plays three public roles. Each is reflected in our work Jaar on the van main Waterslagkracht. Jaar van 371 km extra rijstrook. Jaar water system, the main highway network and the main waterway network: van 26,3 km steenbekleding van Zeeuwse dijken. Jaar van betrouwbare en bruikbare informatie voor vaarweggebruikers. Project manager Jaar van de voordeur van Europa. Jaar van sms-diensten voor schippers. As project manager we take a nationally coordinated approach with input from the market. Jaar van de renovatie van de Bernhardsluizen. Jaar van het baggeren van het Amsterdam-Rijnkanaal. Jaar van het definitieve tracébesluit van de Zuid-Willemsvaart. Jaar van de verruiming Network manager As network manager we work across provincial borders and internationally. van de Twentekanalen. Jaar van het ScheepvaartVerkeersCentrum. Jaar van nieuwe vormen van Crisis and emergency manager As crisis and emergency manager we focus on safety and operational samenwerking. Jaar van de sluizen bedienen op afstand. Jaar van het weghalen van m 3 effectiveness and on being public-oriented and prepared for emergencies. baggerspecie. Jaar van de Gedragscode Flora- en faunawet. Jaar van het Zwolsche Diep. Jaar van vlotte en veilige doorstroming. Jaar van een veilig, schoon en gebruiksvriendelijk landelijk watersysteem. Jaar van de projectdirectie Ruimte voor de Rivier. Jaar van het programma Impuls Dynamisch Verkeersmanagement. Jaar van het Kreekrak Convenant. Jaar van Post Dordt. Jaar van Jaar van de nieuwe Randweg Eindhoven. Jaar van de A2 Randweg Den Bosch. Jaar van Samen door de bocht. Jaar van Twitter en de mobiele website m.rws.nl. Jaar van het dynamisch verkeersmanagement. Jaar van de DRIPS. Jaar van vorstschade en zouttekorten. Jaar van nieuwe technieken voor wegonderhoud. Jaar van het Watermanagementcentrum Nederland. Jaar van de Zandmotor. Jaar van de Kaderrichtlijn Water. Jaar van de sanering van de Dordtse Biesbosch. Jaar van het Landelijk draaiboek hoogwater en overstroming. Jaar van functioneringssluiting Europoortkering. Jaar van het Departementaal Coördinatiecentrum Crisisbeheersing. Jaar van een 7,4 voor medewerkerstevredenheid. Jaar van 30 succesvolle aanbestedingen.

3 Annual Report Rijkswaterstaat 2010

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5 Contents Foreword 7 Introduction 8 1 Rijkswaterstaat in Main waterway network 40 2 Main water systems 18 5 People and organisation 50 3 Main highway network 28 6 Summary annual accounts Summary annual accounts 2010 Addresses 70 Annual Report

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7 Foreword 2010 was a busy and challenging year for Rijkswaterstaat, a year in which we were set the biggest production target in our history. As a result it was a year in which the Ministry s various roles were in the public eye. In our role as project manager, we implemented the Priority Road Works programme. We took firm action to eliminate many serious bottlenecks on the highway network, planning and implementing projects with the assistance of private contractors and consultants. This work on the road network also made demands on us in our role as a public-oriented network manager. We kept inconvenience and delays to a minimum by combining careful project planning with active communication and effective traffic management. The assistance we received from our partner highway authorities contributed significantly to our success. We also worked closely with our partners to fulfil our role as crisis and emergency manager. The winter of 2010 was marked by long periods of frost, which meant that we had to work at full capacity to keep the roads and the inland waterway network open to traffic. In the process we learned useful lessons that will help us all prepare more adequately for such winters in future. High water levels in the rivers Maas and Rhine also put us on the alert. We were reminded of the importance of vigilance when floods threaten us and of considering how the country can be protected, now and in the future was also the year in which Rijkswaterstaat became part of a new ministry. As an executive agency of the new Ministry of Infrastructure and the Environment, environmental and spatial planning considerations now figure even more prominently in our thinking and actions. The Rutte government is also encouraging us to be more efficient. Rijkswaterstaat is committed to operating even more effectively and to focusing even more closely on achieving the promised results: our projects aim to be on time, on budget, transparent and in the public interest. Rijkswaterstaat aims to continue its development as a dependable executive agency, equipped to fulfil its three public roles. Crucial to achieving this is the hard work of our nine thousand members of staff. I would like to express my thanks to them and to our partners for their contribution to our outstanding achievements in It is my pleasure to present this overview of our work in Jan Hendrik Dronkers Director-General of Rijkswaterstaat Annual Report

8 Introduction Maximising production for society The theme of this year s Annual Report is maximising production for society. Government policy and social developments meant that Rijkswaterstaat s production target rose in 2010 to a record of over 5.2 billion. We applied ourselves in 2010 to the task of tackling significant bottlenecks in the national infrastructure. We built 371 kilometres of new road lanes, compared with 55 kilometres in the previous year. We completed six projects under the Priority Road Works programme, started work on sixteen more and successfully put thirty out to tender. We also carried out a lot of maintenance work, such as road repairs, beach nourishment and the repair of dike facings. Much major maintenance was also carried out on the waterways, some being made suitable for larger vessels. The role of Rijkswaterstaat Rijkswaterstaat manages the Netherlands main highway network and main waterway network. We are responsible not only for the technical condition of the infrastructure but also for its user-friendliness. Smooth and safe traffic flows, a safe, clean and user-friendly national waterway system and protection from flooding: that is what Rijkswaterstaat is about. 8 Rijkswaterstaat

9 Organisation In order to perform our tasks efficiently and effectively we need an organisation that is in close contract with the users of the infrastructure. For this reason Rijkswaterstaat is dispersed across the country. Ten regional departments (including 19 road districts and 16 water districts) and the Room for the River project organisation put Rijkswaterstaat at the heart of Dutch society. Rijkswaterstaat also has five national centres of excellence in which it has concentrated its specialist knowledge. Mission Rijkswaterstaat is the executive agency of the Ministry of Infrastructure and the Environment. It develops and manages the national infrastructure networks on the instructions of the Minister and State Secretary. Rijkswaterstaat is working for you to ensure: - dry feet - sufficient clean water - smooth and safe traffic flows on the nation s roads and waterways - reliable and useful information Pleasure craft on the River IJssel and traffic on the Eiland Bridge, a cable-stayed bridge on the N50 highway between Kampen and Ramspol. Annual Report

10 Rijkswaterstaat expenditure and costs 2010 Expenditure (in units of b1 million) Agency costs (in units of b1 million) Total 5,338 (in units of 1 million) 1 Expenditure on construction projects 2 Management and maintenance costs , ,743 Main highway network Main waterway network Main water systems 2 1, ,748 Main highway network Main waterway network Main water systems Mega projects Regional, local infrastructure 3 Direct and indirect organisational costs Other expenditure Expenditure on construction projects Management and maintenance costs Organisational costs Other expenditure Improvement of the living environment (Noise Reduction Schiphol, GIS) Miscellaneous Personnel costs Material costs Other organisational costs 10 Rijkswaterstaat

11 Notes to expenditure and costs Rijkswaterstaat is the executive arm of the Ministry of Infrastructure and the Environment. It is responsible for the management and maintenance of the national highway and waterway networks and the main water system. Rijkswaterstaat has been a government agency since As an agency, it concludes management and maintenance agreements with the Ministry. Rijkswaterstaat receives an agency fee for the work it performs. The agency fee also covers organisational costs. Rijkswaterstaat can make a profit or incur a loss on the agency fee. In addition to management and maintenance, Rijkswaterstaat is responsible for the construction and expansion of the national highways, waterways and the main water system. The Ministry funds the expenditure on these construction projects directly from the Infrastructure Fund. Rijkswaterstaat cannot make a profit or incur a loss on this expenditure. Management and maintenance costs The cost of area management and maintenance ( 1,399 million) and the agency s organisational costs ( 1,146 million) are accounted for in this annual report and disclosed in the statement of income and expenditure. Management and maintenance costs consist of the cost of work performed by contractors on national highways, waterways and the main water system and the cost of traffic management (national highway and waterway networks) and water management (main water system). for example, buildings and depreciation, and indirect personnel costs for, for example, central administration and management support staff. Expenditure on construction projects Construction projects relate to building work on the main highways, waterways and the main water system. As in the case of management and maintenance, this work, too, is outsourced to third parties ( 2,748 million). Other costs incurred by Rijkswaterstaat for these projects (such as project management costs) are recognised as organisational costs and are accounted for in the agency s statement of income and expenditure. Other expenditure Chapter XII of the central government budget relates to the budget of the Ministry of Infrastructure and the Environment. Of particular relevance to Rijkswaterstaat is the Improvement of the Living Environment policy article ( 32 million), which includes the Noise Reduction Schiphol project (GIS). This project involves the insulation of noise-sensitive buildings near to Schiphol Airport, such as schools, houses and care centres, in order to reduce noise levels for local residents. Direct and indirect organisational costs Organisational costs are divided into personnel costs ( 768 million), material costs ( 13 million) and other organisational costs ( 65 million). Direct personnel and material costs relate principally to traffic and water management, management and maintenance, exploratory and planning studies and the execution of construction projects. Indirect material costs include those incurred for, Annual Report

12 Production target: over 5.2 billion Rijkswaterstaat s production target increased in 2010 to a record of over 5.2 billion. We set about meeting it with great gusto, boosting our civil and hydraulic engineering sector in the process and removing several major obstacles in our national infrastructure. With the Priority Road Works programme we eliminated some notorious bottlenecks in the road network. And with the Water Power programme, the support programme for the waterways, we really pushed out the boat, implementing 22 high-profile projects.

13 1 Rijkswaterstaat in 2010 In 2010 Rijkswaterstaat was given its biggest production target since it was set up in was also a year of change parliamentary elections brought a new government, a new policy, a new ministry and with it a new minister and state secretary. The year at a glance In October the Rutte government published its coalition agreement, setting out its central goal which was to make the Netherlands stronger, safer and more prosperous. This would be achieved with targeted efficiency measures and investment in enterprise and innovation. The focus on efficiency was driven by a desire to balance the national budget. In 2010, the country was slowly emerging from a credit crisis, and major cutbacks were needed. One measure was to make government smaller and more efficient. The Ministry of Transport, Public Works and Water Management and parts of the Ministry of Housing, Spatial Planning and the Environment merged, making Rijkswaterstaat part of a new Ministry of Infrastructure and the Environment. In our role as the executive agency for the national infrastructure we have been even more directly involved in environmental and land-use issues since October Robust and safe The Rutte government is making cuts in many areas. The coalition agreement gives high priority to safety and smooth traffic flows. The new government s policy will have a major impact on Rijkswaterstaat s work from Up to the end of 2010, however, we focused all our attention on meeting the targets set by the Balkenende IV government. Priority Road Works The Balkenende IV government removed the legal obstacles preventing the launch of many road projects. A total of 43 orders were signed in 2010, marking important steps towards the rapid elimination of dozens of bottlenecks in the road network. A major milestone was the planning procedures order for the construction of the A4 motorway between Delft and Schiedam. Implementation of the Priority Road Works programme will entail at least thirty project launches and ten completions by May We completed the first six Priority Road Works projects in Optimising use By the end of 2010, following a change of policy by the new government, road-pricing as a way of regulating mobility had largely fallen out of favour. However, mobility is expected to grow quickly in the next few years, partly because of increasing economic activity. Apart from constructing and widening roads, measures to optimise their use will have a major role in managing mobility up to Even before road-pricing was dismissed as an option, Rijkswaterstaat and other road authorities were advocating road use optimisation. This involves using traffic management measures to spread peak traffic flows over the national road network. We applied this approach to good effect in 2010 as a way of limiting delays resulting from the Priority Road Works projects. Road users were given ample prior warning of road works, and informed of alternative routes and other transport options. The result was that the road works led to only a 6.9% increase in queues. This was well within the 10% limit agreed with the Balkenende IV government. Annual Report

14 Road surfacing work on the A1 between Diemen and Muiden. Cooperation An integrated approach to the country s highway networks can give us further opportunities to manage our roads more effectively. Cooperation with other road authorities was stepped up in This was particularly noticeable during emergencies. When for two years running the Netherlands was in the grip of ice and snow and faced with salt shortages, Rijkswaterstaat, other road authorities, contractors and salt suppliers worked together to keep the major highways and waterways open. Partly as a result of these coordinated efforts the country remained accessible through both winters. Management and maintenance In 2010 Rijkswaterstaat had to contend with a shortage of funds to maintain the infrastructure of the three networks at the desired level. We therefore identified those points where the state of maintenance presented the greatest risks, and gave them the highest priority. In 2010 Rijkswaterstaat made a strong case for more money for management and maintenance, and worked hard to introduce asset management. Asset management will enable us to obtain reliable quantitative, qualitative and financial information about the state of our infrastructure, and schedule maintenance accordingly. We are also introducing Life Cycle Costing, a useful instrument that can be used when making decisions about the construction of new infrastructure. Life Cycle Costing allows account to be taken of future infrastructure maintenance and replacement costs (see Formation of the Rijkswaterstaat agency for details). Water projects Water and safety continued to be high on the political agenda in The Delta Programme, headed by the Delta Programme Commissioner, specifies measures to protect the Netherlands, now and in the future, against flooding and to secure freshwater supplies. The Delta Act (Freshwater Supplies) Bill was presented to the House of Representatives 14 Rijkswaterstaat

15 in early Under the provisions of the Delta Act a Delta Programme Commissioner has to be appointed, a Delta Programme has to be drawn up each year and progress has to be reported to Parliament. The Act also forms the statutory basis for the Delta Fund, which has yet to be set up. Rijkswaterstaat and other waterway authorities play a major role in achieving the objectives of the Delta Programme. In 2010 Rijkswaterstaat worked on water safety in the short term through the High Water Protection Programme (HWBP), the Weak Links Along the Dutch Coast action plan, Room for the River and the River Maas Project. As manager of the main water system we also contributed our knowledge, expertise and experience to future policy. In addition to flood protection we also worked on improving water quality, implementing the guidelines set out in the European Water Framework Directive. We also continued major maintenance work to the waterways in In 2009 the State Secretary set us the target of carrying out 22 major waterway projects on time, on budget, in the public interest and in close cooperation with the market. We implemented those projects as part of the highly visible Water Power programme. New market-based approach Rijkswaterstaat continued to work closely with the private sector in To complete the Priority Road Works projects faster and more effectively we used a new market-based approach. This involved approaching groups of contractors and engineering design agencies earlier than normal during the decision-making process. Contracts could be awarded more quickly so that work could start immediately after a decision had been made. The use of new types of contract encouraged the market to organise and execute projects differently: in innovative, practical, public-friendly or sustainable ways. The lowest price does not always win the day; the contractor who submits the most economically advantageous bid is awarded the contract. Market Day Rijkswaterstaat aims to become a leading client, with whom private parties work willingly and well. Every year we organise a Market Day to determine what the market thinks of us as a client. Market Day 2010 took place in November. Contractors were invited to complete a survey in which they scored Rijkswaterstaat on its expertise, contracts, tender specifications, consistency, costs and innovation. The result for 2010 was an overall score of 6.8 out of 10. The market sees Rijkswaterstaat developing into a leading client more rapidly than other public clients. But we are not there yet. We need to be more consistent and provide contractors with better information. Rijkswaterstaat is committed to moving in that direction in the years to come. DBFM Rijkswaterstaat continued to enter into public-private partnerships (PPPs) in The Rutte government wants to make even more use of these partnerships. One popular form is Design, Build, Finance and Maintain (DBFM), in which a private operator takes responsibility for design, construction and financing. After the contract has been awarded the contractor takes responsibility for maintenance for a further twenty to thirty years. In all its new contracts Rijkswaterstaat checks the safety and accessibility of the planned infrastructure, based on pre-determined standards. This approach, known as system-oriented contract management, saves the parties a good deal of scheduling, inspections and red tape. The contractor can then concentrate fully on the work and on the interests of the users of the infrastructure. Sustainability Rijkswaterstaat seeks to work sustainably and this ambition took clear shape in We want to have reduced our energy use by 20% relative to 2006 by We will, for example, reduce the energy used in projects, buildings and workplaces, make more frequent use of sustainable materials and use more sustainable production methods. We took important steps towards this goal in We measured our own and our contractors CO 2 footprint and discovered that we could make the most effective sustainability gains in the following areas: earth moving, dredging, road surfacing and lighting. Annual Report

16 Rijkswaterstaat took a number of specific steps in 2010 to reduce energy consumption. For example, the Vlake Tunnel and part of the A44 were equipped with LED lighting. Buoys and navigation beacons were fitted with energyefficient lighting. Energy audits were carried out on 71 major structures (locks and tunnels), providing a basis for future energy-saving measures. An initial environmental space map was produced, identifying opportunities for sustainable energy production on land owned by Rijkswaterstaat. The time taken to process planning applications for electric vehicle charging points at motorway service stations will be reduced considerably, thanks to new guidelines on installing them. Rijkswaterstaat worked hard in 2010 on integrated area development. The new, widened A2 in Maastricht, for example, will be carefully integrated into the urban environment. We also bought our first electric vehicles. By 2015 they will make up a quarter of our fleet. In 2010 we were also awarded the Golden Ant an award for sustainable initiatives within national government organisations for the Ramspol Bridge project, in which we invited tenders for the design of an energy-neutral bridge. The winning design is a bridge that uses solar panels to generate almost all the energy it uses. Work on it started in Sustainable procurement In line with the central government criteria, 93% of Rijkswaterstaat s procurements and contracts were sustainable. We achieved our target of 100% sustainable procurement in 8 of our 11 product groups. Together with other commissioning bodies in the civil and hydraulic engineering sectors we also began developing an ambitious new approach to sustainable procurement that offers scope for innovation and is in line with the practice of innovative tendering. The contract for the A12 between Lunetten and Veenendaal is a successful example of how sustainability is factored into the contract award process and the life cycle approach can play a central role. In 2010 Rijkswaterstaat also decided to use two sustainability tools in the tendering process. One of them, Dubocalc, allows contractors tenders to be screened for their sustainability. Dubocalc was made available to approximately 90 private parties, 10 universities and 25 public authorities in 2010 so that they could test how it worked. The other instrument, the CO 2 performance ladder, encourages companies to make their operating practices and projects more sustainable. In 2010 Rijkswaterstaat worked with ProRail on a new version that will be suitable for use in our own tendering activities. We will gain experience of using both Dubocalc and the CO 2 performance ladder when we call for tenders in Rijkswaterstaat facing change For Rijkswaterstaat the year 2010 was also marked by a need to reflect on the future. One of the Rutte government s goals is smaller, more efficient government. It has set different priorities and requires government agencies to make radical cuts. This means that Rijkswaterstaat will have to work more efficiently with fewer people. Our development as an agency since 2006 was also evaluated by an independent external task force. They found us to be in control but also made some valuable recommendations (see Formation of the Rijkswaterstaat agency for details). These recommendations mirror initiatives already put in place by Rijkswaterstaat s senior management in 2010 to make the organisation work more dynamically, flexibly and efficiently Business Plan Rijkswaterstaat took the first steps towards drafting a new Business Plan in In the period up to 2015 we intend to be more dynamic and secure a greater return from our regional position and from opportunities to cooperate with other public authorities and the private sector. We also want to bundle our production, knowledge and advisory functions. This will give the private sector, our partners and anyone else who has a stake in our work a single point of contact at Rijkswaterstaat. We will also take a more uniform approach to road and water traffic management: more national coordination and shorter decision-making lines. Rijkswaterstaat also aims to work more efficiently. One way we will achieve this is by using our KR8 method based on lean principles which gives every employee the scope to work more efficiently and effectively. This will contribute to the Rutte government s efficiency targets and improve the quality of our work processes. 16 Rijkswaterstaat

17 Electric vehicles will make up a quarter of Rijkswaterstaat s fleet by Formation of the Rijkswaterstaat agency The modernisation of Rijkswaterstaat, launched in 2006, has produced some significant, visible results. This was the conclusion of the 2010 Agency Formation Evaluation, a study of how Rijkswaterstaat had developed as an executive agency. The evaluation showed that Rijkswaterstaat is an organisation in control a centrally-run unit that cooperates closely with others, achieves more with fewer people and works in the public interest. Increasingly, it is becoming one of the private sector s leading clients. The evaluation report also contained a number of recommendations, the most important being: Use asset management and Life Cycle Costing to ensure an overall balance between construction, management and maintenance. Make Rijkswaterstaat construction project financing more transparent and easier to explain. Strengthen cooperation between Rijkswaterstaat and other public authorities so that they can benefit more from our knowledge and expertise. Rijkswaterstaat should cultivate closer ties with government networks across the country. All these recommendations will be included in the Rijkswaterstaat 2015 Business Plan. Further information? Read more at documenten-en-publicaties/kamerstukken/2010/06/08/bijlage.html Annual Report

18 Coastal defences The Dutch coast is 340 km long and protects our country from the sea. Beach nourishment is essential to maintain the coastline. In 2010 Rijkswaterstaat dumped 11.3 million cubic metres of sand onto beaches 8.2 million as part of the regular programme, with a further 3.1 million at the request of several water authorities to strengthen weak points along the coastline.

19 2 Main water systems The Netherlands abounds in water, with major rivers, canals, the IJsselmeer region, the Southwest Delta, the North Sea and the Wadden Sea. In 2010 Rijkswaterstaat worked to keep people s feet dry and ensure a sufficient supply of clean water. Social context Water remains a constant threat to the safety of the Netherlands. Climate change has brought periods of heavy rainfall and more severe storms. What is more, sea level is rising, land is subsiding and at times the rivers have to discharge huge amounts of meltwater. An adequate supply of clean water is also crucially important, not only for drinking and for nature but also for agriculture, fishing, shipping, recreation and industry. Policy The aim of government policy in 2010 was to get and keep the main water system up to standard at a cost acceptable to the public. In September 2010 the Delta Programme was presented to the House of Representatives. The programme contains the proposed decisions necessary to ensure water safety and freshwater supplies up to 2015, together with the measures needed for subsequent years. The new Water Act came into force in December It aims for an integrated, uniform, efficient and public-oriented approach to our work in this area. It will therefore impact on how Rijkswaterstaat issues permits and enforces their terms. The National Water Plan for forms the main basis for Rijkswaterstaat s current activities. The challenge for Rijkswaterstaat The Management and Development Plan for National Waters (BPRW) sets out how Rijkswaterstaat will manage and maintain the main water system in the period on the basis of this policy. We will ensure that the primary flood defences are in good condition and take environmentally-friendly measures to address any weak spots along the coast. Rijkswaterstaat will also protect the rest of the coastline, e.g. by replacing sand that has been washed away (beach nourishment). Dikes, dams, locks, sluices, and pumping stations will be properly maintained so that they can be opened and closed at any time to distribute the water as required. We will widen the rivers so that water can be discharged properly when water levels are high. We will also work on our crisis management capacity so that we can respond effectively to water events. By providing information on water levels and storms we can ensure that measures are taken quickly, both in preventive terms and in the event of flooding and evacuations. Further information? Read more at (in Dutch) Rijkswaterstaat as project manager Rijkswaterstaat is responsible for the construction, management and maintenance of the water system and for everything needed to control it properly: dunes, dams and storm surge barriers and some of the dikes, river dams and riverbanks. We coordinate, manage and give guidance. We do that with the assistance of the private-sector parties responsible for executing projects and in partnership with water authorities, municipalities, provinces and other stakeholders. Annual Report

20 SCHE LDE RIJN WEST MAAS RIJN MIDDE N RIJN NOORD RIJN OOST Watersystemen Rivieren Kanalen IJsselmeergebied Wadden Zuidwestelijke Delta Noordzee verdragsgebied EEMS Main water systems Main water system (in km 2 ) 65,250 Primary water defences (dikes, dunes, dams, engineering structures, foreshores (in km) 267 Storm surge barriers (number) 4 Southwest Delta SCHELDE North Sea coastal zone, Wadden Sea and Eems-Dollard RIJN WEST IJsselmeer region MAAS Water systems North Sea coastal zone, Wadden Sea and Eems-Dollard IJsselmeer region Rivers and canals Southwest Delta RIJN CENTRE RIJN NORTH RIJN EAST Rivers and canals EEMS Primary flood defences In our role as project manager our main concern is to ensure strong primary flood defences: dunes, weirs, dams, dikes and large engineering structures such as the storm surge barrier in the Eastern Scheldt and the Barrier Dam (the Afsluitdijk). As their name suggests, the primary flood defences are the country s main defences against flooding. 62% of the primary flood defences managed by Rijkswaterstaat meet the standards set by the Water Act. The aim of our management and maintenance programme is to maintain this level. We succeeded in doing so in Beach nourishment Beach nourishment entails dumping sand at locations along the coast where erosion has taken place. Rijkswaterstaat is responsible for maintaining the coastline at the 1990 level, i.e. the basic coastline. In 2010 we dumped a total of 8.2 million cubic metres of sand either offshore or on the beaches. Since the beach nourishment programme takes two years to complete, part of the 2010 programme will be carried out in At the request of a number of water authorities, we deposited another 3.1 million cubic metres of sand to strengthen weak links in the coastline. Coastal nourishment In 2010 Rijkswaterstaat investigated new coastal nourishment methods. The Sand Motor project is a good example. This involves depositing 21.5 million cubic metres of sand off the coast at Ter Heijde. The idea is that wind, waves and sea currents will gradually spread the sand along the coast of South Holland, so that the coast grows naturally. In this way, the project will contribute to coastal safety and create more space for nature and recreation. The project will generate new knowledge about building with nature s help and whether it is cost-effective. In 2010 we succeeded in completing the licensing procedures very quickly thanks to tight planning, short lines of communication and effective use of legal experts. In December the contract to build the Sand Motor was awarded to the Dutch consortium Van Oord Boskalis. Further information? Read more at Ameland In 2010 and 2011 we will be dumping a total of approximately 9 million cubic metres of sand on the island of Ameland. On 25 August 2010, Delta Programme Commissioner Wim Kuijken gave the go-ahead for beach nourishment on the northern side of the island, and for work to strengthen the dunes at Nes-Noord. In carrying out this project, Rijkswaterstaat is doing all it can not to inconvenience holidaymakers. The contractor has been given the freedom to look for quiet periods to carry out the work. No work will be carried out on busy beaches in July and August, for example. We will also avoid disrupting nature by taking account of the breeding season, overwintering seabirds and shellfish banks when drawing up the schedule. High water protection programme The High Water Protection Programme (HWBP) ensures that the main Dutch flood defences meet the latest safety standards. The current programme covers 93 flood defences, 85 of which fall within the remit of the water authorities. Rijkswaterstaat is responsible for the remaining eight. By the end of 2010, 42 of our flood defences satisfied the safety requirements eleven more than at the start of the year. Thirteen projects were under way and another 34 at the planning stage. We aim to complete the full programme by the end of Weak links The Dutch coast protects us from the sea so maintenance is vital. There are eight weak links along the Dutch coastline, which will cease to meet the safety requirements at some point in the next twenty years. Rijkswaterstaat, the 20 Rijkswaterstaat

21 Stone cladding and stoning along the Eastern and Western Scheldt Performance agreements for the main water systems Rijkswaterstaat ensures the Netherlands has sufficient clean water. We also make sure it is prepared for flooding and drought. Rijkswaterstaat proactively communicates the measures it takes and regularly carries out emergency exercises. Target value 1 Score 2010 Rijkswaterstaat maintains dams, sluices, locks and pumping stations so that they can always open and close and water is distributed properly. The sluices and dams can be opened and closed at all times. 100% 99.8% Rijkswaterstaat regularly inspects the dikes, water defences and coastline to ensure they are safe. If safety is at risk, we take timely measures. The primary national flood defences (dikes, dunes, storm surge barriers, etc.) and other frontline defence structures satisfy the safety standards in the Water Act. 62% 62% Rijkswaterstaat protects the coastline through regular beach nourishment. Working to a set programme, Rijkswaterstaat nourishes the beach every year with a given quantity of sand to protect the basic coastline and the coast s foundations (measuring unit: average number of m 3 sand). Rijkswaterstaat proactively communicates extreme water conditions. Rijkswaterstaat provides information within agreed deadlines on processes vital to society: high water, low water, water quality problems and floating ice (measuring unit: percentage of correct reports). 12 mll. 8.2 mll. 90% 100% Dike strengthening projects in Zeeland Rijkswaterstaat and the Scheldestromen water authority are working together in the framework of the Sea Defences project office to strengthen a large number of dikes along the Eastern and Western Scheldt and the North Sea. In 2010 we repaired 26.3 kilometres of stone cladding. In planning the work, the project office takes account of local residents and campsite operators, the breeding season, fisheries and oyster and mussel cultivation. Many materials are re-cycled to enhance sustainability. Stone blocks, for example, are turned over and used again or ground down and used as foundation material. Further information? Read more at Rijkswaterstaat makes fair and firm agreements with businesses to minimise water pollution. Rijkswaterstaat completes and reviews permits within the statutory deadlines (measuring unit: percentage of permits completed and reviewed within the statutory deadlines). 80% 86% 1 The target value or basic maintenance level is the minimum package of management and maintenance measures needed to protect Rijkswaterstaat s main water systems in the long term and allow them to function properly. Annual Report

22 Beach nourishment on the island of Ameland. Sand is deposited at various places along the coast to maintain the basic coastline. provinces, municipalities and water authorities are working together to strengthen these weak links. The spatial quality of the areas in question will also improve. In 2010 a new row of dunes was created in front the existing ones on the Delfland coast. Further information? Read more at op serviceblok/english Room for the River Over the centuries Dutch rivers have enjoyed less and less space, while the volume of water they have to discharge has only increased. The government is therefore taking measures to improve safety and flood protection in the river basins, both now and in the long term. More space will be created at 39 points. Together, these measures form the Room for the River programme. They will improve safety in the river basins and, insofar as finances allow, make them more attractive, by, for example, increasing opportunities for recreation. Cooperation between the authorities concerned Rijkswaterstaat, municipalities, water authorities and provinces is essential to the success of Room for the River. Projects A large number of planning studies were completed and contracts awarded in Work on the Overdiepse Polder, for example, officially started on 2 December. This project involves lowering the existing dike on the Bergsche Maas, so that river water can flow into the polder when water levels are high. This will bring the river water level down by 27 centimetres, reducing flooding in towns and villages downstream. The Overdiepse Polder will still be used for farming: farms will be established on nine artificial hills (terps) in the polder. In 2010 the project decisions were also taken on the Room for the River plans for Deventer. Excavation of ten kilometres of flood plains will give the IJssel more room on either side 22 Rijkswaterstaat

23 when water levels are high. The project, which will be launched in 2011, will improve both the safety and spatial quality of the area. The ecological value of the Bolwerksplas will, for example, increase. The second phase of the Hondsbroeksche Pleij project was well under way in We cleaned up the site of a former composting company, sorting over 100,000 cubic meters of fill material into soil and waste. Facts and figures The government has set the following targets and plans for Room for the River: - discharge of 16,000 m³ of water per second at Lobith; - 39 measures; - investment of 2.3 billion; - ready in 2015; - local implementation and execution. Further information? Read more at High water protection Project name Ameland coastal nourishment Bergen coastal nourishment Stone cladding along Eastern/Western Scheldt Mokbaai coastal defence, Texel Stoning along Eastern/Western Scheldt Start of Noordwaard project (Room for the River programme organisation) Weak Links and Delfland Coast dune compensation (completion of Kijkduin section) Project description Execution of Ameland-Midden nourishment project. Execution of Bergen overall nourishment project. Completion of work on the dike reaches: Haven de Val, Oosterland Polder, Schelphoek West, 1st and 2nd Bath Polder, Yerseke, Stormsesand Polder and Van Haaften Polder. Repair of the stone cladding on Het Molwerk primary flood defence on the island of Texel. Stoning at a number of locations as part of a first cluster of foreshore defences. Western Scheldt: Borsele and Zuid-Watering; Eastern Scheldt: Schelphoek, Cauwersinlaag and Zuidhoek/De Val. Start of inundation of the Noordwaard polder as part of river widening work. Completion of the Kijkduin section was the most significant achievement of the Water Power project on the Delfland coast. The entire Delfland Coast project is being executed by the Delfland Coast project office, a partnership between Rijkswaterstaat (commissioning authority for dune compensation) and Delfland District Water Authority (commissioning authority for coastal reinforcements). River Maas Project The floods of 1993 and 1995 made it clear that the River Maas had to be made safer. We are working to make 222 kilometres of the Maas safer, more easily navigable and more naturefriendly by The works consist of measures on the banks, river widening and alterations to locks and viaducts. All kinds of projects were carried out in Borgharen and Itteren: immediate success Rijkswaterstaat did extensive research into possible ways of reducing the level of the Maas at Itteren en Borgharen. In 2010, after detailed consultations and two years of work, Flanders completed the work that is expected to reduce water levels at high water in both the Netherlands and Flanders. Over a period of two years, 1.2 million cubic metres of soil was excavated from the Belgian flood plains. To prevent ground water levels dropping on the Flanders side, Rijkswaterstaat constructed gravel thresholds in the Priority coastal defence measures Weak link Status in 2010 Hondsbossche and Pettemer Zeewering Planning study phase Kop van Noord-Holland Planning study phase Delfland coast Strengthening ongoing Scheveningen Strengthening ongoing Zeeland-Flanders Strengthening ongoing Noordwijk Strengthening completed Flaauwe Werk Strengthening completed Walcheren, southwest coast Strengthening completed Annual Report

24 Peter van Beek Director of the Biesbosch Museum Inundation of the Noordwaard, which is one of the projects in the Room for the River programme, will have a positive impact on the Biesbosch Museum. The land around the museum will be turned into an island. And that is characteristic of the Biesbosch. However, we can t help having some mixed feelings about the project: although we are very happy with the plans, for some people and farms the outlook is not so good. And we find that quite difficult at times. Exploratory and planning studies Exploratory and planning studies completed The planning studies of the Vlieland and Terschelling registers have been halted (not completed). A new exploratory study has started (see below) Pilot of the Sand Motor on the Delfland coast Exploratory and planning studies started: Combined exploratory study of the Vlieland and Terschelling registers. (NB: No formal order issued yet (Multi-year Infrastructure, Spatial Planning and Transport Programme). River Maas. It also deepened the flood plains at Borgharen and Itteren. The work is a success, as became apparent at high water in November Thanks to the measures taken on both the Dutch and Flemish sides, levels dropped almost immediately. Further information? Read more at (in Dutch) Rijkswaterstaat as network manager As network manager, Rijkswaterstaat is involved in both construction projects and management and maintenance of the main water system in the Netherlands: the major rivers and canals, the coast, the Wadden Sea, the Southwest Delta, the IJsselmeer region and the North Sea. European Water Framework Directive Water quality in the Netherlands has improved considerably in recent years, but it still does not comply with the Water Framework Directive goals at every location. The Directive sets goals for 2015 for the chemical and ecological properties of ground and surface water. In conjunction with water authorities, provinces and municipalities we will be taking a variety of measures to achieve these goals and improve water quality. In 2010 we did much of the preparatory work. Cleaning up the Biesbosch at Dordrecht In February we started the clean-up of the Biesbosch at Dordrecht, where traces of heavy metals such as zinc, nickel and lead have been collecting in the sediment and on the banks since the industrial revolution. In the period up to 2013 we will be dredging the polluted sediment or covering it with a layer of clean soil. In total we will clean up a surface area of 165 hectares; 95 hectares by a combination of dredging and covering, and 50 hectares by covering alone. Because nature in this part of the Biesbosch is highly sensitive, the clean-up operation has to comply with some very strict conditions. We need to take account of the activities and breeding sites of beavers, European bullheads, bitterlings and loaches, for example. Environmentally-friendly banks on the River Maas In December, the River Maas gained its first 22 kilometres of environmentally-friendly bank. This was over 50% more than the 15 kilometres the contractor had undertaken to complete by the end of Environmentally-friendly banks along the River Maas are important links in restoring the aquatic living environment of plants and animals along the river. Because they widen the river, the banks also contribute to greater safety. We informed the public and interested parties of the work through meetings, publications, one-to-one discussions and a project website. In 2010 Rijkswaterstaat also launched the tendering procedure for the second tranche; we expect work to start on the revamping of a further fifty kilometres of riverbank in the first half of Further information? Read more at serviceblok/english Water Act The Water Act, which came into force at the end of 2009, has had a major impact on the way Rijkswaterstaat works. The Act aims to make our work more integrated, uniform, efficient and public-oriented. There is now a one-stop shop, where people can apply for environmental permits and report incidents. Many permits have been replaced by general rules. The Water Act was working effectively in Compared to 2009, applications dropped significantly, while there was a significant rise in the number of incidents reported. Delta Programme Former Minister of Transport, Public Works and Water Management, Camiel Eurlings, presented the first Delta Programme to the House of Representatives on 24 Rijkswaterstaat

25 Sand Motor at Ter Heijde beach. Water Framework Directive Project Project description River Maas: environmentallyfriendly banks Batenburg nature development project River IJssel: environmentallyfriendly banks Amsterdam-Rhine Canal: pumping stations passable to fish Biesbosch at Dordrecht: clean-up starts Haringvliet West: Haringvliet Lock (Goeree) fish ladder Oude Maas, Spui, Lek, Noord: re-design of the Sophia Polder At various points along the Maas the river margins have been restored (15 km) to a land-water transition, eliminating the barrier effect for flora and fauna. River widening is taking place around Batenburg and the old meander is being reactivated. The area will become a varied wildlife habitat. Completion of an environmentally-friendly lay-out of the bank area of the IJssel between Olst and Wijhe over a distance of 1.4 km. Completion of a fish ladder at the Caspergouw pumping station as one of four to be constructed along the length of the Amsterdam-Rhine Canal. The project is being implemented by the water authority. The agreement specifies 31 December 2010 as the end date for the Caspergouw fish ladder. Funding jointly with the province and water authority. Start of dredging and covering of contaminated soil at two locations in the Biesbosch at Dordrecht. Partial restoration of the freshwater/salt water transition by minimal opening of the Haringvliet Locks to encourage fish migration. In accordance with the coalition agreement, a letter regarding withdrawal of the relevant Order was sent to the House of Representatives on 17 November 2010, pending publication of the State Secretary s standpoint. Re-design of the Sophia Polder, including clean-up of the River Rietbaan and installation of moorings for inland waterway transport. 21 September. The object of the Programme is to prepare and draft the measures necessary to protect the Netherlands from flooding and maintain the freshwater supply, now and in the future. Rijkswaterstaat works with other water managers to implement the Delta Programme. In 2010 we also worked with Deltares to create a computer model that can identify the consequences of major water policy decisions and provide information on the feasibility of Environmental permits and incidents reported Incidents reported 710 1,217 Applications 1, measures for the entire main water system. It is possible, for example, to identify what measures would have to be taken with the dikes if water levels in the IJsselmeer were to rise. This model should be in operation by Further information? Read more at Rijkswaterstaat as crisis and emergency manager A country like the Netherlands that abounds in water faces a range of threats: polluted water, water shortages and flooding. In its role as crisis and emergency manager Annual Report

26 Henri van Essen Resident of Hondsbroeksche Pleij We moved out three years ago when work started on the new dike. Our old house is currently being demolished, as are the temporary dike and other buildings in the Hondsbroeksche Pleij. It s been a long haul. We ve known we would have to move since But Rijkswaterstaat always kept in touch with us. We re now living on the dike again the new one this time. We re in a brand new house, our dream home. Things are certainly looking up! Rijkswaterstaat meets these threats head-on. We ensure that the storm surge barriers work, draw up crisis and response scenarios and monitor the distribution of water. Water Management Centre As of 1 September 2010, the Water Management Centre has been responsible for Rijkswaterstaat s crisis and emergency management tasks in relation to water. The Centre is the main source of knowledge and information on the Dutch waters. Rijkswaterstaat s information centres all work together within the Centre so that action can be taken efficiently and effectively to prevent or respond to water-related emergencies. The Centre issues daily bulletins for users of the Dutch water system. In turn, users can request information on water levels, flood risks and (bathing) water quality. In extreme situations, including water shortages, water pollution and the threat of flooding, the Centre provides information and advice to the national and regional water authorities on expected conditions. The Water Management Centre is also working to increase the expertise of water professionals through workshops, presentations and training courses. During the cold winter months of 2010 it provided information about ice build-up in the IJsselmeer. High water and flood response plan The national high water and flood response plan, published on 18 November, serves to improve coordination of the national response to major flooding events. The plan sets out how the national response will be coordinated and scaled up if a flood is imminent. It specifies the tasks and responsibilities of the parties involved: the water authorities, the Ministry and the provinces. Water distribution Rijkswaterstaat keeps a close watch on the level and quantity of water in the country s rivers. Falling levels affect nature, navigation and freshwater supplies. If there is the threat of a water shortage, we provide information and advise on possible measures to distribute the water that is available. July 2010 was a warm, dry month. To prevent problems, Rijkswaterstaat and the water authorities raised water levels to create buffer supplies in the IJsselmeer and, where possible, other main water courses. This enabled us to continue meeting demand for water. Further information? Read more at (in Dutch) Storm surge barriers Op 25 September Rijkswaterstaat carried out a trial closure of the Maeslantkering and the Hartelkering, which together form the Europoortkering storm surge barrier. The purpose of this annual test is to bring to light any technical or organisational problems so that they can be dealt with before the start of the storm season, which runs from 1 October to 1 April. The test showed the barriers to be working properly. Over four thousand people came to watch. 26 Rijkswaterstaat

27 Rijkswaterstaat provided Poland with emergency assistance, and received the Gold Cross of Merit from the Polish government. International disasters Rijkswaterstaat was also active beyond our national borders in 2010: our expertise was called on twice to assist with oil pollution incidents on Bonaire, when oil and possibly hazardous waste substances were released into the environment. We advised on removal of visible oil residues and assessed the risk of the slick spreading and other possible threats. We supplied equipment to clear up the oil after the spill in the Gulf of Mexico. Rijkswaterstaat was also on the spot after floods in Poland, Albania and Azerbaijan, giving advice or operating emergency pumps. The Polish government awarded Rijkswaterstaat the Gold Cross of Merit for the emergency assistance we provided in Poland. This is the highest civilian honour, awarded for exceptional work in the humanitarian and social field. Annual Report

28 Clocking up kilometres! Rijkswaterstaat put in a top performance on the roads in The figures speak for themselves: we built 371 kilometres of additional lanes. The country had to contend with road works, but with smart diversions, up-to-date traffic information and alternative travel options Rijkswaterstaat succeeded in keeping inconvenience to a minimum. Bottlenecks were eliminated, traffic flow improved and there are now fewer queues. Like here on the A2, where a fourth lane has given the traffic all the space it needs.

29 3 Main highway network Rijkswaterstaat worked hard in 2010 to ensure that traffic flowed smoothly and safely on the main highway network in the Netherlands. We tackled some major bottlenecks, used traffic management tools and took fast and effective action in response to incidents. Social context In the Netherlands, road capacity generally cannot keep pace with the growth in traffic density. But that was not the case in The length and duration of queues remained approximately the same as in 2009, but road capacity grew by 371 kilometres of additional road lanes: a reversal in the general trend. Nevertheless, as the economy starts to grow again, mobility will rise rapidly over the coming years. So the number of queues will probably increase. This is highly undesirable, because queues are an obstacle to people s freedom of movement and pose a threat to our transport-based economy. Policy Up to October 2010 government policy aimed to improve accessibility in three ways: through construction, optimisation of road space use and road-pricing. It sought, through the Priority Road Works programme, to eliminate the major bottlenecks in the highway system. With a change in policy in 2010, plans to introduce road-pricing were dropped. The challenge for Rijkswaterstaat Rijkswaterstaat is tackling persistent bottlenecks on the main highway network by widening roads or by using existing road space more effectively. No matter how much work is going on, it is important that traffic continues to flow as smoothly as possible. This is where Rijkswaterstaat fulfils its role as national traffic manager. We are also responsible for maintaining the existing road network. In 2010 our budget was less than we needed to maintain the entire network to the required standard. We therefore gave priority to the spots where the risks were highest, and made smart choices as to where and when to carry out maintenance work. Incidents and extreme weather conditions demanded measures that would keep traffic moving. Together with other road authorities and private parties, Rijkswaterstaat worked intensively to prevent incidents or deal with them quickly. Rijkswaterstaat as project manager In its role as project manager Rijkswaterstaat tackled thirty persistent bottlenecks on the main highway network through the Priority Road Works programme. When this programme was launched in 2008 it was agreed that ten projects would be completed and the rest under way by May Preparatory work on the Priority Road Works programme in 2009 paid off the following year in the form of six completed projects, sixteen starts, and thirty successful tendering procedures. This brings the target for 2011 ten openings and thirty project starts within reach. In 2010 we created 371 kilometres of additional road lanes compared to 55 kilometres in In addition to the Priority Road Works programme, Rijkswaterstaat also made preparations for the improvement of other roads. In total, 43 road orders were issued in 2010 (see the table 43 road orders issued in 2010 for more information). Annual Report

30 Main highway network Main carriageways under management (in km) 5,695 Road traffic control centres 6 Rush-hour, buffer and additional lanes (in km) 167 Tunnel complexes 16 Movable bridges 56 Fixed bridges 670 Viaducts 2, Legend National highways First opening, sixteenth start and thirtieth contract Construction work on sixteen Priority Road Works projects started in Work on the sixteenth project started on 30 August: the A2 between Maasbracht and Geleen. A 17-kilometre northbound rush-hour lane is being added to this road. An additional lane in each direction is being constructed at the Kerensheide junction (A2/A76) and traffic from Eindhoven to Heerlen will be routed over a new flyover. The first Priority Road Works project to be completed was officially opened on 8 November: an additional seven-kilometre lane on the A2 between the Leenderheide interchange and the Valkenswaard junction. This lane has reduced queuing on the southern section of the new Eindhoven ring road, allowing traffic towards Belgium and the Ruhr to flow considerably more freely. As a result of the Priority Road Works programme, the widened A2 was completed a year early. In all, six of the Priority Road Works projects were completed in On 16 November, Rijkswaterstaat awarded the contract for the last of the thirty Priority Road Works projects: widening of the A12 between Waterberg and Velperbroek. New lanes and hard shoulders will improve traffic flow at this point on the A12. Three viaducts will be widened and three others replaced completely. There will also be a tunnel for cyclists and pedestrians. Work will start in February 2011 and will take until 2014 at the latest. Further information? Read more at (in Dutch) Major projects Milestones were also reached in a number of other important projects in On 2 September, for example, the planning procedures order was issued for construction of the A4 between Delft and Schiedam, forming a link between The Hague and Rotterdam to relieve the congested A13. Rijkswaterstaat completed the planning study for this project in The procedures for the A2 corridor at Maastricht and widening of the A15 between the Maasvlakte and Vaanplein were also completed in 2010 with the issue of planning procedures orders. Further information? Read more at a_wegen/a4/delft_schiedam (in Dutch) Completed projects Rijkswaterstaat completed sixteen projects in 2010, six of which were Priority Road Works projects. Opening of the A2 Eindhoven ring road The new Eindhoven ring road was officially opened on 8 June. Rijkswaterstaat completed the work in four years. The existing two-lane motorway (2x2 lanes, with a rush hour lane opened in 2004) was converted into a four-lane motorway (with a total of ten lanes, including hard shoulders) and the southern and western sections were given parallel carriageways separating through traffic from local traffic. The Batadorp, De Hogt and Leenderheide interchanges were reconstructed. We replaced a number of viaducts, widened slip roads and built a new slip road for traffic to and from the High Tech Campus. Tall, innovative noise barriers and modern lighting columns give the ring road a very distinctive look. A2 s-hertogenbosch bypass Another important project in terms of project management, cooperation with the private sector and public-friendliness was the A2 s-hertogenbosch bypass, which was opened on 13 June The bypass has four dual lanes, two in each direction for through traffic and two for local traffic. The notoriously tight bends at the Hintham and Empel junctions are now a thing of the past. Rijkswaterstaat also built two additional viaducts and used very porous asphalt concrete on the entire length of the bypass to reduce noise. We consulted closely with the municipality and province to keep inconvenience to road users to a minimum. Only three 30 Rijkswaterstaat

31 43 road orders issued in 2010 The table below lists all road orders issued in Project Petra Korrel Rijkswaterstaat buyer I regularly take the A2 from s-hertogenbosch to get to work in Utrecht. The new four-lane section is a joy. Heavy goods vehicles keep to the right lane and faster traffic sticks to the left: there s plenty of room for both slow and fast vehicles. I think this stops people getting irritated and queues forming. Even in the rush hour I can turn on my cruise control and arrive at work relaxed. Planning procedures orders Road improvement orders Draft planning procedures orders Draft road improvement orders Noise reduction plan Guidelines * Priority Road Works projects. A2 Oudenrijn - Everdingen * A2 Corridor at Maastricht A2 Leenderheide - Valkenswaard * A4 Delft - Schiedam A12 Woerden - Oudenrijn * A12 Gouda - Woerden * A12 Maarsbergen - Veenendaal * A1 t Gooi * A2 Maasbracht - Geleen * A4 Badhoevedorp - Nieuwe Meer * A9 Alkmaar - Uitgeest * A1/A6/A9 Schiphol - Amsterdam - Almere A2 Meerenakkerweg A2 Oudenrijn - Everdingen * A2 Corridor at Maastricht A2 s-hertogenbosch - Eindhoven * A4 Dinteloord - Steenbergen A4 Delft - Schiedam A12 Woerden - Oudenrijn * A12 Gouda - Woerden * A12 Ede - Grijsoord A2 Maasbracht - Geleen * A9 Alkmaar - Uitgeest * A27 Everdingen - Lunetten * A50 Arnhem - Beekbergen A12 Zoetermeer Oost - Zoetermeer Centrum A15 Maasvlakte - Vaanplein A29 Vaanplein - Barendrecht A50 Ewijk - Valburg A58 Eindhoven - Oirschot * A74 Venlo N31 Haak om Leeuwarden A9 Velsen - Raasdorp * A9 Raasdorp - Badhoevedorp * A10 Nieuwe Meer - Amstel * A27 Everdingen - Lunetten * A12 Zoetermeer - Zoetermeer Centrum A27 Lunetten - Rijnsweerd * A27/A1 Utrecht Noord junction - Emmes interchange - Bunschoten junction - Spakenburg A29 Vaanplein interchange - Barendrecht junction A58 Eindhoven - Oirschot * N11 Leiden/Zoeterwoude - Alphen aan den Rijn N61 Hook of Holland - Schoondijke Annual Report

32 Project starts and completions Various road projects were under way in The table below shows projects started and projects completed in weekend closures, in the first half of 2010, were required to put the finishing touches to the work. Project Completed Started and completed A2 Holendrecht - Maarssen 2x5* A2 Leenderheide - Valkenswaard* A2 Holendrecht - Oudenrijn A12 Woerden - Gouda* A2 Everdingen - Deil A12 Woerden - Oudenrijn* A2 Zaltbommel - Empel A58 Eindhoven - Oirschot* A2 s-hertogenbosch bypass A2 Eindhoven ring road A4 Burgerveen - Leiden (northern section) A7 Sneek bypass A9 Holendrecht - Diemen* A12 Utrecht junctions N34 Ommen diversion N57 Middelburg bypass, excl. Veere * Priority Road Works projects. Started A1 Watergraafsmeer - Diemen* A1/ A6 Diemen - Muiderberg - Almere Stad west Oostbaan A2 Maasbracht - Geleen* A2 Corridor at Maastricht A4 Dinteloord - Bergen op Zoom A4 Badhoevedorp - Nieuwe Meer* A9 Velsen - Raasdorp* A9 Raasdorp - Badhoevedorp* A9 Alkmaar - Uitgeest* A10 Nieuwe Meer - Amstel* A12 Gouda - Woerden* A12 Utrecht - Bunnik* A12 Maarsbergen - Veenendaal* A12 Bunnik - Driebergen* A12 Driebergen - Maarsbergen* A27 Everdingen - Lunetten* A28 Hattemerbroek - Lankhorst* A50 Valburg - Grijsoord A50 Ewijk - Valburg A74 Venlo N50 Ramspol - Ens* A2 Everdingen - Deil The A2 was very much in the spotlight in With the opening of the widened road between Everdingen and Deil, Rijkswaterstaat eliminated one of the worst bottlenecks on the Dutch highway network. The capacity of the road has now doubled, improving traffic flows, safety and air quality. Apart from widening the road, Rijkswaterstaat also constructed two big new wildlife passages and made agreements with local farmers for the creation of nature areas. DBFM In a number of projects Rijkswaterstaat sought close cooperation with the private sector on the basis of the Design, Build, Finance and Maintain (DBFM) model. On 2 July, for example, Rijkswaterstaat awarded the contract for four Priority Road Works projects to the BAM consortium Poort van Bunnik. The contract was for the construction of an additional lane in each direction on the A12 between Utrecht and Veenendaal, construction and modification of viaducts and traffic technology systems, including maintenance for the next twenty years. Apart from price, quality was a crucial factor in awarding the contract. Work will start in early 2011 and should be completed two years later. The relatively short deadline for the project s completion will minimise the nuisance caused to road users. Another project in which Rijkswaterstaat will enter into a long-term partnership with the private sector is the widening of the A15 between the Maasvlakte and Vaanplein (A15 MaVa). We awarded the contract for this project to the A-Lanes A15 consortium (comprising Ballast Nedam, John Laing, Strabach and Strukton) in The consortium will also be responsible for construction and maintenance of the new Botlek bridge. The project will keep the port area 32 Rijkswaterstaat

33 We use roadside information panels to communicate with road users. Tom Otte Director of Arena Warehousing As the director of a logistics company I see the world through a logistician s eyes. I m on the road a lot and regularly use the Eindhoven ring road. I take my hat off to Rijkswaterstaat for the job they ve done there. There were very few tailbacks during the construction work. And I was very impressed by both the sequencing of the work and the time taken to complete it. Everything ran smoothly. Quite an achievement! and surrounding residential areas accessible and safe. The agreement is for 25 years, for a project worth approximately 1.5 billion. The A15 MaVa project is thus the biggest contract ever awarded by Rijkswaterstaat. Tunnels In 2010 Rijkswaterstaat grappled with a number of issues that made it difficult to complete tunnels on time. In the summer, for example, it became apparent that work on the A2 Leidsche Rijn Tunnel would overrun and the project would not be completed until the end of These problems are mainly due to the fact that tunnel safety systems are becoming increasingly complex and sensitive. What is more, the safety standards that tunnels must Annual Report

34 Work on the roads inevitably causes inconvenience to road users. Clear information about road works prevents frustration and confusion. meet are not specified in sufficient detail in legislation. This regularly leads to disagreements with municipalities or private parties about whether a tunnel is safe enough, and what safety measures it should incorporate. The lessons we learned from the audits addressing the problems experienced with the A73 tunnels were a good basis for recognising problems with other tunnels, allowing us to tackle them in good time. But they did not provide us with solutions. In an effort to find a way out of the deadlock, on 1 January 2010 Rijkswaterstaat appointed a national director of tunnels. He published his analysis in summer It confirmed the need for a standard for the system specifications and design of tunnel safety installations. In combination with an amendment to the relevant legislation, this should limit construction risks and simplify negotiations with stakeholders. It could also lead to more efficiency, because in designing tunnel projects we could learn from each other s approach. The first version of the standard is almost complete. Rijkswaterstaat as network manager As network manager Rijkswaterstaat provides reliable information and works to ensure that traffic flows smoothly and safely on the country s roads. In performing this task Rijkswaterstaat works with other road authorities, the private sector, stakeholders and the public. Traffic management In its traffic management duties, Rijkswaterstaat ensures optimum use of the main highway network s capacity. Traffic flows and road works on the main highway network are managed from five regional road traffic control centres and from the National Traffic Management and Information Centre (VCNL). From these centres we work actively to improve traffic flows, aided by cameras, induction loops, variable speed limits, rush-hour lanes, effective traffic light 34 Rijkswaterstaat

35 sequencing and the provision of reliable information. In 2010 we used dynamic route information panels (DRIPs) to show expected travel times instead of queue lengths. In some parts of the country we displayed both the normal and additional travel time. Harmonised working methods at road traffic control centres In order to manage road traffic even better and more efficiently, Rijkswaterstaat intends to harmonise, professionalise and standardise operations at the regional traffic control centres. This process was started in The five centres now use uniform work processes, work together when traffic management issues affect more than one region and take care to ensure consistency in matters such as traffic information. Central management of maintenance personnel means that staff can be deployed faster outside their own region to deal with matters such as breakdowns in dynamic traffic management systems. And by working more closely together, the centres can manage road traffic more effectively, leading to smoother traffic flows. Action plan for mobility The Netherlands road network is more than just the national highways. Under the roads action programme, which is part of the action plan for mobility, some 155 million has been earmarked for projects such as new traffic lights, DRIPs, and ramp metering, not only on motorways but also on local and provincial roads. Fifteen measures set out in the action plan for mobility were completed in 2010, including the reconstruction of seven slip roads. Regional and national cooperation In 2010, Rijkswaterstaat, a number of the provinces and the four major cities represented in the National Traffic Management Council (LMVB) made agreements at national level on regional traffic management. The parties also developed a joint vision of regional traffic management by the traffic control centres. This vision provides the basis for a multiyear partnership that will ensure that we make optimum use of the Netherlands road network, now and in the future, through the smart allocation of tasks among regional and national traffic managers. Further information? Read more at (in Dutch) Reliable information for road users Work on the roads inevitably causes inconvenience to road users. Nevertheless, we do our best to keep the traffic moving. Road works accounted for only 6.9% of traffic queues in We achieved this result by providing additional information for road users, providing and promoting alternative forms of transport (free or reducedprice public transport) and setting up diversions. Reliable information for road users, provided well in advance via our websites and also helped. In 2010 we started to use Twitter and the mobile website We also provided local residents and other interested parties with information by means of advertisements, community participation and public meetings. This meant that they were involved in new developments and had the opportunity to give their views. Priority Road Works campaign The Priority Road Works programme meant that extra work was carried out on the roads, causing additional inconvenience. Rijkswaterstaat therefore launched the VanAnaarBeter (From A to Better) campaign to inform the public about the Priority Road Works programme. We also used radio and television commercials, advertised intensively and updated the existing website This site contains information for road users about road works and alternative travel options. The campaign increased public awareness of the Priority Road Works programme by 6%. This means that more road users know that Rijkswaterstaat is working hard to reduce congestion on the roads, and makes them more tolerant of inconvenience caused by the works. This illustrates the importance of communicating worksrelated information that is not yet clear to road users. An example is the new rush-hour lane on the A12 between Woerden and Gouda. Although road construction had been completed, use of the lane was not permitted until the dynamic traffic management systems were working. The lane could not be operated safely without them. Reliable information about matters of this kind prevents confusion and frustration. Annual Report

36 Many additional kilometres of road were opened in One of the larger projects was the A2 Eindhoven ring road. Greatest satisfaction among motorists Blue road signs 92% satisfied 95% 2 Information on mobile signs 91% satisfied 94% 3 Lane width 90% satisfied 91% 4 Tunnel safety 85% satisfied - 5 Estimated journey times for regular routes 83% satisfied 75% Least satisfaction among motorists Information re delays, queues and diversions 24% satisfied 21% 2 Traffic circulation on motorways 37% satisfied 41% 3 Service areas (safety, cleanliness and facilities) 48% satisfied 48% 4 Measures to increase traffic flow 52% satisfied 51% 5 Time needed to clear the road after an incident 53% satisfied 51% Motorists satisfaction with road works Road works Timing of road works 58% satisfied 65% Provision of information on diversions 59% satisfied 64% Measures to limit inconvenience 65% satisfied 64% Information on current road works 75% satisfied 74% 36 Rijkswaterstaat

37 FileSophie Rijkswaterstaat also sought to make contact with road users by other means. With the Royal Netherlands Touring Club (ANWB) we set up the FileSophie project. Between 16 July and 16 August we were working on the Woerden Gouda section of the A12. Every day, Sophie, a member of Rijkswaterstaat s staff, gave road users precise information about the current situation and delays on this section of motorway. She used her own website and related social media (Twitter, YouTube, Facebook, Hyves and LinkedIn). Road users were also encouraged to share tips on how to avoid the queues. If there were questions that Sophie could not answer personally she put them to the contractor in her video blog. Figures Campaign reach 92% Familiarity with VanAnaarBeter.nl 85% Further information? Read more at (in Dutch) Rijkswaterstaat as crisis and emergency manager In its role as crisis and emergency manager Rijkswaterstaat works to ensure optimum accessibility of the road network. Traffic control centres direct the emergency services when incidents occur and we use Track-and-Trace systems to ensure that our road inspectors can be on the spot very quickly. In 2010 winter weather and incidents kept us busy but Rijkswaterstaat and its partners succeeded in keeping the major roads and emergency routes open in difficult circumstances. Winter weather The severe winter weather in the early and late winter of 2010 placed an additional burden on the national highway network. Snow, frost and black ice damaged road surfaces. This could result in damage to vehicles. Frost damage was five to 10 per cent greater than in More serious damage, such as holes in the road, even put road safety at risk. Rijkswaterstaat s road inspectors kept a close eye on road surfaces and reported problems as quickly as possible. Where road safety was at stake, the road surface was repaired the same day. Of course, this inconvenienced road users. In some cases, Rijkswaterstaat chose to bring forward existing plans for routine maintenance work on damaged sections of road, so that road users would not have to be inconvenienced a second time. New techniques Long periods of cold weather affect the quality of the road surface. Rijkswaterstaat and the Netherlands Organisation for Scientific Research (TNO) joined forces to find ways of repairing road surfaces better and more quickly. In 2010 we successfully tested a method of laying asphalt at temperatures below freezing. We also explored whether we could prevent damage to the road surface by injecting fresh binder. The results of this study are expected in Professionalisation The winter of 2009 and early 2010 helped Rijkswaterstaat to be better prepared for severely cold weather conditions in Lessons learned from experience gained during the winter period were incorporated into a new handbook for regional offices. The guidelines on action on frost damage deal with smart maintenance, rapid repairs and effective process planning. In 2010 we also established permanent arrangements for national coordination in crisis situations. Everyone at Rijkswaterstaat now knows who is responsible for what, putting us in a better position to respond during cold spells. Greatest satisfaction among HGV drivers Blue road signs 96% satisfied 97% 2 Information on mobile signs 91% satisfied 91% 3 Lane width 84% satisfied 85% 4 DRIPs 82% satisfied 85% 5 Information on road works 82% satisfied 84% Least satisfaction among HGV drivers Safety of service areas at night 24% satisfied 19% 2 Estimates of journey times on other, non-regular routes 26% satisfied - 3 Information on traffic jams 38% satisfied - 4 Time needed to clear the road after an incident 5 Coordination of road works between province/municipality Number of registered incidents 50,000 40,000 30,000 20,000 10, % satisfied 44% 44% satisfied Stranded vehicle Object on the hard shoulder Object on the carriageway Accident Annual Report

38 The salt storage unit in Breda is 300 metres long, making it the biggest in the Benelux. There is space for 2,500 tonnes of road salt and 50 gritter vehicles. Salt stocks The persistent winter weather had already made a dent in our stocks of road salt by early winter of After that severe winter, Rijkswaterstaat increased its salt stocks for the motorway network from 60,000 tonnes to 90,000 tonnes in Then, in the summer, we signed new contracts with suppliers and made provision to obtain more salt from home or abroad, if required. This proved to be necessary; at the start of the winter season we needed to order 30,000 tonnes of additional road salt from Saudi Arabia. Salt distribution points At the Minister s request Rijkswaterstaat, the Association of Provincial Authorities, the Association of Netherlands Municipalities and the Dutch Association of Regional Water Authorities joined forces in 2010 to set up salt distribution points one national, and nine regional to re-distribute road salt if there was a risk of shortages. The aim is to keep the major roads and emergency routes open in extreme winter conditions. Road authorities facing a shortage can now obtain additional supplies from the distribution points. The salt distribution points have proved effective: in 2010, Rijkswaterstaat and its partners succeeded in keeping the major roads and emergency routes open, despite the difficult conditions. Alternatives to road salt Rijkswaterstaat commissioned TNO to investigate the safety, cost and availability of a number of substitutes for road salt. Its conclusion was clear: damp salt works best on very porous asphalt concrete while brine is effective on other roads. It also found that roughening agents like sand often form a good alternative. These results will inform our procedures for the coming winters. 38 Rijkswaterstaat

39 Implementation of our Track and Trace system was completed in We now know exactly where each of our vehicles is located. This enables us to deploy our road inspectors more efficiently. Main highway network performance agreements Will I be on time? Every road user wants to know how long their journey will take. That s what we call a reliable journey time. Rijkswaterstaat wants to increase reliability. We make sure road works inconvenience you as little as possible and we inform you promptly about delays. Rijkswaterstaat also makes sure the roads are safe. Target 1 Score 2010 In more than 80% of rush-hour accidents, Rijkswaterstaat is at the scene within 30 minutes. On busy roads in the rush hour, we are at the scene within 15 minutes. At the scene, we make sure the situation is safe and then clear the road as quickly as possible. Response times: On busy roads we are at the scene within 15 minutes. 80% 79% On other national roads we are at the scene within 30 minutes. 80% 92% Rijkswaterstaat provides information on congestion and alternative routes on electronic signs above the road. We also pass on the information via the radio, teletext and the internet. On all the roads we monitor, we provide reliable journey and route information to service providers and on Dynamic Route Information Panels (DRIPs) within five minutes at least 95% of the time, averaged over the year. 95% 96% Rijkswaterstaat ensures that roads, flyovers, aqueducts, bridges and tunnels comply with statutory safety requirements. If circumstances compromise road safety, Rijkswaterstaat takes measures within 24 hours. At least X% of road surfaces comply with maintenance standards. 95% 97% Track-and-Trace-system On 1 November Rijkswaterstaat put a renewed Track-and- Trace-system into operation. This GPS application enables the traffic control centres to see exactly where each of the four hundred vehicles used by our road inspectors is located at any one time. And they can be at the scene of any incident on the busiest parts of the national highway network within their fifteen-minute target. Road inspectors make sure the situation is safe, clear the road and get the traffic moving again. They also clear up any debris. Road inspectors work with the police and emergency services and recovery operators. The Track-and-Trace equipment enables the traffic control centre to see which road inspector is closest to the incident. Inspectors can be deployed more quickly and efficiently, enabling us to provide a better service and ensure road safety. At least X% of flyovers, bridges and tunnels comply with maintenance standards. 88% 85% In at least X% of situations in which road safety is compromised, appropriate measures are taken within 24 hours. 100% 100% 1 The target or basic maintenance level is the minimum package of management and maintenance measures needed to protect R ijkswaterstaat s main highway network in the long term and allow it to function properly. Annual Report

40 Dynamic traffic management The Netherlands is an important international hub for water-borne transport. It has a unique location on the sea, as well as the Port of Rotterdam and a comprehensive inland waterway network. In order to maintain our strong infrastructural position it is essential for us to provide high-quality information. Waterway authorities must work together to ensure the network has adequate capacity, is well maintained and connects seamlessly with the international network. In 2010 Rijkswaterstaat worked via the Dynamic Traffic Management (Waterways) Incentive Programme to strengthen the role of inland waterway transport in the Netherlands and ensure smoother, safer navigation.

41 4 Main waterway network Rijkswaterstaat is responsible for construction and maintenance of one of the busiest waterway networks in the world. We also ensure smooth and safe transport by water and provide reliable and useful information for all users of the waterways. Social context Transport and distribution of goods via the main waterway network is the lifeblood of our economy. In terms of transport, the Netherlands is and wants to remain Europe s front door. Water-borne transport plays a major role. It relieves the burden on the highway and rail networks and is relatively environmentally friendly. What is more, 80% of dangerous goods transports take place on the inland waterways. The main waterway network must therefore be well maintained and shipping must be able to move smoothly and safely. Policy The main waterway network has to be robust enough to cope with the expected growth in goods transport in the years to come. What is more, the waterways must be able to develop further as a safe and sustainable transport network. In 2010, government policy aimed to continue improving the quality of the main waterway network, through both construction projects and maintenance work. To clear the backlog of maintenance work more quickly, in 2009 the government released additional funds under the supplementary policy agreement. This meant an extra 200 million for the main waterway system in 2009 and The hydraulic engineering and inland shipping sectors were also encouraged to make optimum use of these sustainable transport routes. In 2010 the government also released 100 million from the Economic Structure Enhancement Fund to improve dynamic traffic management on the main waterways. The measures must be in place by the end of The challenge for Rijkswaterstaat In 2010 Rijkswaterstaat took firm action to eliminate maintenance backlogs. For example, we carried out a number of projects earlier than planned, such as additional dredging work and maintenance of locks and bridges. Rijkswaterstaat also worked on implementation of the multi-year infrastructure, spatial planning and transport programme (MIRT). The planning procedures order for the diversion of the Zuid-Willemsvaart was issued in 2010, allowing Rijkswaterstaat to start construction of nine kilometres of new waterway around s-hertogenbosch. The Twente Canals are also being widened so that larger vessels can navigate them. Rijkswaterstaat also has to ensure that transport on the waterways runs smoothly and safely and meets the public s needs. In our role as waterway traffic manager we are investing in providing up-to-date traffic information, dealing more rapidly with incidents and improving information exchanges between the various parties. Rijkswaterstaat as project manager In its role as project manager for the main waterway network Rijkswaterstaat applied itself in 2010 to carrying out construction projects and clearing maintenance backlogs. The waterways need to be wide and deep enough and the 83 locks and 422 bridges must work properly. Annual Report

42 National waterway network Waterways (in km) 7,609 Coastal waters managed by Rijkswaterstaat North Sea (in km) approx. 3,900 Legend Main waterways Exploratory and planning studies The purpose of exploratory and planning studies is to examine a problem or an initiative that has added value for society and then to select the best solution and make preparations for implementation. Exploratory and planning studies completed: Exploratory study of widening of the Maas shipping channel Exploratory study of expansion of mooring sites on the Amsterdam-Rhine Canal Exploratory and planning studies started: Exploratory study of capacity of Volkerak Lock Planning study of overnight mooring sites on the Merwede Planning study of IJsselmeer-Meppel shipping channel Planning study of IJmond sea access (IJmuiden Lock) Planning study of expansion of mooring sites on the IJssel Planning study of Lek Canal/third lock chamber at Beatrix Lock Planning study of an overnight harbour at Lobith* Planstudie Overnachtingshaven Lobith* * Relaunch of existing study. We also made preparations for the construction of new waterways and worked to improve locks and provide safe moorings. Dredging of the Amsterdam-Rhine Canal Rijkswaterstaat officially completed the Amsterdam-Rhine Canal dredging project on 22 March, restoring the depth of the whole waterway six months earlier than scheduled. The Amsterdam-Rhine Canal is an important link in the connection between the Port of Amsterdam and Germany. With 87,000 vessels per year it is also the busiest canal in the world. The fact that removal of 900,000 cubic metres of dredging sludge caused very little inconvenience is due to the use of various innovative methods and tools. Thanks to a custom-built environmentally-friendly grabber, the work could be done with great care and precision. The grabber does not churn up the canal bed so much, so flora and fauna are not disturbed. As it also works very efficiently, it does not need to move so often, giving rise to fewer CO 2 emissions. Cooperation with the private sector In dredging the Amsterdam-Rhine Canal Rijkswaterstaat worked in partnership with Boskalis, which took as much work as possible off our hands. We worked together to limit the nuisance to local residents and other stakeholders. For the first time ever, Rijkswaterstaat also left traffic control to the contractor, with positive results. Local residents and businesses were also kept well informed about any possible nuisance. The dredging project functioned as a pilot on ways for Rijkswaterstaat to work with contractors under the Flora and Fauna Act Code of Conduct. The contractor applied for all the necessary permits, where necessary with assistance from Rijkswaterstaat. Flora and Fauna Act Code of Conduct The Flora and Fauna Act protects plants and animals both in and outside nature reserves. Rijkswaterstaat has its own Flora and Fauna Act Code of Conduct which sets out how to take account of protected species when carrying out management tasks, maintenance work and small-scale interventions. Use of the Code has been tested in a number of projects, and we have found that by applying the code we need to apply for fewer discretionary permits under the Act. This means less red tape and shorter procedures. The then Minister of Agriculture, Nature and Food Quality approved the Code of Conduct on 17 August Renovation of the Prince Bernhard Locks On 12 June 2010 Rijkswaterstaat completed the renovation of the Prince Bernhard Locks at Tiel. The locks were fitted with new lift gates in the eastern chamber and new mitre 42 Rijkswaterstaat

43 Rijkswaterstaat works to ensure that shipping, including container vessels carrying dangerous substances, moves smoothly and safely. gates in the western chamber. The lockkeepers operations room was also renovated. This means that the locks have the most up-to-date equipment to allow vessels to pass through smoothly and safely and that they comply with the latest requirements with regard to high water. Other work Rijkswaterstaat and its partners did even more maintenance work than listed above. The Zwolsche Diep in the Zwarte Meer was brought to the regulation depth, while at several points on the canals in Brabant we removed settled sludge from the canal bed. Projects under way but not yet completed include dredging of the River IJssel, the Ghent- Terneuzen Canal and the River Maas. Further information? Read more at (in Dutch) Diversion of the Zuid-Willemsvaart On 20 September, after years of preparations, Rijkswaterstaat made a start on the diversion of the Zuid-Willemsvaart canal. The contract for the work was awarded to the WillemsUnie consortium. This project is unique because it involves digging nine kilometres of new canal. The new canal will take the Zuid-Willemsvaart from Den Dungen around s-hertogenbosch to the River Maas. After 2015, when the work is completed, cargo vessels will no longer pass through the centre of s-hertogenbosch. Open bridges causing queues of waiting cars will then be a thing of the past. What is more, the whole of the Zuid-Willemsvaart as far as Veghel will be suitable for larger vessels. Digging will start in 2011, after the necessary preparatory work. In 2010 Rijkswaterstaat also finished replacing the locks at Veghel, Keldonk and Beek en Donk, all of them dating from the nineteenth century. The new locks were opened to traffic on 1 June Further information? Read more at (in Dutch) Annual Report

44 Rijkswaterstaat used text messaging to inform skippers about waiting times caused by work on the Houtrib locks. Inconvenience experienced by pleasure craft from work on the locks at Veghel, Keldonk and Been en Donk on the Zuid-Willemsvaart Canal 100% 80% 60% 40% 20% 0 6% 63% Was Was not Don t know Not applicable inconvenienced inconvenienced 6% 26% Rijkswaterstaat as network manager The main waterways in the Netherlands the major rivers, canals, lakes and parts of the North Sea and Wadden Sea are among the busiest in the world. This extensive network is heavily used by both working vessels and pleasure craft. Rijkswaterstaat ensures that transport by water is smooth, safe and public-oriented. Rijkswaterstaat s Vessel Traffic Management Centre (SVC) plays a major coordinating role. The SVC is the single point of contact at Rijkswaterstaat for traffic management in relation to both working and pleasure craft, and for other waterway authorities, partners and stakeholders. Vessel traffic management In 2010 Rijkswaterstaat started preparations for the Dynamic Traffic Management (Waterways) Incentive Programme, which will improve the quality of traffic information and allow incidents to be dealt with more quickly. The programme will focus on bottlenecks for shipping to and from the second Maasvlakte. Rijkswaterstaat will manage implementation of the measures. The completion date is the end of Text messaging services for skippers In 2010 Rijkswaterstaat tested a new form of traffic management: free text messaging services for skippers. Because waiting times at locks can sometimes be very long when work is in progress, we piloted the use of a free text messaging service when work was carried out on the Krammer Locks and the Beatrix Locks. Skippers who registered received a message every hour over a six-hour period informing them of the current waiting time at the lock in question, and whether it was increasing or shrinking. Skippers and shippers told us they were very enthusiastic about this service. Skippers organisation Koninklijke Schuttevaer regarded the service as added value for their members. We sent some three thousand text messages in the four weeks we were working on the Beatrix Locks. In 2011 we will decide whether to offer this service whenever work is in progress on the waterway system. 44 Rijkswaterstaat

45 Since being widened, the Twente Canal can now accommodate even larger vessels. Performance agreements for the main waterway network Everyone who sails wants to know how long the journey will take. That s what we call a reliable journey time. Rijkswaterstaat wants to improve reliability. We make sure work on the waterways inconveniences you as little as possible and we inform you quickly and in full about obstructions. Together with organisations for professional and recreational sailors, Rijkswaterstaat keeps you up to speed on using the waterways safely. Target 1 Score 2010 Rijkswaterstaat minimises the passage time at locks and bridges. Rijkswaterstaat keeps the passage time at lock complexes as short as possible. Performance is measured for the HTA, HVW and OVW* (measuring unit: percentage achieving target time). Waterway profile and channel marking is in order. Channel in order: the depth and width of the shipping channel, as indicated by waterway markings, should conform to the standards in the waterway plan. Performance for waterway profiles is measured for access channels in the HTA, HVW and OVW* (measuring unit: percentage of time that the channel conforms to the standards). HTA 80% 68% HVW 75% 81% OVW 70% 88% HTA 80% 96% HVW 70% 83% OVW 70% 84% Widening of the Twente Canals In April Rijkswaterstaat completed the initial works necessary for widening the Twente Canal. The section between the locks at Eefde and Delden was made deeper and wider. Large Rhine barges with a width of up to metres and a length of up to 110 metres can now reach the harbours and businesses along the canal. This is good for the Twente economy and necessary for the discharge of water. Wherever possible the banks have been made nature-friendly. This is good for nature but also makes the canal more attractive for recreation activities. Rijkswaterstaat also set to work in 2010 on the planning study for the second phase of the project. Besides construction of a second lock chamber at Eefde, this phase includes widening the section between the lock at Delden and the harbours at Enschede and the branch canal to Almelo. The whole of the Twente Canal is expected to be of the required width and depth by The target or basic maintenance level is the minimum package of management and maintenance measures needed to maintain Rijkswaterstaat s main waterway network in the long term and allow it to function properly. * HTA Main transport axis HVW Main waterways OVW Other waterways Annual Report

46 All Rijkswaterstaat vessels are equipped with ICT facilities. Public award for South Holland Traffic Control Centre In 2010, the South Holland Traffic Control Centre won the Jan Caspers Cup for the second year running. The cup is awarded each year by the Association of Nautical Traffic Control Staff (RACON) on the basis of votes cast by waterway users. The South Holland Traffic Control Centre won the award for its public-oriented approach to shipping in the South Holland region. Lock stewards to improve traffic flow For several years now, we have been deploying stewards at busy locks in the summer season was no exception. This year, some sixty stewards were on hand to make sure everything ran smoothly, safely and without problems. The stewards helped vessels to enter the lock chambers, tie up securely and make optimum use of space in the lock. They also distributed the leaflet Safe Sailing. The initiative was subsequently adopted by a number of other waterway authorities. Safe Sailing Safe Sailing is a public safety campaign jointly organised by Rijkswaterstaat, port authorities, the provinces, and organisations for professional and recreational sailors. Its object is to ensure that professional and recreational sailors co-exist safely on the waterways. A pilot project was launched on the River Waal in April. There is a narrow bend in the river at Nijmegen and to allow all users to navigate it safely we created a special channel for pleasure craft to separate them from working vessels. The pilot ran throughout the summer season and the response from users was positive. Rijkswaterstaat will now explore opportunities for a follow-up in Further information? Read more at (in Dutch) For English-language leaflets go to itemid/98/ 46 Rijkswaterstaat

47 Remote controlled locks Rijkswaterstaat is currently laying the groundwork for a project to introduce remote control of all of its locks and bridges in Zeeland. The first phase, covering the smaller locks, was launched in A special evaluation committee set up in 2010 concluded that remote control of locks was safe and the pilot could be rolled out. The advantage to shipping is that Rijkswaterstaat s locks will be operated day and night, seven days a week. Further harmonisation of operating processes will mean that 24-hour operation can be introduced more generally. Vessels can then be assured smooth passage over the entire length of a transport axis or corridor. In 2011 the contract will be awarded for the adaptation of other locks and bridges in Zeeland for remote operation from South Region Remote Control Centre Rijkswaterstaat started work on the South Region Remote Control Centre in Maasbracht in From 2013 the Centre will operate the lock complexes at Belfeld, Roermond, Heel, Linne, Maasbracht, Born and Maastricht. In 2010 we did the groundwork for the remote control of structures in the central Limburg canals and for an update of the control centre at Tilburg. With the new Centre, the operating systems and processes of the various bridges and locks will be more uniform. Further information? Read more at scheepvaartsverkeersbegeleiding Maarten Dudok van Heel Recreational sailor I sail my cabin yacht all over the Netherlands and I m sometimes surprised that everything works so well. Rijkswaterstaat is a big national organisation, and yet wherever you go everything is done by the book, even at the smaller locks. At the same time, I feel that coordination of the locks and bridges on some stretches of water could be improved. But I m fairly sure that if I raise the issue with the Rijkswaterstaat they ll do something about it. Satisfaction among recreational sailors Satisfaction with Rijkswaterstaat as manager of the waterways Satisfaction with locks among recreational sailors 16% Very satisfied 65% Satisfied 17% Neither satisfied nor dissatisfied 1% Dissatisfied 0% Very dissatisfied 0% Information about opening times of bridges and locks 75% Operating times of locks 71% Lock passage times 64% Deployment of lock stewards 61% Greatest satisfaction among recreational sailors 1 Safety 85% 2 Depth of the waterways 84% 3 Width of the waterways 83% 4 Information on weather forecasts 83% 5 Rijkswaterstaat as waterway manager 82% Least satisfaction among recreational sailors 1 Information via digital signs/drips 38% 2 Information about unexpected obstructions 42% 3 Waiting places at railway bridges 43% 4 Information on events 44% 5 Waiting times at railway bridges 45% Annual Report

48 Greatest satisfaction among sea-going vessel operators 1 Availability of traffic control 94% 2 Position of route 93% 3 Channel markings (quantity and quality) 93% 4 Route width 93% 5 Route depth 93% Least satisfaction among sea-going vessel operators 1 Safety in regard to fishing vessels 22% 2 Safety in regard to pleasure craft 25% 3 Rijkswaterstaat s public-friendliness 56% 4 Waiting areas at sea locks 57% 5 Safety in regard to other sea-going vessels 62% Rijkswaterstaat as crisis and emergency manager Crisis management on the main waterway network is essential. Many large vessels, including some laden with dangerous substances, have to pass each other on busy routes. So working to make waterway traffic safer is an important task for Rijkswaterstaat. This also means being prepared for the unexpected, including possible emergencies, and providing all users promptly with the information they need. Winter on the water The winter of 2009/2010 was the coldest for fourteen years. It caused high water levels, storms, gusting winds, fog, freezing temperatures and snow. Rijkswaterstaat made frequent use of icebreakers and kept dams and locks clear of ice. Nonetheless, for safety reasons, we had to ban shipping on many stretches of waterway to the north of a line from The Hague through Nieuwegein to Coevorden. We also introduced convoy transport, or only permitted navigation under escort. The measures came into effect on January 2010 when Rijkswaterstaat made convoy transport compulsory on the Amsterdam - Lelystad - Lemmer route on the IJsselmeer. Icebreakers were used to keep routes open on the Twente canals and on the IJsselmeer and Markermeer, and we also arranged escorts and convoys. These measures kept the larger waterways navigable. The last of the prohibitions was lifted on 1 March Throughout almost the entire winter we kept waterway users informed of the ice situation on the Dutch inland waterways by means of ice maps on teletext, BICS (the Inland Waterway Transport Information and Communication System) and the internet. Smooth and safe Fortunately, accidents rarely occur on the water. But if they do, the consequences can be very serious. To enable Rijkswaterstaat to take appropriate, effective action, we need accurate information about the cargo that vessels are carrying. In 2010 we took two important steps: digital reporting for container vessels and the Kreekrak voluntary agreement on the carriage of dangerous substances. Digital reporting Since 1 January 2010 it has been compulsory for container barges on the Rhine to report their presence by computer to the traffic control centre in the area. The same also applies to barges on Dutch inland waterways falling under the Inland Waterways Police Regulations (BPR). Every skipper who is transporting more than twenty containers and/or carrying dangerous substances must report their route and cargo details by computer to the waterway and port authorities. Digital reporting enhances the quality of the information and makes it possible to take appropriate action faster. Kreekrak voluntary agreement The Inspectorate for Transport, Public Works and Water Management, the National Police Services Agency, the customs authorities and a number of inland shipping organisations signed the Kreekrak voluntary agreement in The aim is integrated, effective enforcement of provisions on transport of dangerous substances along the Rotterdam - Antwerp corridor, with fewer inspections. Skippers who are members of the participating organisations undertake to provide the mandatory information about their load to the authorities accurately and on time. Inspections show that signatories comply more fully with the rules than those not party to the agreement. 48 Rijkswaterstaat

49 Rijkswaterstaat is responsible for keeping shipping routes free of ice. Rutger Wind Professional skipper of MV Vento After several years without any ice we ve now had a few severe winters. At first, both Rijkswaterstaat and the skippers were at a bit of a loss about how to deal with this obstacle to shipping. But Rijkswaterstaat listened carefully to skippers wishes, so that the ice didn t cause us too much inconvenience. Rijkswaterstaat also moves with the times. For example, when the eastern chamber of the Houtrib Locks was being renovated they sent text messages informing us about waiting times. Annual Report

50 Rijkswaterstaat takes silver! Rijkswaterstaat came second in the Best Public Employer category in Intermediair s Best Employers Survey 2010, a rise of five places from the previous year. We want to hold on to our ranking. At any rate, our objective for 2012 is a place in the top five. Rijkswaterstaat rose from 17th to 12th place in the overall rankings. 50

51 5 People and organisation People make the difference at Rijkswaterstaat. In 2010 we had to do more work than ever, but with fewer people. This was quite a challenge especially for Rijkswaterstaat, which wants to be good employer despite cutbacks and high production targets. A good employer Given the coalition agreement, Rijkswaterstaat will need to work harder than ever in the coming years to meet the challenge of being a good employer. In 2010, we started work on the Business Plan 2015, which sets outs Rijkswaterstaat s strategic course, with a new management philosophy. In times of cutbacks and organisational change, managers need to show leadership. They need to put the right employee in the right place, and keep staff motivated and properly equipped for the changing demands of the job. In both the short and long term, Rijkswaterstaat will need a balanced workforce, able to cope flexibly with the consequences of demographic and political trends. Top production for the public, with fewer people. That was the challenge facing Rijkswaterstaat in We succeeded, thanks to our commitment and enthusiasm and by working together, sharing knowledge and streamlining work processes. Despite their huge efforts, our staff never lost their commitment. In fact, employee satisfaction increased. Sick leave fell, and Rijkswaterstaat s position in the list of best Dutch employers rose. Highest level of employee satisfaction ever Never before have Rijkswaterstaat staff been so satisfied with their jobs and their employer as they were in In the employee satisfaction survey, we scored 7.4 out of 10. It is important to keep this score up, since the objective formulated in 2008 to be achieved by 2012 was 7.3. Despite the high score, the survey also revealed three specific concerns: - More attention needs to be given to employee mobility. - A baseline assessment is needed by sex, age and cultural background of the way staff experience equal opportunities and working with others. - The profile of the joint works council needs to be raised. Departments themselves will also work on matters about which their own staff are dissatisfied. Best Public Employer second place Rijkswaterstaat came second in the category Best Public Employer 2010 in the survey carried out by the weekly magazine Intermediair to find the best employers in We want to hold on to this ranking. At any rate, our target for 2012 is a place in the top five. The rise of five places from seventh in 2009 is largely due to our score in the employee satisfaction survey (7.4) and the higher score for terms and conditions of employment (6.8). Rijkswaterstaat rose from 17th to 12th in the overall rankings. More young people and women The majority (58%) of employees who joined Rijkswaterstaat in 2010 were under the age of 35, an increase of 17% over The proportion of women joining us also rose, from 32% in 2009 to 40% in Another positive move is our creation of seven work experience places to give people with little or no experience of work a place within our organisation. In 2011 we will examine whether this number can be increased. Annual Report

52 Inflow and outflow in 2010 Age in years Inflow (FTEs) Outflow (FTEs) < > Total Type of inflow in 2010 Inflow (individuals) % Age < > Sex Male Female Ethnic minorities 71 16* * Based on personal data registered in accordance with the Ethnic Minorities (Proportional Labour Participation) Act. Investing in the future Trainee programmes Trainees are important to Rijkswaterstaat. By attracting a talented new generation of staff we want to ensure new knowledge will be acquired and built on. In 2010, 39 young highflyers started work with us through the governmentwide trainee programme and Rijkswaterstaat s own programme. The traineeships last 18 months and continue into Of the previous group of trainees in 2009/2010, 99% went on to a regular job with Rijkswaterstaat. Civil engineers In October 2010 we started a specialist trainee programme for aspiring civil engineers. Over a two-year period they will learn every facet of civil engineering within Rijkswaterstaat. We developed this programme to counter threatened shortages of staff in essential jobs. These are the jobs including nautical specialists and geotechnical, hydraulic and civil engineering project managers that form the foundation of Rijkswaterstaat. Investing in young people Investing in the future is more than simply being a good employer in the present. That is why we are active participants in initiatives that set out to interest young people in technology and engineering. In the spring of 2010, for example, Rijkswaterstaat was involved in the launch of Girls Day, a European initiative to encourage girls and young women to take an interest in technology, science and ICT. We also continued our partnership with Jet-Net, the Dutch Youth and Technology Network. The partnership agreement was renewed on 18 November. Rijkswaterstaat also contributed to the Jet-Net & Universum Career Day. Work experience Rijkswaterstaat is still in demand among young people seeking work experience placements. We placed 299 students in 2010, mostly from the higher education sector, although secondary vocational education (MBO) was also represented. HRM Supporting and developing talents Every two years Rijkswaterstaat assesses the qualities and potential of its managers, advisers/specialists and project managers. This assessment also known as the Fleet Review matches talent with work and supports and encourages staff members development. In 2010 approximately 750 staff participated. There is a separate programme for high flyers with peer supervision, mentoring and meetings. This enables them to make a leap in their development or make a career move. Other Rijkswaterstaat staff have an annual career interview with their manager. This promotes the personal mobility that Rijkswaterstaat needs and gives insight into employees potential. Strategic personnel analysis This year Rijkswaterstaat carried out its second strategic personnel analysis. It revealed the knowledge and competencies that are currently available among our staff and the people and skills we will need to meet our production targets four years hence. The strategic personnel analysis is a powerful instrument that helps managers achieve their objectives. It thus forms the basis for the HRM plans of the various departments within Rijkswaterstaat. In these plans they specify what action will have to be taken in terms of inflow/outflow and throughput to bridge the gap between the knowledge and competencies available and those needed. The target is 95% qualified staff. To achieve the best possible staff complement, the instruments they use include recruitment and selection and training and mobility programmes. 52 Rijkswaterstaat

53 Rijkswaterstaat received the second prize in the category Best Employer 2010 in the Intermediair Best Employer survey. Staffing Age in years (FTE) 2010 (at 31 December) 2009 (at 31 December) < 25 jaar ,211 1, ,753 2, ,962 2, ,448 1, Total 9,312 9,288 Diversity (on 31 December) Number of employees in 2010 Number of employees in 2009 Male 6,959 75% 7,045 73% Female 2,353 25% 2,619 27% Ethnic minority 484 5,2% 524* 5,4%* * Based on personal data registered in accordance with the Ethnic Minorities (Proportional Labour Participation) Act. Staff satisfaction (score*) * A score was not measured in Annual Report

54 Rijkswaterstaat staff during a brainstorming session at our LEF future centre. Learning and moving on Rijkswaterstaat uses two instruments to bring staff, quality and jobs together: the Corporate Learning Centre (CLC) and the Corporate Mobility Centre (CMC). The CLC develops training courses itself or, where necessary, purchases them. The courses together form a study programme appropriate to jobs that are similar to each other. There are also vertical study programmes which encourage cooperation on, for example, individual projects and in which people from the entire chain consider the smartest way to tackle the work. Around 4,000 members of Rijkswaterstaat staff used the CLC in The CMC helps people move to a different job or location within Rijkswaterstaat or even externally. In 2010 the CMC offered new prospects to 355 people. Organisation Reducing fixed costs Rijkswaterstaat continues its efforts to reduce its fixed costs. The aim by 2012 is to have an operation that delivers highquality products, and is effective, responsive and equipped for the range of tasks we have to fulfil. To do this, we are bringing our processes into line and using ICT as effectively as possible. As a result, cooperation within the chain will continue to improve, which should allow a cut of two hundred FTEs in the period. Shifts Around 2,000 people work shifts at Rijkswaterstaat, for example at the traffic control centres on waterways across the country. Until recently those centres made their own duty rosters. In 2010 Rijkswaterstaat developed a module enabling it to plan rosters at central level. We expect this to make duty roster planning at Rijkswaterstaat more professional, transparent and verifiable. Staff will be able to organise their work more quickly; managers will be able to plan shifts openly, efficiently and fairly. The model will also enable us to operate on more of a business footing and optimise our use of manpower. A pilot of the new planning method was launched in the South Holland region in the summer of If the results are positive and the employee 54 Rijkswaterstaat

55 participation body and the trade unions agree, uniform duty roster planning will be implemented across Rijkswaterstaat in Integrity Rijkswaterstaat wishes to be reliable, efficient and approachable and to display integrity. In 2010 we took a number of important steps in relation to integrity. A total of 42 reports of (possible) breaches of ethics were received in It is important to note that we distinguish between actual contraventions and suspected abuses. Activity Every year Rijkswaterstaat organises a theme-based, organisation-wide activity which aims to raise integrity awareness among staff. The departments themselves choose the issue they wish to tackle. In 2010 the focus was on a balanced approach to integrity problems. The activity increased understanding of individual and other integrity issues. Breaches of ethics by contractors Ensuring a top performance for public services places a degree of pressure on both Rijkswaterstaat and others. In 2010 we made it clear that mutual trust is vital to us. We adhere strictly to our rules on integrity in dealing with contractors. One builder was excluded from tendering for two months. Survey In 2010 Rijkswaterstaat conducted a survey among staff on their experiences with regard to integrity. The results indicated that staff thought that communication about incidents, reports and offences could be improved. Safety Working in safety Delivering top public services must never be at the expense of the safety of our workers or the environment. Safety is therefore at the top of Rijkswaterstaat s agenda. With the introduction of a safety, health and welfare management system, we will ensure that safe working practice and accident prevention are an integral part of our processes and culture. Safety was also the theme of our national Market Day in In November our Director-General, Jan Hendrik Dronkers, signed a new safety policy statement at the annual Rijkswaterstaat Safety Summit. The Management Code of Conduct for Safety was introduced in Its ten rules specify what is expected from managers in terms of safety. They must, for example, take employees to task for unsafe behaviour and intervene as quickly as possible in dangerous situations. Safety, health and welfare In 2010 we started to anchor our safety, health and welfare arrangements in a Rijkswaterstaat-wide system. The system forms the basis for improving safety on the job. Safety, health and welfare management allows Rijkswaterstaat managers and staff to work together to create a safe and healthy working environment. In 2010 we held our first campaign day on this theme. The system will be completed in 2011 and will then be rolled out. Accidents Rijkswaterstaat s various departments each produce their own annual safety, health and welfare plan, central to which are the top five work-related risks. Being the victim of a road accident is the number-one risk, followed by falls. Eighteen industrial accidents were reported in 2010 and there were fifty reports of dangerous situations or near-accidents. External staff were involved in three of the accidents. Most accidents occurred on or by the road. Regrettably there Menno van Bohemen Communications and Multimedia Design student For my graduation assignment I am developing a mobile application for Rijkswaterstaat. It s special job because both the organisation and its target group are pretty big. I don t just feel like a number, though, because the team I m a member of is very committed. We work together efficiently and well. Not everything is possible in such a large government organisation. Sometimes you have to think of alternatives and drop your own plans. Do I want to work for Rijkswaterstaat when I graduate? I should think so! Organisational structure Numbers Staff (in FTEs) 9,312 Locations 240 Regional Departments, including: - Road districts - Water districts Centres of Excellence 5 Room for the River project organisation Annual Report

56 A12 with a Rijkswaterstaat building in the background. was one fatal accident during works on a state-managed waterway: the skipper of the ferry boat on the Amsterdam- Rhine Canal lost his life after a collision. As in previous years, Rijkswaterstaat investigated all serious accidents in 2010, taking on board the lessons they taught us. We also started an investigation into the safety of bridges and the way they are operated. Aggression and violence Aggression and violence an increasing social problem is also one of the top five risks and we will give it our continued attention. Our approach to tackling aggression and violence is based on the government-wide Safe Public Services programme. For example, we started work on a toolkit for managers, staff, counsellors and their families. Dealing with aggression and violence was incorporated into the study programme for road inspectors and employees in the nautical sector. We also started reliable digital registration of incidents. Sickness absence Sickness absence fell from 4.3% in 2009 to 3.9% in Various departments organised training in absence management. Special information meetings gave staff a better understanding of their rights, obligations and agreements in relation to sick leave. We made more use of re-integration advisory services and the quality of these services improved. In practical terms this means that Rijkswaterstaat is now better at recognising when employees are unlikely to return to work in the short term and ensuring that the re-integration adviser monitors and supports them. The intention for 2011 is to professionalise our deployment of occupational health doctors, safety, health and welfare advisers and in-house welfare workers. In 2011, these specialists will focus on those departments or units that have high rates of sickness absence. 56 Rijkswaterstaat

57 Breaches of integrity in 2010 Rijkswaterstaat s central reporting centre for breaches of integrity received 42 reports of potential or actual breaches of integrity in Reported breach* Number Financial breaches 9 Misuse of position and conflict of interests 4 Leaks and misuse of information 6 Abuse of power 1 Misuse of force - Inappropriate behaviour 7 Misuse of equipment 19 Private misconduct 1 Abuses under the whistleblower scheme - The reports were investigated internally or externally and appropriate measures and sanctions were taken. The number of reports was virtually the same as in previous years. Ingrid Klokke (30) Head of Programme Management, Room for the River project organisation At Rijkswaterstaat you have the scope for your own input. I got the chance at an early age to build up a department. That gave me a huge boost. The culture here is open and developmentoriented. That is something you can see in the Talent Programme, in which I participate. People are crucial, provided they re in the right place. So you first have to work out what knowledge and competencies you need. * Some reports are classified under more than one heading. Sickness absence 7% 6% 5% 4% 3% 2% 1% Annual Report

58 58 Rijkswaterstaat 6 Summary annual accounts 2010

59 In-control statement 2010 Evaluation of Rijkswaterstaat as a departmental agency Rijkswaterstaat has been an agency since It was agreed when the agency was formed that an evaluation would be carried out after three years. The evaluation showed that the developments that had been set in train were in line with the agency s goals. The recommendations arising from the evaluation were taken up as follows: In future, political decisions on MIRT construction and reconstruction projects will only be taken once a soundly-based estimate of the future maintenance costs is submitted (life cycle costing). A new cost-price model was introduced. Uniform processes and KR8 Progress in innovation under Agenda 2012 Agenda 2012 was brought to a close earlier than planned as a result of changes in the environment in which Rijkswaterstaat operates, in particular the new government. A new Business Plan will be adopted in The Plan will focus on the following: Rijkswaterstaat s contribution to the chain of mobility and safety, streamlining of the organisation, cooperation with the market and other partners, and how Rijkswaterstaat could also be the implementing organisation for new parts of the Ministry of Infrastructure and the Environment. The Hague, 15 March 2011 A decision was taken in 2010 to systematically examine our working methods. The method used to do so is KR8, which is based on the Lean model. The use of KR8 has already produced a number of striking, though small-scale, results. The method will be used by the whole organisation over the next few years to improve processes. This is how Rijkswaterstaat aims to be a learning organisation that constantly improves its performance. Rijkswaterstaat s payment conduct The attention Rijkswaterstaat focused on making payments on time paid off: 92% of invoices relating to 2010 were paid within 30 days. This means that we easily met the informal target of 90% that applies government-wide. Annual Report

60 Balance sheet as at 31 December 2010 (before appropriation of the surplus) All amounts in units of 1,000 Assets 31 December December 2009 Fixed assets Intangible fixed assets Tangible fixed assets Financial fixed assets 3, , , ,533 2, , , ,062 Current assets Debtors Other debtors, prepayments and accrued income 45,296 35,996 81,292 35,861 40,860 76,721 Liquid assets 424, ,717 MIRT multi-year infrastructure, spatial planning and transport projects 9,116,255 8,419,731 Total assets 10,034,200 9,211, Rijkswaterstaat

61 All amounts in units of 1,000 Liabilities 31 December December 2009 Capital and reserves Operating reserve Unappropriated surplus 59,480 25,597 85,077 21,817 37,663 59,480 Provisions 1,875 2,168 Long-term liabilities 235, ,340 Current liabilities Creditors Other creditors, accruals and deferred income Management and maintenance work still to be executed 62, ,182 88, ,133 74, , , ,512 MIRT multi-year infrastructure, spatial planning and transport projects 9,116,255 8,419,731 Total liabilities 10,034,200 9,211,231 Jaarverslag

62 Statement of income and expenditure for 2010 All amounts in units of 1, Income Income from parent ministry Income from other ministries Income from third parties Interest income Provisions released Extraordinary income 2,410,095 36, , ,099 11,363 2,570,857 2,328,047 29,085 89,963 1,368-22,705 2,471,168 Expenditure Management and maintenance costs Other costs: Personnel costs Equipment costs Depreciation and amortisation Interest expenses Additions to provisions Extraordinary expenses 1,398, , ,198 52,317 9,035-3,804 2,545,260 1,281, , ,027 47,552 9,232 4,163 2,294 2,433,505 Net income and expenditure 25,597 37, Rijkswaterstaat

63 Cash flow statement for 2010 All amounts in units of 1, Balance as at 1 January 307, ,339 Cash flow from operating activities Operating income Operating expenses 2,669,372-2,507, ,218 2,431,920-2,358,791 73,129 Cash flow from investing activities Divestments Investments 2,818-73,507-70,689 2,351-52,013-49,662 Cash flow from financing activities Deposit by parent ministry Loan facility Loan repayments 11,500 56,600-43,226 24, ,079-43,668 4,911 Balance as at 31 December 424, ,717 Jaarverslag

64 Notes to the summary annual accounts 2010 Basis of the summary annual accounts The in-control statement is limited to the most important changes. The balance sheet, the statement of income and expenditure and the cash flow statement are included in full, except that the tangible fixed assets and the fixed assets under construction are aggregated. A number of itemisations have been omitted from the Notes. General accounting policies General Rijkswaterstaat s annual accounts are drawn up in accordance with the Departmental Agencies Order Under that Order, the provisions of Book 2, Title 9 of the Civil Code and the Accounting Guidelines apply mutatis mutandis, with the exception of the guidelines on the formation of a statutory reserve for intangible fixed assets and on the formation of provisions. Three further exceptions are made by agreement with the Ministry of Finance: expenditure incurred on MIRT-Projects (multi-year infrastructure, spatial planning and transport projects) is disclosed in the balance sheet as projects in progress on the one hand and as deliverable projects on the other. This provides insight into the projects for which Rijkswaterstaat is responsible as implementing organisation; in accordance with the regulations, the expenditure and income for the management and maintenance programme are balanced in the annual accounts by equalisation of the balance sheet items maintenance work still to be executed or maintenance work already executed ; the amount receivable from the Ministry of Infrastructure and the Environment is recognised as a debtor falling due after more than one year. This is in derogation from article 17 (3) of the Departmental Agencies Order 2011, which lays down that financial fixed assets are not permitted at departmental agencies. Specific accounting policies Fixed assets Tangible and intangible fixed assets are stated at the cost of acquisition less accumulated straight-line amortisation. The amortisation period is based on the asset s useful life. Financial fixed assets are stated at nominal value. Debtors Debtors are stated at the lower of nominal (invoice) value and value after allowance for doubtful debts. Personnel provision The provision for differences in terms of employment in connection with the Government Shipping Company s formation is stated at nominal value. Costs Temporary staffing costs incurred to carry out Rijkswaterstaat s core tasks are recognised under personnel costs. Outsourcing costs incurred for non-core tasks in the primary process are recognised as programme costs. Valuation policies Valuation of assets and liabilities and determination of the surplus are based on historical cost. Unless stated otherwise for a specific balance sheet item, assets and liabilities are stated at nominal value. The surplus is determined in accordance with the fundamental accounting concepts of prudence, matching, going concern and consistency. Income and expenditure are allocated to the year in which they are earned or incurred. Surpluses are recognised only in so far as realised at balance sheet date. The cash flow statement is prepared in accordance with the direct method. 64 Rijkswaterstaat

65 Notes to the balance sheet Fixed assets Intangible fixed assets Movements in intangible fixed assets were as follows: Tangible fixed assets Movements in tangible fixed assets were as follows: All amounts in units of 1,000 All amounts in units of 1,000 Book value as at 1 January ,142 Book value as at 1 January ,433 Movements in 2010 Additions Amortisation Divestments Amortisation in divestments 3,011-1,742-8,540 8,535 Movements in 2010 Additions Depreciation Divestments Amortisation in divestments 70,496-50,574-69,679 66,864 Total movements in ,264 Book value as at 31 December ,406 Total movements in ,107 Book value as at 31 December ,540 Financial fixed assets Financial fixed assets comprise the debt falling due after more than one year receivable from the parent department. The current portion is included under debtors. The noncurrent portion will be settled by the parent ministry over 15 years. Current assets Debtors Each year the level of provision for doubtful debts is calculated on the basis of the age of the outstanding debts. As the average age fell this year, 1.1 million of the provision for doubtful debts was released. Other debtors, prepayments and accrued income This item consists principally of a refund of energy tax, plus other prepayments and accrued income. Annual Report

66 MIRT-projects Projects in progress includes accumulated direct production expenditure on current MIRTprojects as at balance sheet date. Deliverable projects are recognised as a contra entry to the same amount. Capital and reserves The result of 37.7 million for 2009 was added to the operating reserve and the result of 25.6 million for 2010 is shown as unappropriated surplus. Provisions On the establishment of the Government Shipping Company in 2009, the provision for differences in terms of employment was formed, as a consequence of the buy-out by the partners, to cover the differences in the terms of employment of the personnel transferred to Rijkswaterstaat. In million was withdrawn from the provision. The provision expires no later than the end of Long-term liabilities Deliverable projects This item relates to the accumulated value at the balance sheet date of deliverable projects as a contra entry to the item projects in progress. Off-balance-sheet rights and commitments Off-balance-sheet rights Several of Rijkswaterstaat s departments have submitted claims against contractors and suppliers. The outcome of the disputes is uncertain. Off-balance-sheet commitments Contractors and suppliers have submitted claims against Rijkswaterstaat to a number of Rijkswaterstaat s departments. The outcome of the disputes is uncertain. Rijkswaterstaat has seven guarantee liabilities, expiring in 2029, relating to dredging work which will be performed if necessary. The extent of these liabilities cannot be estimated. Rijkswaterstaat s open multi-year liabilities with a supply date in 2011 or later total just over 1,688 million. Approximately 465 million of the liabilities with a term longer than ten years consists of liabilities relating to various long-term leases. Long-term liabilities comprise the loans agreed with the Ministry of Finance as part of the loan facility for departmental agencies. These loans are used to finance capital expenditure. Loan repayments are timed to coincide with depreciation. Current liabilities The difference between the balances for 2009 and 2010 of the item prepayments and accrued expenses is an amount of 200 million in prepaid agency grant. The item management and maintenance work still to be executed comprises the balance of management and maintenance income and costs. 66 Rijkswaterstaat

67 Notes to the statement of income and expenditure Income Income from other ministries Income from other ministries relates principally to income received in respect of the Government Shipping Company. Income from third parties Income from third parties consists largely of compensation paid for damage caused by road or waterway users and income under the Water Act. Interest income Interest income relates to current account balances and short-term deposits held by Rijkswaterstaat. Provisions released This relates to the release from the provision for doubtful debts. Extraordinary income Extraordinary income includes gains on the sale of fixed assets and the refund of energy tax and interest on overpaid tax. Expenditure Management and maintenance costs Management and maintenance costs relate to costs charged by third parties (chiefly contractors and engineering firms). Personnel costs Personnel costs consist of the cost of our own staff and of temporary staff hired in to carry out core tasks. The average number of employees rose from 9,202 in 2009 to 9,298 in Interest expenses Interest is paid on interest-bearing loans granted by the Ministry of Finance. Extraordinary expenses Extraordinary expenses relate chiefly to book losses on the disposal of fixed assets. The remainder is attributable mainly to VAT payable on a supplementary VAT return. Surplus for the year As in 2009, wherever possible costs were strictly controlled in 2010 with the result that the year closed with a surplus of 25.6 million. Status of the financial statements The above summarised annual accounts are based on Rijkswaterstaat s annual accounts, for which an unqualified auditor s report was issued. Rijkswaterstaat s annual accounts form part of the Ministry of Infrastructure and the Environment s annual accounts. Auditor s report To the Minister of Infrastructure and the Environment The attached summary annual accounts, consisting of the summary balance sheet as at 31 December 2010, the summary statement of income and expenditure for 2010 and the summary cash flow statement for 2010, together with the associated Notes, are based on the audited 2010 annual accounts of the government agency Rijkswaterstaat, The Hague. We approved the annual accounts in our auditor s report of 15 March The summary annual accounts do not contain all the Notes required by the accounting rules contained in the Departmental Agencies Order 2011 and the Central Government Budget Regulations 2011 and the derogations from the Departmental Agencies Order 2011 approved by the Ministry of Finance. Reading the summarised annual accounts cannot therefore substitute for reading the audited annual accounts of Rijkswaterstaat. Annual Report

68 Rijkswaterstaat s management board is responsible for the preparation of a summary of the audited annual accounts. Our responsibility is to express an opinion on the summary financial statements based on our audit. We conducted our audit in accordance with Dutch law, including Dutch Standard 810, Assignments to report on summary financial statements. Opinion In our opinion, the summary financial statements presented are consistent in all material respects with the audited annual accounts of Rijkswaterstaat. The Hague, 15 March 2011 Audit Department of the Ministry of Infrastructure and the Environment P. Scholte RA 68 Rijkswaterstaat

69 Annual Report

70 Rijkswaterstaat organisation chart Where can you find Rijkswaterstaat? Rijkswaterstaat Senior Management Board: Director-General / Deputy Director-General / Chief Financial Officer Rijkswaterstaat Senior Management Advisory Unit Centres of Excellence Regional Departments Project organisation Centre for Transport and Navigation Centre for Water Management Noord-Nederland Oost-Nederland Room for the River Senior Management Board and Senior Management Advisory Unit Koningskade 4, 2596 AA The Hague P.O. Box 20906, 2500 EX The Hague Telephone +31 (0) Rijkswaterstaat Noord-Nederland Zuidersingel 3, 8911 AV Leeuwarden P.O. Box 2301, 8901 JH Leeuwarden Telephone +31 (0) Rijkswaterstaat Oost-Nederland Eusebiusbuitensingel 66, 6828 HZ Arnhem P.O. Box 9070, 6800 ED Arnhem Telephone +31 (0) Rijkswaterstaat Noord-Brabant Zuidwal 58, 5211 JK s-hertogenbosch P.O. Box 90157, 5200 MJ s-hertogenbosch Telephone +31 (0) Rijkswaterstaat IJsselmeergebied Zuiderwagenplein 2, 8224 AD Lelystad P.O. Box 600, 8200 AP Lelystad Telephone +31 (0) Rijkswaterstaat Noordzee Lange Kleiweg 34, 2288 GK Rijswijk P.O. Box 5807, 2280 HV Rijswijk Telephone +31 (0) Rijkswaterstaat Centre for Data and ICT Derde Werelddreef 1, 2622 HA Delft P.O. Box 5023, 2600 GA Delft Telephone +31 (0) Rijkswaterstaat Centre for Transport and Navigation Schoemakerstraat 97, 2628 VK Delft P.O. Box 5044, 2600 GA Delft Telephone +31 (0) Centre for Infrastructure Centre for Data and ICT Centre for Corporate Services IJsselmeergebied Utrecht Noord-Holland Zuid-Holland Zeeland Noord-Brabant Limburg Noordzee Rijkswaterstaat Limburg Avenue Ceramique 125, 6221 KV Maastricht P.O. Box 25, 6200 MA Maastricht Telephone +31 (0) Rijkswaterstaat Zeeland Poelendaelesingel 18, 4335 JA Middelburg P.O. Box 5014, 4330 KA Middelburg Telephone +31 (0) Rijkswaterstaat Zuid-Holland Boompjes 200, 3011 XD Rotterdam P.O. Box 556, 3000 AN Rotterdam Telephone +31 (0) Rijkswaterstaat Noord-Holland Toekanweg 7, 2035 LC Haarlem P.O. Box 3119, 2001 DC Haarlem Telephone +31 (0) Rijkswaterstaat Utrecht Griffioenlaan 2, 3526 LA Utrecht P.O. Box 24094, 3502 MB Utrecht Telephone +31 (0) Rijkswaterstaat Centre for Infrastructure Griffioenlaan 2, 3526 LA Utrecht P.O. Box 20000, 3502 LA Utrecht Telephone +31 (0) Rijkswaterstaat Centre for Corporate Services Griffioenlaan 2, 3526 LA Utrecht P.O. Box 2232, 3500 GE Utrecht Telephone +31 (0) Rijkswaterstaat Centre for Water Management Zuiderwagenplein 2, 8224 AD Lelystad P.O. Box 17, 8200 AA Lelystad Telephone +31 (0) Rijkswaterstaat Room for the River Griffioenlaan 2, 3526 LA Utrecht P.O. Box 24103, 3502 MC Utrecht Telephone +31 (0) Rijkswaterstaat

71 Jaar van het wegwerken van (onderhouds)achterstanden. Jaar van het stimuleren van de waterbouw- en binnenvaartsector. Jaar van het beheer en onderhoud van km kanalen, rivieren en vaarwegen, 83 sluizen en 422 bruggen. Jaar van het elektronisch melden voor containerschepen. Jaar van het afstemmen van bedieningstijden tussen sluizen Annual en bruggen. report on the Jaar internet van het This annual report can also be read on the project Modernisering Objecten Bediening Zeeland. Jaar van de A2 Everdingen-Deil. Jaar van de internet and downloaded. Regiocentrale Zuid. Jaar van verplichte konvooivaart op de route Amsterdam - Lelystad - Lemmer. Jaar van het beheer van km wegdek, viaducten, 16 tunnels en meer dan 700 bruggen. Jaar van de plusstroken op de A12 Woerden-Gouda. Jaar van de wegverbreding A12 Waterberg- Velperbroek. Jaar van de A2 Maasbracht-Geleen. Jaar van het tracébesluit A4 Delft-Schiedam. Jaar van aanpak belangrijke fileknelpunten. Jaar van de Poort van Bunnik. Jaar van de campagne Van A naar Beter. Jaar van de nieuwe rijstrook op de A12 tussen Woerden en Gouda. Jaar van het Actieprogramma Wegen. Jaar van toeritdoseringen. Jaar van uniforme werkwijze verkeerscentrales. Jaar van een Track-and-Trace-systeem voor de wagens van weginspecteurs. Jaar van het Beheer- en Ontwikkelplan Rijkswateren. Jaar van het Hoogwaterbeschermingsprogramma. Jaar van FileSophie campagne. Jaar van de duinen bij Nes-Noord. Jaar van de zandsuppleties. Photography: Jaar van topproductie voor de samenleving. Jaar van de Zwakke Schakels Kust. Jaar van de Scala Photography (cover photos, chapter photos and mobile devices) Delflandse Kust. Jaar van de Overdiepse Polder. Jaar van de Hondsbroeksche Tineke Dijkstra (page Pleij. 22) Jaar van zestien schoppen in de grond. Jaar van ijsvrij houden vaarroutes. Jaar van de Diversity Award. Jaar Joop van Houdt (pages 14, 21, 25, 34, 36) Thomas Fasting (pages 9, 33, 44, 45, 53, 56) Ursula Neering (page 49) Ton Poortvliet (page 38) van een tweede plaats in het Intermediair Beste Werkgevers Onderzoek in de categorie Beste Ruud Sies (pages 39, 43, 46) Rijkswaterstaat (other photos) Publieke Werkgever Jaar van een specialistisch traineeprogramma Yvette Wolterinck voor (page 7) civiel technici. Jaar van Girlsday. Jaar van het arbomanagementsysteem. Jaar van het dalend ziekteverzuim.

72 This an edition of Rijkswaterstaat For more information visit Telephone (toll free number, in the Netherlands only) June 2011 CD0611ZH022