Fugro 2013 PDF

FUGRO N.V.
ANNUAL REPORT 2013

Fugro N.V.
Veurse Achterweg 10
2264 SG Leidschendam
P.O. Box 41
2260 AA Leidschendam
The Netherlands
T +31 (0)70 3111422
F +31 (0)70 3202703
E [email protected]
www.fugro.com
Commercial Register The Hague
Trade Registry no 27120091
VAT no 00 56 21 409 B01
Cautionary statement regarding forward-looking statements

This annual report may contain forward-looking statements. Forward-looking statements are statements that are not historical facts,
including (but not limited to) statements expressing or implying Fugro’s beliefs, expectations, intentions, forecasts, estimates or predictions
(and the assumptions underlying them). Forward-looking statements necessarily involve risks and uncertainties. The actual future results and
situations may therefore differ materially from those expressed or implied in any forward-looking statements. Such differences may be caused
by various factors (including, but not limited to, developments in the oil and gas industry and related markets, currency risks and unexpected
operational setbacks). Any forward-looking statements contained in this annual report are based on information currently available to Fugro’s
management. Fugro assumes no obligation to make a public announcement in each case where there are changes in information related to,
or if there are otherwise changes or developments in respect of, the forward-looking statements in this annual report.
The term ‘shares’ as used in this Annual Report should, with respect to ordinary shares issued by Fugro N.V., be construed to include certificates
of shares (also referred to as ‘share certificates’ or ‘depositary receipts’ for shares) issued by Stichting Administratiekantoor Fugro (also referred
to as ‘Fugro Trust Office’ or ‘Trust Office’), unless the context otherwise requires or unless it is clear from the context that this is not the case.
In this Annual Report, Fugro N.V. is also referred to as ‘the Company’ or ‘Fugro’. Fugro N.V. and its subsidiary companies are together referred
to as ‘the Group’.
CONTENTS
Message from the chairman 4 Theme pages: Our drivers to success 44
Fugro at a glance 6 Corporate Social Responsibility 60

Highlights 2013 7
Key figures 8
Risk Management 74
Profile and strategy 10

Vision and mission 10 Report of the Supervisory Board 81
Profile 10
Activities 11
Strategy, financial targets and investments 13 Remuneration report 88
Report of the Board of Management 18 Corporate Governance 93

Summary 18
Market developments 2013 18
Divestment majority Geoscience division 19 Information for shareholders 101
Establishment Seabed Geosolutions joint venture 20
Acquisitions 2013 20
Multi-client accounting policy 20 Financial statements 2013 107
Joint ventures 20 1 Consolidated statement of comprehensive
Financial 22 income 108
Highlights income statement 23 2 Consolidated statement of financial position 110
Highlights balance sheet 25 3 Consolidated statement of changes in equity 112
Cash flow 28 4 Consolidated statement of cash flows 115
Exchange rates 28 5 Notes to the consolidated financial statements 117
Employees 29 6 Subsidiaries and investments of Fugro N.V.
Strategy implementation 30 accounted for using the equity method 192
Backlog 31 7 Company balance sheet 195
Post balance sheet date events 31 8 Company income statement 196
Market development and outlook 32 9 Notes to the company financial statements 197
Overview important contracts 34 10 Other information 202
Geotechnical division 36
Survey division 38 Report of Stichting Administratiekantoor Fugro
Subsea division 40 (‘Trust Office’) 206
Geoscience division 42 Historical review 208
Glossary 210
ANNUAL REPORT 2013
FUGRO N.V. ANNUAL REPORT 2013 3

MESSAGE FROM THE
CHAIRMAN
Dear Stakeholder,
In 2013 we delivered a reasonable performance in the A detailed review of our market positions and growth
Geotechnical and Survey divisions, and an improving potential has been part of the strategy process, and has
performance in the Subsea Services division. These convinced us that the markets in which we operate offer
results were marred by the loss making start of Seabed good opportunities for growth. We see this coming from
Geosolutions, the joint venture with CGG, and growth in existing business, augmented by growth in
multi-client sales ending up lower than expected. emerging economies, leveraging our global capabilities
The overall outcome was a revenue growth (including to support clients on large, multi-discipline projects,
multi-client) of 1.5% from EUR 2,400 million to and providing our clients with consistent quality services
EUR 2,437 million, or 6.1% when correcting for the globally. To support our growth we are enhancing our
negative foreign currency effect of 4.6%. The net profit regional organisation.
margin was 9.3% (2012: 10.7%).
We need to foster collaboration throughout the company,
In 2013 we completed the sale of the majority of the starting at the top. The year 2013 has seen several
Geoscience division to CGG and, together with CGG, changes in the Supervisory Board and Executive
established the Seabed Geosolutions joint venture for Committee. The Supervisory Board has actively
geophysical data acquisition on the seabed in which participated in the strategy process, which contributed to
Fugro has a 60% controlling stake. creating a shared vision for the future of the company
and to building the Supervisory Board and Executive
Following this transaction, we put a lot of effort into Committee team.
an in-depth review of our strategy. This resulted in our
strategy update ‘Growth through Leadership’, targeting We anticipate that 2014 will be an exciting year in
solid growth, improved margins and returns on capital which we will see the first tangible results from the
employed by improving on our market leadership implementation of our Growth through Leadership
positions. The strategy process involved around strategy, which will set up Fugro for its next phase of
200 senior Fugro employees and input from clients, profitable growth with improving returns.
shareholders and analysts. We presented the strategy
update at two capital market day events in London Paul van Riel
and Houston in September 2013. Chairman of the Board of Management
Chief Executive Officer
We established that the key strategic drivers for our past
successes are the same that will carry us forward into the
future. These key drivers include market leadership,
focus on the quality and development of our employees,
operating globally in different markets, product and
process innovation while strenghtening our corporate
standards. A presentation of our eight strategic drivers
forms the theme of this Annual Report. A further
outcome of our strategy is that we established clear
growth, margin and return targets for 2016 and that
we can finance the required investments from our own
cash flow.
4 Message from the Chairman FUGRO N.V. ANNUAL REPORT 2013

OUR DRIVERS TO SUCCESS
Fugro’s strategy ‘Growth through Leadership’ builds on Fugro’s historic success in segments of the energy
and infrastructure markets, based on high value, technology-intensive offerings to its clients.
Market leadership Innovation & People Delivery excellence

Fugro strives to develop technology Fugro’s employees are Delivery excellence is
and maintain leadership Strong focus on team players, trained consistently delivering
positions in each of its innovation and with the right skills to results safely, on time,
markets. technology enables safely and properly on budget and meeting
Fugro to provide the deliver Fugro’s services or exceeding client
best possible solutions around the globe in the requirements.
to clients. most challenging
environments.
Standards Multi-market exposure Organic growth plus Global coverage

Standards are the key to Fugro operates in M&A With its global reach,
achieving quality results multiple markets to Profitable growth is Fugro is uniquely
safely and consistently achieve resilience the key to long term positioned to support
around the globe, and against market volatility. value creation. Fugro global clients on a local
support proper business complements organic basis and mitigates
practices. growth with mergers the exposure to local
and acquisitions. economic volatility.
FUGRO N.V. ANNUAL REPORT 2013 5

FUGRO AT A GLANCE
Fugro creates value by acquiring and interpreting Revenue (EUR 2.4 billion in 2013)
earth and engineering data and providing associated
consulting services to support clients with their design
and construction of infrastructure and buildings.
Fugro also supports clients with the installation,
repair and maintenance of their subsea infrastructure.
29% Geotechnical
Fugro works around the globe, predominantly in 37% Survey
energy and infrastructure markets offshore and onshore. 24% Subsea Services
Fugro is listed on NYSE Euronext Amsterdam and is 10% Geoscience
included in the AEX-Index.
Present in over 60 countries with close to 250 offices
52 vessels 26 aircraft 97 CPT trucks 261 onshore and 30 jack-up platforms 12,591 employees
17 offshore rigs
35 laboratories 9 autonomous underwater 150 remotely operated 40 diving systems 2,226 nodes 61 nearshore craft
vehicles (AUVs) vehicles (ROVs)
6 Fugro at a glance FUGRO N.V. ANNUAL REPORT 2013

HIGHLIGHTS 2013
General
■ Reasonable performance of Geotechnical and Survey divisions; improving performance of the Subsea Services division
(which was reported as part of the Survey division before 2013); start-up losses for Seabed Geosolutions and lower than
expected year-end multi-client sales.
■ Completion of the divestment of the majority of the Geoscience division to CGG for a total consideration of EUR 1.2 billion
with a net transaction result of EUR 205 million. The sale was completed in two tranches. The first tranche excluding the
airborne activities, was completed on 31 January 2013. The second tranche, the sale of the airborne activities was completed
on 2 September.
■ Establishment of Seabed Geosolutions on 16 February 2013, a joint venture with CGG to which both parties contributed their
seabed geophysical activities and in which Fugro has obtained a 60% controlling stake by paying EUR 225 million via a
set-off agreement to CGG. Seabed Geosolutions collects geophysical data on the seabed for oil and gas companies.
■ An in-depth strategic review resulted in the updated strategy ‘Growth through Leadership’, which builds on the same
strategic drivers which are core to Fugro’s historic success. Fugro is targeting expansion of its activities in its strong
Geotechnical and Survey divisions, supported by a step-up in investments in the vessel fleet in the next years.
In addition, Fugro targets profitability improvement in the Subsea Services division, and both growth and profitability
improvement in Seabed Geosolutions.
■ Starting with the 2013 dividend (to be paid in 2014), dilution resulting from the optional dividend (cash or shares) will
be offset through a share buy-back and cancellation of the same number of shares issued as stock dividend.
Financial
The activities that have been sold to CGG, comprising the majority of the Geoscience division, are reported as discontinued
operations. The multi-client seismic data library was retained by Fugro. In accordance with IFRS the related revenue was
reported as discontinued up to and including 31 January 2013 while the results were reported as continued.
As from 1 February 2013, the multi-client revenue is included in continued operations. To facilitate comparison we also report
in a number of disclosures throughout this report ‘revenue including multi-client’, which includes multi-client revenue during
the full period 2011 – 2013.
Continued Continued and discontinued
■ Revenue increased from EUR 2,165.0 million in 2012 ■ Revenue decreased from EUR 2,952.7 million in 2012
to EUR 2,424.0 million in 2013. This growth is to a large to EUR 2,518.2 million in 2013. This decrease is
extent related to the fact that multi-client revenue is mainly related to the divestment of the majority
included only as per February 2013. of the Geoscience activities per 31 January 2013.
■ Revenue including multi-client increased by 1.5% from ■ Net result was EUR 428.3 million in 2013
EUR 2,400.0 million to EUR 2,437.2 million. Growth of (2012: EUR 289.7 million) and includes the net
Survey and the revenue contribution from Seabed transaction result of EUR 205 million on the
Geosolutions were partly offset by lower multi-client divestment of the majority of the Geoscience activities.
sales and a negative foreign currency effect of 4.6%.
Corrected for the negative exchange rate effect revenue
increased by 6.1%.
■ EBIT was 13% lower at EUR 267 million, impacted ■ Earnings per share was EUR 5.29 (2012: EUR 3.61).
by the start-up loss of Seabed Geosolutions and a lower
contribution from multi-client.
■ Net result from continuing operations was EUR 224.2 ■ Proposed dividend for 2013 is EUR 1.50 per share.
million in 2013, which is 3.2% lower than in 2012.
■ Earnings per share was EUR 2.77 (2012: EUR 2.89).
■ Backlog at the beginning of 2014 is EUR 1,800.8 million,

or 19% higher than a year ago. Excluding Seabed
Geosolutions, the increase at constant exchange rates
is 9%.
■ Fugro’s fi nancial position is solid with a net debt to

EBITDA ratio of 1.53 well below the target
of less than 2.
FUGRO N.V. ANNUAL REPORT 2013 Fugro at a glance 7

KEY FIGURES
2013 Change % 2012 2011
Continued
Result (x EUR million)

Revenue 2,424.0 2,165.0 1,858.0
Revenue (including multi-client) 2,437.2 1.5 2,400.0 2,014.0
Result from operating activities before depreciation
and amortisation (EBITDA) 457.4 (1.7) 465.4 481.9
Result from operating activities (EBIT) 267.0 (12.9) 306.6 352.0
Net operating profit after tax (NOPAT) 219.4 (11.8) 248.7 270.1
Net result 1 224.2 (3.2) 231.5 293.9
Net result (including discontinued operations) 1 428.3 47.8 289.7 287.6
Cash flow 404.3 1.0 400.1 431.5
EBIT margin (%) 11.0 14.2 18.9
Net profit margin (%) 9.3 10.7 15.8
Capital (x EUR million)

Balance sheet total 3,630.6 (12.9) 4,169.7 3,861.6
Balance sheet total (excluding assets and liabilities held for sale) 3,630.6 15.0 3,157.8 3,861.6
Total equity 2,110.9 6.7 1,978.4 1,674.1
Working capital 413.4 56.3 264.5 206.4
Multi-client data library 366.4 (20.1) 458.5 333.8
Capital employed 2 2,688.6 18.4 2,270.4 2,153.6
Return on capital employed (%) 3 8.2 11.0 12.5
Net debt 700.7 (49.1) 1,377.4 1,338.9
Net debt/EBITDA 1.53 2.96 2.78
Solvency (%) 55.8 46.9 42.9
Assets (x EUR million)

Tangible fi xed assets 1,129.9 6.0 1,065.9 981.1
Total investments of which 318.8 21.8 261.7 359.2
■ capex (cash out) 253.4 258.3 241.6
■ assets of acquisitions 65.4 3.4 117.5
Depreciation of tangible fixed assets 179.0 15.0 155.6 127.2
Data per share (x EUR 1.–)

Earnings from continuing operations 2.77 (4.2) 2.89 3.71
Earnings (including discontinued operations) 5.29 46.5 3.61 3.63
Cash flow 5.00 0.2 4.99 5.45
Dividend for the year under review 1.50 1.50 1.50
Extra dividend for the year under review related to sale
of majority Geoscience business – 0.50 –
Share-price: year-end 43.32 44.52 44.90
Average price-earnings ratio 7.9 13.2 13.5
Average dividend yield (%) 3.6 4.2 3.1
Other key data

Outstanding shares (at year-end, in thousands) 84,573 82,844 81,393
Outstanding shares entitled to dividend (at year-end, in thousands) 80,774 81,641 79,230
Number of employees (at year-end) 12,591 3.5 12,165 11,495
1 Attributable to owners of the company.

2 Capital Employed: total assets minus current liabilities, full year average (excluding assets and liabilities held for sale).
3 Return on Capital Employed: NOPAT/full year average capital employed.
8 Fugro at a glance FUGRO N.V. ANNUAL REPORT 2013

Clarification continued and discontinued
The activities that have been sold to CGG, representing the majority of the Geoscience division, are reported as
discontinued operations. The multi-client seismic library was retained by Fugro. In accordance with IFRS, the related
revenue (of EUR 13 million in January 2013, EUR 235 million in 2012 and EUR 156 million in 2011) was reported
as discontinued operations. As from 1 February 2013, the multi-client revenue is included in continued operations
(EUR 116 million for 1 February – 31 December). However, the EBIT, net result and cash flow generated by multi-client
business are part of continued operations during the entire period. For comparison reasons the line ‘revenue including
multi-client’, which includes multi-client revenue during the full period 2011 - 2013, has been included in the table on
page 8 and in a number of other disclosures throughout this report.
Revenue (including multi-client) EBIT

(x EUR million) (x EUR million)
2,400 2,400 2,437 500

2,014
1,800 375
352
307
1,200 250 267
600 125
0 0
2011 2012 2013 2011 2012 2013
Net result Cash flow

(x EUR million) (x EUR million)
428 432
400 400 400 404
300 294 288 290 300

232 224
200 200
100 100
0 0
2011 2012 2013 2011 2012 2013
Continued
Continued and discontinued
KEY FIGURES 2016 TARGETS (EXCLUDING MULTI-CLIENT)
In 2013, Fugro has undertaken an in-depth strategic review of its activities and market positions. This has resulted in a
strategy update in which 2016 financial targets have been defined, focused on growth, increasing profitability and
improving returns. The table below reports on the financial indicators being used to measure the success of the
implementation of the strategy. The numbers exclude the marine streamer multi-client business as this activity is
non-strategic going forward. The updated strategy and the 2016 targets are discussed on page 13.
(x EUR million) 2013 Change % 2012
Revenue 2,307.2 7 2,165.0

EBIT margin (%) 10.5 11.7
Return on capital employed (%) 9.0 11.1
FUGRO N.V. ANNUAL REPORT 2013 Fugro at a glance 9

PROFILE AND STRATEGY
VISION AND MISSION ■ Geoscience, which provides seabed geophysical

data acquisition services and sells data from a large
Fugro creates value by acquiring and interpreting earth multi-client data library
and engineering data and providing associated
consulting services to support clients with their design Most of the revenue is currently generated by projects
and construction of infrastructure and buildings. Fugro within the four divisions. The revenue generated
also supports clients with the installation, repair and from clients that contract for large, integrated
maintenance of their subsea infrastructure. multi-disciplinary projects involving services across
divisions is increasing. This enables Fugro to leverage its
Fugro operates around the globe, predominantly in complete suite of services which is a clear differentiator
the oil and gas, sustainable energy and infrastructure from the competition.
markets, both offshore and onshore. The company strives
to be the preferred partner of its clients by safely and Fugro operates as an independent service provider and
consistently delivering quality solutions with teams has no commercial or other direct interests in the projects
of employees that apply world class, innovative and of its clients. Fugro’s activities are carried out in over
often proprietary technology and that perform to 60 countries, onshore, nearshore, offshore and from
high standards of professionalism and integrity. the air, and are primarily aimed at clients in the:
■ Oil and gas industry
Fugro aims to lead in every market segment in which it ■ Infrastructure and buildings
operates, thus generating superior value for its customers ■ Mining
and returns for its shareholders. ■ Sustainable energy
■ Public sector
PROFILE Within the oil and gas segment, which generates around
75% of revenue, Fugro is mostly active in the mid and
Fugro provides earth and engineering data services, from latter part of the oil and gas field life cycle by focusing
project preparation through data acquisition, processing, on the development, production and decommissioning
analysis and interpretation to reporting and consulting. stages. For the offshore activities, the major clients are oil
These services support clients with their engineering and gas companies, construction contractors and wind
design and building of large structures and aim to de-risk farm developers. For the onshore, Fugro’s major clients
major investment decisions. This includes providing are mostly oil and gas companies; and governments, as
information and advice about the best way to locate well as mining and construction companies that operate
and build the foundations of a production platform, in local and regional markets. Fugro’s broad and global
wind farm, large buildings and infrastructure, and to footprint allows it to optimally serve clients that operate
strengthen dikes and levies. Further value is provided internationally. Balanced exposure to multiple market
to clients by providing related inspection, maintenance, segments around the globe creates resilience against
repair, installation and light construction support economic downturns as downturns are less likely to
services. The majority of services provided to clients hit different market segments in different geographies
provide high value relative to cost and are concurrently.
non-discretionary in nature. In the majority of its
markets, Fugro is the leading service provider. Fugro has a leading global market position in offshore
survey, offshore geotechnical and seabed geophysical
Fugro’s activities are organised into four divisions: activities, with particular strength in remote frontier
■ Geotechnical, which provides a wide range of areas and deepwater. In other market segments, like
on- and offshore site investigation, consulting and onshore geotechnical and subsea services, Fugro holds
testing services leading market positions in niche and regional markets.
■ Survey, which provides a broad range of on- and Fugro strives to maintain or expand its strong market
offshore services to map and inspect the earth’s positions by safely providing high quality services across
surface, seabed and manmade structures; and the globe, often based on in-house developed, proprietary
provides a range of positioning, geophysical, technologies.
oceanographic and environmental services
■ Subsea Services, which provides offshore inspection, Fugro’s clients operate in locations around the globe in
maintenance, repair, installation and light varying operating environments, and require a wide
construction support services range of services. To support its clients, Fugro has built
10 Profi le and strategy FUGRO N.V. ANNUAL REPORT 2013

Fugro diver testing the cathodic protection
of an offshore platform, Middle East.
up a large, regionally organised, global network of offices from projects in the infrastructure, and oil and gas
and facilities. Cross-divisional cooperation is key to sectors, with a growing base in mining and water.
providing services on a consistent basis and to providing The largest part of the revenue offshore (around 40%
project solutions that involve multiple disciplines. of divisional revenue) is generated in the oil and gas
sector and increasingly in the sustainable energy
Fugro was founded in the Netherlands in 1962 and has (wind farm) market.
been listed on the NYSE Euronext Amsterdam since 1992.
Fugro was included in the AEX-index as of September Market position
2008. By globally deploying the largest dedicated deployed
geotechnical fleet in the world with unique deepwater
Fugro’s activities grow both organically and through capabilities, Fugro is the clear market leader in offshore.
acquisitions. At the end of 2013 the group employed Fugro has a particularly strong market share in the
12,591 staff. deepwater market. Its global presence and ability to
execute complex and technically demanding projects
globally are key attributes.
ACTIVITIES
In the onshore market, which is fragmented with many
Geotechnical division local operators, Fugro holds a leading position in many
Fugro’s field data collection, laboratory testing and niche markets and regions.
geoconsultancy services are focused on ground site
investigations in both the onshore, nearshore and Main resources (at year-end 2013)
offshore environments. The sites are characterised 12 vessels, 278 rigs, 97 cone penetration testing (CPT)
through sampling and borehole tests and related trucks, 30 jack-up platforms and 35 laboratories.
geohazard studies. The geologic conditions and
foundation zone soils and rocks are assessed at specific Survey division
locations using in-house developed, proprietary Through a global network of strategically located, locally
techniques in a multi-phased approach. resourced, operating companies, the Survey division
offers an extensive range of measurement and mapping
The resulting data are integrated and analysed by skilled services, onshore and offshore, across the globe.
geoscientists and geotechnical engineers in order to Its capabilities and expertise are organised into five main
determine a representative ground model to assess business lines, comprising positioning, geophysical
geohazard risk and engineering design for offshore survey, construction support, metocean, and geospatial
structures, onshore and offshore plants and pipelines, services. A broad range of state- of- the- art data
ports, wind farms, large buildings, bridges, and other acquisition technologies are deployed on land, from
infrastructure. These services are crucial to ensure the the air and space and at sea.
long term performance of the clients’ assets. Fugro also
provides services for environmental engineering, water The division addresses the earth measurement and
management, mining, construction materials testing, mapping needs of clients in the oil and gas, construction,
pavement management and marine installation and renewable energy, mining and public sectors. Data and
construction support. measurements from various sensors are processed,
analysed and integrated by specialists to provide
Fugro’s geotechnical services support clients’ projects comprehensive reports, including detailed maps, charts
worldwide in the onshore, nearshore and offshore and other types of graphical presentations, to describe
regions. The majority of the revenue from onshore natural and man-made features on the surface of the
activities (around 60% of divisional revenue) is derived earth, in the subsea environment, on the seabed, and
FUGRO N.V. ANNUAL REPORT 2013 Profi le and strategy 11

shallow geological features below the earth’s surface. Main resources (at year-end 2013)
These analyses and the resulting reports support 19 support vessels (of which 8 are on tri-partite
planning for safe utilisation of the earth’s natural agreements in Brazil), 150 ROVs and 40 diving systems.
resources and for efficient design, construction and
maintenance of large structures and buildings, and Geoscience division
infrastructure. Seabed Geosolutions
Seabed Geosolutions was formed on 16 February 2013
Market position as a joint venture between Fugro (60%) and CGG (40%),
With its global presence, technological market leadership by merging Fugro’s and CGG’s seabed data acquisition
and breadth and quality of service, the Survey division businesses. Fugro has a controlling interest in this
ranks among the top-three players globally in its business business. It collects geophysical data on the seabed
lines. Fugro is the market leader in the offshore mapping through an array of imaging technologies that can be
and survey services market and has a strong regional used to water depths of 3,000 meters in areas where
position in the onshore market. Fugro continues to be obstructions at the surface such as infrastructure do not
strong in positioning services. Fugro is the only market allow for streamer based data acquisition or where data
player able to offer the full range of survey services of particularly good quality is required. These imaging
across all geographies. technologies include ocean bottom node (OBN), ocean
bottom cable (OBC), permanent reservoir monitoring
Main resources (at year-end 2013) (PRM) and electro magnetic (EM) data acquisition.
19 vessels, 9 autonomous underwater vehicles (AUVs), 15 Seabed Geosolutions has access to technology and
near shore crafts and 26 aircraft. support from both parent companies.
Subsea Services division The resulting data on hydrocarbon prospects, reservoir

The Subsea Services division provides subsea support characteristics and potential geohazards is used mainly
services to the oil and gas and renewable energy sectors for the development and production phases of oil and
globally. Services are associated with infrastructures gas fields.The market in which Seabed Geosolutions
on the seabed and are executed in a range of marine operates is seeing a quick evolution of technology.
environments from shallow water to 3,000 meters water It is characterised by large contract sizes, whose benefit
depth. The services include: inspection, repair and can be offset by uncertain timing of project start-up.
maintenance, construction support, installation and The long term opportunity to increase the size of the
drill support, as well as engineering design and tooling. market as an alternative to conventional streamer
These services are provided throughout the lifecycle of based data acquisition is significant.
oil field development, production and decommissioning.
The client portfolio comprises oil and gas companies, Market position
subsea installation contractors and renewable Seabed Geosolutions is the largest seabed geophysical
energy clients. data acquisition service supplier with the broadest range
of technology solutions.
There are frequent joint activities with Fugro’s other
divisions, such as when the Subsea Services division Main resources (at year-end 2013)
makes use of the mapping and positioning services of 2 vessels, 2,226 OBN (ocean bottom nodes), 61 near shore
the Survey division and when Seabed Geosolutions uses craft, 325 km of ocean bottom and shallow water cables.
Subsea’s remotely operated vehicles (ROVs) to place
nodes on the seabed. Multi-client seismic library
The activities are focused on realising the value of the
Market position existing multi-client seismic data library. The information
The market for subsea services has grown quickly over contained in the database, contains about 1.8 million km
recent years as a result of the search for new oil and gas of 2D data and more than 135,000 km of 3D data.
provinces to replace aging onshore reservoirs whose Fugro has established non-exclusive marketing and sales
output is generally decreasing over time. This has driven agreements with CGG (for the majority of the 3D library)
a rapid increase in offshore field development and and TGS (for the majority of the 2D library). Following
production, resulting in a dynamic, fragmented subsea the divestment of the majority of the Geoscience division,
market place, with attributes which vary substantially per Fugro is making only small investments in the future in
geographic region. Fugro is one of the largest subsea the library, mostly to reprocess the data to improve data
service providers, operating one of the largest ROV fleets quality. The revenue is expected to taper off over the
in the world. In specific regions and segments Fugro has next four to five years.
leading positions, for example in the Middle East (ROV
services), Brazil (inspection, repair and maintenance
services) and the North Sea (excluding Norway).

STRATEGY, FINANCIAL TARGETS Financial targets 2016
AND INVESTMENTS As part of the strategy update, Fugro has set financial
targets, focused on organic growth and increasing
Strategic update 2013 profitability and returns. These targets are based on the
In 2013, Fugro undertook an in-depth strategic review assumption of a reasonable growth of the upstream oil
of its activities and market positions in order to prepare and gas business, stability in the global economy, and on
for the future. This has resulted in the updated strategy constant exchange rates. The targets, including the 2012
‘Growth through Leadership’, that focuses on the period base numbers, exclude the marine streamer multi-client
up to and including 2016, but has also taken into account business as this activity is classified as non- strategic
trends beyond that date. going forward, and the related revenue stream will taper
off over the next four to five years.
There were several reasons for this review:
■ The sale of the majority of the Geoscience division
■ Overall pressure on margins and returns in Revenue growth target
recent years (x EUR billion)
■ The need for a detailed review of markets and
growth opportunities
4.0
■ The fact that many clients are getting larger and
3.3 — 3.7
are demanding a consistent, standardised level 3.3
of service across divisions and geographies
■ Increasing contract size and requirements to work 2.6
in local joint ventures in a number of countries >10%
2.2
■ Increasing societal expectations towards companies 1.9
regarding governance, compliance and corporate

citizenship 1.2
■ The need to adjust the organisational set-up in light 2012 2016
of Fugro’s growth ambition

■ To determine how internal cash flow can support
the investments required for growth and an
increased return to shareholders by offsetting An average revenue growth target of at least 10% per
dilution from the optional share dividend year is in line with Fugro’s historic performance, and will
be driven by growth in the Survey and Geotechnical
The review incorporated feedback from clients, divisions and the Seabed Geosolutions activities. Growth
shareholders and more than 200 senior managers and is expected
key staff of Fugro, and, based on Fugro’s view of its to be predominantly organic, complemented by bolt-on
markets in 2013, led to the following main conclusions: acquisitions.
■ There are continued, substantial growth
opportunities in Fugro’s markets. This is based on ■ Geotechnical division: average annual growth
growth in world demand for energy, especially from of over 10% from EUR 0.7 billion in 2012 to
emerging economies, leading to continued EUR 1.0 – 1.2 billion in 2016
development of oil and gas fields, with an increasing ■ Survey division: average annual growth rate
share from deepwater markets. This will also lead of over 10% from EUR 0.8 billion in 2012 to
to growing investments in sustainable energy, with EUR 1.1 – 1.3 billion in 2016
offshore wind in particular being accessible to Fugro. ■ Subsea division: average annual growth of over 5%
Economic growth, especially in emerging economies, from EUR 0.5 billion in 2012 to EUR 0.6 – 0.7 billion
should lead to continued growth in demand for in 2016
infrastructure and mineral and water resources ■ Seabed Geosolutions: average annual growth of
■ Global scale, quality of staff and services, working more than 10% to EUR 0.4 – 0.6 billion in 2016
to high safety and environmental standards, and
providing a balanced portfolio of activities to better
support global clients are all increasingly important
to long term success
■ Innovative technologies and business processes are
key to maintaining Fugro’s competitive leadership
and to provide unique solutions to increasingly
complex projects and challenging working
environments

In addition, the following targets were set:
EBIT target ■ Earnings per share: average annual growth >10%
(%) ■ Net debt/EBITDA ratio of below 2
Dividend pay-out as per policy remains at 35% to 55% of

20
net profit. It is expected that investments and dividends
16
(cash dividend plus share repurchases to offset dilution
around 15%
from share dividend) can be paid from operational cash
12 12% flow. The current low debt level leaves sufficient
headroom in case a large acquisition opportunity arises.
8
Strategy: ‘Growth through Leadership’

4 To achieve its targets, Fugro’s updated strategy ‘Growth
2012 2016 through Leadership’ builds on the same eight strategic
drivers which are core to Fugro’s historic success: market
leadership, innovation and technology, people, delivery
excellence, standards, multi-market exposure, organic
The projected improvement in profitability (EBIT) will growth plus mergers & acquisitions and global coverage.
mainly be driven by the Subsea division, through profit In its portfolio Fugro is targeting amongst others:
improvement programs and a refocusing of selected ■ An expansion of its activities in the Geotechnical and
business activities, and improvement of profitability Survey divisions. In the Survey division an
of Seabed Geosolutions. acceleration of growth is envisaged, particularly in
the offshore market. In the Geotechnical division
■ Geotechnical division: improvement from 12% Fugro is committed to retaining its leadership in the
in 2012 to above 15% in 2016 offshore market, and to growing specific high value
■ Survey division: a decrease from 22% in 2012 above segments in selected onshore geographic markets.
18% in 2016, as a result of the expected investment Much of this growth will be generated in emerging
in growth. The emphasis on accelerated organic markets including Africa, Central Asia and
growth will temporarily increase cost levels potentially South America
associated with staff additions and fleet expansion. ■ Higher profitability in the Subsea Services division
Margins are projected to recover after 2016 by focusing on its core competencies
■ Subsea division: improvement from 4% negative ■ Profitable growth in the promising seabed geophysics
in 2012 to around 12% in 2016 market, where Fugro has a market leading position
■ Seabed Geosolutions: above 12% in 2016 through its participation in Seabed Geosolutions
Achieving these growth plans will ensure that Fugro
maintains and even enlarges its market leading positions,
ROCE target expands its exposure to multiple markets, and enhances
(%) its global coverage.
In terms of organisation, the goal is to strengthen

20
cooperation and collaboration within the company
16
(characterised as ‘Team Fugro’) by:
approx. 14% ■ Better leveraging its scale. The regional organisation
12 that was initiated in 2012 will be strengthened.
11%
Profit and loss responsibility will be assigned to
8 the divisional regional directors. In each of the
five regions, collaboration across divisions will
4 be enhanced by implementing a cross-divisional
2012 2016 marketing and sales team and project management
capability. This will improve Fugro’s ability to win
larger, multidisciplinary projects and better serve
clients that use multiple services from different
Capital employed will increase as a consequence divisions
of the investments needed to capture the growth. ■ Significant attention will be paid to the development
This will be more than offset by the projected of Fugro’s employees by expanding the Fugro
improvement in profitability. Academy, by improving recruiting capabilities

and improving retention. This is required to realise Acquisitions
the staff level and quality that is needed It is anticipated that growth will be achieved mostly
■ Implementing additional support functions and organically, complemented with disciplined bolt-on
standards. To support the growth of the company, acquisitions to broaden the company’s base and ensure
Fugro is further strengthening governance, control continued sustainable growth. In most cases these serve
and support functions including finance, QHSSE to strengthen or improve current market positions or to
(quality, health, safety, security and environment), obtain special technologies. Fugro usually completes
human resources and IT. These processes will be a number of such acquisitions each year. Generally
driven by strengthened standards and common these acquisitions are small to intermediate in size.
procedures throughout the company The company will consider larger acquisitions if that
makes strategic and financial sense.
Implementation and use of well-designed standards, and
working with well-trained staff that have access to state Because acquisitions always involve an element of risk,
of the art equipment and technology are key to achieving a thorough and extensive due diligence (with external
delivery excellence. Achieving delivery excellence is expertise when needed) is carried out before the final
critical for maintaining Fugro’s reputation, profitability decision to acquire a company is taken. This limits the
and leading market positions. Therefore, strong emphasis risks of the acquisition considerably. The evaluation of
will be placed on delivering on time and on budget, an acquisition opportunity is not only based on financial
as well as meeting or exceeding client requirements. criteria but also on the added-value to Fugro, the match
Performance discipline as part of delivery excellence with Fugro’s activities, services and culture, its growth
will also contribute to margin improvement. potential, position in a certain technology niche market
or geographical area, technical and management
Research, development and innovation qualities and risk profile.
Research, development and innovation are core to
Fugro’s strategy. It is an area where Fugro has established Joint ventures
a strong tradition since developing electric cone In certain countries and/or regions Fugro is required
penetration testing (CPT) in the 1960s. Other examples, to work in joint ventures with local partners. This is
such as the star track high accuracy global positioning particularly the case in emerging economies, where
system, its in-house designed and built ROVs and its fibre Fugro is increasingly active. Fugro will continue to
optic sensing tools demonstrate that Fugro continues be selective and will only work with reliable and
to be the innovation leader in the markets in which reputable partners.
it operates. Its global market position is, to a great
extent, dependent on high-performance equipment, Investments
technologies, software and business processes. Over the years Fugro has achieved a leading position
in several markets through organic growth and growth
To enhance its competitive position, Fugro will accelerate through acquisitions. Continued investment is required
innovation and as a consequence grow its investments in order to realise Fugro’s strategy. Under the assumption
in research and development. During the coming of good market perspectives, Fugro anticipates average
years, costs and investments relating to research and total investments of EUR 400 - 450 million per year up to
development are expected to increase to 2-3% of revenue. and including 2016:
■ Around EUR 225 million for replacement and
Part of the research and development is undertaken expansion of the vessel fleet with dedicated,
internally, in particular for the development of specialised vessels and equipment mainly in the
improvements to existing equipment and methods and Survey and Geotechnical divisions
for business process innovation. Another part, more ■ Around EUR 100 million for maintenance capital
focussed on developing new equipment and methods, is expenditures (in line with historic levels)
often done in close conjunction with clients, where new ■ Around EUR 75 million for bolt-on acquisitions;
methods and technologies can be demonstrated as part of ■ Around EUR 25 million additional to current levels
commercial projects. Increasingly Fugro is involved in to accelerate research and development to uphold
research and development efforts that include our differentiated market positions
universities, technology institutes and other companies. It is expected that investments can be financed from
Working in such environments can effectively leverage operational cash flow.
additional research and development and technology,
resulting in an improved chance of success and shorter The majority of these investments will support organic
cycle times. growth in the Survey and Geotechnical divisions. For the
geotechnical fleet it is mainly for the replacement of older
vessels, whereas for the Survey division it is mostly for an

expansion of the fleet with dedicated, specialised vessels The vessel investment plan is spread over several years
in order to capture the growth opportunities in the and has limited hard commitments, supplemented with
market. build options. This allows Fugro to adapt the investment
program in case the markets develop differently than
Purpose-built vessels with own proprietary technology anticipated at present, or in case alternative opportunities
provide Fugro with a competitive advantage, especially become available that are more attractive (for example
for deepwater work. New vessels that replace older chartering).
vessels also add capacity as they are more efficient.
Chartered vessels will continue to provide the company
with flexibility and will continue to be an important
factor in risk mitigation.
Strategic highlights per division
Geotechnical division: continued growth Subsea Services division: refocus on profitability

In order to retain leadership in the offshore market, The rapid growth and changing competitive
and to grow in selected onshore markets, landscape over the last few years has resulted in
the Geotechnical division is focusing on: decreasing profitability. The strategy of the division is
■ Capturing market growth in deepwater frontier centered
regions on restoring profitability ahead of further growth by:
■ Contracting larger, multi-discipline and cross- ■ Restructuring (phasing out of selected
divisional projects underperforming activities) and a profit
■ Further geographical expansion in emerging improvement program
economies ■ Further differentiation through quality of service
■ Increasing share of geoconsulting business and technology
globally ■ Cross-divisional collaboration
■ Replacing older vessels
■ Selective acquisitions, and cooperation through
local joint ventures
■ Operational efficiency
■ Cross-divisional collaboration
Survey division: accelerated growth Geoscience division (Seabed Geosolutions)

In order to capitalise on supportive market trends improved profitability and growth
(increased offshore activity, more stringent ■ Increase competitiveness, overall market size and
regulations supporting high quality players), the revenue by developing and implementing
strategic priorities for this division are: innovative technologies
■ Accelerated growth in its core markets and ■ Improve commercial approach to optimise
expansion in new geographies utilisation
■ Improved performance discipline by optimising ■ Offer complete suite of methods to cover all water
business processes and standardisation where depths
possible ■ Increase operational efficiency and drive down
■ Accelerated fleet expansion, investments in new costs to grow market uptake
technologies (equipment and software) and ■ Collaborate with and leverage parent companies’
business processes services and technologies
■ Enhancing staff quality and numbers
■ Improving client management
■ Cross divisional collaboration

From left to right:
A. Jonkman, S.J. Thomson
P.A.H. Verhagen, P. van Riel
M.R.F. Heine, W.S. Rainey
BOARD OF MANAGEMENT
The Board of Management is responsible for the strategy, policies and results of Fugro. The approval of the Supervisory
Board is required for important management board resolutions. Managing directors are appointed by the General Meeting.
The General Meeting may at any time suspend and dismiss managing directors. A managing director is appointed for a
maximum period of four years. The Chief Executive Officer has the ultimate responsibility for the management of the
company and its performance.
EXECUTIVE COMMITTEE
The Executive Committee comprises the members of the Board of Management and the Director Survey division.
The Executive Committee is chaired by the CEO. Meetings of the Board of Management and of the Executive Committee
are often held jointly.
For the purpose of this annual report, where the Executive Committee is mentioned, this also includes the Board of
Management unless the context requires otherwise.
name P. van Riel (1956) name S.J. Thomson (1958)

function Chairman Board of Management and function Director Subsea Services/Geoscience division
Chief Executive Officer nationality Australian
nationality Dutch employed by
employed by Fugro since 2000
Fugro since 2001 appointed to Board of Management 2013
appointed to Board of Management 2006, current term until AGM 2017
appointed Chairman of the Board of Management and
Chief Executive Officer 16 November 2012
current term until AGM 2014
name A. Jonkman (1954) name P.A.H. Verhagen (1966)

function Chief Financial Officer function Member Board of Management;
nationality Dutch Chief Financial Officer as per AGM on 6 May 2014
employed by nationality Dutch
Fugro since 1988 employed by
appointed to Board of Management 2004 Fugro since 2014
current term until AGM on 6 May 2014 appointed to Board of Management November 2013
other functions member Supervisory Board Dietsmann N.V. current term until AGM 2018
member Supervisory Board Grontmij N.V.
Chairman of the Board, Non-Executive Board
Member Zytec B.V.
name W.S. Rainey (1954) name M.R.F. Heine (1973)

function Director Geotechnical division function Director Survey division
nationality American nationality Dutch
employed by employed by
Fugro since 1981 Fugro since 2000
appointed to Board of Management 2011 appointed to Executive Committee 2012
current term until AGM 2015
Company W.G.M. Mulders (1955)
Secretary
FUGRO N.V. ANNUAL REPORT 2013 Board of Management 17

REPORT OF THE BOARD OF MANAGEMENT
SUMMARY by the large start-up loss of Seabed Geosolutions and a

lower contribution from multi-client sales.
In 2013 Fugro realised reasonable performance in the
Geotechnical and Survey divisions, and modest but Net result from continuing operations in 2013 was 3.2%
improving performance in the Subsea Services division. lower at EUR 224.2 million (2012: EUR 231.5 million).
The results were marred by the loss making start of Including the net transaction result of EUR 205.1 million
Seabed Geosolutions and lower than expected on the divestment of the majority of the Geoscience
multi-client sales. division, the net result including discontinued operations
was EUR 428.3 million in 2013 (2012: EUR 289.7
In the beginning of the year, Fugro completed the million).
divestment of the majority of Geoscience division to
CGG. This transaction allowed Fugro to exit the capital Earnings per share on a continued basis was 2.77
intensive and volatile marine streamer seismic segment (2012: 2.89) Earnings per share (including discontinued
of the oil and gas exploration market where it did not operations) was EUR 5.29 (2012: EUR 3.61).
have a leading market position. The total consideration
was EUR 1.2 billion and the net transaction result on the The proposed dividend for 2013 is EUR 1.50 per share.
divestment was EUR 205 million. Starting with the 2013 dividend (to be paid in 2014),
dilution resulting from the optional dividend (cash or
Also at the beginning of the year, Seabed Geosolutions shares) will be offset through a share buy-back and
was established, a joint venture with CGG to which both cancellation of the number of shares issued as stock
parties contributed their seabed geophysical activities dividend.
and in which Fugro has obtained a 60% controlling
stake by paying EUR 225 million via a set-off agreement Fugro’s financial position is solid with a net debt to
to CGG. EBITDA ratio of 1.53, well below the company target
of less than 2.
Following the sale of the majority of the Geoscience
division, Fugro undertook an in-depth strategic review The backlog at the beginning of 2014 is EUR 1,800.8
of its activities and market positions. This has resulted million, which is 19% higher than a year ago, and
in the updated strategy ‘Growth through Leadership’, includes a negative currency effect of 6.9%. Specifically
targeting solid growth and improved margins and Seabed Geosolutions, but also the Geotechnical and
returns by building out the Company’s market leadership Subsea Services divisions, contribute to the increase.
positions. Fugro is targeting expansion of its activities Excluding Seabed Geosolutions, the growth of the
in the strongly performing Geotechnical and Survey backlog at constant exchange rates is 9%.
divisions, Fugro targets profitability improvement in
the Subsea Services division, and both growth and Health, safety, security and environment (HSSE) plays an
profitability improvement in Seabed Geosolutions. important role for Fugro. Unfortunately the company in
The updated strategy has resulted in 2016 targets for 2013 suffered one work related fatality in a car accident.
growth, EBIT margin and return on capital employed. The company continued to improve its performance as
Fugro expects that total dividends and the investments, measured against key industry safety indicators.
mainly in vessels to capture the growth opportunities
in the market, can be financed from cash flow.
MARKET DEVELOPMENTS 2013
Revenue increased from EUR 2,165.0 million in 2012
to EUR 2,424.0 million. Revenue including multi-client The global economy showed a mixed picture during 2013.
sales, increased by 1.5% from EUR 2,400.0 million in The US economy continued to strengthen, but the
2012 to EUR 2,437.2 million in 2013. Growth in the economies of developing countries experienced a
Survey division and the revenue contribution from reduction of growth, albeit still in excess of growth in
Seabed Geosolutions were partly offset by lower the US and Euro zones.
multi-client sales and a negative foreign currency
effect of 4.6%. Global oil demand showed the first growth in two years
and the oil price remained stable around USD 110
Result from operating activities (EBIT) was 12.9% lower per barrel (Brent) during the year. Growing demand
at EUR 267.0 million (2012: EUR 306.6 million), driven combined with continued depletion of existing
18 Report of the Board of Management FUGRO N.V. ANNUAL REPORT 2013

The newly built Fugro Brasilis, the fourth of Fugro’s series of
purpose built offshore survey vessels, will be initially utilised on
projects in South America.
production of oil fields continues to drive growth economies. In other areas, like Hong Kong, they
of exploration and production expenditure, although continued to be strong, and good opportunities arose
at a lower rate than in the previous years. in emerging areas like Kazakhstan and East Africa.
Towards the end of the year a number of clients have DIVESTMENT MAJORITY
indicated that investment discipline rather than GEOSCIENCE DIVISION
expansion are key to them.
On 31 January 2013 Fugro completed the sale of the
Oil and gas will remain important for decades and with majority of the Geoscience division, excluding the marine
‘easy oil’ production under pressure, the trends towards streamer seismic multi-client library and ocean bottom
exploration and production in deep water and frontier nodes (OBN) business, to CGG for EUR 1.2 billion. This
areas continued. The impact on the energy markets of was the result of Fugro’s review of all options regarding
shale oil and gas is currently mostly limited to the its marine streamer seismic data acquisition business
Americas but the increasing energy independence of the and associated activities that it announced in May 2012.
US will likely have an effect on world energy markets. This divestment allowed Fugro to exit the capital
Although use of energy from sustainable sources such intensive and volatile marine streamer seismic segment
as offshore wind farms is growing rapidly, it still only of the oil and gas exploration market where it did not
makes a small contribution globally. The effects of the have a leading market position.
general slow growth of the world economy were limited
for Fugro thanks to the company’s position in the oil and As part of the transaction, Fugro agreed to grant CGG
gas market, the strategy to focus on providing a broad a vendor loan of EUR 225 million, which was drawn in
range of services across the value chain of our customers, two tranches: the first tranche of EUR 125 million on
and our client-, regional-, and market diversity, all closing of the main transaction on 31 January 2013 and
differentiators for Fugro. Continued energy demand the second tranche of EUR 100 million in September 2013
has resulted in ongoing demand for Fugro’s services. at the effective closing of the airborne business, which
The increasing drive of our clients towards deeper water was completed at a later date as certain administrative
and frontier areas played on Fugro’s strength, as does steps needed to be concluded as well as government
the trend to contract larger, multi discipline projects. approvals needed to be obtained to transfer some parts of
the equipment. A total amount of some EUR 793 million
Global developments have resulted in an increasing was received from CGG which includes the repayment
demand for Fugro’s services in various activities, but fell of the first tranche of the vendor loan in August 2013 of
short of expectations in certain specific market segments. EUR 112.5 million. At year-end the balance of the
This applied specifically to the ocean bottom cable (OBC) vendor loan was EUR 112.5 million.
activities and sales from the seismic multi-client library.
In subsea services, demand showed improvement in The proceeds of the transaction were used mostly to pay
aggregate, but still showed weakness in certain areas down debt.
for specific activities such as remote operating vehicles
(ROV) services in the Far East. The transaction involved the transfer of 2,430 well
qualified Fugro employees to CGG.
The infrastructure and mining sectors in which Fugro
operates showed regional variations. Activities that As a consequence of the divestment, the sales are
largely depend on government funding, such as reported as discontinued operations until the date of
infrastructure, aerial mapping and construction, closing. The net transaction result on the sale of these
generally continued to be under pressure in the Western activities amounted to EUR 205.1 million in 2013.
FUGRO N.V. ANNUAL REPORT 2013 Report of the Board of Management 19

ESTABLISHMENT SEABED GEOSOLUTIONS Reasons for acquisitions include obtaining new or
JOINT VENTURE complementary technology and increasing market share.
The annual revenue of the companies acquired in 2013
On 16 February 2013, Fugro and CGG established the amounts to EUR 67.7 million. The total consideration of
Seabed Geosolutions joint venture, the global leader in these four acquisitions completed in 2013 was EUR 322.4
seabed geophysics. This joint venture includes Fugro’s million.
and CGG’s OBN businesses and CGG’s transition zone,
ocean bottom cable (OBC) and permanent reservoir For more detailed information on the acquisitions,
monitoring (PRM) activities. In addition to the reference is made to the Financial statements pages 139.
contribution of relevant activities from both parents,
Fugro has paid via a set-off agreement EUR 225 million to
CGG with respect to the Seabed Geosolutions joint MULTI-CLIENT ACCOUNTING POLICY
venture to obtain a 60% controlling stake. By combining
the strengths of both companies, the Seabed Geosolutions Fugro decided to change the accounting policy for
joint venture has an immediate market leading position multi-client data libraries to facilitate comparison with
in seabed geophysical activities and can benefit from the other companies that have a multi-client business.
synergies with its parent companies. The book value of the multi-client library is per this
report presented as an intangible asset rather than as
The formation of the Seabed Geosolutions joint venture inventory. This presentation change in the balance sheet
increased Fugro’s exposure to the development and has no impact on the results.
extended production phases in the life cycle of oil and gas
fields, where spending by clients is less volatile.
JOINT VENTURES
The joint venture suffered in its first year of operation
from low utilisation of the OBC activities and start-up To an increasing extent, Fugro operates in certain parts of
issues as a newly established company. The market in the world through partnerships and joint ventures. Fugro
which it operates is characterised by large size projects sees a trend whereby working in partnerships and joint
which tend to take a longer time to get awarded and ventures will become more and more important as the
started up compared to Fugro’s other activities. necessity to provide local content increases. At year-end
2013 Fugro had a share in 41 entities of which 7 are
consolidated as Fugro has a controlling interest, and 34
ACQUISITIONS 2013 are not consolidated, and are presented on the share of
profit/ loss of equity accounted investees in the profit and
In 2013 Fugro completed four acquisitions: loss statement. In order to give more clarity about joint
ventures the following information is provided.
Acquisition within the Geotechnical division
Advanced Geomechanics Pty Ltd, Australia, is a Joint ventures and partnerships where
consulting company providing highly specialised Fugro has a controlling interest
geotechnical and geophysical engineering and consulting The consolidated joint ventures and partnerships are
services to the international offshore oil and gas sector. included in the financial statements for 100% and the
part which belongs to the partner and/or other
Acquisition within the Subsea Services division shareholder(s) is shown as ‘non-controlling interest’.
DCN Global LLC, Abu Dhabi, is specialised in the
provision of subsea engineering and diving services to the The net loss in 2013 is mainly due to the loss in Seabed
offshore civil and oil & gas industry, primarily in the Geosolutions.
Middle East.
Acquisitions within the Geoscience division 2013 Included in

■ Seabed Geosolutions has acquired from CGG its OBN, (x EUR million) fi nancial
100% basis statements
transition zone, OBC and PRM activities against
a 40% interest in Seabed Geosolutions B.V. and
EUR 225 million by a set-off agreement. Revenue 191.0 191.0
■ In April 2013, the Company acquired shares of FAZ Net loss (29.6) (29.6)
Research Ltd. to reach a 90% interest. FAZTech ■ Net loss attributable to
Research Ltd targets rapid development in the area owners of the company – (19.2)
of optical and photonic technology for sensing and ■ Net loss attributable to
measurement solutions. non-controlling interest – (10.4)

Preparing ocean bottom nodes for deployment.
Joint ventures and partnerships where

Fugro does not have a controlling interest
These joint ventures and partnerships are included in the
financial statements on the line ‘Share of profit/(loss) of
equity accounted investees’ and in the consolidated
statement of financial positions on the line ‘Investments
in equity-accounted investees’.
2013 Included in
(x EUR million) fi nancial
100% basis statements
Revenue 44.9 –
Share of profit /(loss) of
equity accounted investees 6.5 4.9

FINANCIAL For comparison reasons the line ‘revenue including
multi-client’ has been included in the table below (which
General remarks regarding the presentation includes the multi-client revenue for the full period).
of results Without explicit remarks, all information in the following
As a result of the divestment of the majority of the discussion of the financial results relate to continued
Geoscience business to CGG, which was closed with the business.
effective date of 31 January 2013, these activities are
reported as discontinued operations in 2012 and 2013.
The multi-client library was retained by Fugro but the

related revenue (EUR 13 million in January 2013,
EUR 235 million in 2012 and EUR 156 million in 2011)
was reported as discontinued operations up to and
including 31 January 2013. As from 1 February 2013,
the multi-client revenue (EUR 116 million from
1 February 2013 to 31 December 2013) is included in
continued operations. However, the EBIT, net result and
cash flow generated by multi-client business form part of
continued operations in 2012 and 2013.
Key figures 2013 Change % 2012 2011
Income statement (x EUR million)

Revenue 2,424.0 2,165.0 1,858.0
Revenue (including multi-client) 2,437.2 1.5 2,400.0 2,014.0
Result from operating activities before depreciation
and amortisation (EBITDA) 457.4 (1.7) 465.4 481.9
Net operating profit after tax (NOPAT) 219.4 (11.8) 248.7 270.1
Net finance income/(costs) (7.0) (15.1) 8.5
Share of profit/(loss)equity-accounted investees 4.9 (1.1) 4.6
Income tax expense (51.1) (49.1) (63.5)
Net result 224.2 (3.2) 231.5 293.9
Net result (including discontinued operations) 428.3 47.8 289.7 287.6
EBIT margin (%) 11.0 14.2 18.9

Net profit margin (%) 9.3 10.7 15.8
Earnings per share from continuing operations 2.77 (4.2) 2.89 3.71
Earnings per share (including discontinued operations) 5.29 46.5 3.61 3.63
Dividend for the year under review 1.50 1.50 1.50
of majority Geoscience division 0.50
Balance sheet (x EUR million)

Total investments of which 318.8 21.8 261.7 359.2
■ Capex (cash out) 253.4 258.3 241.6
■ Assets of acquisitions 65.4 3.4 117.5
Intangible assets 1,137.2 1,014.2 1,116.2
Working capital 413.4 56.3 264.5 206.4
Capital employed 2,688.6 18.4 2,270.4 2,153.6
Cash flow (x EUR million) 404.3 1.0 400.1 431.5

Return on capital employed (%) 8.2 11.0 12.5
Net debt/EBITDA 1.53 2.96 2.78

Key figures as basis for 2016 targets 1% and the Subsea Services division revenue increased
In 2013, Fugro has undertaken an in-depth strategic by 9%. The lower than normal growth in the
review of its activities and market positions. This resulted Geotechnical division is partly due to revenue of around
in a strategy update in which clear financial targets have EUR 30 million being recorded in the Subsea Services
been defined. The table below reports on progress against division that has supplied vessels and other resources to
the financial parameters being used to measure success of the Geotechnical division. The revenue of the Geoscience
the strategy. The numbers exclude the marine streamer division declined by 6% corrected for the negative foreign
multi-client business as this activity is non- strategic currency effect. The ocean bottom cable (OBC) activities
going forward. The updated strategy and the 2016 targets of Seabed Geosolutions suffered from low utilisation as
are discussed on page 13. clients took longer than expected to award contracts. The
Key figures excluding multi-client Geographical distribution of revenue 1)

(x EUR million) 2013 Change 2012 (x EUR million) 2013 2012 2011
Revenue 2,307.2 7 2,165.0 Europe 1,141 1,019 813

EBIT margin (%) 10.5 11.7 Africa 51 41 30
Return on capital employed (%) 9.0 11.1 Middle East and India 191 186 125
Asia Pacific 511 426 411
North and South America 530 493 479
■
HIGHLIGHTS INCOME STATEMENT Total 2,424 2,165 1,858
Revenue 1 The new geographical regions as per the strategie review is used.
In 2013 revenue was EUR 2.424,0 million compared to

EUR 2,165.0 million in 2012. This increase was mainly
related to the fact that multi-client revenue was included
only per February 2013, as it was reported multi-client sales were lower than in 2012 and lower than
as discontinued before that date. Revenue including expected for 2013. In 2013 Fugro generated EUR 129
multi-client increased by 1.5% from EUR 2,400.0 million million multi-client sales and in 2012 EUR 235 million.
in 2012 to EUR 2,437.2 million in 2013. Organically, The drop in sales was partly due to receiving less
revenue increased by 2.9%, the effect of acquisitions was underwriting income as investment in new projects was
3.2% and the negative foreign currency effect was 4.6%. wound down over the year, and partly due to lower sales
Revenue growth, even when taking into account the than expected.
negative foreign currency effect, was lower than
anticipated. Corrected for the foreign currency effect,
the Survey division contributed well with a growth of
13%, the Geotechnical division revenue increased by
Revenue growth
Exchange
(in %) Organic Acqui sitions Disposals rate Total
2013 1 2.9 3.2 – (4.6) 1.5

2012 5.3 4.9 – 6.3 16.5
2011 7.6 8.8 (0.2) (3.2) 13.0
2010 6.0 0.4 – 4.7 11.1
2009 (5.6) 1.1 – (0.2) (4.7)
2008 23.4 4.0 – (7.9) 19.5
2007 22.9 6.4 (0.1) (3.5) 25.7
2006 18.9 6.8 (0.3) (1.8) 23.6
2005 12.0 1.4 (1.1) 2.8 15.1
2004 9.7 16.2 (0.6) (2.7) 22.6
Average (2004-2013) 10.3 5.3 (0.2) (1.0) 14.4
1 Including multi-client.

Revenue per division, including multi-client sales business (EUR 10 million; part of the Subsea Services
(x EUR million) 2013 Change % 2012 2011 division). The one-off external cost for the strategic
review and the advisory costs related to the
Geotechnical 702 (3) 723 670 whistleblower procedure were around EUR 10 million.
Survey 900 8 835 751 The total of further, smaller one-off costs were on balance
Subsea Services 574 4 554 440 EUR 6.3 million. In 2013 there was also a gain on the sale
Geoscience; 261 (9) 288 153 of the technology licences of EUR 18.5 million.
of which Seabed
Geosolutions 120 – –
■ EBIT per division
Total 2,437 1.5 2,400 2,014 (x EUR million) 2013 2012 2011
Geotechnical 98 90 92
Survey 166 185 191
EBITDA Subsea Services 13 (24) 14
EBITDA decreased by 1.7% from EUR 465.4 million to Geoscience; (10) 56 5
EUR 457.4 million. of which Seabed Geosolutions (55) – –
■
Cost development Total 267 307 302
Third party costs amounted to EUR 1,003 million in 2013
(2012: EUR 793.3 million). This is an increase of 26.4%,
which was mainly due to additional vessel charters to
handle the increase in work load and acquisitions. Third
party costs as a percentage of revenue were 41.4% (2012:
36.6%). It includes EUR 88 million amortisation expenses The divisional performance is discussed starting on
associated with the data library (2012: EUR 143 million). page 36.
As in past years, managing the workforce was a focus Depreciation of tangible fixed assets increased from
point in 2013. The size of the workforce is carefully EUR 155.6 million in 2012 to EUR 179.0 million in 2013,
evaluated and actively adapted to the demand in services an increase of 15.0%, which is the result of capacity
when required. This meant that in some activities the expansion in the vessel fleet (including related
number of employees was reduced and in growth areas operational equipment) and ROVs. The depreciation of
more staff was hired. The average cost per employee in tangible fi xed assets was 7.4% of revenue (2012: 7.2%).
2013 was EUR 59,409, an increase of 2.3% compared
to 2012 (EUR 58,067). The increase is amongst others Net finance costs
caused by high costs in areas like Brazil and Angola. The net finance costs amounted to EUR 7.0 million in
Total personnel expenses in the year amounted to 2013 (2012: EUR 15.1 million).
EUR 743.1 million (2012: EUR 694.5 million), an increase
of 7%. Staff costs as a percentage of revenue were 30.7%, The net interest charge includes an amount of EUR 6.4
which is somewhat lower than in 2012 (32.0%). million as a result of a higher effective interest rate on the
vendor loan to CGG. The change in fair value of financial
Other expenses amounted to EUR 274.1 million in 2013 assets relates to the warrant on the vendor loan to CGG.
(2012: EUR 226.6 million), an increase of 21.0%. As a
percentage of revenue these costs are 11.3% (2012:
10.5%). Other expenses include a variety of different (x EUR million) 2013 2012
costs, which cannot be allocated directly to projects, such
as repair and maintenance, occupancy, insurances, etc. Change in fair value financial assets (0.5) (12.8)
Net interest charge 11.9 17.9
EBIT Foreign currency effects (4.3) 10.1
The result from operating activities (EBIT) amounted to Other (0.1) (0.1)
EUR 267.0 million (2012: EUR 306.6 million), a decline ■
of 12.9%. Total cost 7.0 15.1
The EBIT in 2013 was strongly impacted by the large loss

of Seabed Geosolutions (EUR 55 million based on 100%
consolidated) and the start-up losses in the new trenching

The warrant did not exist on 31 December 2012 and is not The dividend for 2013 of EUR 1.50 per share will be
materially different from the value reported as per 30 paid at the choice of the shareholder:
June 2013. ■ in cash, or
■ in shares
The interest cover (EBIT/net interest charge) is 22 (2012:
17). The foreign currency effect in 2013 was EUR 4.3 In case no choice is made, the dividend will be paid
million positive (2012: EUR 10.1 million negative). in shares.
In 2013, in general foreign currencies weakened against
the Euro. Starting with the 2013 dividend (to be paid in 2014),
dilution resulting from the optional dividend (the choice
Taxes between cash or shares) will be offset. Fugro will buy
In 2013, income tax expense amounted to EUR 51.1 back the number of shares issued as stock dividend and
million (2012: EUR 49.1 million). The effective tax rate these shares will be cancelled after having obtained
in 2013 amounted to 19.3% (2012: 16.9%). The change shareholder approval.
is mainly caused by a shift in revenue away from lower
tax countries following the divestment of the majority of
the Geoscience division. It is expected that the future tax HIGHLIGHTS BALANCE SHEET
charge will be around 20%, but this will depend on the
locations where the projects are executed. Capital expenditure
In 2013, the maintenance capex amounted to EUR 78.9
Net result million (2012: EUR 73.2 million). Replacement
The profit for the period (continued and discontinued) investments in 2013 were limited to those which were
attributable to the owners of the company increased by unavoidable.
47.8% to EUR 428.3 million (2012: EUR 289.7 million).
The net result of the continued business is EUR 224.2 In 2013 the following changes took place in the vessel
million (2012: EUR 231.5 million), a decrease of 3.2%. fleet:
■ Geotechnical division: in the first half of the year the
The profit from discontinued operations of EUR 204.1 Fugro Voyager was delivered from the yard in India
million relates to the net transaction result on the sale of ■ Survey division: a new built vessel, the Fugro
the majority of the Geoscience division (EUR 205.1 Brasilis, commenced services in the fourth quarter
million) and the negative net result of the discontinued of 2013. The fleet was further expanded through
operations in January 2013 of EUR 1 million. the new built vessel Fugro Helmert, which
commenced operations in the third quarter of the
The basic earnings per share (continued and year.
discontinued) amounted to EUR 5.29 (2012: EUR 3.61).
In 2013 major assets under construction of EUR 141.9
Dividend million value entered into service, were capitalised and
A dividend for 2013 of EUR 1.50 per share will be depreciation started.
proposed to the Annual General Meeting. This equates to
a pay-out ratio of 54% of the net result from continuing 2014 – 2016
operations, in line with the dividend policy of a pay-out Per 31 December 2013 the level of committed major
ratio of 35 to 55%. Based on the net result including investments for vessel replacement, fleet capacity
discontinued operations, the pay-out ratio is 28%. expansion and other investments such as buildings and
substantial equipment such as jack- ups and ROVs, stood
For the year 2012, the dividend was EUR 2.00, consisting at EUR 46.0 million in total. This includes commitments
of a regular dividend of EUR 1.50 increased by an one-off for four new build special purpose survey vessels,
extra dividend of EUR 0.50 in connection with the mostly for capacity expansion, and one purpose build
divestment of the majority of the Geoscience division. geotechnical vessel, that will replace an ageing vessel
but also increase capability, and one vessel for Subsea
Service. Moreover, there is a component included for the
ongoing ROV investments. In addition the company
requires around EUR 100 million maintenance capex per
year for its ongoing operations. The current commitments
and the estimated maintenance capex are shown in the
table on page 26.

Fugro trucks performing cone penetration test,
Delft-Schiedam, The Netherlands.
As further discussed in Strategy implementation on page currencies following the strenghened Euro. See also page
13, additional investments will be made in 2014 and years 74 of the report under risk management and page 180
following to support the further growth of the company. and 181 of the financial statements under currency risk.
Goodwill
The book value of goodwill was EUR 725.4 million at
Capital expenditure 2013 committed and required capex
year-end 2013. In 2013, the addition to goodwill
amounted to EUR 241.6 million (2012: EUR 23.0 million).
2013 20141 20151 20161 The addition is mainly a result of four acquisitions in
2013. There was a negative effect of EUR 36.4 million of
Maintenance capex 78.9 100 100 100 foreign exchange rates in 2013 (2012: positive EUR 8.2
Capex major assets 41.1 65 25 25 million) on the balance sheet for the goodwill.
Capex major assets Goodwill is not amortised, but is tested at least once a
under construction 133.4 40 25 – year for impairment. As in 2012, this did not result in
■ adjustments. Considering the start-up nature of Seabed
Total capex
(cash out) 253.4 205 150 125
Book value as
1 Estimate Development Goodwill of
of goodwill 1 (x EUR million) 31 December
Assets from acquisitions amount to EUR 65.4 million, 1988-1996 83.9 0

leading to total investments of EUR 318.8 million in 2013. 1997 18.1 0
1998 16.9 0
1999 35.3 0
2000 37.4 0
Committed fl eet Expected start
renewal/expansion Type of vessel operations 2001 242.8 237.9
2002 3.2 190.9
Fugro Scout Geotechnical Q3 2014 2003 68.2 253.1
Fugro Aquarius Subsea Q4 2014 2004 22.9 274.4
Fugro Americas Survey Q2 2014 2005 8.3 289.2
Fugro Proteus Survey Q3 2014 2006 59.4 347.3
Fugro Pioneer Survey Q4 2014 2007 47.3 381.6
Fugro Frontier Survey Q1 2015 2008 76.0 418.5
2009 20.0 459.7
2010 44.1 526.6
The Fugro Australis (Survey division), which was planned 2011 171.6 705.6
for the second quarter of 2014, has been cancelled. The 2012 (185.4)2 520.2
requirement for a vessel for the Australian market will be 2013 241.6 725.4
reviewed as part of the new vessel program. 1 Up until 2000 goodwill was deducted directly from the shareholders’
equity. In the period until 31 December 2002, goodwill was amortised
over a 20 year period. The goodwill under IFRS has been recalculated as of
Foreign currency 31 December 2002. The book value at year-end is valued against the
prevailing exchange rates at that time.
The foreign exchange effect was EUR 163.9 million 2 The movement in 2012 (EUR 185.4 negative) includes the transfer of
EUR 227.1 million to assets held for sale in connection to the sale of the
negative on the equity per 31 December 2013 (2012:
majority of the Geoscience division.
EUR 10.8 million positive). This effect arises from the
translation of the foreign operations denominated in local

Geosolutions a significant change in the assumptions There were no impairments in 2013. During this
applied in the impairment testing is reasonably possible, assessment management has recognised that the
which could result in an impairment. 3D marine streamers seismic data library in Australia
continues to require careful monitoring as 2013 sales
Multi-client data libraries were low and impairment testing has shown there is no
Fugro decided to change the accounting policy for headroom. In case of insufficient sales in Australia this
multi-client data libraries to intangible asset accounting could lead to impairment to reduce the book value to the
to further align with the industry practice using the lower recoverable value. In case this happens, it means
provisions in IAS 8.14 and IAS 8.29. that future amortisation is pulled forward.
The seismic data libraries were not part of the sale of the
majority of the Geoscience activities to CGG. Fugro has In 2013 Fugro generated EUR 129 million in sales
retained ownership of the existing libraries. The net book from the seismic libraries (2012: EUR 235 million). The
value of the marine streamer multi-client seismic libraries drop in revenue is partly due to underwriting revenue
at the end of 2013 amounted to EUR 366.4 million falling away in 2013 as investements in new projects are
(31 December 2012: EUR 458.5 million); of this decline wound down. The amortisation on the library in 2013
EUR 52 million was caused by currency effects. amounted to EUR 88 million (2012: EUR 143 million).
Some 90% of the net book value of the libraries is related Norway performed very strongly this year on the back of
to recently acquired 3D data. The geographical split of the new licensing rounds and high exploration interest.
net book value is as follows: The revenue breakdown is as follows:
■ Norway 30%
■ Australia 48%
■ Rest of the world 22% Multi-client sales
(x EUR million) 2013 2012
Virtually no data acquired during or before 2009 is
valued on the balance sheet. The value of the library has Norway 88.0 156.7
been analysed in detail and this review has confirmed Australia 19.7 35.5
that the book value as per 31 December 2013 is supported Rest of the world 21.7 43.0
by the current state of the offshore oil and gas exploration ■
market. Management estimates for net sales proceeds of Total 129.4 235.2
the relevant libraries have been used, taking into account
past experience and an assessment of future prospects for
the areas involved. Management reviews the book value
twice a year. Data confidentiality in Australia extends over 15 years
and even longer in the USA. In Norway it is 10 years.
In order to determine the net book value Fugro uses The period of data confidentiality is the length of time
the following models: over which the data can be sold.
2D:
■ Three years straight line reduction (to zero) in Fugro retains full ownership of the libraries. CGG has
carrying value. taken over all of the sales force for this activity and
■ In addition 75% of each sale is considered as markets the Fugro 3D library on behalf of Fugro against a
additional amortisation. broker fee. A similar arrangement for the majority of the
2D library has been made with TGS. In addition, Fugro
3D: has the right to sell the library in parts or as a whole to
■ A fi xed percentage of each sale as sales amortisation. interested parties.
This % is set based on the combination of cost and
sales outlook. Except for completing certain data processing projects
■ In case of low sales, there will be a forced related to the last acquisition projects completed in 2013,
amortisation of up to 20% per year of the data set Fugro’s investment in the marine streamer seismic
cost. This means that the net book value of the data multi-client libraries as from the divestment of the
set will be reduced to zero five years at the latest majority of the Geoscience division on 31 January 2013
after the start of amortisation. onwards will be limited for example to reprocessing and
special processing to update and enhance the sales
The sales amortisation of the 3D data sets is between potential of the data sets in the library. In particular in
75 and 90% of each sale. the next couple of years Fugro expects to benefit from a
strong cash inflow from sales of its data sets. Sales
If there is an impairment trigger Fugro will impair thereafter are expected to continue over the full life
data sets faster than per the above mentioned model. time of the various data sets, but in aggregate are
expected to taper off in the next four to five years.

Working capital The interest is based on a grid and is Euribor plus 130
Working capital amounted to EUR 413.4 million at the BPS. The loans and facilities include, amongst others,
end of 2013 (2012: EUR 264.5 million) and can be the following covenants:
analysed as follows: ■ EBITDA / interest > 2.5
■ Debt / EBITDA < 3.0
■ Solvency > 33⅓ %
31 December 31 December
(x EUR million)
2013 1) 2012 2)
In 2013 Fugro granted a vendor loan to CGG, to be drawn
Inventories 27.6 21.3 in two tranches, for a total amount of EUR 225 million.
Trade and other receivables 867.5 837.6 CGG repaid an amount of EUR 112.5 million in August
Trade and other payables (483.7) (389.6) 2013, leaving a balance of EUR 112.5 million at year-end.
Net cash and cash equivalents 72.1 (129.9)
Other (70.1) (74.9) In 2013, a total amount of some EUR 793 million was
■ received from CGG which includes the repayment of the
Total 413.4 264.5 vendor loan of EUR 112.5 million. The proceeds were
used to repay outstanding bank facilities. No amounts are
1) Excluding assets and liabilities classified as held for sale. currently drawn under these facilities. This headroom
2) 2012 adjusted for accounting change multi-client data libraries. provides Fugro with ample funds to finance future
expansion.
Capital employed CASH FLOW

Capital employed increased from EUR 2,270 million in
2012 to EUR 2,689 million in 2013. This change is caused In 2013, the cash flow increased by 1% from EUR 400.1
amongst others by the Seabed Geosolutions joint venture million to EUR 404.3 million. Cash flow is here defined
(EUR 280.7 million) and the vendor loan to CGG as the profit for the period plus depreciation and
(EUR 112.5 million). amortisation. The expected future cash flow will enable
the company to stay within the current financing
Financial position covenants and to finance the committed investments
Fugro’s financial position remains healthy with net and pay out dividend. The cash flow per share equates
debt over EBITDA of around 1.53, comfortably below to EUR 5.00 (2012: EUR 4.99), an increase of 0.2%.
the threshold set by the company of less than 2.
The cash flow relating to sale of the majority of the
Solvency at the end of 2013 was 55.8% (ultimo 2012: Geoscience division to CGG is EUR 793 million,
46.9%). According to the loan covenants, the solvency consisting of an initial receipt of EUR 703 million, minus
ratio objective is to be at least 33 1/3%. settlement of one-off items including working capital of
At the end of 2013 the gearing amounted to 31% (2012: EUR 31 million, and receipt of EUR 112.5 million as
66%). repayment of the first tranche of the vendor loan. An
amount of EUR 225 million has not been paid to CGG, but
Return on capital employed used in a set off with respect to the acquisition of CGG
Return on capital employed was 8.2% in 2013 compared related business in the Seabed Geosolutions joint venture.
to 11.0% in 2012. The decline relates mainly to the
negative EBIT contribution from Seabed Geosolutions EXCHANGE RATES
and the increase in capital employed as described above.
In 2013, the average US dollar exchange rate decreased
Financing to EUR 0.75 (2012: EUR 0.78) the average exchange
In the second half of 2011, Fugro reached agreement with rate of the British pound decreased to EUR 1.18
27 US and UK based investors with respect to so called US (2012: EUR 1.23) and the average exchange rate of the
Private Placement loans (USPP) with a value expressed Australian dollar was EUR 0.72. As a result of fluctuations
in EUR 717 million. The original currencies are US dollar during the year, the net foreign exchange effect in the
826 million, EUR 35 million and British pound 67.5 profit and loss account in 2013 was EUR 4.3 million
million. The loans have a maturity of 7, 10 and 12 years positive (2012: EUR 10.1 million negative). Exchange
and have an average coupon of some 4.5%. differences were caused by the variance in exchange
Fugro also reached agreement in 2011 with a number rates between the entry date of trade receivables and
of individual banks for committed facilities up to a total the moment of receipt, the revaluation of balance sheet
value of EUR 775 million for 5 years. These facilities were positions and the realised exchange differences on
made available by eight internationally operating banks. foreign currency transactions.

Exchange rates
2013 2013 2012 2012 2011 2011
(in EUR) Year-end Average Year-end Average Year-end Average
US dollar 0.73 0.75 0.76 0.78 0.77 0.71

British pound 1.20 1.18 1.23 1.23 1.20 1.15
Australian dollar 0.65 0.72 0.79 0.81 0.79 0.75
Norwegian kroner 0.120 0.127 0.136 0.134 0.129 0.129
EMPLOYEES Despite the global shortage of specialists, Fugro has been

successful when it comes to recruiting experienced and
At the end of 2013 the number of employees was professional employees. Increasingly, this is coordinated
12,591 (2012: 12,165 excluding the geoscience staff of on a global basis. Fugro’s recruitment success is helped by
2,430 people that transferred to CGG in January 2013). the global spread of its activities and the opportunities
In a number of business units reductions in staff were that Fugro can offer to innovative and entrepreneurial
implemented during the year. The net effect of these staff.
reductions and new hires in business units where
market conditions were favourable, was an addition Fugro continues to invest in training and education
of 426 employees. This includes an increase of 282 staff in order to guarantee a high standard of services.
through acquisitions. The average number of employees Once again, as in prior years, recruiting young talent
for the financial year was 12,509 (2012: 11,961), was deemed critical in 2013. New employees are given
an increase of 4.6%. Fugro also works with a large group technical training and build expertise through on-the-job
of experienced and long serving freelance workers who training and by working together with experienced
are deployed on a project basis. The use of freelance employees in small teams on projects. Fugro also actively
workers provides Fugro with the flexibility to respond invests in ensuring a healthy and safe work environment.
to variations in manpower requirements. Fugro mainly
employs local employees and deploys a small number
of expatriates.
Personnel data
2013 2012 2011
Average number of employees

during the year 12,509 11,961 11,385
Revenue per employee
(x EUR 1,000) 193.8 181.0 163.2
Net revenue own services
per employee (x EUR 1,000) 113.6 114.7 109.0
Geographical distribution
at year-end
Europe 4,528 4,364 3,872
Africa 484 410 383
Middle East and India 2,187 1,780 1,748
Asia Pacific 2,336 2,449 2,218
Americas 3,056 3,162 3,274
■
Total 12,591 12,165 11,495

STRATEGY IMPLEMENTATION communications, with a drive to centralise these
functions so that the company can better leverage scale,
Performance compared to 2016 targets improve consistency and meet requirements in regards
The table below presents Fugro’s results in 2013 against to governance and control.
the 2016 targets. The table at this point is presented for A number of improvements have been made in the
information purposes only as the implementation of the financial organisation, aimed at supporting the new
updated strategy has only begun in the course of the regional business organisation. Options to improve
second half of 2013. The 2014 results will provide the the consolidation system were thoroughly reviewed,
first opportunity to meaningfully discuss the results in leading to the choice of the latest version of the Hyperion
light of the implementation of the updated strategy. Financial Management system. The implementation
is designed to also support regional data access and
These targets, and the comparable 2012 and 2013 consolidation. Implementation is well underway and
numbers mentioned in the table, exclude the multi-client is planned for completion by the end of 2014. Within the
business as this activity is non-strategic going forward. finance organisation, it has been decided to establish a
Key figures 2016 targets (excluding multi-client)
(x EUR million) Targets 2016 2013 Change % 2012
Revenue Average annual growth > 10%,

resulting in 2016 revenue of
3,300 – 3,700 2,307.2 7 2,165.0
EBIT margin Around 15% 10.5% 11.7%
Return on Capital Employed Around 14% 9.0% 11.1%
Net operating profit after tax

(NOPAT) 202.4 (2) 207.4
Capital employed 2,248.2 20 1,873.6
Regional organisation fully independent internal audit function and to enhance

Starting in 2012, first steps were taken to move to the corporate treasury function. A new group controller
a regional organisation. The main goal was to build a as of 1 February 2014 has been appointed, while the
stronger regional support base, improve collaboration recruitment of the head of internal audit is underway.
and achieve additional growth by being able to take on Further strengthening of the finance team and additional
larger multi-discipline projects. A key conclusion from improvements will continue in 2014. At the Annual
the strategy review was that the steps taken since the General Meeting in May 2014 Paul Verhagen
beginning of 2012 to support regional collaboration had will take over the CFO position from André Jonkman,
not yet achieved their goal, and that the regional Fugro’s current CFO.
organisation needed to be strengthened. This includes
giving full profit and loss responsibility to the regional During 2013 other corporate functions have been set
management teams within the divisions, building a up or strengthened. The company has set up investor
cross-divisional marketing and sales team in each region relations, communications and strategy functions and
to handle large opportunities and to coordinate relations recruited or appointed staff members to lead these
with large clients, and the appointment of regional senior functions. The QHSSE team was already in place, and
project directors to support tendering and execution of has been strengthened to support the development
large projects. At this point several of the main elements and implementation of standards and to audit field
of the new regional organisation have been put in place, performance. A key upgrade to the global HSSE reporting
and we expect to have implementation largely completed system has been rolled out, as well as a security
still in 2014. information portal. In human resources (HR) a single
cloud based solution has been selected for Fugro
Central organisation worldwide. Roll out started during the year and will
Another cornerstone of the strategy is to evolve be available to the majority of staff by year end 2014.
the support functions such as finance, human resource,
information technology, investor relations and

The system will serve as the backbone to implementing The current backlog, relative to 2013 revenue, equals
consistent HR practices through the company, and around nine months of revenue, which is relatively high.
will support management development and talent The most significant increase is in Geoscience, where
management. The Fugro Academy, which is critical to Fugro had a single OBN crew operational at the start
serving Fugro’s large training needs for new and existing of 2013, whereas since 16 February 2013 (establishment
staff, falls under the remit of HR, and continues to be of the joint venture) Seabed Geosolutions offers several
expanded. This year Fugro Academy built up and opened crews for OBN, OBC and shallow water work.
a new offshore training facility in the UK. Progress on the
implementation of various other important elements of Excluding Geoscience, the backlog growth at constant
the strategy update are discussed in the acquisition and exchange rates is a solid 8.8%.
joint venture sections on page 20 and in the divisional
sections starting page 36.
Backlog at the start of the year (for next 12 months)
Investments (x EUR million) 2014 2013 2012
In the strategic review, considerable attention was placed
on the investments required to achieve the growth and Geotechnical
return targets. It is expected that investment Onshore 263 245 257
commitments of in total around EUR 425 million Offshore 233 204 219
annually will be made during the coming years. This ■
includes on average around EUR 75 million for 496 449 476
acquisitions, EUR 25 million for research and
development and EUR 100 million for maintenance Survey 598 604 514
capex. The remainder, of around EUR 225 million per Subsea 420 394 294
year, is mostly for investments in vessels to replace old Geoscience (Seabed
tonnage and for fleet expansion, including the associated Geosolutions, 100%) 287 67 79
equipment. Acquisitions and investments for expansion
are flexible, allowing reduction in case of changing Total 1,801 1,514 1,363
market circumstances.
The investment program already committed for in 2012
and 2013 will be merged into the investment program
to implement the strategy. As further discussed on
page 25, per 31 December 2013 commitments are in POST BALANCE SHEET DATE EVENTS
place for four additional vessels for the Survey division to
replace aging vessels and expand capacity, and for On 3 March 2014, Fugro announced the completion
one deep water capable geotechnical vessel to replace of the acquisition of Roames Asset Services Pty Limited
aging vessels and increase capacity by virtue of higher (Roames), based in Brisbane, Australia, from Ergon
efficiency of the newer vessels. Energy Corporation Limited (Ergon). Roames specialises
in high-resolution mapping services and solutions forthe
electricity distribution sector. It uses airborne sensors
BACKLOG to generate accurate 3D models of electric power
transmission networks and surrounding vegetation.
At the beginning of 2014 the backlog of work to be In 2014, the Roames revenue is estimated to be around
carried out during 2014 amounted to EUR 1,800.8 EUR 7 million.
million.
As at 31 December 2013, Fugro has outstanding lease
Backlog comprises revenue for work to be carried out in receivables with Geo Pacific AS. Geo Pacific AS has a
the coming twelve months and includes uncompleted back-to-back lease arrangement for the vessel Geo Pacific
parts of ongoing projects and contracts awarded but not with Seabird Exploraton Plc (‘SBX’). As at 31 December
yet started. The proportion of these definite orders is 2013, the current and non-current lease receivables
66% (compared to 58% at the beginning of 2013) and amount to EUR 18.8 million (see notes 5.41 and 5.44).
the proportion of projects that have been identified On 26 February 2014, SBX communicated in their 2013
and are highly likely to be awarded is 34% of the total results announcement that the company might be subject
(compared to 42% at the beginning of 2013). The backlog to significant adverse effects if the company would not be
as reported is 18.9% higher than at the beginning of able to refinance its existing debt facilities. Should in
2013; at constant exchange rates the increase is 25.8%. future periods Geo Pacific AS and/or SBX not be able to
pay the contractual lease terms, Fugro may need to
impair its lease receivable.

MARKET DEVELOPMENT AND OUTLOOK A further point of reference for Fugro is the level of
awards won by the large offshore marine construction
Development oil and gas market contractors. Though the fourth quarter of 2013 showed
Fugro generates around 75% of its revenues from clients some tapering off, the overall level of awards in 2013 has
in the oil and gas business. Hence continued investment been at a record high. The company interprets the recent
by the upstream oil and gas industry in the exploration, tapering to be a natural correction balancing the record
development and production life cycle of oil and gas fields high level of awards earlier in 2013 rather than a sign of a
is critical to Fugro’s continued success. Various industry weakening market. Irrespective, the very high level of
investment outlook reports predict that oil companies’ awards in 2013 is expected to translate to growth in
global investments, onshore and offshore, continue to subsea work in the coming two to three years, which
grow albeit no longer at double digit figures seen in much should benefit Fugro.
of the last decade. Industry forecasts indicate increasing For the upstream oil and gas segment the company
focus on the Middle East and renewed interest in the USA remains confident about the growth scenario
both onshore and offshore. Deepwater spending, to which underpinning the strategy update, be it that some of the
Fugro has a broad exposure, is expected to continue its developments described above becoming more
significant growth over the coming years (source: pronounced could lead to lowering of the growth rate
Douglas Westwood World Deepwater Market Forecast over the short to medium term.
2013-2017). At the same time several of the major oil
companies have recently announced their intention to For the short term, the most important market indicator
become more disciplined about their investments and is the oil price. Clients are expected to reduce
returns by stabilising exploration spending, by delaying expenditure if the oil price drops from its current levels
selected large projects and by asset sales, rather than of around USD 110 per barrel (Brent) to below a level of
across the board spending stabilisation or reduction. The USD 95 - 100 per barrel. Clients will generally first cut
deceleration in spending growth by the majors is exploration spending. Following the divestment of the
expected to be partly compensated by increased spending exploration related activities, Fugro has moved away
growth by NOCs to fulfil domestic strategic agendas and from exploration to the later part of the field life cycle
smaller oil companies that are acquiring assets from the including the pre-development, development and
majors. production phases of the oil and gas field life cycle.
Investments by oil and gas companies in this part of the
The combination of demand for oil and gas and natural field life cycle are less volatile than exploration.
depletion of reservoirs as they are produced drives the
upstream oil and gas industry. Depletion means that While the majority of Fugro’s oil and gas revenues comes
every year less oil and gas is recovered from reservoirs from the upstream oil and gas industry, the downstream
under production. business segment is of increasing interest. In downstream
Demand remains strong and recently the International Fugro is involved in construction projects for liquefied
Energy Agency (IEA) raised its global demand forecast natural gas (LNG) plants, refineries and pipelines.
as a result of the strongest growth in the US in a decade. Fugro has a small but increasing exposure to this market,
Depletion is a more important long term investment where many new LNG facilities, refineries and pipelines
driver. The average depletion rate for oil reservoirs is now are being developed. This will continue to benefit the
estimated to be 6 to 7% per year, and it continues to onshore and nearshore geotechnical and survey activities
increase. Current depletion rates imply that around 50% of Fugro. Driving part of the growth in this market is that
of oil production needs to be replaced every 10 years to projects often tend to be large and multi-disciplinary in
cover depletion. As sources of easy oil and gas run out, nature and can also incorporate offshore work. Fugro is
cover for demand growth and depletion will for a uniquely capable in delivering on large, multi-discipline
significant part come from offshore fields that must be projects. In addition, many of these projects are in
found, developed and produced. Increasingly this will emerging economies, where few other geotechnical and
be from deep water fields. This plays to Fugro’s strengths survey companies offer local support.
in all its offshore services offered by the Survey,
Geotechnical, Subsea Services divisions and Seabed
Geosolutions.

Development sustainable energy, growth is in Seabed Geosolutions, the backlog growth for
infrastructure and building, mining and the Survey, Geotechnical and Subsea divisions is a
public sector markets healthy 9%. Recent awards are further strengthening the
The remaining revenue of Fugro of about 25% is backlog. Next to supporting growth, the backlog should
generated in the sustainable energy, infrastructure and support stable performance with potential for
building, mining, water management and other public improvement. For multi-client we expect to see the
sector markets. In renewable energy Fugro focuses on normal profile for existing libraries develop, whereby the
offshore wind farms, where it is the largest provider of sales will taper off over time, in particular in the next
services to optimally locate and provide advice for the four to five years.
foundation design of wind turbines. In addition Fugro
provides power cable routing, specialist construction and As described above, the growth in oil and gas investments
installation support, and maintenance and repair is decelerating, At this point in time it is too early to
services. The market for offshore wind farms is best determine if this will significantly impact Fugro. Should
developed in Europe following European Union targets there be a significant impact on growth, Fugro expects to
for use of renewable energy. The renewable energy reduce its investments in its growth, in particular in the
market in Europe is currently slowing down as subsidies expansion of the vessel fleet. This would negatively
are reduced under austerity programs, but in the next few impact the targeted annual revenue growth rate of at
years is expected to recover as economics of the least 10%.
technologies that are applied improve and to meet Backlog is strong and supports achieving growth in 2014.
sustainable energy targets. In addition, offshore wind There is no indication at this point of deterioration of the
farm activity is building up elsewhere. For example in E&P market relevant to Fugro. For its full range of
the USA, Fugro is strongly involved in the development activities Fugro sees good opportunities in emerging
of the first offshore wind farm. markets. Management is comfortable that the market
outlook supports the ‘Growth through Leadership’
Infrastructure and building and water management strategy and related 2016 targets.
markets are strongly dependent on the performance of
local and regional economies and levels of government Board of Management declaration pursuant
spending. As a result we expect to see continued slow to section 5:25c of the Financial Markets
markets in Europe for some time, some improvement in Supervision Act in the Netherlands
the USA, continued buoyant markets in places like Hong To the best of the Board of Management’s knowledge the
Kong, and a positive development in selected emerging financial statements (pages 108 to 201) give a true and
markets such as Central Asia, the Middle East and parts fair view of the assets, liabilities, financial position and
of Africa. Fugro is already well placed in many of these profit or loss of Fugro N.V. and the companies included
emerging markets or is building up positions, for example jointly in the consolidation, and the annual report gives a
through the recent opening of an office in Mozambique true and fair view of the situation on the balance sheet
and entry into a joint venture in Iraq. Fugro’s local date and the business development during the financial
presence and capability to take on larger, more complex year of Fugro N.V. and the Group companies for which the
projects in which a range of survey and geotechnical financial information is recognised in its financial
services are bundled should serve it well in these statements. The principal risks and uncertainties with
upcoming markets. which Fugro N.V. is confronted, are described in this
Annual Report.
The mining sector is a relatively small but growing
market for Fugro, even in the current down cycle in this Leidschendam, 6 March 2014
industry. Fugro supplies a range of survey and
geotechnical services for the infrastructure associated P. van Riel, Chairman Board of Management /
with the mines, and offers exploration drilling services Chief Executive Officer
using geotechnical equipment. A. Jonkman, Chief Financial Officer
W.S. Rainey, Director Geotechnical division
Outlook S.J. Thomson, Director Subsea Services/
The outlook for the markets in which Fugro operates in Geoscience division
aggregate continues to support the Growth through P.A.H. Verhagen, Member Board of Management
Leadership strategy as formulated during 2013 and the
related 2016 targets.
The backlog supports achieving further growth in 2014.

Corrected for exchange rate effects, the backlog is 26%
higher than a year ago. Though most of the backlog

OVERVIEW IMPORTANT CONTRACTS
AMERICAS United States of America Fugro completed preliminary

civil and construction land surveys of 350 miles of
Brazil Under a contract awarded by Repsol Sinopec 20-inch pipeline located in North Texas, that is used
Brazil, Fugro was contracted to deliver geophysical, for transporting natural gas liquids from the Denver-
geotechnical and metocean services to support the Julesburg shale basin to the Gulf Coast. Similarly,
development of Block BM-C-33. The multi-disciplinary a 12-inch pipeline from Texas to Louisiana was
project includes a marine survey campaign which surveyed; the ecological project scope included wetland
involves Fugro’s newest offshore survey vessel, Fugro delineations and endangered species surveys.
Brasilis, along with the multi-purpose survey vessel,
Geo Prospector, and an autonomous underwater vehicle
(AUV). EUROPE & CASPIAN
Brazil Fugro was awarded a four year contract starting Azerbaijan Fugro was awarded a seabed survey of over
the first quarter of 2014 to provide a remotely operated 11,000km in Total’s Absheron field. For this project,
vehicle (ROV) and survey and positioning services to Fugro in Azerbaijan cooperates closely with Fugro in the
Petrobras. The contract has an option for another four United Kingdom to support AUV operations and for data
year extension. This contract strengthens Fugro’s position interpretation.
as the leading supplier of ROV services in the Inspection,
repair and maintenance (IRM) market in Brazil with Azerbaijan & Kazakhstan Fugro won onshore
eight tri-partite contracts for Petrobras. geotechnical site investigation work for refineries in
Azerbaijan. TengizChevrOil awarded a four year call-off
Brazil Seabed Geosolutions executed an ocean bottom contract for site investigations and topographic surveys
node (OBN) 4D survey, covering 232km2 of the Chevron for their new refinery site in Kazakhstan.
Frade field. This is the first deepwater autonomous node
project conducted in Brazil. Norway Fugro has been awarded a hydrographic
charting contract with the Norwegian Hydrographic
Canada Fugro performed onshore and offshore Service. This survey is part of the Mareano project
geotechnical and geophysical site investigations in covering approximately 41,000km2 and is in addition
support of the design for the Pacific Northwest’s liquefied to the earlier awarded 11,000km2 in the Barents and
natural gas (LNG) export facility on the West coast of in Norwegian Seas.
Canada.
United Kingdom Early 2014, Fugro was awarded two
Mexico Fugro was awarded a contract by PEMEX for contracts to perform cable burial and survey operations
ultra deepwater geotechnical and pilot hole drilling and at two wind farm sites. The first contract is for CT
logging services for de-risking of drilling locations and Offshore at RWE Innogy’s Gwynt y Môr Offshore Wind
field developments. This contract represents an example Farm located in Liverpool Bay. The second contract is
of the Fugro synergy employed on deepwater deephole a similar work-scope at a wind-farm located off the East
drilling for well support. coast of the United Kingdom.
United States of America The transportation United Kingdom Fugro undertook a major geotechnical
department of the State of Pennsylvania awarded Fugro site investigation project off the south coast for a
Roadware a multi-year contract for automated pavement multi-national power generation and supply company.
data collection. The contract consists of collecting The work consisted of shallow seabed and borehole
pavement data on nearly 27,000 miles of highways sampling using a geotechnical vessel, along with
annually. laboratory testing, analysis and reporting, to support
the design and installation of wind turbines.

AFRICA ASIA PACIFIC
Angola Total (E&P) Angola extended its survey and Australia Fugro was awarded a contract by Subsea 7
positioning services agreement with Fugro for another to provide survey services on the Chevron Gorgon
three years to support drilling operations for the This project ranging water depths from 200m to 1,350m
development in offshore Blocks 17 and 32. Similarly, Esso is one of the largest seabed metrology projects
extended the three year frame agreement for Block 15. undertaken globally.
Ghana Fugro undertook a major multi-discipline China Fugro carried out a deepwater gas hydrates
deepwater project for a multinational oil and gas investigation in the South China Sea for the Guangzhou
company. The work consisted of integrated hydrographic, office of the China Geological Survey.
metocean, geophysical, geological, environmental and
geotechnical data acquisition and consultancy, to support Hong Kong Fugro conducted nearshore site investigation
the design and installation of new offshore deepwater and geomonitoring work for infrastructure projects
oil and gas floating production, storage and offloading associated with the Hong Kong - Zhuhai - Macao Bridge, as
(FPSO) production facilities. well as other railway and airport-related developments in
the territory.
Madagascar Fugro was contracted by South Atlantic
Petroleum (SAPETRO) to acquire geophysical data to Indonesia Fugro completed a detailed marine survey
provide seep-mapping and interpretation of geology and for the pipeline route from the Greater Sunrise Gas Field
shallow fluid migration systems. The main objective of to onshore Timor Leste.
this project was to scientifically identify and sample areas
where there may be naturally occurring seeping or Malaysia Early 2014, Seabed Geosolutions secured
venting of hydrocarbon-rich fluids. a contract with Petronas for an ocean bottom cable
(OBC) services for the Temana and D18 fields. The project
Mozambique Fugro is providing multi-discipline will start at the end of the first quarter of 2014 and is
services to ENI to support detailed engineering and expected to take approximately six months
design for the development of the Mamba field. to complete.
It includes multi-year metocean and geotechnical
program, and the AUV survey completed by Fugro to Malaysia Fugro Subsea Services has been awarded
date. a five year contract by Shell in Malaysia for the
provision of IRM services for their subsea infrastructure.
Fugro can meet the program objectives with its fleet
MIDDLE EAST & INDIA which will support a strong utilisation of the existing
fleet. The program is expected to start in the second
Iraq The joint venture for geotechnical and survey quarter of 2014.
services secured several geotechnical contracts for
international oil companies and engineering, Russia Fugro was awarded a contract by OJSC
procurement and construction firms. Mezhregiontruboprovodstroy to supply the Southern
Ocean to perform installation and support activities at
Qatar Qatar is investing heavily in infrastructure, the remote Kirinskoye Gas Condensate Field, a part of the
subways, road networks, stadiums, ports and airports. Sakhalin 3 Development.
Fugro was awarded geotechnical work along three new
metro lines, a new football stadium and a new port,
all in connection with the FIFA World Cup in 2022.
Middle East region Fugro was awarded a number of

major survey projects in the region. The projects make
use of Fugro’s ‘state of the art’ hydrographic survey
technology, including bathymetric LiDAR (laser based)
and multi-beam sonar, deployed from Fugro’s survey
aircraft and purpose built vessels. The work will continue
well into 2015.

GEOTECHNICAL DIVISION The renewable market (wind farm) progressed in Europe
to achieve renewable energy usage targets but demand is
Discussion of results slowing compared to previous years. The geotechnical
Revenue for the division was EUR 702 million (2012: site investigations for wind turbine foundations and
EUR 723 million), a decline of 3%. Corrected for the corridors for power cable installations continued,
negative exchange rate effect, revenue increased with particularly in the North Sea. Renewable energy is
1%. The onshore activities generated revenues of however not self-sustaining financially and requires
EUR 421 million (2012: EUR 423 million) and the government subsidies to persevere in Europe.
offshore business line contributed EUR 282 million Consequently there is a great focus on cost reduction
(2012: EUR 300 million). Results from operating by clients which brings geoconsultancy opportunities
activities (EBIT) were EUR 98 million (2012: EUR 90 for Fugro via integrated seabed topography, metocean,
million) corresponding to an EBIT margin of 13.9% ground modeling and optimised site investigations.
(2012: 12.4%). Apart from the negative exchange rate
effect, the decline in the revenue compared to last year For the onshore business, the advancement of
was due to revenue of around EUR 30 million being horizontal drilling and fracturing has allowed access to
recorded in the Subsea Services division that has supplied unconventional shale gas which has led to an abundance
the vessels and other resources, and not from a shortage of gas reserves and resultant LNG export projects on the
of work. Owing to operational synergies, the EBIT margin Gulf Coast and Pacific Coast of the USA, and in British
increased significantly from the previous year while the Columbia, Canada. Fugro is involved in all of the LNG
return on capital employed decreased slightly due to a plants and terminals presently underway in each of these
timing issue related to expenditures on the new build areas. Natural gas prices are staying high in Asia as
vessel at year-end and associated projects only starting demand for liquefied natural gas as a replacement for
in 2014. coal and nuclear power is expected to outstrip supply in
China, India, Korea and Japan for the foreseeable future.
Course of business
The offshore geotechnical business continues to prosper This will provide new incentives for further development
from a growth in demand for both oil and gas globally of deepwater gas fields and associated LNG facilities in
and stable oil prices. An increase in energy requirements East Africa and Asia, and expansion of existing plants
from developing countries like China and India coupled under construction in Australia. As well, our outlook
with the prospect of maturing onshore reservoirs, continues to improve in emerging markets such as
diminishing shallow water production and scarcer Kazakhstan, Azerbaijan, Turkey, Cameroon, Iraq and
conventional prospects worldwide means that the remote Qatar with a significant increase in full services
deepwater fields are being developed more actively. supporting energy related projects. Activities in Saudi
Consequently, the deepwater market outlook is strong Arabia continue to generate robust results as does
with development moving to the frontier fields of the infrastructure work for the government in Hong Kong.
trans-Atlantic area between the Gulf of Mexico, The onshore geotechnical workload was weak in Europe
Brazil and West Africa, all where Fugro is active. where infrastructure projects are generally dependent on
government budgets. This specific type of activity is not
Natural gas discoveries in East Africa (Mozambique and expected to rebound in the short term due to widespread
Tanzania) have elevated this region as a new deepwater government debt and high energy costs, and Fugro is
focus area and significant work has been completed to re-distributing technical staff and heavy equipment
support these field developments.
Key figures Geotechnical Change

(amounts x EUR 1 million) 2013 (%) 2012 2011
Revenue 702 (3) 723 670

Results from operating activities (EBIT)* 98 9 90 92
EBIT margin (%)* 13.9 12.4 13.7
Depreciation of tangible fixed assets 43 (7) 46 43

Capital employed 653 12 582 493
* Includes pro-rata allocation of formerly unallocated other corporate expenses and finance income over the divisions as per 2011, based on revenue.
The historical numbers have been adjusted for comparison purposes.

Newly-built geotechnical vessel Fugro Voyager,
Singapore.
resources (drill rigs and CPT trucks) to fulfil the needs Fugro entered the new seabed-based robotic drilling
of emerging markets in the developing world. marketplace in 2012 by forming a joint venture company,
Seafloor Geotec, with Gregg Marine of the United States.
As a leading overwater marine contractor, Fugro is also In 2013, Fugro initiated projects by deploying the robotic
delivering nearshore geotechnical investigation and seabed technology on rock and soil investigations in
specialist foundation solutions to the energy and deepwater for oil and gas companies globally.
resources sectors, as well as meeting the requirements
of civil engineering infrastructure projects such as As part of the continuing global fleet replacement
bridges, ports and harbour developments. program where older tonnage is being replaced with new,
modern vessels, Fugro Voyager, a purpose built 83-metre
For the mining sector, the division is providing geotechnical drilling vessel with dynamic positioning
geotechnical engineering services during the installation (DP2) and specifically designed to address the varied
of foundation systems at new oil sands and potash mining demands of the deepwater market in Southeast Asia,
operations in Canada as well as at new mine sites in was delivered. A similar vessel, Fugro Scout, is expected
South America and other projects in Africa and Asia. in 2014 for global deployment while a third vessel built
for northern European waters is anticipated in 2016.
The geoconsulting business continues to grow globally
due to the nature of the larger remote and technically The results in 2013 demonstrate the success of leveraging
demanding projects. To increase the share of this business scale in capturing market in high growth deepwater
particularly where a stronger geographical presence for frontier regions and contracting large, integrated
both onshore and offshore can be built, Fugro acquired multi-discipline projects especially in emerging
Advanced Geomechanics in Perth Australia, a consulting economies. Success has also come from establishing joint
company that provides highly specialised geotechnical ventures in each of the emerging countries with
and geophysical engineering and consulting services to opportunities and building a strong local content to
the oil and gas sector in Australia and worldwide. support future work. The division maintained its market
position in sustainable energy, mining and general
The company will contribute to Fugro’s strategy of infrastructure markets while relocating from slower
providing clients with fully integrated consulting growth markets like Europe and replacing older vessels.
solutions from data acquisition through engineering
advice. They will play a role in expanding the
geoconsultancy globally.
To target the growing well services industry globally

using high-end geotechnical resources, Fugro formed a
joint venture with a Malaysia oilfield services company,
Bumi Armada Berhad. The new joint venture, in which
Fugro has a 49% interest and Bumi Armada 51%, features
an integrated team with members from both companies
having skills in marine operations, well intervention
and drilling operations.

SURVEY DIVISION Survey had a slow start to 2013. The geophysical vessel
activity picked up in the second quarter of the year and
Discussion of results remained solid until year-end, with the relatively high
As per January 2013 Subsea Services, which was formerly level of activity in the fourth quarter compensating for
part of the Survey division, is reported separately. the slow start. In Europe there was good demand for
In the year under review the Survey division achieved survey services from the oil and gas industry. Demand
revenue of EUR 900 million, an increased of 8% from the renewables sector weakened as the drive from
compared to 2012. Excluding the negative exchange rate the European Union to increase power generation from
effect, revenue increase with 13%. The result from renewable sources has faltered as Europe refocused on
operating activities (EBIT) decreased by 10% to EUR 166 dealing with the recession. Demand is not expected to
million (2012: EUR 185 million) equating to an EBIT pick up until 2016 when the deeper water North Sea wind
margin of 18.5% (2012: 22.1%). The decrease in EBIT farm construction projects start. The Echo Surveyor VI,
and margin was caused by: low, partially weather related, Survey’s latest AUV, concluded operations for Caspian’s
utilisation in the first quarter; increased third party costs; Absheron development, resulting in high quality data
increased costs for personnel recruitment and training; deliverables.
and some increase in price pressure. Moreover, losses
increased in aerial mapping as the market, which relies The Americas region is affected by reduced activity on
on government funding, weakened further. Capital the Gulf of Mexico’s shelf, which is partially compensated
employed increased by 13% mostly due to the additional by deep water construction support activities and high
investments in the specialised survey fleet. demand for survey services in Mexico and the Caribbean.
In Brazil Fugro suffered from operational downtime of
Course of business the Fugro Odyssey at the start of the year, which was
The divisions’ activities are dominated by the resource solved when the vessel was replaced by the new
exploration and production industry, primarily related purpose-built Fugro Brasilis. The African region
to oil and gas. Therefore the oil price and the prevailing continued to grow steadily, supported by large
oil industry investment climate remain key factors for multi-divisional projects in West and East Africa.
this business globally. Offshore services extend from Several recently extended long-term frame agreements
geophysical and geological surveys and sea bed mapping for survey and positioning support services will further
to positioning services for a wide variety of applications strengthen the expansion in this region. In the Middle
and users. As part of providing an encompassing service, East the division secured a number of significant projects
Fugro also offers meteorological, oceanographic and which will result in further growth in the region.
marine environmental services and studies. Onshore The permitting and planning phase of a large LiDAR
operations include land and airborne surveys and (measuring system based on laser technology) and
mapping, principally for infrastructure development bathymetric survey of the Red Sea started in December.
and maintenance, and increasingly the oil and gas India and also Egypt managed to contribute well, despite
industry. The division is established globally with the unstable political situation in that country. In the
offices at all major centres from which the oil and gas Asia-Pacific region the fleet was expanded in 2012 and
industry operates. this has proven successful with the region producing
good results.
Key figures Survey Change

Revenue 900 8 835 751

Results from operating activities (EBIT)* 166 (10) 185 191
EBIT margin (%)* 18.5 22.1 25.4
Depreciation of tangible fixed assets 59 7 55 41

* Includes pro-rata distribution of allocation of formerly unallocated other corporate expenses and finance income over the divisions as per 2011, based on revenue.

Checking equipment prior to survey operations in Sharjah,
United Arab Emirates
Throughout the year the onshore geospatial business A number of areas in the world with emerging economies
line was affected by a low activity level in aerial mapping will become important growth markets for the division
services. This indicates that the market conditions are and Fugro as a whole. The African continent is a good
not yet improving and resulted in heavy competition and example of this. This year, Fugro opened an office in
price pressure. Poor weather conditions in Europe and Maputo, Mozambique. Other countries in East Africa,
Americas contributed further to the disappointing like Tanzania, Kenya, Uganda and Madagascar are
performance of these activities. Further steps have been expected to follow and will benefit from new oil and
taken to reduce costs. In addition, the business is being gas developments. West Africa will continue to be an
reoriented to becoming a solutions provider rather than important growth market for Fugro. In Angola, Fugro
just undertaking the collection of data. The terrestrial will strengthen its position with a new, expanded office
survey part of the geospatial business line showed good with warehouse and laboratory facilities as of the second
returns and selected niche services will be further quarter of 2014. The new infrastructure will allow
expanded around the globe. Fugro to support a wider range of Fugro services locally.
The global positioning signal services business showed Technology is key for the growth of the division.
good results and steady growth in all product lines. The newly developed remote survey operations services
The positioning business serves well over two thousand (OARS), which reduces the amount of time that operators
high-end vessels from all segments of the offshore oil and have to spend offshore, will be rolled out in 2014 in the
gas sector, cruise vessels, merchant marine and research Gulf of Mexico. In 2014 the newest AUV, which is 4,500m
vessels. The oceanography and meteorology services water depth rated, camera capable, and rough seas
contributed well in 2013. Increasingly, this business launch and recovery ready, will be taken into operation.
is deriving its revenue from long term contracts for
permanent monitoring systems deployed on FPSOs, During the year, two purpose-built vessels were brought
drill ships and mobile platforms. to the market: the Fugro Helmert and Fugro Brasilis.
Both vessels have already secured a solid backlog for
In August 2013, Fugro signed a ten-year extension of 2014. Currently, the division has four dedicated, built
the joint venture with China Oilfield Services Ltd (COSL). to high specifications survey vessels under construction.
The joint venture, named China Offshore Fugro Three of these will be delivered during 2014, of which
Geosolutions (COFG) and in which Fugro holds 50%, two will bring additional capacity. With the ongoing
has been operating successfully in the Chinese offshore renewal and expansion program of the survey fleet and
environment since 1983. Services provided include associated investments in state-of-the-art technology,
precise navigation services, subsea positioning, the division is in the process of capturing the growth in
construction support services and remotely operated the market, in order to reach the targeted acceleration
vehicle (ROV) services. At the end of the year, Fugro also in the growth of the division.
reached agreement with the State Oil Company of the
Azerbaijan Republic (SOCAR) to form a new joint venture
for the performance of bathymetric, geophysical &
geotechnical surveys, the provision of autonomous
underwater vehicles (AUVs) and ROVs, diving services
and general positioning support, both onshore and
offshore, throughout Azerbaijan.

SUBSEA SERVICES DIVISION Starting 1 January 2013, Subsea Services is reported as a
separate division, previously having been reported on
Discussion of results as part of the Survey division. The first part of the year
In its first year as a separate segment, the Subsea Services included a detailed analysis of the historical performance
division achieved revenue of EUR 574 million, an of the subsea business, as an integral part of Fugro’s
increase of 4% compared to 2012. Corrected for the strategic review process. The result of this was a business
negative exchange rate effect, revenue increased with re-focussing program with emphasis on profitability
9%. The result from operating activities (EBIT) increased improvement and includes three elements: improvement
from EUR 24 million negative to EUR 13 million positive, in on-going performance, restructuring and a profit
due to the improvement in underlying results and the fact improvement program.
that the 2012 EBIT includes a EUR 22 million write-off on
a minority participation in Expro AX-S Technology that The improvement in ongoing business as announced
went into receivership. Capital employed increased only as part of the strategic update is evolving as planned.
moderately due to investment in operating equipment Europe experienced good performance in its core
(largely ROVs). business after a slow first quarter, but was weighed down
by underutilisation in its still-young trenching activity,
Course of business while in West Africa the diving services performed
The Subsea Services division activities continued to be poorly. As a result of the latter, the office of Fugro RUE AS
dominated by the oil and gas industry and, in particular, in Norway was closed and its activities were transferred
the offshore development and production activities to other Fugro operating companies. In Brazil, results
of this industry. The relatively stable oil price and the were negatively impacted by delayed delivery and the
investment climate surrounding the development of commissioning of two new diving support vessels under
new oil and gas reservoirs, especially in deeper marine the two latest long term tri-partite agreements. Towards
environments, were factors supporting the primary year-end the performance of these two vessels improved.
market demand for its services. However, the division We expect this improvement to continue in 2014
also supplies services to the renewable energy sector and reach a satisfactory level by the end of that year.
such as offshore wind farm development projects. Other vessels used for the projects in Brazil are generally
The capabilities of the division range from the support performing satisfactorily. As a result of reviewing the
of drilling, provision of support services for field commercial environment related to tri-partite
development and construction, to inspection, repair agreements in Brazil, we have taken a more conservative
and maintenance on subsea infrastructure, through to approach to bidding for new contracts. During the year,
the design and build of complex, bespoke remote systems Fugro was awarded the Lot “B” Inspection, Repair and
and tools. The division carries this out using a large fleet Maintenance (IRM) contract which is slated to begin
of remotely operated vehicles (ROVs) and a specialist in 2014.
fleet of support vessels. that are mostly chartered.
The division is established globally with major centres
covering most principle regions of oil and gas industry
operations.
Key figures Subsea Change

Revenue 574 4 554 440

Results from operating activities (EBIT)* 13 (24)** 14
EBIT margin (%)* 2.3 (4.3) 3.2
Depreciation of tangible fixed assets 53 8 49 43

* Includes pro-rata distribution of allocation of formerly unallocated other corporate expenses and finance income over the divisions as per 2011, based on revenue.
** Includes the write off on a minority participation in Expro AX-S Technology in 2012 that went into receivership for an amount of EUR 22 million.

Recovery of a remotely operated vehicle (ROV)
on board a ROV support vessel Island Spirit, Brazil.
The Middle East performed significantly better in

2013 compared to 2012. This was amongst others due to
management changes initiated in late 2012. However, the
market remains very competitive and local developments
in such countries as Egypt have resulted in higher
accounts receivable than planned. In Asia-Pacific, Fugro
recorded a better result than the previous year with
good fleet utilisation throughout most of the year and
good feedback from clients on vessel, project and HSSE
management. The ROV fleet continued its renewal
program. For the second year in a row, although the
ROV fleet size did not increase, the volume of ROV work
executed reached a new high. Any future expansion of
the ROV fleet will follow demand.
In 2013 the diving services company DCN Global in Abu

Dhabi was acquired. Through this acquisition Fugro can
now offer bundled IRM services to its Middle East clients,
and leverage the combination of subsea and survey
services in order to make it easier for clients to manage
their complex projects. DCN’s expertise will assist in
creating a global diving ability to complement Fugro’s
Brazilian capability. By the end of the year the integration
of DCN into Fugro’s Abu Dhabi operations was
successfully completed.
Early 2014, Fugro was awarded two contracts to perform

trenching and survey operations at two wind farm sites.
The first contract is for CT Offshore at RWE Innogy’s
Gwynt y Môr Offshore Wind Farm located in Liverpool
Bay. The second contract is a similar work-scope at a
wind-farm located off the East coast of the United
Kingdom. Also at the beginning of 2014, Fugro was
awarded a five year contract by Shell in Malaysia for the
provision of IRM services of their subsea infrastructure.
Fugro expects to engage most of its Asia Pacific subsea
fleet over the duration of the contract, which is expected
to commence in the second quarter of 2014.

GEOSCIENCE DIVISION Capital employed increased from EUR 513 million in
2012 to EUR 779 million in 2013 due to the start of
Discussion of results Seabed Geosolutions per 16 February 2013.
In 2013, the Geoscience division reported a revenue
increase from EUR 53 million to EUR 248 million. Course of business
This increase was entirely related to the fact that in 2012 The majority of the activities comprising the former
and January 2013 the multi-client sales were reported Geoscience division were sold to CGG in January 2013
as discontinued operations. Revenue including Fugro’s Geoscience activities post the CGG transaction
multi-client (for the full period) declined by 9% to include a 60% controlling interest in the Seabed
EUR 261 million; the EUR 120 million revenue from Geosolutions joint venture with CGG (40%)
Seabed Geosolutions was largely offset by the decline in and sales from the 2D and 3D multi-client data library
multi-client revenue (EUR 129 million in 2013 compared and some minor residual activities.
to EUR 235 million in 2012). Corrected for the negative
exchange rate effect, revenue declined by 6%. Sales activities for the multi-client data library are
Results from operating activities (EBIT) amounted to effected through non- exclusive agreements with
EUR 10 million negative (2012: EUR 56 million). third-parties, the primary ones being CGG for the 3D
The decrease was caused by the EUR 55 million loss of library and TGS for the 2D library. Other parties can be
Seabed Geosolutions and a lower result on multi-client contracted to enter into a sales relationship with Fugro
sales, in part offset by the special gain on the sale of the for any part of the library.
technology licences of EUR 18.5 million.
Seabed Geosolutions suffered in the first year of its

existence due to low utilisation of the OBC activities as
clients took longer than expected to award contracts
and start-up issues as a newly established company.
In multi-client, sales were slower than expected,
specifically in Australia and due to some delays in the
Norwegian bid round.
Key figures Geoscience, continued 1 Change

(amounts x EUR million) 2013 (%) 2012 2011
Revenue (as reported) 248 53 (3)

of which Seabed Geosolutions 2 120 – –
Revenue including multi-client 3 261 (9) 288 153

Results from operating activities (EBIT) 4 (10) 56 55

of which Seabed Geosolutions 2 (55) – –
EBIT margin (%) (4.0)
Depreciation of tangible fixed assets 24 6 –


1 The activities that have been sold to CGG, representing the majority of the Geoscience division, are reported as discontinued operations (see page 139 of Financial statements
for the discontinued revenue). The multi-client seismic data library was retained by Fugro. In accordance with IFRS the related revenue was also reported as discontinued
up to and including 31 January 2013, while the results and assets of multi-client were reported as continued. As from 1 February 2013, the multi-client sales are included
in continued operations.
2 Seabed Geosolutions: 100% consolidated.
3 For comparison reasons we have included the line ‘revenue including multi-client’, which includes multi-client sales during the full period (2011, 2012 and 2013)
4 Includes pro-rata distribution of allocation of formerly unallocated other corporate expenses and finance income over the divisions as per 2011, based on revenue.

Caption: Ocean bottom nodes deployment,
Middle East
Seabed Geosolutions was formed on 16 February 2013 Multi-client data sales in 2013 varied regionally.
by merging the OBN and OBC operations of the parent The activity levels in the Gulf of Mexico and Australia
companies. Several months were spent on the start-up in were lower than expected. The licensing round in
which the management, organisation and infrastructure Western Australia resulted in some licenses going back to
of the new company were established, while at the same existing lease holders. This has delayed the opportunity
time executing on-going contracts. The pipeline of for additional data sales. In Norway the licensing round
pending projects was attractive at inception, comprised areas well covered by Fugro data and resulting
unfortunately several of these took longer than expected sales were satisfactory, although there has been some
to mature into contracts. This was especially the case for slip into 2014 following the delay in the announcement
OBC activities. OBN activity levels were good although of the 2013 licencing round. The revenue resulted in a
operational teething problems led to disappointing significant reduction of the net book value of the library
results in the year. Underlying demand in the market through sales amortisation. Currency effects also resulted
was good and prospects for the foreseeable future also in a reduction of the net book value. Fugro made limited
appear positive. investment in multi-client data during the year. This was
restricted to concluding data acquisition and processing
A significant part of the seabed geophysics market is projects which had already been committed to prior
comprised of a relatively small number of large contracts. to the transaction with CGG and some reprocessing
This results in a lumpy project pipeline where to enhance sales value of existing data sets. Minor
maintaining satisfactory average utilisation will be a investments, mostly in reprocessing, will continue as
challenge. The main regions of Seabed Geosolutions market opportunities arise and underwriting levels
activity for 2013 were West Africa and the Gulf of Mexico support.
for repeat clients, These are oil and gas provinces where
the use of seabed geophysics to design optimum reservoir
development is well established.

MARKET
LEADERSHIP
Fugro strives to develop and maintain leadership
positions in each of its markets.
Fugro has achieved global market leadership in

the offshore geotechnical and offshore survey
markets by offering good solutions on a global
basis and through organic growth complemented
with strategic acquisitions. Fugro also has leading
positions in seabed geophysics and in subsea
and onshore geotechnical services on a regional
basis.
The market leader is often instrumental in

research and development and is frequently first
to the market with ground-breaking technology,
thereby creating an immediate advantage over
the competition. The market leader also has
scale advantages.
Market leadership bears the responsibility of developing

services in an innovative way, leading the market in values
and sustainability, and offering a safe working environment
that attracts the best people in the business.
Example: Offshore Geotechnical

With the largest fleet of dedicated geotechnical vessels,
Fugro is the leader in the offshore geotechnical market.
Fugro has achieved this position by building a superior
technically competent staff who work closely with clients to
meet their requirements for global solutions all environments.
Fugro combines geotechnical data acquisition with in-house
laboratory testing and analysis and consulting to provide
solutions that support optimal foundation design and
address soil stability issues.
Example: Offshore Survey

Over the years, by combining organic growth with
acquisitions, Fugro has become the largest provider of
offshore survey services. These services are provided
globally and run from nearshore to deep water. A broad
range of services is provided covering positioning and
underwater metrology, seabed mapping from vessels
and autonomous underwater vehicles, high resolution
geophysics, seabed sampling, metocean and environmental.
Consulting services are provided to combine various data
and provide clients with advice.
“Responsible leadership results in customer

loyalty and the market leader attracts the best
talent in the business.”
44 Drivers of Fugro’s success

45
46
INNOVATION &
TECHNOLOGY
Strong focus on innovation and technology enables
Fugro to provide the best possible solutions to
clients.
Innovation and technology underpin Fugro’s

growth and continued market leadership.
An innovation mindset helps Fugro to find new
opportunities to better serve its customers and
to expand its markets.
Many of Fugro’s technology solutions are of

a highly specialised nature and are often
developed in-house or together with industry
partners and research institutes. Fugro has
significant, increasing R&D resources and
capacity to further improve existing products
and services and develop new opportunities.
Example: Remotely operated vehicles (ROVs)

Deep water subsea activities are critically dependent on
ROVs as the primary tool for any work and inspection on
the seabed. Fugro designs and builds its own fleet of work
class ROVs capable of working at water depths of up
to three kilometres. In-house design allows Fugro to
incorporate and deploy the latest developments in
underwater engineering and system integration. Fugro-built
ROVs serve a large number of different activities including
inspection, repair and maintenance of seabed infrastructure,
site survey and drill rig duties. A standardised fleet of ROVs
allows Fugro to optimise maintenance and spare part
programmes.
Example: Nodal seabed data acquisition

In order to develop and enhance production of offshore
oil and gas fields, there is a growing interest in the use of
seismic data collected on the seabed with nodes. Such data
provide a much higher resolution image of the reservoir than
can be obtained with conventional surface-based seismic
data acquisition. Seabed Geosolutions undertakes research
into and develops its own suite of nodal technologies to
acquire such data.
“Innovation and technology are key to staying

ahead of the competition as markets, technologies
and trends shift.”
FUGRO N.V. ANNUAL REPORT 2013 Drivers of Fugro’s success 47

PEOPLE
Fugro’s employees are team players, trained with
the right skills to safely and properly deliver Fugro’s
services around the globe in the most challenging
environments.
It is the quality of services provided by Fugro staff

that has the most enduring impact on clients
and ensures they continue to come back to us.
Fugro takes pride in developing ‘Team Fugro’
and retaining a workforce that is diverse, capable
and committed to delivering results to clients.
Fugro achieves this through recruiting the right
talent and creating abundant opportunities for
high performing staff to work on interesting
projects worldwide.
To execute its work, Fugro requires specific skills

covering a broad range of areas including
applicable science and technology, field work,
and project management. Extensive induction on Fugro core
values and health, safety and environment policies
complement professional skills.
Continued (in-house) staff education and training are an

important part of life for Fugro employees in order to improve
their areas of expertise and to acquire and maintain new
knowledge.
Example: Local staff

Fugro is a true multinational organisation, with staff from at
least as many countries as those in which Fugro is active.
Employing local people is one of the foundations of the
organisation – one that is valued highly by its clients and is
important in winning local work.
Example: Fugro Academy

Fugro established the Fugro Academy in 2006 to meet its
training needs. The Fugro Academy delivers a complete suite
of e-learning, classroom and field courses in specific
technical topics and in HSE (health, safety and environment),
key business principles, project management, and senior
management development. The Fugro Academy continues
to expand and enjoys high visibility and a positive reputation
amongst staff.
“Dedicated and committed staff, ready to deliver

results, is the cornerstone of a service company
such as Fugro.”

49
50
DELIVERY
EXCELLENCE
Delivery excellence is consistently delivering results
safely, on time, on budget and meeting or exceeding
client requirements.
Delivery excellence starts with understanding

the clients’ long term needs and project specific
objectives and then combining these with
Fugro’s expertise, resources, and global network
to offer project solutions that can meet their
requirements. Once a project proposal is
accepted by the client, delivery excellence
is about consistently delivering to the
specifications and doing so safely, reliably
and on budget, all the while keeping the client
abreast of progress.
Fugro continuously seeks to enhance its

business practices, with emphasis on client
engagement to obtain feedback on performance
and understand future requirements.
Example: Innovative maintenance solutions

At Arklow Bank offshore wind farm, located on a shallow
water sandbank in the Irish Sea, Fugro carried out
maintenance that required the removal of wind turbine rotors
and access to the hub. It was not possible to remove the
blades individually so the entire rotor had to be lifted. The
operation was carried out with two Fugro jack-up barges.
Extreme shallow water as well as strong currents presented

challenges to marine operations. Highly detailed lift planning
was essential. The position, deck height and orientation of
the jack-ups were precisely calculated and 3D modelling
was used to analyse the trajectory of the rotor.
Example: New laser bathymetric processing software

New airborne laser bathymetric processing software is set to
reduce data delivery times to Fugro’s customers. The
software enables data collected with multiple laser sensors
to be viewed and edited together with facilities seamless
combination of information collected in coastal zones and
typically used for nautical charting, coastal zone
management and tsunami modeling.
“Delivery excellence is at the heart of achieving

customer loyalty.”

STANDARDS
Standards are the key to achieving quality results
safely and consistently around the globe, and
support proper business practices
Fugro has adopted a wide range of standards to

support its business and proper functioning of
the company. Standards cover areas such as
HSSE (health, safety, security and environment),
business principles, project management,
accounting, and a broad range of technical
methodologies. Effective standardisation
promotes operational efficiency, consistency
of services and world class business practices
across the globe. High standards also mitigate
business, legal and reputational risks.
Example: Standardised survey fleet

Fugro has led the way in developing
standardised, high quality and dedicated geophysical survey
vessels. With this fleet Fugro offers superior data quality,
high service reliability, a great place to work - all with the
smallest possible environmental footprint. The Fugro
Searcher, delivered in 2010, was the first of a series of four
65-metre vessels, all built to the same specification and
design.
Example: HSSE Standards

Fugro invests heavily in improving standards and
implementing a consistent approach to HSSE throughout the
group. This has been achieved by the development and
implementation of Fugro-wide policies, principles and
standards. In order to keep pace with the growth and diverse
nature of the organisation and changing external
requirements, Fugro continues to improve and upgrade its
HSSE standards and provides implementation programmes
and campaigns.
The success of Fugro’s safety policy is recognised by
external organisations as evidenced by the various awards
Fugro has achieved over the last decade.
“Standards are the foundation of Fugro’s services

delivery and guide the behaviour of its employees.”

53
©
Jeddah Economic Company/Adrian Smith and Gordon Gill design architects
54
MULTI-MARKET
EXPOSURE
Fugro operates in multiple markets to achieve
resilience against market volatility.
Fugro provides a broad range of geo-data, as

well as expertise for managing geo-risks, and
provides inspection, repair, maintenance and light
construction support services. This broad range
of services is supplied globally to several markets
including oil and gas and markets in renewable
energy, infrastructure, mining and water
resources. From Fugro’s perspective these
markets are adjacent as the company is
successful in applying and replicating the skills
and expertise of staff and its technology across
these different sectors.
Example: Large building foundation design

A typical example of a technology applied in different
markets around the world is Fugro’s high end geotechnical
data collection, lab analysis and integrated reporting for large
buildings and infrastructure. Fugro has played a part in the
construction of world’s tallest tower, the one kilometre high
Kingdom Tower in Jeddah, Saudi Arabia. The building of
such a tall tower in unknown ground required a detailed
investigation into the ground conditions and load carrying
capabilities of the soils at varying depths. Fugro was
engaged for a full scale load testing program.
Example: Underwater geological faults

Several years ago, the United States Geological Survey
located a previously unrecognised underwater fault near
Pacific Gas & Electric Company’s Diablo Canyon Power
Plant on the Californian coast, USA.
Between 2010 and 2012, Fugro undertook a series
of offshore low power multi-channel two- and
three-dimensional seismic reflection surveys normally
applied in the oil and gas industry for geohazard detection.
The survey site is highly regulated to protect marine wildlife,
particularly mammals, from human activity.
“Multi-market exposure enables Fugro to leverage

its know-how and technologies into different
markets and diversify the sources of revenue.”

ORGANIC GROWTH
PLUS M&A
Profitable growth is the key to long term value
creation. Fugro complements organic growth with
mergers and acquisitions.
Organic growth has consistently underpinned

Fugro’s development. By being close to the
market, Fugro carefully follows its clients’ evolving
requirements and responds with continued
investment in services and capability. Examples
of organic growth can be seen in the continued
investment in state-of-the-art equipment, vessels
and staff. Fugro’s survey vessels, geotechnical
fleet, in-house developed and built remotely
operated vehicles, autonomous underwater
vehicles, nodes and a multitude of other tools
are available to support clients around the globe.
Fugro has a tradition of further enhancing growth

through selected mergers and acquisitions. The company
has concluded close to 150 mergers and acquisitions in over
50 years. Fugro focuses on bolt-on acquisitions that bring
value geographically or provide a technology which we can
leverage into the global market.
Example: DCN Global

DCN is a company specialising in subsea engineering and
diving services to the offshore civil and oil and gas industry,
primarily in the Middle East. Fugro has a working track
record with DCN and with the acquisition of DCN Global,
Fugro significantly strengthens its ability to offer an integrated
offshore service package of survey, geotechnical and IRM
(inspection, repair and maintenance) services.
Example: Advanced Geomechanics

The company, located in Perth, Australia, was recently
acquired, because of its worldwide recognised reputation in
the offshore geoconsultancy employs highly technically
skilled and experienced engineers and consultants. The
acquisition contibutes to Fugro’s strategy to provide clients
with fully integrated solutions and to develop geoconsultancy
as a key element of further growth.
“Continued investment in core business is

the cornerstone of Fugro’s growth strategy.”

57
©
NASA
58
GLOBAL
COVERAGE
With its global reach, Fugro is uniquely positioned
to global clients on a local basis and mitigates
the exposure to local economic volatility.
Fugro has local representation in the places that

matter to our international clients. Global cover
allows quick response for call out services,
geared to local circumstances. Through its global
office network Fugro can take on large,
multi-discipline projects anywhere as a local
support office is always close by.
An additional benefit of global coverage is that it

makes the company less vulnerable to volatility in
local economic conditions.
Example: Expanding global coverage

In 2013 Fugro opened new offices in
Mozambique and Tanzania, and entered into
a joint venture in Iraq. In addition plans were approved to
build a significant Fugro centre in Angola. In this way Fugro
is organically growing its local presence in emerging
economies. This is often complemented with growth through
acquisition of local companies.
Currently Fugro has a presence in more than 60 countries

and operates from a network of close 250 offices.
Example: Global positioning system (GPS)

Also technology is provided globally where possible.
The prime example is global positioning.
Fugro’s involvement in satellite-based positioning began

in the early 1990s. Fugro established its leadership position
through the acquisition of pioneers such as John E Chance
and Intersite. This period saw network-based differential
GPS (DGPS) positioning revolutionising the offshore
survey industry. Fugro now has two fully redundant and
independent GPS monitoring networks complemented by
two control centres - in Houston, USA and Perth, Australia.
These are manned 24/7 and employ dedicated, secure,
high-speed communication links to ensure availability of
precise positioning signals anywhere in the world.
“Global cover in terms of services and offices is

a pre-requisite for serving global clients well.”

Fugro’s observers have the most up-to-date
Protected Species Observer training and the
relevant skillset to be able to identify all species
of large marine fauna.
CORPORATE SOCIAL RESPONSIBILITY
CSR APPROACH AND AMBITIONS incident. Our approach is that all incidents and accidents
are preventable and our goal is perfection.
As part of its General Business Principles, Fugro is
committed to contributing to sustainable development. Another important aspect of Fugro’s CSR approach
This requires balancing short and long term interests of is respect for the environment, including awareness
stakeholders and integrating economic, environmental of the environment. Various developments are creating
and social considerations into decision-making. new opportunities. The demand for energy is increasingly
being met by renewables such as solar, wind, biomass and
Fugro’s services enable clients to make responsible use tidal energy. Reducing the environmental impact of
of the earth and its resources. Fugro assists in the Fugro’s own operations is also an essential part of its CSR
exploration, development, production and transportation approach. The largest environmental impact relates to
of important natural resources. Technical data and fuel consumption by our fleet of vessels and aircraft and
information are made available to clients who design and energy consumption and use of materials
build buildings and infrastructure so that they may do so at our office locations. As a consequence, these are the
in a safe and efficient way. areas that we focus on, for example in new vessels and
buildings.
Fugro adds value to the data it collects by optimally
combining equipment, technology and expertise. The 2013 strategy update incorporated feedback from
Clients frequently take important decisions on the basis stakeholders, such as clients, shareholders and a group
of the information provided by Fugro. People are at the of more than 200 senior managers and key staff.
heart of our business and our clients rely on competent, Changing demands from clients, shareholders and society
well-trained and dedicated staff for their projects. This is at large was one of the key drivers for the strategy review.
especially relevant because Fugro Fugro is aware of increasing expectations on its corporate
works in over 60 countries with mainly local staff. citizenship, in line with a general trend of more attention
Further growth of the company will ultimately only for governance and CSR. Fugro believes it is able to find
be feasible when it employs the right people with the the right balance between meeting these demands whilst
right technological expertise, skills and drive. As part continuing on its growth path. Fugro is considering
of its strategy, Fugro is increasing its emphasis on staff compliance with the Global Reporting Initiative (GRI)
development and is growing the number of employees guidelines in order to further strengthen its CSR efforts.
significantly to meet our 2016 strategic targets.
CSR organisation
Considering our business environment, safety is key to The Corporate Social Responsibility agenda is set by the
all our operations, and is an essential element of our Board of Management and CSR is an intrinsic part of
Corporate Social Responsibility (CSR) approach. Fugro day-to-day operations. The CSR coordinator reports
management takes a proactive approach towards creating directly to the Chairman of the Board of Management, in
a safe working environment for all employees and is order to promote and coordinate this agenda. The
accountable for promoting continued safety education individual operating companies are responsible for local
and training, assigning responsibility for all aspects of implementation of relevant practices within the policy
the HSSE policy (health, safety, security and framework set by the Board of Management.
environment), continuously reviewing potential areas of
improvement, and ensuring thorough evaluation of every
60 Corporate Social Responsibility FUGRO N.V. ANNUAL REPORT 2013

In many countries, such as Angola, Fugro works with
local staff. Apart from providing adequate training,
Fugro also extended its sponsorship program
to 24 students in topography.
CSR policy assurance ■ ISO 14001

Fugro’s CSR efforts are an integral part of Fugro’s Fugro has set itself the goal of implementing
operations, and embedded in: a certified environmental management system
■ Code of Conduct (General Business Principles) (ISO 14001 or equivalent) for all its key operating
Fugro’s Business Principles provide fundamental companies. By the end of 2013, 72% of the key and
ethical guidelines as the base for business decisions. larger operating companies were certified or were
Through these principles, every employee and thus close to certification.
every operating company is guided to support the ■ Agreements with government authorities
organisation’s values and related focus on business As stated in the General Business Principles,
integrity, compliance with all applicable laws and Fugro complies with the legal regulations in
regulations, support of local communities and the countries in which it operates.
respect for a healthy and safe workplace and the ■ Agreements within the sector
environment. Fugro commits to contribute to Many Fugro operating companies belong to
sustainable development by balancing short and long professional trade organisations and adhere
term interests and integrating economic, to the relevant CSR guidelines that the profession
environmental and social considerations into has set for itself.
business decision-making.
■ Business Partner Code In addition, Fugro takes guidelines like ISO 26000
As Fugro aims to promote responsible behaviour (international guideline for CSR Implementation)
throughout the supply chain, its Business Partner and the GRI (widely used guidelines for transparent
Code requires suppliers and sub-contractors to reporting) into account for the further development
comply with the General Business Principles, and of our CSR policy and ambitions. Finally, Fugro actively
conduct their business in an honest and ethical seeks the opinions and ideas of its stakeholders through
manner. regular consultations. This includes use of Fugro uses
■ Fugro’s Health, Safety and Environmental customer satisfaction surveys, peer reviews, internal and
Management System external audits, shareholders’ meetings and meetings
This establishes and defines the corporate vision, with works councils in order to maintain an open
policy and principles for our HSSE management dialogue on the companies CSR efforts.
system, with which all our operating companies
have to comply.
■ OHSAS 18001
All operating companies have to be certified in
accordance with these guidelines, which encompass
the world’s most recognized occupational health
and safety management systems standard, for
implementing occupational health and safety
management systems, or obtain equivalent
certification.
FUGRO N.V. ANNUAL REPORT 2013 Corporate Social Responsibility 61

FOCUS AREAS, KEY DRIVERS AND ACHIEVEMENTS 2013
People
Focus areas Key drivers Achievements 2013
Providing a safe, secure and Corporate HSSE Strategy (2012-2015) 24% reduction in number of recordable incidents
healthy working environment and 40% reduction in lost man days
Strengthening the corporate and regional
HSSE organisation Recognition by external organisations,
resulting in various HSSE awards
Roll out of the iPower™ campaign to
communicate cultural changes and Development of Managing Safely in Fugro,
to reinforce and promote people’s own an in-house course for managers and supervisors,
responsibility for health and safety and with accreditation by Institution of Occupational
to ‘watch out’ for each other Safety and Health
Mandatory training programs for all staff Release of updated Golden Rules of HSE
Realisation of Travel Security Portal for employees
Diversity and maximising Taking account of local conditions Increase in use of local staff in numerous markets
local involvement
Recruiting as many local staff as possible Award of skills development fund grant by
for technical, support and management the state of Texas to hire and train local workers
positions
Employment of army veterans personnel
Building local offices with local staff transitioning from national service to civilian life
Ensuring ongoing personal Deploying staff on flexible/project basis Establishment of new Fugro Academy training
development of our employees facility in Gweek, Cornwall, UK
HR Programme: Partnership for Growth,
developing modules to support HR policy Creation of Business Management and
Development Centre within Fugro Academy
Setting up short and long-term exchange to develop business, project management
programmes and leadership skills
Fugro Academy: developing and offering Piloting of new Applied Project Management
classroom and e-learning training courses course in Europe and the Middle East
Maintaining contacts with universities to

support staff development and recruitment
efforts

Environment
Contributing to the renewables Availability of technology Affi liation with Norstec, a network for key
and sustainable infrastructure Employees’ expertise and knowledge players in the offshore renewables sector.
markets
Completion of support services for the world’s
largest offshore wind farm (London Array)
Involvement in the development of the fi rst

offshore wind farm in the USA
Reducing the environmental Certified environmental management 72% of Fugro’s key operating companies
impact of our own operations system (ISO 14001 or equivalent) for all are certified or close to certification
key operating companies (ISO 14001 or equivalent)
Implementing environmental planning Major Dutch operating company obtained

systems on board vessels highest level of CO2 reduction certificate
Anticipating environmental management Good progress Ship Energy Efficiency

systems in the design of new vessels Management Plan
Construction of new office/warehouse building

in the Netherlands according to LEED requirements
Society
Supporting diverse activities Initiating activities by local organisations Financial support for cultural heritage
Representation and participation at local level Sponsorship of sports activities
Support for local environmental and

community initiatives

In 2013 Fugro released the new version of its
Golden Rules of HSE, underscoring its commitment
to a healthy and safe working environment.
PEOPLE
Golden Rules of HSE
Healthy and safe working environment At the end of 2013 Fugro released the new
Focusing on employee health and safety is an integral version of its ‘Golden Rules of HSE’, which
part of operational management as every employee is focuses on high-risk activities and sets out
entitled to a safe work place. Fugro firmly believes criteria by which everyone in Fugro, including
that accidents can be prevented and has therefore contractors, is expected to abide.
implemented an HSSE management system at all levels
of the organisation. We implement project-specific safety Fugro is committed to providing a healthy and
plans. safe working environment, which is based on
our belief that all incidents are preventable.
Leading by example is important, and that means We recognise that the industries in which we
it is essential to involve senior management in building work will continue to expose us to risk and
our safety culture. Fugro promotes visible leadership and we must make efforts to manage these and
a sense of responsibility throughout its organisation, prevent them from developing into incidents.
including with respect to safety. Management at all levels The Golden Rules of HSE provide basic guidance
is therefore expected to focus on actual safety issues, and which is based on our and industry experience
visibly and actively motivate, influence and guide and lessons learned. Compliance with the rules
employees’ individual and collective behaviour. At the is essential to preventing personal injury and
same time it is made clear that safety is the responsibility ill health.
of every employee.
The new HSSE materials, consisting of
Fugro has a group-wide HSSE strategy. Relevant activities laminated, strengthened formats for field staff
in 2013 included: and paper booklets for others, was distributed in
■ Continuation of roll out of the iPower™ campaign; 2013. This new version of the Golden Rules is
the main aim is to promote peoples’ individual available in eight languages. An introduction to
responsibility for their own health and safety, the rules, available via Fugro Academy, and two
as well as that of their colleagues posters have been developed to support the
■ Development and release of an update of the release and implementation of the Golden Rules.
Golden Rules of HSE, focussing on Fugro’s high risk
activities. The booklet has been translated in eight Fugro strongly believes that adherence to the
different languages new Golden Rules of HSE will further strengthen
■ Establishment of the Fugro Travel Security Portal, its safety culture.
providing the latest travel security information to
employees
■ Accreditation by Institute of Occupational Safety Statistics show that our HSSE efforts in the past few years
and Health of an internal ‘Managing safely In Fugro’ has been effective, with a further improvement in
course for management and HSSE professionals performance being recorded during the year under
review. The numbers of recordable incidents and lost man
days (both per one million man hours worked) decreased
in 2013 by 24% and 40%, respectively. Over the past five
years, the total decrease was 50% and 60%, respectively.

Fugro’s expertise in water management provides
the latest insights into flood risk mapping and
levee investigation.
In addition, it was decided that HSSE auditing in 2013

Safety performance indicators and 2014 will focus on driving and transportation
(per million hours worked) procedures and training, in particular for operating
companies with a high company mileage and/or operate
in a hazardous environment with regards to driving.
5
Examples of projects promoting a safe

4
and healthy working environment
3
The success of Fugro’s safety policy is also recognised
by external organisations, as evidenced by the various
2 awards we received in 2013. Fugro Survey in Australia,
for instance, was awarded a Platinum Safety
1 Achievement Award at the 2013 IFAP/CGU Safe Way
Awards ceremony in Perth. The IFAP/CGU Safe Way
0 Awards are open to all West Australian organisations
2009 2010 2011 2012 2013 and work groups with the purpose of motivating people
to maintain safe work practices and recognise the
Lost time injury frequency (LTIF) implementation and continuous improvement of safety
Total time recordable case frequency (TRCF) management systems within an organisation.
Platinum is the highest level award and is attained
after five consecutive Gold awards.
Fugro works with safety indicators in line with the In August 2013, Fugro was presented by Chevron
standards appropriate for the sectors in which it operates, Australia with two awards for their Gorgon Expansion
with the aim to achieve an LTIF (Lost Time Injury Project: Outstanding Crew Award and Outstanding
Frequency) of less than 0.5 per million man hours Contractor Award. To ‘recognise Fugro and the crew of
worked (benchmark set by the International Association the Synergy vessel for an exemplary HSSE performance
of Oil and Gas Producers). In 2013, the LTIF for Fugro and transparent demonstration of an evolved safety
services relating to this market segment was close to 0.5. culture’, Chevron released a dedicated video called
‘A Safety Culture, the way we do things around here’,
Within the company, there was one fatal incident in 2013. which captured the dedication of the crew aboard the ship.
In May, whilst travelling to the worksite, a pickup truck
carrying two Fugro employees was involved in a collision Fugro itself also awards prizes to operating companies
with a heavy truck in Saudi Arabia resulting in one that have distinguished themselves. Fugro Subsea
fatality and one case of minor injuries. The accident Services in Aberdeen (UK) and Fugro Pelagos Inc. in
has been investigated by the HSSE team and senior San Diego (USA) were awarded the 2013 Golden SAM
management. As a result Fugro initiated a companywide (Safety Always Matters) for their general and consistent
review on the type and adequacy of driver and HSSE performance.
transportation controls.

Also this year, Fugro was involved
in the development of wind farms in
amongst others the UK and the USA.
Diversity and maximising local involvement ■ Increase in use of local staff in Angola
Fugro is active in over 60 countries and works mostly Fugro has been active in Angola since 2002.
with local staff and suppliers. This diversity has a positive It provides survey and geotechnical as well as
effect on our operational activities as we benefit from subsea related services to all major oil operators
knowledge of local business procedures, legislation and and contractors in the country. In 2013, Fugro
traditions. Therefore, wherever possible, we recruit increased its total number of local staff to 90,
local staff and give them opportunities to attend of which 36 technical staff. With a high priority
training courses at a local and international level. on training and development of staff, Fugro Angola
has provided 2,670 onshore as well as 1,790 offshore
The advantage of working with people from diverse training days. Fugro Angola has also continued and
cultural backgrounds is that it creates an environment extended its local sponsorship program and currently
in which people learn to open up to each other and sponsors 24 topographic students. Throughout the
to respect and appreciate each other’s qualities. program, Fugro provides regular training sessions
The resulting professional cooperation leads to to the students in topography, where they have access
innovative solutions for Fugro’s clients throughout to equipment and where examples of day to day tasks
the world. are demonstrated.
■ Employment for army veterans
Wherever possible, decisions about local staff policies, The hiring of veterans in certain areas of the world
renumeration, pensions and benefits is handled at the is an important initiative for Fugro. With the rigors
local or regional level. This ensures consistency with of work in the field and at sea, as well as the complex
local or regional situations and customs. technical nature of our instrumentation, Fugro
has found that veterans have not only compatible
Examples of projects on local involvement: technical skills but also possess resilience, learning
■ Railway project in Guinea abilities and maturity which come from their time
Between June 2012 and October 2013 Fugro Survey in their national service. In the USA, Fugro is
conducted a project for a client in Guinea along a actively involved in transitional military recruitment.
700km railway line, running from an iron ore mine For the 5th consecutive year in 2013, Fugro USA has
to the deepwater port south of Conakry. For this been named a top veteran friendly employer by the
project, Fugro employed local staff, not only for publication ‘GI Jobs’. The selection process for the
logistics and construction support but also for data prestigious award was amongst others based on the
acquisition. During the six months in the field, strength of the company’s recruiting efforts including
Fugro hired and trained more than 120 local staff. meaningful job opportunities, the percentage of
Work included field reconnaissance surveys, new hires with prior military service and retention
construction of geodetic benchmarks and data programs. Military transition recruitment is also
acquisition. occurring in the UK at Fugro Survey and Fugro
Subsea Services.

In Guinea Fugro hired and trained over 120 local staff
for a survey project along a 700km railway line.
Employees’ ongoing personal development Examples of projects focusing on employees’ personal

Having an effective internal career policy, which also development:
focuses on personal development opportunities for ■ Partnership for Growth
employees, helps to build a competent staff who can see All our operating companies are involved in the
clear advancement and personal development global ‘Partnership for Growth’. This HR initiative,
opportunities in the organisation. In this way, Fugro is started in 2011, seeks to encourage employees’
building a workforce that will also be able to meet our personal development, with the objective to match
long-term requirements. The objective of its policies in individual career ambitions to the organisation’s
this area is to create opportunities for all employees, ambitions and targets. After a successful roll-out of
both those demonstrating management potential and the ‘Induction’, ‘Performance and Personal
those who can develop into in-house technical experts. Development’ and ‘Recruitment and Selection’
Special attention is paid to deploying employees on a modules in the previous years, the importance of the
flexible basis. Partnership for Growth was confirmed in 2013 and
Fugro has also put in place a policy aimed at Fugro has begun plans to improve the existing
standardisation of technical systems so that we can programs to further support Fugro’s growth strategy.
develop long and short-term staff exchange programmes ■ Fugro Academy
to enable employees to gain valuable experience outside By the end of 2013, Fugro Academy has been
their home country. Fugro also maintains good contacts operating for seven years since its inception. In that
with universities all over the world to promote time, the range and depth of courses available to staff
development of its employees and to recruit new talent. in the organisation has continued to grow, with a mix
of classroom training and e-learning courses being
offered, dependent on the subjects being taught.
Cumulative enrolments Fugro Academy Prior to initial field deployment, Fugro has to provide
(x 1,000) specific technical and HSSE training to all employees,
new and old, and much of this comes through Fugro
Academy. Ensuring that all staff are familiar with the
160
working environment and Fugro systems and processes
is key to their successful integration into field teams and
120
operations.
80
Fugro Academy was conceived as a virtually managed
40 training organisation and continues to operate
successfully with this model. Under this approach,
0 experienced training staff deliver training at operating
2009 2010 2011 2012 2013 company facilities around the globe.
Enrolments Completions

Fugro delegates training on board an
inshore survey vessel at Fugro’s new
training center in Cornwall, UK.
Fugro Academy continues to develop and provide ENVIRONMENT

e-learning courses to staff across the organisation so that
all staff can benefit from training, irrespective of time and Contributing to the renewables and
location. Many of the classroom courses are sustainable infrastructure markets
supplemented, either before or after, by e-learning to The growing demand for energy is increasingly being
reduce the time needed in the classroom. Most e-learning met by renewables such as solar, wind, biomass and tidal
material is created internally using a mix of dedicated energy. New major infrastructure and building projects
e-learning professional authors and experienced technical increasingly need to take environmental issues into
staff. Specialised 2D and 3D modeling software allow account. Reduction of fossil fuel consumption and
interactive courses to be made for complex equipment and carbon emissions is therefore increasingly significant
processes, allowing staff to be familiarised and trained in in determining the nature of the projects carried out
systems prior to encountering them in real life. around the world. With its technology and its employees’
expertise and knowledge, Fugro has an important role to
The major developments in 2013 regarding Fugro play in this respect. The demand for sustainable energy
Academy were: and sustainable infrastructure and construction create
■ The renovation of an existing Fugro facility in a range of new opportunities in new markets.
Gweek, Cornwall, United Kingdom has created a
permanent training facility in a realistic coastal Projects relating to renewables and sustainable
environment. An investment was made in two vessels infrastructure:
and equipment and renovation of the facility. The ■ Fugro has been involved in all stages of the
facility began operations in late 2013, commencing development of the renewable energy project London
with an offshore survey course which standardises Array. This project has set a new record as the world’s
training on a group-wide basis. This reduces the largest offshore wind farm. It is located in the UK’s
training period significantly, allowing staff to Outer Thames Estuary. The development has 175
become functionally capable in the field wind turbines and two offshore substations
more quickly than before generating 630 MW of power. Over the last decade
■ Within the scope of Fugro Academy there is a need Fugro has provided numerous services: installation
to focus on talent identification and development of of 70 meter high met mast, preconstruction
future leaders of Fugro. This is not only done in the environmental and unexploded ordnance (UXO)
management ranks but also in other areas such as surveys, positioning support, geophysical and
project management, whereby sound and consistent geotechnical site surveys for turbine foundation and
practices benefit our clients and Fugro. In 2013, elements of the cable route, metocean measurements
Fugro Academy renewed the journey to commit to ensure safe and effective working conditions and
not only to providing technical and HSSE related maintenance services for metocean buoys
training, but also to developing schools of ■ As part of pre-construction work for the first offshore
management, project management and other wind farm in the USA, Fugro was involved in one of
disciplines. Partnering with outside vendors with the most comprehensive geophysical surveys in the
training customised to Fugro needs, the Talent history of the US North Atlantic outer continental
Centre within the Fugro Academy began running shelf for construction engineering. The wind farm is
pilot applied project management training programs to be constructed on Horseshoe Shoal in Nantucket
in 2013. These programs can be offered as one-off Sound. Appointed as lead contractor, Fugro
training courses or plugged into broader career conducted a geophysical survey and geotechnical
development ladders. The Talent Centre will ground investigations in order to guide the clients
continue to develop its structure and launch new design, engineering and installation planning.
programs in 2014 Integrating both types of data, a high quality

Fugro’s specialist knowledge of marine
regulations and requirements assists
the continued development of the world’s
natural resources.
definition of the seafloor and subsurface conditions

and their variability was developed. The offshore Marine survey and environmental consultancy
programme involved up to fifty scientists, engineers, Extensive experience in all phases of offshore
archaeologists and geologists and a range of development projects, including site selection,
specialised vessels environmental impact assessment and post
■ There is increasing evidence that climate change and consent support, enables Fugro to provide
a rising sea level will cause more frequent and more a comprehensive marine environmental
devastating disasters. Levees, dikes and consultancy package. Organisations operating in
embankments play a vital role in the management marine and coastal environments, like consortia
of flood risk. Fugro’s expertise in water management considering building wind farms or other
provides the latest insights into flood risk mapping sustainable forms of offshore energy, the oil and
and levee investigation. Integrating this expertise gas industry, the mining industry, the fishing
with ‘traditional’ Fugro expertise like soil industry and government authorities can count
investigations, and technical consulting, enables on an established team of multidisciplinary
Fugro to play a key role. In 2013 the International specialists for practical and innovative solutions.
Levee Handbook was launched; a guide to good Working in locations as diverse as the North Sea,
practice. Based on a five year cooperation between Greenland, Australia and West Africa, Fugro’s
governments, institutes and companies in six dedicated marine mammal and seabird team
countries. Fugro has actively contributed to the provides observation/monitoring services andits
project, which has created an international network specialist knowledge of marine regulations and
of leading levee experts in Europe and the USA requirements assists the continued development
■ In 2013 Fugro signed up to Norstec, a network that of the world’s natural resources.
brings together key players in the offshore
renewables sector that recognise the opportunities In 2013, a project executed in the Gulf of Guinea
offered by the northern seas’ offshore wind and involved the provision of effective 24-7 acoustic
marine potential. The goal of this network is to mitigation and monitoring services utilising the
maximise the potential of the renewable energy latest marine mammal mitigation procedures
resources in Europe’s northern seas for seismic projects. The team stays up to date
with the latest developments in open-source
software and hardware, as well as keeping
abreast of the relevant guidelines to implement
effective mitigation for marine mammals for
seismic and construction projects worldwide.
Elsewhere, the Gulf of Mexico provided a new

challenge with strict marine mammal mitigation
guidelines and reporting requirements.
Fugro’s observers have the most up-to-date
Protected Species Observer training and the
relevant skillset to be able to identify all species
of large marine fauna, from turtles and dolphins
to whales or even manatees.

Crew on deck of the Fugro Synergy during a gas
hydrate project for Korea National Oil Corporation,
South Korea.
Reducing the environmental impact In 2013, more than 60% of vessel crews have been
of our operations inducted in the importance of energy efficiency,
Fugro has set itself an objective of promoting energy through an awareness campaign onboard, consisting
savings in its activities and increasing the use of of posters, leaflets and onboard presentations.
sustainable materials. As well as reducing the impact The approach is proving successful as fleet wide
we have on the environment, this will also generate the first results are starting to be noticeable.
major cost-savings. Fugro works as a service provider The awareness campaign will continue throughout
and does not own or operate any production facilities. 2014 in order to reach all vessel crews.
Therefore our own operations have a relatively low
impact on the environment. The largest environmental The framework has been set to allow for improved
impact of our operations relate to fuel consumption measurement and monitoring of fuel usage. Accurate
by our fleet of vessels, vehicles and aircraft and energy measurement and monitoring is key to launching any
consumption and use of materials at our office locations. future improvement measures. As of 1 January 2014
As a consequence, these are the areas that we focus on. an improved monitoring tool was launched and
improved fuel measurement systems will be installed
Fugro has set itself the goal of having a certified onboard the vessels throughout 2014.
environmental management system (ISO 14001 or
equivalent) for all its key operating companies. By the In addition, initiatives were taken on individual
end of 2013, 72% of the key operating companies were vessels, which will be monitored for effectiveness
certified or were close to certification. The decrease and suitability to implement across the fleet.
compared to the 90% compliance a year ago is related These initiatives amongst others relate to the
to the divestment of the majority of the Geoscience use of LED floodlights on deck and propeller pitch
division, whose activities were almost 100% compliant. experiments in combination with different engine
Compliance audits are carried out, both internally and speeds in order to decrease the use of fuel.
by external agencies.
■ CO2 performance ladder, Fugro GeoServices,
Examples of projects focused on reducing consumption the Netherlands
of energy and materials: This year, Fugro GeoServices has been certified
■ Progress Ship Energy Efficiency for the highest level of the CO2 performance ladder.
Management Plan This is a procurement tool, owned by the
In 2012 the department that supplies the vessel Independent Foundation for Climate Friendly
marine services to Fugro’s operating companies Procurement and Business in the Netherlands and
received its ISO14001 certificate. This has resulted is used by the public sector. In order to meet the
in numerous improvements onboard the managed requirements of the certification scheme, Fugro
survey and geotechnical vessels. Although the energy GeoServices has done a thorough evaluation of the
efficiency program has a legislative mandatory CO2 emissions of its own activities and those of its
background, Fugro is exceeding compliance, in order main suppliers, including commuting, air travel, the
to operate in a cleaner and greener manner, and fuel usage of its vehicle fleet and energy consumption
lowering fuel cost in doing so. The framework of of its own offices. In addition, it is committed to a
the energy efficiency improvement program, CO2-reduction program, which resulted in a 16%
initiated late 2012, was finalised early 2013. reduction in 2013 (= 404 tonnes CO2) compared to
reference year 2010.

Artist’s impression of Fugro’s new office of the
geotechnical division in Nootdorp, the Netherlands.
■ LEED certification of Fugro’s new office Fugro seeks to preserve and promote accessibility
in Nootdorp, the Netherlands to valuable local heritage, and therefore supports
In 2013 construction work started for the new office many different initiatives around the world, particularly
of the Geotechnical division in the Netherlands. in the area of arts and culture. By sponsoring the
The building provides housing for a warehouse, Concertgebouw Amsterdam, Fugro contributes to the
workshops, laboratories and offices and is designed, latter’s mission to enable as many people as possible
developed, constructed and will be maintained and to experience world-class classical music. Fugro also
operated according to the Leadership in Energy provides financial support to the Hermitage art
and Environmental Design (LEED) program of the foundation in Amsterdam, the Hoge Veluwe national
US Green Building Council. The new premises will park in the Netherlands and the ‘Holland’ sea tugboat.
be completed in 2014 and have been developed to
meet LEED rating requirements. LEED certification In addition to art and cultural heritage, Fugro also
is recognised across the globe as the premier mark supports various local and larger-scale sports events.
of achievement in green building. It sponsors the MS150, a cycle tour from Houston to
Austin organised by the American Multiple Sclerosis
Society, and also amongst others the Western Australian
SOCIETY rugby team Western Force, and an annual cycling event
in Jakarta, Indonesia.
Fugro operating companies aim to be good corporate
citizens by the way in which they contribute directly or Sector representation
indirectly to the general well being of the communities Fugro actively seeks cooperation with universities,
within which they work. Managers and their staff are research initiatives and standardisation institutes to
encouraged, where and when appropriate, to get involved find innovative solutions that encourage best practices
in the local community, support charitable and cultural and provide opportunities to our staff to grow. Fugro is
events and support trade and academic bodies whose involved in many aspects of the energy supply chain and
aim is to improve the effectiveness of the industries in supports and develops standards and methods that are
which Fugro operates. both efficient and good for the environment and people.
To that end, Fugro participates in various organisations
Supporting social initiatives that are actively seeking to improve guidelines,
The company encourages employees to become actively standards, agreements, cooperative ventures and
involved in CSR. Most of the projects supported by so on, in the industries in which we work. The main
Fugro were initiated by local operating companies, and bodies on which we are represented are listed on the
range from voluntary work (for example participation next pages.
in International coastal cleanup in the USA, participation
in annual tree planting event in Australia), sponsoring in
kind (for example participation in charity sports events,
making use of one of our aircrafts for a search and rescue
mission in Australia, internships for students in for
example Italy) to donations to local hospitals and other
charities (for example cancer charities). In South Africa
Fugro supports The Homestead project, which helps
street children.

SECTOR REPRESENTATION/PARTICIPATION
1.0 Industry Committees/Advisory bodies Fugro’s contribution
International Standards Organisation (ISO) Member of working groups for developing new standards:
■ Offshore structures for the petroleum and natural gas industries
■ Marine soils investigation
■ Marine geophysical investigations
■ European standards for laboratory testing of soils
International Society for Soil Mechanics and Secretary and membership of the Offshore Geotechnics Committee
Geotechnical Engineering (ISSMGE) Membership of the In situ-testing Committee
Society for Underwater Technology (SUT) Membership of:

■ Offshore Site Investigation and Geotechnics Committee (OSIF)
■ Honorary secretary Houston Branch
■ Working Group on Developing Guidance Notes on Site
Investigations for Off shore Renewable Energy Projects
■ Working Group on Guidance Notes for Reducing Risks
of ‘Top Hole Drilling’
■ Honorary Secretary of the Houston branch
International Association of Oil and Gas Producers (OGP) Membership of the Committee for Guidelines and Technical
Memoranda assessing the risks of offshore drilling
OSPAR (Commission for protecting and conserving the North-East Study and understanding of the environmental risk of drill cuttings
Atlantic and its resources)
International Marine Contractors Association (IMCA) Membership of the Off shore Survey Management Committee
Membership of the Sustainable Energy Working Group
Membership of the Sustainable Energy Working Group
Hydrographic Society Memberships of Benelux, UK, Australian Branches
Gulf of Mexico Coastal Observing System President
Weather Museum Houston Director
Alliance for Coastal technology Director
2.0 Joint Industry Projects (JIP) and research programs Fugro’s contribution
Lateral Pile behaviour in Chalk Active participation and fi nancial contribution for determining
pile load/behaviour in marl and limestone soils for purposes
of gathering information for the wind energy sector
SAFEBUCK Active participation in design underwater pipelines to prevent

potential lateral buckling
Jack-up spud can foundations Active participation in research into the effects of existing seafloor
depressions on the stability of off shore platform foundations
EU Sponsored Marie Curie project Industrial Partner in the TRANSMIT program.

Mitigation of ionospheric threats. Precise positioning
British Engineering and Physical Sciences Research Council Industrial Partner in POLARIS on the subject of Ionospheric
(ESPRC) Scintillation
MUMOLADE Associated partner multiscale modelling of landslides and debris

flows

3.0 Training/courses Fugro’s contribution
Society for Underwater Technology (SUT) Organisation (support)

Course on Introduction to Off shore Geophysics
and Geotechnical Engineering
Fugro training course on understanding the challenges Organisation

involved in Offshore Wind Energy with respect to gathering
and interpreting geological, geotechnical and spatial data
4.0 Cooperation with universities Fugro’s contribution
Georgia Institute of Technology, USA Sponsoring
Delft University of Technology, Netherlands Sponsoring
Heriot-Watt University, United Kingdom Contribution to MSc programme
IHE UNESCO Delft, Netherlands Guest lectures on Off shore Geotechnical Surveys for MSc students
Deltares, Delft, Netherlands Guest lectures for the international course on ‘Setting up a geotechnical
investigation programme’
Imperial College London, United Kingdom Funding of MSc scholarship in Soil Mechanics and Engineering Geology
Portsmouth University, United Kingdom Funding of BEng scholarship in Engineering Geology and Geotechnics
École Nationale Supérieure de Techniques Avancées MSc-level guest lectures on subsea positioning
(ENSTA) in Brest, France
Plymouth University, United Kingdom Learning courses in hydrography at Oceanology International in London.
Fugro has been working with Plymouth for over three years on designing
and developing this modular hydrographic surveying qualification.
Newcastle University, United Kingdom Visiting Professor on integrated positioning, sponsoring of PhD students
Technical University of Catalonia, Barcelona, Spain Sponsoring of PhD student
Memorial University, Canada Sponsoring and participation in advanced AUV development Initiatives
Wuhan University, China Industrial partner, Sponsoring of PhD students
University of Life Sciences, Ås, Norway Sponsoring of PhD student
University of Calgary and University of York, Toronto, Canada Sponsoring of PhD student, various cooperations in the field of
precise positioning

RISK MANAGEMENT
General ■ Innovation and research and development

Fugro’s risk management policy is aimed at long-term ■ Emerging markets such as Africa, Middle East and
sustainable management of its business activities and Central Asia
limiting or, where meaningful, hedging of the associated ■ Differentiation through research and development
risks. Due to the wide diversity of markets, clients and and innovation.
regions and its broad portfolio of activities, quantifying
all existing risks relevant to the Group as a whole is Threats
virtually impossible. Still risks are quantified wherever ■ Strong decrease of the oil price compared to the
possible and useful. This applies amongst others to the present level of USD 110 per barrel (Brent), leading
influence of the exchange rate of the US dollar, the to lower investments by the oil and gas industry
Australian dollar, the Norwegian kroner and the British ■ Economic and financial instability as a result of the
pound, see page 28. weak world economy
■ Political instability in countries and/or regions
Strengths important to Fugro
■ Leading market positions in offshore survey, offshore ■ Payment risk of clients with low financial strength
geotechnical and seabed geophysical activities, ■ Non-compliance by agents and partners with respect
and in niche or regional markets in onshore to bribery and corruption
geotechnical and subsea services ■ Increasing contract size and complexity and more
■ Balanced exposure to multiple market segments uncertain timing of contract start-up
and geographies ■ Pressure on prices by clients as a result of lower
■ Consistent execution of strategy demand and/or overcapacity in certain markets
■ Professional employees who receive continuous ■ Offshore operations in a number of regions around
additional training the globe are vulnerable to acts of piracy
■ Highly specialised and proprietary technology ■ Cuts in government spending
and resources ■ Technology break through by competitors
■ Capability to take on large, multi-discipline ■ Lack of availability of technically educated staff
projects anywhere ■ Increasing protectionism in certain markets, leading
■ Healthy financial position. to requirements for working in local partnerships.
Weaknesses Fugro’s long-term risks are limited due to:

■ Much of the revenue depends on investment by the ■ The diversity of activities in more than one
oil and gas industry international market segment and region
■ Sensitivity to rapid, sharp fluctuations in exchange ■ Broad client base (unless in case of single large
rates of specifically the US dollar, the Norwegian contracts), typically no clients with contracts
kroner, the Australian dollar and the British pound accounting for more than around 4% of Fugro’s total
■ Underperformance in the Subsea Services division annual revenue
and Seabed Geosolutions ■ Use of own modern, often proprietary technologies
■ The Australian multi-client library has no head room and professional employees
■ High working capital level which is difficult to ■ The ability to adjust quickly to exchange rate and
reduce, mostly due to client payment behaviour price changes as most contracts are of short duration
■ Sub-optimal level of standardisation of service ■ Geographical spread of activities
delivery across Fugro’s regions and divisions. ■ A balanced and flexible vessel fleet composition
■ Limited risk related to pension obligations
Opportunities ■ Good internal risk management and control systems
■ Increasing demand for energy from a growing and ■ Part of the (manpower) capacity being hired-in on a
increasingly affluent world population flexible basis, among which free lance staff
■ Continued investment by the oil and gas industry, ■ Strong financial position to support future growth
amongst others related to depletion of existing fields and take on competition
■ Optimisation of existing oil and gas fields ■ External review of agents
■ Increasing development of deepwater fields ■ Risk on large, complex projects mitigated by strong
■ More and larger infrastructure projects, including focus on projectmanagement and training.
coastline protection and pipelines and for seabed
data acquisition
74 Risk Management FUGRO N.V. ANNUAL REPORT 2013

Artist’s impression of Fugro Gulfstream-II jet aircraft equipped
with GeoSAR sea ice mapping system in Arctic region.
Operational the oil and gas industry. Unless there is a structural drop
Activity portfolio in the oil price to less than around USD 95 – 100 per
Although the core activities show a high degree of barrel (Brent), it is not anticipated that substantial (up or
cohesion, they also target diverse markets, clients and down) fluctuations in oil prices will lead to a rapid change
regions. A high proportion of the activities, around 75%, in these investments.
is related to the oil and gas industry. With the divestment
of the majority of the Geoscience division, Fugro has Capacity management
reduced its exposure to the volatile exploration segment Fugro is constantly alert for signals that indicate changes
and is focusing on the more stable development and in market conditions so it can react quickly and
production segments of the oil and gas field life cycle. appropriately. Sudden and unexpected changes in market
The other activities are dependent on developments in conditions are, however, always possible. Some of Fugro’s
markets that include infrastructure and building, and survey activities can precede investment by clients and
mining. generally take place at the start of project or investment
cycles of clients. This means Fugro’s activities can be the
The influence of positive and negative economic effects first to be affected by changes in market conditions.
is further moderated by: Postponement and interruption to the flow of orders and
■ Cohesion between a broad range of services provided project delays can lead to temporary shortfalls in revenue
to different markets due to under-utilisation of capacity.
■ Good geographical spread
■ Being an independent service provider to a diverse The weather and the availability of vessels are key factors
base of clients for offshore activities in particular. Weather influences
■ Strong market positions are calculated into the budgets and tend to average out
■ Size of the Group. over the year.
Client base and price changes The strategic review has led to the conclusion that in order
Some of Fugro’s contracts are awarded on the basis of to capture the growth potential in the market, a step-up
long-term preferred supplier agreements. In the course in investment in vessel capacity is needed in the period
of a year Fugro often carries out several projects for 2013 – 2016. The majority of these investments will
the same client. The projects carried out for any single support organic growth in the Survey and Geotechnical
client do not, however, account for more than around 4% divisions. For the geotechnical fleet it relates mainly to
of the total annual revenue. On occasion a client may the replacement of three older vessels with more efficient
generate more than 4%, which can happen in case of vessels which therefore increases capacity. In the Survey
exceptionally large contracts where most of the revenue division it also relates to an expansion of the fleet with
falls within a reported period. Having a large number of dedicated, specialised vessels to capture the growth
clients supports Fugro’s independence and improves opportunities in the market. Purpose-built vessels with
its stability. its own proprietary technology provide Fugro with a
competitive advantage, especially for deepwater work.
To carry out its projects Fugro has at its disposal highly Chartered vessels will continue to provide the company
trained employees and technically advanced and with additional flexibility and will continue to be an
expensive equipment. Much of Fugro’s work involves important factor of risk mitigation.
short-term contracts. Fugro is, to a degree, sensitive to
price changes and sudden changes in exchange rates, The vessel investment plan is spread over several years
although it can adapt relatively quick due to the general and has limited hard commitments, supplemented with
short term duration of projects. Fugro’s budgets are, build options. This allows Fugro to adapt the investment
for around 75%, based on the expected investments by program in case the markets develop differently than
FUGRO N.V. ANNUAL REPORT 2013 Risk Management 75

anticipated at present, or in case alternative opportunities Currency exchange rate conversion
become available that are more attractive (for example Fugro limits its sensitivity to changes in foreign currency
chartering). rates, but is not immune to exchange rate variances
The fact that Fugro is deploying heavy and specialist caused by rapid changes to the rates versus the Euro
equipment means that the risk of capacity (which is the reporting currency). Besides that, changes
under-utilisation will increase. At the same time, in exchange rates will result in translation differences.
the exchange of manpower and equipment between the As most of Fugro’s revenue in local currencies is used for
various business units can improve utilisation. local payments, the effect of negative or positive currency
The deployment of expensive (marine) equipment also movements on operational activities at a local level is
leads to risks with regard to loss of revenue due to minimised. Fugro’s international monetary streams are
equipment break downs. limited and mainly in US dollars, US dollar related
Part of the staff is appointed on a temporary basis or currencies, the Euro, the Australian dollar,
works on a freelance basis, providing Fugro a certain the Norwegian kroner and the British pound.
flexibility to respond to variations in manpower needs.
Where possible and desirable, forward exchange
Financial contracts are executed. Fugro strives to match assets and
Balance sheet liabilities in foreign currencies. Rapid and radical
Fugro has an active policy to optimise its balance sheet changes in exchange rates can also influence the balance
ratios in order to limit financial risks and maintain its sheet and profit and loss account, partly due to the length
long-term solvency. Fugro targets a leverage ratio of net of time between tenders being submitted and orders
debt over EBITDA of less than 2. Being quoted on the being awarded or delayed, during which period forward
stock exchange enables Fugro to make a well considered exchange hedging contracts would not be appropriate.
selection of the optimal financing mix when considering This creates an additional foreign currency risk that
larger investments and acquisitions. cannot be quantified in advance. At the Group’s current
structure and size, a 10% strengthening of the Euro
Future interest rate risks are limited to bank loans. against the USD would negatively affect profit by EUR 3
Fugro’s objective is to limit the effect of interest rate million and revenue by approximately EUR 88 million as
changes on the results. translation differences. A 10% strengthening of the Euro
against the GBP would negatively affect profit by EUR 2
Research costs are charged directly to the results. million and revenue by approximately EUR 44 million.
A 10% strengthening of the Euro against the NOK would
Fugro has evaluated the book value of its assets, including negatively affect profit by EUR 2 million and revenue by
goodwill, within the framework of its normal balance approximately EUR 20 million. A 10% strengthening of
sheet evaluation. This has shown that no impairment of the Euro against the AUD would lead to a positive effect
any tangible or intangible asset is necessary. on profit of EUR 2 million and a revenue effect of
The Australian component of the multi-client library has approximately EUR 9 million.
zero head room which implies that if sales are weak,
impairment may be required. In practical terms, if this Pension provisions
happens it means that amortisation is pulled forward. Fugro maintains pension schemes for its employees in
accordance with regulations and customs which prevail
in each of the countries in which Fugro operates.
Since 1 January 2005 Fugro operates an average salary
based pension scheme in the Netherlands. This is
Exchange rates USD GBP AUD NOK NOK

end of USD end of GBP end of AUD end of end of
(in EUR) period average period average period average period period
31 December 2013 0.73 0.75 1.20 1.18 0.65 0.72 0.120 0.127
30 June 2013 0.77 0.77 1.17 1.17 0.71 0.77 0.127 0.132
31 December 2012 0.76 0.78 1.23 1.23 0.79 0.81 0.136 0.134
30 June 2012 0.80 0.77 1.24 1.22 0.81 0.80 0.133 0.132
31 December 2011 0.77 0.71 1.20 1.15 0.79 0.75 0.129 0.129
30 June 2011 0.69 0.70 1.11 1.14 0.74 0.74 0.129 0.128

classified as a ‘defined benefit’ scheme. The pension ICT security team successfully safeguarded the security
commitments in the Netherlands are fully re-insured on aspects of Fugro’s ICT infrastructure and applications.
the basis of a guarantee contract. The accrued benefits Fugro’s ICT security team also played a key role in
are fully financed. managing ICT security related matters relating to the
‘carve-out’ of the majority of the Geoscience division
In the United States Fugro has a 401K system for its (which transferred to CGG during the course of the year),
employees. Fugro contributes towards the deposits of its without compromising data/information security and
employees in accordance with agreed rules and taking without causing operational down-time to ICT systems
the regulations of the Internal Revenue Service (IRS), as a result.
the American federal tax authority, into account.
This system is free of risk for Fugro. As a group, Fugro works to mitigate ICT related risks
through a variety of measures, which are constantly
In the United Kingdom Fugro operates a number of under review:
pension schemes. All the schemes available to new ■ The adoption of new third party software and
employees are defined contribution schemes. There is one software upgrades (such as that used in the office
defined benefit scheme open for long-serving employees environment) is generally delayed until sufficient
and there are other defined benefit schemes which have time has passed to prove that the software is stable
been closed but which have on-going obligations to their and does not pose a security risk
members. Measures have been taken to ensure these ■ Proprietary software is subject to comprehensive
obligations can be paid when required. testing procedures before operational use
■ Access to client data and other confidential
In the other countries where Fugro has organised information is restricted to specific people in
retirement provisions for its employees, obligations the operating company concerned, who have
arising from these provisions are covered by items a legitimate reason for such access
recognised in the balance sheet of the relevant operating ■ Fugro’s central web hosting facilities are protected
company. by high-end web application firewalls specifically
designed to protect the applications from known
Information and communication technology (ICT) attack vectors
Fugro relies on a range of ICT systems (including ■ Data communications within Fugro’s global wide
hardware, software, computer networks and area network (WAN) are channelled over an
communication links) to manage its business, support encrypted virtual private network (VPN), the
operations and to deliver many of the advanced security of which is monitored around the clock
technological solutions which help to differentiate ■ Fugro’s ICT systems are constantly monitored for
the company in the marketplace. While much of the evidence of contamination by viruses or ‘malware’
office based hardware and software used by Fugro are using a variety of independent means
proven off-the-shelf products, Fugro actively develops ■ Access from Fugro’s WAN to ‘social network’ sites
proprietary hardware and software to support its range of is restricted for security reasons.
specialist services and to strengthen its market position.
Insurance and legal risks
Fugro’s global ICT infrastructure is designed to fit Fugro is insured against a number of risks. Risks related
the needs of a decentralised global organisation to professional indemnity and general liability are
in an efficient, reliable and secure manner. The ICT covered at a Group level, except for the operating
requirements of individual Fugro operating companies companies in the US and Canada, where they buy local
vary according to the size and operational activities of cover for these risks. Equipment and other assets are
each company. Typically, company managers have local insured locally and local cover is arranged for risks
responsibility for their Local Area Network (LAN) associated with normal business operations, such as
infrastructure including its support. At a local or regional insurance for vehicles, buildings and employees.
level, operating companies are encouraged to share ICT
knowhow and support services in order to generate Some operating companies are involved in claims, either
efficiencies of scale. However, at a global level, the as the claimant or the defendant, within the context
interface between every operating company’s LAN to of normal business operations. Where necessary proper
that of any other Fugro company and the ‘outside world’ provisions have been accounted for in the financial
is monitored and controlled by a dedicated team of statements. Based on developments thus far, it is
ICT security specialists, using state-of-the-art ‘firewall’ not anticipated that Fugro’s financial position will
systems and other ICT security related systems. The ICT be noticeably affected by any of these proceedings.
security team is independent from the ICT support staff With regard to items included in the Financial
in the operating companies. In 2013, Fugro’s in-house Statements adjustments to estimates are possible.

Internal systems a monthly basis. Any unforeseen circumstances that
Due to the generally short-term nature of its assignments, arise, or any substantial deviation from the budgets,
constant monitoring of its markets and its operating and must be reported immediately by the management of
financial results is intrinsic to Fugro’s modus operandi. the operating company to the responsible division
director. The monthly reports submitted by the
Clarity and transparency are an absolute must for operational management to Fugro include an analysis
assessing and evaluating risks. These are fundamental of the achievements versus the approved plans and
characteristics of the Fugro culture. Due to the wide a forecast for the coming period.
variety of markets, clients and regions and Fugro’s
extensive activity portfolio, the management of the Authorisation level
operating companies is responsible for the application Managers are bound by clear authorisation restrictions
and monitoring of and compliance with the internal regarding representation. Projects and contracts with a
control systems. The monitoring systems consist of value or risk that exceeds a specified amount must be
the internal control framework described below. approved in accordance with the applicable authorisation
matrix which is updated from time to time by the
General Business Principles (code of conduct) Board of Management. The most recent update is
Fugro’s General Business Principles govern how each of from December 2013.
the operating companies conducts its affairs. In particular
the anti-bribery section was updated and guidelines were Letter of representation
added which contain specific rules related to gifts and Every six months all managers and controllers of
payments to third parties. The General Business operating companies and the responsible division
Principles are posted on the website. director sign a detailed statement regarding the
financial reporting and internal control.
Corporate handbook
Fugro’s corporate handbook contains mandatory Internal audit
instructions regarding many business aspects, including Somewhat fewer internal audits of operating companies
risk management. This handbook is for the senior were carried out in 2013, due to the CGG transaction and
management members responsible for further application the strategic review. The findings are reported directly
within the operating companies. to the CEO and the responsible division director.
The findings of the internal audits are also shared with
Financial handbook the audit committee.
This handbook contains detailed guidelines for the
financial reporting. The financial handbook is for Peer reviews
the senior management and the controllers of all ‘Peer reviews’ are also carried out on a regular basis.
operating companies. The latest update was issued A peer review involves a review of an operating company
in December 2013. by a team from other operating companies. The results
are reported directly to the responsible division director.
Insurance manual
The insurance manual contains detailed guidelines with Agents
respect to risks to be insured. The insurance manual is An enhanced procedure to check agents used by the
distributed to managers of all operating companies and company and to enforce compliance has been developed
their employees who are responsible for insurances. in 2013 and will be fully implemented in the first half of
The latest update was issued in December 2011. 2014. The enhanced procedure includes a review of
existing and new agents by an independent third party
Information and communication technology (ICT) and a standardised centralised web-based compliance
Fugro endeavours to mitigate the risks associated check on a half-yearly basis.
with ICT systems through a variety of measures.
These are described on page 77. Audit committee
The audit committee comprises three members of the
Project Management handbook Supervisory Board and, given the risk appetite of the
This handbook provides procedures for the preparation company, it ensures an independent monitoring of the
and execution of projects, and is used by project risk management process from the perspective of its
managers. The latest update was issued in October 2011. supervisory role. The audit committee focuses on the
quality of the internal and external reporting,
Planning the effectiveness of the internal audits and the
The business plans of every Fugro unit are translated functioning of the external auditor. Further information
into budgets. Adherence to the budgets is checked on on the audit committee is available on page 84 and in the

Laboratory testing, Fugro Nigeria.
terms of reference of the audit committee. These terms of Whistleblowers arrangements

reference (included in the terms of reference of the Employees have the possibility of reporting alleged
Supervisory Board) are posted on Fugro’s website. irregularities of a general, operational or financial nature
in any Fugro operating company, worldwide, without
External audit jeopardising their legal position. The whistleblower
The financial statements of Fugro are audited annually by policy is posted on Fugro’s website.
external auditors. These audits take place on the basis of
generally accepted auditing standards. The performance Declaration regarding risk management
of the external auditor is evaluated annually. The current Taking the above into account, to the best knowledge
external auditor, KPMG Accountants N.V., was appointed of and in the opinion of the Board of Management,
as Group auditor by the Annual General Meeting in 2010. Fugro’s internal risk management and control systems
Their (re)appointment will be on the agenda of the as described in this annual report provide a reasonable
Annual General Meeting in 2014. assurance that the financial reporting does not contain
any errors of material importance and these systems
Advisory roles worked properly in the year under review.
If necessary, professional external advice is sought from
third parties. The external auditor does not act in an
advisory capacity, except for occasionally due diligence as
part of mergers and acquisitions and activities relating to
the financial statements. In the majority of these cases
Fugro uses audit firms that are not used to carry out
component audits.
Safety
Key operational subsidiaries are externally certified
in accordance with OHSAS 18001 or equivalent.
Compliance audits are done by internal specialists and by
external agencies when re-certification has to take place.
Quality
Where required Fugro operating companies work
in accordance with the relevant certificates such as
ISO 9001 or equivalent. Compliance audits are carried
out internally, by clients and by external agencies.
Environment
Fugro has set a goal that all larger key operating
companies will have a certified environmental
management system according to ISO 14001 or
equivalent. By the end of 2013, 72% of these operating
companies were certified or close to certification. As with
quality certification, compliance audits are carried out,
both internally and by external agencies.

SUPERVISORY BOARD
name Mr. H.L.J. Noy (1951) name Mr. G-J. Kramer (1942)
function Chairman committee Chairman remuneration committee;
committee Chairman nomination committee; Member nomination committee
Member remuneration committee nationality Dutch
nationality Dutch first appointed 2006
first appointed 2012 current term Until AGM 2014
current term Until AGM 2016 expertise Management selection, nomination and selection;
expertise Management of listed consulting/engineering company; Management strategy and the company’s risk profi le;
Strategy; Internal risk management and control systems; Compliance; Oil and gas sector
Shareholder and employee relations other functions Vice-chairman Supervisory Board Damen Shipyards
previous position Chairman Executive Board and CEO ARCADIS N.V. Group; Supervisory Board member N.V. Bronwaterleiding
until 16 May 2012 Doorn and Energie Beheer Nederland B.V.; Chairman
other functions Supervisory Board member Royal BAM NV; Board Service Organisation Protestant Churches in the
member VEUO (The Dutch Association of Listed Netherlands; Chairman Board Amsterdam Sinfonietta
Companies); Extraordinary Board member Dutch Safety and Chairman Board The Hague Philharmonic;
Board; Board member ING Trust Office and of Foundation Foundation Beelden aan Zee Museum; Member Advisory
Administration Office for shares of TKH Group Board De Nieuwe Kerk and Frans Hals Museum
name Mr. J.A. Colligan (1942) name Mr. J.C.M. Schönfeld (1949)
function Vice-chairman committee Chairman audit committee
committee Member audit committee nationality Dutch
nationality British first appointed 2013
first appointed 2003 current term Until AGM 2017
current & final term Until AGM 2015 expertise Financial administration/accounting;
expertise Management strategy and risks inherent to the Planning and control; Financing; Risk management;
company’s business; Management selection, nomination Corporate Governance and compliance;
and selection, oil and gas sector, innovation and Oil and gas sector
technology development other functions Supervisory Board member ARCADIS N.V.;
Other functions Director Society of Petroleum Engineers Foundation S&B Industrial Minerals S.A. (Athens); The Technical
University Delft (Netherlands); The Dutch Authority
Financial Markets (AFM); The Royal Art Academy
and Conservatorium (The Hague) and Foundation
Continuïteit ICT
name Mrs. M. Helmes (1965) name Mr. Th. Smith (1942)

committee Member audit committee committee Member remuneration committee;
nationality German Member nomination committee
first appointed 2009 nationality American
current term Until AGM 2017 first appointed 2002
expertise Financial administration and accounting; Internal risk current & final term Until AGM 2014
management and control systems; Financing and general expertise Management strategy and the company’s risk profi le;
fi nancial management Management selection, nomination and selection;
other functions Speaker of the Management Board and Chief Financial Innovation and technology development; The oil
Officer Celesio AG, Stuttgart (Germany); Supervisory and gas sector
Board member Brocacef Holding N.V. and other functions Chairman Board Smith Global Services, Inc.;
NXP Semiconductors N.V. Board member Houston Advanced Research Center;
Director WWW United, Inc. and Chief Operations
Officer (COO) Satterfield & Pontikes, Inc.
Secretary to Mr. W.G.M. Mulders (1955)

the Supervisory
Board
80 Supervisory Board FUGRO N.V. ANNUAL REPORT 2013

REPORT OF THE SUPERVISORY BOARD
The year 2013 was marked by the completion, early in the of the state of affairs of Fugro including the management
year, of the divestment of the majority of the Geoscience policies pursued.
division and the establishment of the Seabed
Geosolutions joint venture. This resulted in a shift in We propose that the shareholders adopt the 2013
Fugro’s portfolio, making the company less sensitive to Financial Statements and discharge the members of the
the cyclical seismic data acquisition market. Since the Board of Management in office in the 2013 financial year
divestment, Fugro’s business is organised in four for their management of the company and its affairs
divisions. Despite still difficult economic circumstances during 2013, and the members of the Supervisory Board
in many parts of the world, the Geotechnical and Survey in office for their supervision over said management.
divisions performed reasonably well. The subsea We agree with the proposal of the Board of Management
activities now form a separate division and the to distribute a dividend for 2013 of EUR 1.50 per share,
restructuring of this division is bearing fruit. The Seabed to be provided in cash or in shares at the option of the
Geosolutions business, which is the core of Fugro’s fourth shareholder. This equates to a pay-out ratio of 54% of the
division, had a slower than expected start, but based on net result, excluding the one-off gain relating to the
recent order intake, prospects are promising. divestment of the majority of the Geoscience division.
The company intends to repurchase the shares used for
At the end of September the company presented its dividends in order to prevent dilution.
updated strategy: ‘Growth through Leadership’. We are
confident that the strategic choices that have been made,
will contribute to the future growth of the company. REVISED STRATEGY ‘GROWTH THROUGH
The implementation of this strategy will be an important LEADERSHIP’
task for the Executive Committee in 2014.
The strong growth of Fugro over the last decade and the
recent divestment of the majority of the Geoscience
2013 FINANCIAL STATEMENTS AND division were the main reasons for an in-depth review of
DIVIDEND the strategy. We spent considerable time on discussions
with the Executive Committee about market
This Annual Report includes the 2013 Financial developments and opportunities, issues to be addressed,
Statements, which are accompanied by an unqualified strategic alternatives to be considered and financial and
independent auditor’s report of the external auditor, organisational consequences. Specific attention was paid
KPMG Accountants N.V. (KPMG). These Financial to the need to increase the return on capital used to run
Statements were prepared in accordance with and grow the business. In our September meeting we
International Financial Reporting Standards (IFRS) as approved the strategic plan and agreed with the
adopted by the European Union and section 9 of Book 2 challenging financial targets set by the Executive
Dutch Civil Code. Committee. We consider the strategic plan a solid base
for the next step in Fugro’s development, which includes
On 25 February 2014, the audit committee discussed the continued strong growth of Fugro’s core business, based
Financial Statements with the Chief Executive Officer on enhanced internal cooperation and synergies in
(CEO), the Chief Financial Officer (CFO) and KPMG. response to changing client demands. Strengthening of
The audit committee also discussed the auditor’s report, the regional organisation and upgrading of the corporate
the quality of internal risk management and control support functions are key elements to achieve the
systems and had a discussion with KPMG without Fugro strategic goals. These processes already started in 2013.
management being present.
On 6 March 2014, we discussed this Annual Report,

including the 2013 Financial Statements, with the Board
of Management, in the presence of KPMG. Furthermore
we took note of the reporting from the audit committee
and reviewed the auditor’s report and the quality of
internal risk management and control systems. We are of
the opinion that the Financial Statements and the report
by the Board of Management provide a true and fair view
FUGRO N.V. ANNUAL REPORT 2013 Report of the Supervisory Board 81

IMPROVEMENT OF FINANCIAL A few members of the Supervisory Board attended part
PROCESSES of Fugro’s annual ‘May Managers meeting’, at which,
amongst others, Fugro’s senior management discussed
As already set out in the 2012 annual report, the strategy. In September, our meeting was combined
mid-December 2012 the company received a with visits to operating companies in The Netherlands.
whistleblower letter with allegations concerning Besides management of the Dutch operating companies,
elements of the company’s financial reporting. This led also management of other European operating companies
to an extensive, independent investigation, under the gave presentations on market developments, competitive
supervision of the Supervisory Board, which was position, performance and main challenges going
completed at the beginning of March 2013. There were forward. These company visits and meetings with senior
no material adverse findings from the investigation and management take place annually and provide us with
the enhanced financial closing procedures did not result additional insight into the quality of local operations and
in any material adverse consequences for the 2012 management. In 2014, the Supervisory Board intends to
financial statements. visit operating companies in the United States.
The outcome of the investigation confirmed the need to Each meeting with the Executive Committee started with
strengthen Fugro’s financial organisation and processes. a discussion on health and safety. Although the health
Fugro’s size, geographical spread and growth ambitions and safety indicators show an improved performance,
require an upgrading of the company’s finance function. Fugro unfortunately had one fatality in 2013.
In close consultation with the audit committee, We discussed this tragic incident with the Executive
appropriate actions have been taken. This included the Committee and strongly support management in its
continued use in 2013 of external capacity and expertise efforts to further enhance Fugro’s health and safety
to support the financial processes at corporate level, culture and performance.
the appointment of Mr. Paul Verhagen to the Board of
Management as of 1 January 2014 and a new CFO as of In the meetings with the Executive Committee the
6 May 2014 and the engagement of a new group recurring items on the agenda were, amongst others,
controller as of 1 February 2014. In addition, market developments; fi nancial performance and forecast
the consolidation system and processes are being per division and for Fugro as a whole; developments in
upgraded, the control function will be strengthened, operating companies; organisational developments;
especially at the regional level, and the internal audit working capital and cash flow; acquisitions, investments
function and corporate treasury will be enhanced. These and divestments; internal control and risk management;
measures are also important to support Fugro’s growth compliance; share price development; investor relations;
ambitions in line with its strategic plan. and the completion process of the divestment of the
majority of the Geoscience division and the establishment
and performance of the Seabed Geosolutions joint
SUPERVISORY BOARD ACTIVITIES venture. The meeting reports of the audit committee,
AND MEETINGS the nomination committee and the remuneration
committee were also discussed.
The Supervisory Board had a demanding year with nine
meetings. Six regular meetings were held jointly with the Next to the regular agenda items, the following items
Executive Committee, five of which were preceded by were discussed:
‘closed meetings’. In addition, three extra meetings were
held by conference call. As a principle the Executive In January we approved the annual budget for 2013.
Committee attended all those meetings but in some cases We also discussed the investigation (as referred to above);
(part of) the meetings were held without (all) members the divestment process of the majority of the Geoscience
of the Executive Committee being present. None of the division; the functioning of the members of the Executive
Supervisory Directors was regularly absent. The overall Committee and their remuneration; a review of
attendance percentage was 96%. Members who were acquisitions during the past five years; and corporate
absent informed the Chairman in advance of their views governance developments. In a closed pre-meeting the
on the items on the agenda. Outside of the meetings the investigation and related issues were extensively
Chairman was in regular contact with his colleagues, discussed.
the CEO and other members of the Executive Committee
when necessary or useful. The Chairman acts as the first In a conference call in February, without members of the
point of contact within the Supervisory Board for the Executive Committee attending, the investigation was
CEO. By way of preparation, many subjects are discussed discussed as well as the decision of Mr. Frans Cremers to
in advance in one of the Supervisory Board committee step down from the Supervisory Board. Shortly
meetings. afterwards it was decided to appoint Mr. John Colligan as

Fugro CPT truck collecting data for ground model
analysis and design related to earthquake engineering,
Christchurch, New Zealand.
vice-chairman of the Supervisory Board and, for the time the activities and performance of Seabed Geosolutions.
being, as chairman of the audit committee. After having been informed on the key elements of his
contract, the Supervisory Board decided to nominate
In March, during a two day meeting, a full day was spent Mr. Paul Verhagen for appointment to the Board of
to discuss the findings of the investigation. It was Management as of 1 January 2014 with the intent that he
concluded that there were no material adverse findings succeeds the CFO at the close of the AGM in May 2014.
from the investigation. The annual results 2012 were
discussed and the Annual Report 2012 was approved. In November the Supervisory Board started with a closed
We also agreed with the dividend proposal. pre-meeting in which it discussed the composition of the
The nomination of Mr. Maarten Schönfeld to join the Supervisory Board; the profile for a new member of the
Supervisory Board and to take over the chairmanship of Supervisory Board; the self-evaluation process; the
the audit committee was discussed and the Supervisory remuneration policy for the Executive Committee; and
Board received an update on the process for the strategy the external communication by Supervisory Directors.
review. In its regular meeting the Supervisory Board was
informed on feedback from the Capital Markets Day and
In May a lot of time was spent on the review of the the road shows that were held in the last week
strategy. The Supervisory Board supported the of September; on the progress of strengthening the
preliminary findings and conclusions of the Executive finance function; on the implementation process of the
Committee. The Supervisory Board agreed on the profile updated strategy; and it received a presentation by the
for a new CFO and was updated on the search process. Global HR Director on his plans to strengthen HR,
Mr. Harrie Noy was appointed chairman of the especially regarding management development and
Supervisory Board, effective from the closing of the AGM succession planning. The Supervisory Board also agreed
in May when Mr. Frank Schreve would step down with the proposal to buy back shares that are issued as
according to plan. Furthermore it was decided to split the stock dividend in order to avoid dilution.
then ‘combined’ remuneration and nomination
committee in two separate committees, each with its own In a closed meeting in December, the Supervisory Board
chairman. Mr. Harrie Noy was appointed to chair the further discussed the self-evaluation process and the
nomination committee and Mr. Gert-Jan Kramer the evaluation of the (members of) Executive Committee.
remuneration committee. Furthermore the board was updated on the selection
process for a successor of Mr. Bo Smith who will step
In August the half-yearly report 2013 was approved, and down at the end of the AGM in May 2014, as his third
the Supervisory Board again spent a lot of time on the four-year term expires.
review of the strategy. In a closed pre-meeting which was
attended by the CEO only, the Supervisory Board
discussed, amongst others, the process of strengthening COMPOSITION AND PROFILE OF
the finance function and the progress on the recruitment THE SUPERVISORY BOARD
of a new CFO.
The Supervisory Board currently consists of six members
In September the Supervisory Board extensively of American, British, Dutch and German nationality (see
discussed the strategic plan as prepared by the Executive page 80 for details). The Supervisory Board has
Committee, including the financial targets, and agreed formulated a profile defining its size and composition,
with the updated strategy, as well as with the draft taking into account the nature of the company and its
Capital Markets Day presentation. It was agreed to activities. In 2013 this profile was updated when the
change the dividend policy in order to prevent dilution. composition of the Supervisory Board was discussed.
The Supervisory Board also received a presentation on The composition of the Supervisory Board and the
FUGRO N.V. ANNUAL REPORT 2013 Supervisory Board 83

combined knowledge, skills, experience and expertise individual interviews by the external consultant with
should be such that it fits the profile and the strategy of each Supervisory Board member, the CEO and also the
the company. Diversity, including gender related, is an Company Secretary. On the basis of these interviews and
important consideration in the selection process for the answers to the questionnaires, an anonymous report
(re)appointment of Supervisory Directors. However, was provided that was discussed in a closed meeting.
the first priority when considering vacancies is quality, The outcome of the self-assessment led to several
expertise, experience, independence and nationality. suggestions for further improvement. These suggestions
Gender is important but is only part of diversity. Although relate, among other things, to: in-depth discussions on
the Supervisory Board aims at having at least 30% of strategic issues; succession planning; risk management;
each gender among its members in 2016, it is not certain periodic review of investment decisions; and the role and
whether this is achievable. responsibilities of the Supervisory Board versus the
Executive Committee.
The Supervisory Board attaches great importance to the
independence of its members. All Supervisory Board
members are independent within the meaning of the SUPERVISORY BOARD COMMITTEES
Dutch Corporate Governance Code (‘Code’). Supervisory
Board members do not carry out any other functions that The Supervisory Board has three permanent committees:
could jeopardise their independence. They were not the audit committee, the nomination committee and the
granted, nor do they possess any Fugro options or shares, remuneration committee, to which certain tasks are
with the exception of Mr. Gert-Jan Kramer who, directly assigned. The chairman of each committee reports the
and indirectly, holds a 5.4% interest in Fugro. Both the main considerations, findings and recommendations to
composition of the Supervisory Board and the expertise the full Supervisory Board. In May 2013 it was decided to
and experience of its individual members comply with all split the then ‘combined’ remuneration and nomination
corporate governance rules and requirements. committee in two separate committees, each with its own
The Supervisory Board’s functioning is governed by chairman.
terms of reference, which are available on Fugro’s
website.
AUDIT COMMITTEE
FUNCTIONING OF THE The current members of the audit committee are

EXECUTIVE COMMITTEE AND Mr. Maarten Schönfeld (chairman), Mrs. Marion Helmes
OF THE SUPERVISORY BOARD and Mr. John Colligan. The composition of the audit
committee is in accordance with the requirements of the
The Supervisory Board evaluated the performance of the Code. Collectively the members possess the required
Executive Committee and its individual members, with experience and financial expertise. Mr. Schönfeld and
input from the CEO regarding the performance of the Mrs. Helmes act as financial experts within the meaning
members of the Executive Committee. Following this, of the Code. The audit committee met four times in 2013.
the nomination committee had meetings with each All meetings were attended by the CFO, the external
member of the Executive Committee in which feedback auditor (KPMG) and the Chairman of the Supervisory
was given on performance and personal targets were set Board, Mr. Noy. The CEO was present regularly.
for 2014. The conclusions were discussed in a closed
plenary meeting of the Supervisory Board. Following his appointment as member of the Supervisory
Board and chairman of the audit committee in May 2013,
In December 2013 and the beginning of 2014 the Mr. Schönfeld decided to increase the number of regular
Supervisory Board also reviewed its composition and its meetings to five meetings per year in order to have
own performance and that of its three committees. It was discussions on each of the quarterly results and on next
decided to take a more rigorous approach to the internal year’s annual budget.
evaluation process by engaging an external and
independent consultant. The self-assessment of the Recurring items on the agenda were, amongst others,
Supervisory Board focused primarily on the board’s size, the annual financial statements and the quarterly and
profile, independence, mix of professionalism and half-yearly results; the 2013 group audit plan;
experience, training and knowledge, meeting frequency, management letter and Board report of KPMG; pensions;
board effectiveness and responsibility, team taxation; insurance; claims and disputes; compliance;
effectiveness, chairmanship and relationship with the weighted average cost of capital (WACC); next year’s
Executive Committee. This self-assessment was based on internal audit and work plan; and the internal audit
questionnaires, which were completed by each reviews. Risk areas, such as hedging, fluctuations in
Supervisory Board member and by the CEO, followed by currency exchange rates, valuation of the multi-client

data library, impairment assessments and agency Considerable time was spent on the succession of the
agreements were also discussed as was the functioning CFO. The committee engaged the services of an executive
of the internal risk management and control system. search firm to assist with the CFO succession. A thorough
search process was followed, by firstly defining the
Considerable time was spent on discussions regarding specific leadership qualities and competencies needed
improvement of the financial processes and the and including these into the preferred profile.
strengthening of the finance organisation. This was The chairman of the audit committee and the CEO were
also based on KPMG’s management letter that included also involved in the selection process.
recommendations for improvement of the finance
and accounting organisation. A number of these
recommendations, such as to intensify the corporate REMUNERATION COMMITTEE
involvement on key items such as vessel management and
the multi-client data libraries, were implemented as part The current members of the remuneration committee are
of the 2013 closing process. Also the implementation of Mr. Gert-Jan Kramer (chairman), Mr. Harrie Noy and
other recommendations, such as a certain level of Mr. Bo Smith. The remuneration committee advises the
standardisation and staffing of important finance Supervisory Board on the remuneration policy for the
processes, are in progress. Executive Committee and on the application of the
remuneration policy for individual members of the
Assessment and reappointment of the external Executive Committee. In 2013 the committee met four
auditor times, mostly with the CEO being present. The Global
Based on the new Auditors Bill in the Netherlands that HR Director participated in part of the meetings.
will come into effect on 1 January 2016 and which The committee also met informally on a number of
introduces mandatory rotation of the external auditor occasions. The recurring topics that were discussed
every eight years, a selection process will be initiated in included, amongst others, the remuneration policy for
order to propose the appointment of a new external the members of the Executive Committee and their
auditor effective 2016. remuneration; the annual bonus regarding the previous
year; targets for next year’s annual bonus; the allocation
At the AGM held on 6 May 2010, KPMG Accountants N.V. of options to the Executive Committee and to the other
was reappointed as the external auditor for a period of participants in Fugro’s option plan; and the remuneration
four years. The Executive Committee and the audit of the Supervisory Board.
committee have conducted a thorough assessment of the
functioning of KPMG in accordance with best practice Amendment of remuneration policy
provision V.2.3 of the Code. The outcome of the In 2013 and at the beginning of 2014, the committee
assessment was positive and, following the spent much time on the evaluation of the remuneration
recommendation of the audit committee, the Supervisory policy for the Board of Management. The committee took
Board will propose to the AGM on 6 May 2014 to the view that the current remuneration policy should be
reappoint KPMG for the annual audit for the years 2014 aligned with the updated strategy and with applicable
and 2015. best practices, taking into account the specific situation
in Fugro. An external advisor was involved to review the
current remuneration policy, including the share option
NOMINATION COMMITTEE plan, for the Board of Management/Executive
Committee. In particular, the following items were
The current members of the nomination committee are assessed:
Mr. Harrie Noy (chairman), Mr. Gert-Jan Kramer and ■ Benchmarking of remuneration levels against a
Mr. Bo Smith. In 2013 the committee met three times, Dutch and an international labour market reference
mostly with the CEO being present. The Global HR group
Director participated in part of the meetings. ■ Fixed salary and pension arrangements
The committee also met informally on a number of ■ Short-term incentive (annual bonus) and
occasions. The recurring topics that were discussed performance criteria
included, amongst others, HR strategy, succession ■ Long-term incentive scheme and performance
planning, (re)appointments, annual assessment of the criteria.
Executive Committee and its individual members and
the process for self-assessment of the Supervisory Board. Following this assessment the committee advised the full
The committee also evaluated the profile and composition Supervisory Board on the proposed adjustments.
of the Supervisory Board in view of the upcoming A proposal will be submitted to the upcoming AGM on
vacancies in the board and prepared a revised profile as 6 May 2014 to adjust the remuneration policy for the
basis for the selection of new board members. Board of Management and to replace the current option

AUV deployment for seabed survey,
Gulf of Mexico.
plan for the Board of Management with a new option and At the end of the upcoming AGM, the four-year term of
share plan that incentivises the Board of Management for Mr. Paul van Riel expires. Mr. Paul van Riel is nominated
achieving the company’s strategic goals. Details of the for appointment. The Supervisory Board proposes to
proposals will be available in the explanatory notes to the reappoint him as member of the Board of Management.
agenda for the AGM.
The size and composition of the Board of Management
The Remuneration Report for the year 2013 was prepared and the combined experience and expertise should be
in accordance with best practice provision II.2.12 of the such that best fits the profile and strategy of the company.
Code and approved by the Supervisory Board. This report This aim for the best fit in combination with the
contains an overview of the manner in which the availability of qualifying candidates has led to a Board of
remuneration policy was implemented in 2013. This Management in which currently all four members are
report is summarised in this annual report (see pages 88 male. Attention is paid to gender diversity in the profiles
through 92) and also available on Fugro’s website. of new Board of Management members. Unfortunately,
not many women fill senior positions in the highly
technical environment in which Fugro operates.
COMPOSITION BOARD OF MANAGEMENT Nevertheless, the company encourages the development
AND SUPERVISORY BOARD of female talent which has already led to several
appointments in key management positions.
Board of Management
In the AGM held on 8 May 2013 Mr. Steve Thomson Supervisory Board
was appointed as member of the Board of Management. In the AGM on 8 May 2013, Mrs. Marion Helmes was
He has been with Fugro since 2000 and a member of the reappointed to the Supervisory Board for a second term
Executive Committee since 2006. Mr. Thomson has the of four years. In that same meeting, Mr. Maarten
specific responsibility for the newly established Subsea Schönfeld was appointed to the Supervisory Board to
Services division. fulfil the vacancy that resulted from the stepping down of
Mr. Frans Cremers. After his appointment, Mr. Schönfeld
At the AGM of 8 May 2013 Mr. Kobi Rüegg retired from took over the chairmanship of the audit committee.
the Board of Management, after having been with Fugro
since 1994. With his deep understanding of Fugro, he At the end of the AGM on 8 May 2013 Mr. Harrie Noy took
greatly contributed to Fugro’s development and especially over the chairmanship of the Supervisory Board from
the expansion of the Survey division. Mr. Mark Heine, Mr. Frank Schreve who retired, after his temporary
who has been with Fugro since 2000 and was appointed ‘return’ as chairman in December 2011.
to the Executive Committee in November 2012, took over
the specific responsibility for the Survey division. After twelve years on the Board, Mr. Bo Smith will step
down from the Board at the end of the upcoming AGM,
In early 2013, Mr. André Jonkman, indicated that he as he cannot be reappointed. We are very grateful for his
would step down from the Board of Management at the contribution and wisdom based on his great experience.
end of the AGM in 2014. At the extraordinary general The Supervisory Board proposes to appoint Mr. Douglas
meeting (EGM) which was held on 27 November 2013, Wall as member of the Supervisory Board to succeed Mr.
Mr. Paul Verhagen was appointed to the Board of Smith. Mr. Wall (61) is a US/Canadian citizen and has
Management as per 1 January 2014. As former CFO of extensive experience in senior executive positions in the
Philips’ Lighting division, he has extensive financial oil and gas services industry where he worked all of his
management and international experience. He will life. Until his retirement he served for five years as
succeed Mr. Jonkman as CFO of Fugro directly after the President and Chief Executive Officer of Patterson-UTI
AGM of 6 May 2014. Energy, a publicly listed company that provides onshore

contract drilling and pressure pumping services to
support exploration and production of oil and natural gas
operators in the US and Canada. Prior to joining
Patterson-UTI Energy, Mr. Wall worked for ten years at
Baker Hughes, a diversified oilfield services company,
where he served as Group President of Completions and
Production and gained broad international experience.
Before that, he held a variety of executive positions with
oilfield services companies in Canada. Mr. Wall was
selected because of his background, professional career
and his business experience in a global oil and gas
services environment. He currently serves on the Board
of Directors of Select Energy Services, a privately owned
company that provides water solutions and well site
services to oilfield operators in the United States and
Canada.
At the end of the upcoming AGM, the second term of

Mr. Gert-Jan Kramer expires, while at the end of the AGM
next year the third four-year term of Mr. John Colligan
will expire. In order to maintain sufficient Fugro
knowledge and experience in the Supervisory Board
during the transition period, the Supervisory Board
proposes to reappoint Mr. Gert-Jan Kramer for a two year
period as member of the Supervisory Board.
IN CONCLUSION
In our view, in the end the commitment and dedication of

Fugro’s people determine the success of our company.
Therefore we would like to thank all employees and the
Executive Committee for their hard work and
contribution to the company’s performance in 2013.
The year 2014 will certainly bring new challenges, but we
trust that with the updated strategy as guide for the
future, the company will be able to cope with these
challenges.
Leidschendam, 6 March 2014
H.L.J. Noy, Chairman

J.A. Colligan
M. Helmes
G-J. Kramer
J.C.M. Schönfeld
Th. Smith

REMUNERATION REPORT
The first part of this report outlines the remuneration remuneration components and how they may affect the
policy as adopted by the Annual General Meeting (AGM) remuneration of the members of the Board of
on 14 May 2008. The second part contains details of the Management.
remuneration in 2013 of the members of the Board of
Management and of the Supervisory Board. More The Supervisory Board determines the level and
information on remuneration and share and option structure of the remuneration of the members of the
ownership of (former) members of the Board of Board of Management by reference to the scenario
Management is available in Note 5.62 of the financial analyses carried out and with due regard for the pay
statements in this annual report. This remuneration differentials within the Fugro Group. The Supervisory
report is also available on Fugro’s website. Board takes into account, among other things, the results,
the share price performance and non-financial indicators
The remuneration committee is mainly responsible for relevant to the long term objectives of Fugro, with due
preparing decisions of the Supervisory Board on the regard for the risks to which variable remuneration may
remuneration policy for the Board of Management and on expose the company.
the remuneration of individual members of the Board of
Management. The current members of the committee are Award and payment of annual bonus
Supervisory Board members Mr. Gert-Jan Kramer (short-term incentive)
(chairman), Mr. Harrie Noy (chairman Supervisory An annual bonus is awarded and paid only when certain
Board) and Mr. Bo Smith. In 2013, the committee met predetermined targets have been achieved or exceeded.
four times, mostly in the presence of the CEO. The Global The award of an annual bonus is made at the beginning
HR Director participated in part of the meetings. of the year and, with respect to the financial targets,
is subject to the final result of the preceding year. If the
award is made on the basis of a preliminary result,
EXISTING REMUNERATION POLICY the annual bonus will be adjusted when the actual result
is determined.
The objective of the remuneration policy for the members
of the Board of Management of Fugro is to provide a Claw back
remuneration system such that: The Supervisory Board may recover from the members of
■ performance that is pursuant to the results and the Board of Management any variable remuneration
strategy of Fugro is rewarded awarded on the basis of incorrect financial or other data.
■ top managers can be attracted and retained as Payment of variable remuneration to the members of the
members of the Board of Management of Fugro. Board of Management is subject to the correctness of the
relevant (financial) data.
The general meeting of shareholders is authorised to
adopt the remuneration policy of the Board of Ultimum remedium
Management, upon a proposal of the Supervisory Board. Under circumstances, for instance if the predetermined
In its meeting of 14 May 2008, the AGM adopted the targets/performance criteria would produce an unfair
remuneration policy (as described below) for the Board of result due to extraordinary circumstances,
Management. the Supervisory Board has the discretionary authority to
make adjustments (upward or downward) to the amount
The Supervisory Board determines the remuneration of of the annual bonus. If the Supervisory Board would
the members of the Board of Management, on a proposal during the year decide on the payment of severance pay
by the remuneration committee, within the scope of the or other special remuneration to one or more members of
remuneration policy. The remuneration of the members the Board of Management, an account and an explanation
of the Supervisory Board is determined by the AGM. of this payment shall be included in the Remuneration
Report.
The remuneration structure and elements do not
encourage risk taking that is not in line with the risk
profile of Fugro. REMUNERATION
Scenario analyses The remuneration of the Board of Management consists

Before determining the remuneration of individual of the following four components:
members of the Board of Management, the Supervisory ■ fi xed salary
Board analyses the possible outcomes of the variable ■ annual bonus (short-term incentive)
88 Remuneration report FUGRO N.V. ANNUAL REPORT 2013

■ stock options (long-term incentive) Non-disclosure
■ pension provisions and fringe benefits. The actual targets are not disclosed because they qualify
as competition-sensitive and hence commercially
The fi xed elements are the fi xed salary and the pension/ confidential and potentially price sensitive information.
benefits; the performance related elements are the
annual bonus and the stock options. Stock options
The stock options for the Board of Management form part
The remuneration policy for the members of the Board of of a broad option scheme that is in existence already
Management is used as a guideline for senior many years and that is applicable (in 2013) to about 621
management. It is also coordinated with general employees worldwide throughout the group. Options are
remuneration policies applied within the Fugro Group. granted on the basis of the contribution to the long term
development of the company, among which the
Fixed salary development of the long term strategy, on the basis of
The fi xed salary of members of the Board of Management measurable targets such as the (growth) targets in the
is set in the middle of a peer group of comparable strategic plan and annual budget. Options are granted
companies. annually on 31 December and the option exercise price is
equal to the price of the Fugro shares at the closing of
Annual bonus NYSE Euronext Amsterdam on the last trading day of the
Each member of the Board of Management will be year. The vesting period is three years starting at the fi rst
eligible for an annual bonus, with a maximum of twelve of January of the year following the grant date.
months (100%) of annual fixed salary (including holiday The option period is six years. The options granted are
allowance). On-target performance will result in a bonus unconditional but they may only be exercised if the
of eight months of annual fixed salary. option holder is still employed by Fugro or one of its
Part of the bonus is related to quantified financial targets group companies. Standard exceptions apply to the latter
and accounts for 2/3 of the annual bonus and the other rule in connection with retirement, long-term disability
part of the bonus is related to non-financial / personal and death. This part of the remuneration package of
targets and accounts for 1/3 of the annual bonus. At the members of the Board of Management (and
beginning of each year the Supervisory Board sets the management) depends also on the Fugro share price and
financial and the non-financial targets for that year. is therefore linked to the value of Fugro.
The Supervisory Board ensures that the targets are
challenging, realistic and consistent with Fugro’s Options will be granted to the members of the Board of
strategy. The performance measures and the weighing Management and other employees in such way that at any
given to the individual measures are set by the moment the maximum number of outstanding options to
Supervisory Board. Achievement of the targets will be acquire ordinary shares in Fugro will not exceed 7.5% of
measured shortly after the end of the year. the issued ordinary share capital. In order to mitigate
dilution, it is Fugro’s policy to re-purchase shares to cover
Financial targets the options granted, effectively with the result that no
The weighing given to the individual financial elements is new shares are issued when options are exercised.
as follows: earnings per share 60%, net profit margin The Supervisory Board can, at all times, make
20% and return on capital employed 20%. These non-material changes to the option terms. In exceptional
financial elements are based upon Fugro’s annual budget. circumstances the Supervisory Board will have the
The maximum bonus related to the financial targets will discretionary authority to make adjustments to the
be granted if the targets are exceeded by 30%; if the material conditions of the option terms. If however the
performance is only 70% of target, the bonus will be 50% Supervisory Board desires to change the maximum
of on-target performance; and if performance is less than number of options or the criteria for granting the options,
70% of target, the part of the bonus that is related to the approval of the General Meeting will be required.
financial targets will be zero.
Pension provisions and fringe benefits
Non-financial targets The pension provisions of Messrs. Van Riel, Jonkman,
The non-financial targets are derived from Fugro’s Rüegg (retired in May 2013), Rainey and Thomson
strategic agenda. These are qualitative individual targets (appointed in May 2013) are based upon a defined
and/or collective targets that are the responsibility of one contribution system.
or more directors and can be influenced by them. These
targets could include, among other things, health safety The fringe benefits are commensurate with the position
and environment (HSE), corporate social responsibility held and include a company car.
(CSR), personal development.
FUGRO N.V. ANNUAL REPORT 2013 Remuneration report 89

Pension
Remuneration of the members of the Board of Annual costs
Management in 2013 bonus including
(for 2012, disability
(in EUR) Fixed salary paid in 2013) insurance Crisis tax Total
Current members Board of Management

P. van Riel (CEO) 460,000 320,083 284,952 154,412 1,219,447
A. Jonkman (CFO) 350,000 243,542 284,831 77,377 955,750
W.S. Rainey 350,000 243,542 275,000 – 868,542
S.J. Thomson* 233,334 160,000 188,184 28,830 610,348
Former member Board of Management

J. Rüegg ** 116,667 272,708 6,000 25,752 421,127
A. Steenbakker *** 232,326 232,326
* Appointed to the Board of Management on 8 May 2013. The information shown above covers the period from the date of appointment.
** Mr. Rüegg retired on 8 May 2013. His employment ended on 24 June 2013. The information shown above covers the period until 24 June 2013.
*** The crisis tax relates to benefits in connection with the exercised options in 2013.
REMUNERATION OF THE BOARD OF Management an annual bonus for the year 2013 (taking
MANAGEMENT IN 2013 into account the months of service) of eight months
annual fi xed salary. The payment of the bonus is subject
Fixed salary in 2013 to the correctness of the relevant (financial) data.
Salary levels are reviewed annually. Adjustment of the
fi xed salary is at the discretion of the Supervisory Board,
taking account of external and internal developments.
The fi xed salaries of the Board of Management did not
change in 2013.
Annual bonus
2012
The details of the annual bonus for the year 2012 (which
was paid in 2013) are described in the remuneration
report 2012 and in the 2012 annual report (both
available on Fugro’s website).
2013
The elements of the financial targets were: earnings per
share (EPS) 60%, net profit margin 20% and return on
capital employed (ROCE) 20%. These financial elements
were based upon Fugro’s annual budget (‘profit plan’) for
2013. The non-financial (personal) targets were derived
from Fugro’s strategic agenda.
The Committee has evaluated the predetermined 2013
annual bonus targets in February 2014. Based on the
results for the financial and the non-financial targets,
the Supervisory Board has established the extent to
which the targets for 2013 were achieved.
The financial performance compared to the financial
targets results in four months of annual fixed salary.
Regarding the non-financial targets the Supervisory
Board concluded that these were achieved for 100%, also
taking into account the successful sale of the majority of
the Geoscience division and the completion of the
strategy process. As a result the Supervisory Board has
decided to award to each of the members of the Board of

Stock option overview members
of the Board of Management P. van Riel (CEO) A. Jonkman (CFO) W.S. Rainey S.J. Thomson J. Rüegg* P.A.H. Verhagen
Number of options outstanding on

31 December 2012 418,400 411,400 207,700 200,700 301,400 –
Options granted on 31 December 2013
and vesting on 31 December 2016 55,000 47,000 47,000 47,000 n/a 30,000
Value of the options granted on
31 December 2013 according to IFRS (EUR) 748,550 639,670 639,670 639,670 n/a 408,300
Number of options exercised in 2013 (50,000) (35,000) – – (45,000) n/a
Number of options expired with
no value on 31 December 2013 (75,000) (85,000) (35,000) (35,000) (45,000) n/a
Number of options outstanding
on 31 December 2013 348,400 338,400 219,700 212,700 211,400 30,000
* Mr. Rüegg was member Board of Management until 8 May 2013.
Mr. Verhagen, who was appointed to the Board of Management on 27 November 2013 as of 1 January 2014, received upon his appointment, and effectively as of
31 December 2013, a one-off compensation award of 15,000 restricted (certificates of) shares as well as of 30,000 options for shares to compensate for rights with his former
employer that he would lose as a result of him joining Fugro. Further details on this compensation award are available in the explanatory to the agenda of the extraordinary
general meeting of shareholders which was held on 27 November 2013 and available on Fugro’s website.
Pension Terms of appointment

The pension provisions with the members of the Board of The members of the Board of Management are each
Management are based upon a defined contribution (re)appointed for a maximum period of four years.
system, with the exception of the pension of Mr. Verhagen Their appointments expire as follows:
who joined Fugro as of 1 January 2014. It has been agreed P. van Riel: May 2014 (nominated for
with Mr. Verhagen that he participates in Fugro’s reappointment)
(collective) pension scheme. The payment of the premium A. Jonkman: May 2014 (will step down)
is on Fugro’s account. W.S. Rainey: May 2015
S.J. Thomson: May 2017
Stock options and restricted shares P.A.H. Verhagen: May 2018
On 31 December 2013, a total of 196,000 stock options
were granted to the members of the Board of Severance pay
Management. The exercise price of these options is The employment/service agreements with the members
EUR 43.312 (the closing price of the shares at NYSE of the Board of Management do – in accordance with the
Euronext Amsterdam on the last trading day of 2013). Code – provide for a general severance compensation
amounting to a maximum of one year’s base salary which
Further details on options that were granted to (former) in principle is applicable in the event of termination or
members of the Board of Management are specified in annulment of the agreement. This severance
Note 5.61 to the financial statements. compensation is also applicable when the termination is
justified by such change of circumstances that the
There are no personal loans, guarantees or the like members of the Board of Management cannot reasonably
granted to members of the Board of Management. be expected to continue the performance of their
function/services as a statutory director of Fugro.
Fringe benefits This may be the case, for example, if Fugro is liquidated,
The customary fringe benefits remained unchanged in is merged with or taken over by a third party, is subject to
2013 and include a company car.
Share overview members

of the Board of Management P. van Riel (CEO) A. Jonkman (CFO) W.S. Rainey S.J. Thomson P.A.H. Verhagen
Number of shares on 31 December 2013 177,376 6,178 4,000 9,832 15,000
FUGRO N.V. ANNUAL REPORT 2013 Remuneration report 91

an important reorganisation or to a major change of ■ adjustment of base salary and pension contribution
policy. to market practice
■ fine tuning of criteria for short-term incentive
(bonus) to financial targets of the updated strategy
REMUNERATION OF THE SUPERVISORY ■ conditional shares combined with a reduced number
BOARD IN 2013 of conditional options as part of the long term
incentive
The remuneration of the Supervisory Board was ■ these options and shares are performance related
determined by the AGM on 10 May 2011. and vest after three years, depending on the
The remuneration of the Supervisory Board members is achievement of predetermined criteria, which are
fi xed and not dependent on the results of Fugro. This focused on long term value creation.
implies that neither stock options nor shares are granted
to Supervisory Board members by way of remuneration. In line with the recommendations of the remuneration
There are no personal loans, guarantees or the like that committee, the Supervisory Board will present an
have been granted to members of the Supervisory Board. amended remuneration policy and a new option/share
In 2013 none of the members of the Supervisory Board plan for Fugro’s Board of Management at the AGM on
held any shares in Fugro, with the exception of Mr. 6 May 2014. Full details of the proposals will be available
Kramer who, directly or indirectly, holds a 5.4% interest in the explanatory notes to the agenda for the AGM.
in Fugro (4,581,657 shares).
No proposal to increase the annual remuneration for the
members of the Supervisory Board will be submitted to On behalf of the Remuneration Committee
the AGM on 6 May 2014. Mr. G-J. Kramer, Chairman
REVISED REMUNERATION POLICY 2014
The remuneration committee has reviewed the current

remuneration policy, which was adopted by the AGM on
14 May 2008, and concluded that the policy should be
more aligned with the revised strategy of the company.
With the assistance of an external consultant,
the remuneration committee developed an adjusted
remuneration policy that is aligned with the (financial)
targets included in the revised strategy. The main
changes compared to the existing policy are:
Remuneration of the members of the Supervisory Board in 2013

Membership Attendance
(in EUR) General committee allowance Total
H.L.J. Noy (chairman) 62,917 8,458 – 71,375

J.A. Colligan (vice-chairman) 53,229 8,500 – 61,729
M. Helmes 50,000 8,000 – 58,000
G-J. Kramer 50,000 10,000 – 60,000
Th. Smith 50,000 8,000 30,000*** 88,000
J.C.M. Schönfeld 32,292 6,458 38,750
F.H. Schreve* 29,167 3,333 – 32,500
F.J.G.M. Cremers** 5,622 1,022 – 6,644
* Mr. Schreve retired at the AGM on 8 May 2013.

** Mr. Cremers stepped down on 7 February 2013.
*** An additional attendance allowance of EUR 5,000 per attended meeting is paid to the US Supervisory Director to compensate for the additional time commitment due to
travelling.

CORPORATE GOVERNANCE
General Compliance with the Code

Fugro subscribes to the Dutch Corporate Governance Fugro’s corporate governance structure, its supervision
Code, which is based on the principle accepted in the and the way it is reported are in line with the Code.
Netherlands that a company is a long-term alliance The Code contains principles and best practice
between the various parties involved in the company. provisions that regulate relations between the Board
The stakeholders are the groups and individuals who, of Management, the Supervisory Board and the General
directly or indirectly, influence – or are influenced by – Meeting of Shareholders. The principles may be regarded
the attainment of the company’s objects: e.g. employees, as reflecting the general views on good corporate
shareholders and other providers of capital, suppliers, governance, which enjoy wide support. They have been
clients, the public sector and civil society. The Board of elaborated in the form of specific best practice provisions.
Management and the Supervisory Board have overall Companies may depart from the best practice provisions.
responsibility for weighing up these interests, generally Departures may be justified in certain circumstances.
with a view to ensuring the continuity of the enterprise, Fugro takes the view that shareholders, the media,
while the company endeavours to create long-term corporate governance ‘rating agencies’ and proxy
shareholder value. advisors should carefully assess the reason for each and
every departure from the Code’s provisions and should
It is very important for Fugro to achieve a balance avoid a ‘tick-a-box’ mentality. A shareholder should vote
between the interests of its various stakeholders. as he sees fit. A shareholder who makes use of the voting
Good entrepreneurship, integrity, openness and advice of a third party is expected to form his own
transparent management as well as good supervision judgment on the voting policy of this adviser and the
of the management are the starting points for Fugro’s voting advice provided by him.
corporate governance structure. Fugro’s governance
structure is based on the requirements of Dutch Compliance with the Code in 2013
legislation, the company’s articles of association and the A full overview (‘comply or explain’-report) of Fugro’s
rules and regulations of NYSE Euronext, complemented compliance with the Code in 2013 is posted on the
by internal policies and procedures. website. Fugro applies the principles and best practices
of the Code, except for the following and for the reasons
Dutch Corporate Governance Code set out below:
The Dutch Corporate Governance Code (‘the Code’) was
set up in December 2003. Fugro’s corporate governance Principle IV.2
structure was approved by the Annual General Meeting Maintaining its operational independence is crucial
(AGM) in May 2004. The Code was revised in December for Fugro (see page 95 for a further explanation).
2008. On 10 December 2009 the Dutch legislator One of the ways to safeguard this independence is
designated the revised Code by decree as the new share certification. Although the Code provides that
corporate governance code as defined by sections 2:391 the certification structure is not meant as a protective
Dutch Civil Code. For Fugro the revised Code became measure, Fugro has chosen, in the interest of its clients
effective retrospectively as per 1 January 2009 and to also view the certification structure as part of its
had hardly any consequences for Fugro’s corporate protective measures. During the performance of its
governance structure. The full text of the Code is assignments Fugro often receives extremely confidential
available at www.commissiecorporategovernance.nl. information. Fugro can only perform its assignments if it
can secure the confidential nature of such information
In accordance with the recommendations of the towards its clients.
Corporate Governance Code Monitoring Committee
the broad outline of Fugro’s corporate governance The second reason for the certification structure is the
structure and compliance with the principles and prevention of possible harmful effects as a result of
best practices of the Code – including explanation of absenteeism in the shareholders’ meetings of Fugro.
a few deviations – was discussed in the AGM held on Fugro considers it not to be in the interest of its
6 May 2010. Since that date no substantial changes have stakeholders in general that through absenteeism an
been made to Fugro’s corporate governance structure. accidental majority can, based only on its own interest,
force through its opinion. To prevent this, ties in with
Any substantial changes in the corporate governance this Principle IV.2.
structure of Fugro and its compliance with the Code
will be submitted to the AGM.
FUGRO N.V. ANNUAL REPORT 2013 Corporate Governance 93

Best practice provision IV.2.1 corresponding to the certificates held by the holder in a
In accordance with this provision the Board of the Fugro shareholders’ meeting of Fugro. Holders of certificates of
Trust Office (or ‘Trust Office’) enjoys the confidence of shares can (also) choose to have themselves represented
the holders of certificates and operates independently of in the shareholders’ meeting by a written power of
Fugro. One deviation from this provision is that the terms attorney. In specific situations the Trust Office can opt not
of administration of the Trust Office do not stipulate the to provide a requested power of attorney, limit the power
instances in which and the conditions under which of attorney or withdraw a power of attorney. This applies
holders of certificates may ask the Trust Office to convene for example in case a public offer for the (certificates of)
a meeting, except with respect of the right to nominate shares in the share capital of Fugro is announced or is
a candidate for appointment to the Board of the Trust already made, but it applies also in (other) circumstances
Office (see further the explanation on best practice in which granting a power of attorney in the view of
provision IV.2.2). the Trust Office substantially conflicts with the interest
of Fugro and its enterprise (article 18.3 terms of
Best practice provision IV.2.2 administration and section 2:118a Dutch Civil Code).
According to this provision the meeting of holders of Therefore the deviation of this provision of the Code is
certificates may make recommendations to the Board of that proxies to vote are not issued without any limitation
the Trust Office for the appointment of a member to the and in all circumstances. This deviation is of course
Board. The Board has decided that holders of certificates the consequence of the fact that the structure of share
representing at least 15% of the issued share capital in certification is also meant as a protective measure.
the form of certificates of shares may request that a
meeting of holders of certificates is convened in order CORPORATE INFORMATION
to make recommendations for the appointment of
a member to the Board of the Trust Office. Capital structure
The authorised capital of Fugro amounts to
Best practice provision IV.2.5 EUR 16,000,000 and is divided into:
According to this provision the Trust Office, in exercising (i) 96,000,000 ordinary shares, with a nominal
its voting rights, should be guided ‘primarily by the value of EUR 0.05 each
interests of the holders of certificates, taking the interests (ii) 160,000,000 cumulative protective preference
of the company and its affiliated enterprise into account’. shares, with a nominal value of EUR 0.05 each
The articles of association and the terms of (iii) 32,000,000 cumulative financing preference shares,
administration of the Trust Office provide that if the with a nominal value of EUR 0.05 each, which can
Trust Office exercises the voting rights, it will do this in be sub-divided into two series of 16,000,000
such manner that the interest of Fugro and its enterprise, cumulative financing preference shares; and
as well as the interests of all stakeholders, will be (iv) 32,000,000 cumulative convertible financing
safeguarded as best as possible (article 2 of the articles of preference shares, with a nominal value of
association and article 4 of the terms of administration). EUR 0.05 each, which can be sub-divided into
The interests of some stakeholders need not necessarily two series of 16,000,000 cumulative convertible
at all times run parallel with that of other stakeholders. financing preference shares.
For example, some will have a short term focus whilst
others have a long term focus. It is up to the Board of the On 31 December 2013 the issued capital amounted to
Trust Office to, after balancing the interests, come to a EUR 4,228,626.27 divided into 84,572,525 ordinary
well considered decision on the exercise of the voting shares. No preference shares have been issued. All the
rights. ordinary shares have equal voting rights (one share, one
vote).
In addition, when considering the exercise of voting
rights the Board in any case takes into consideration the Restrictions to the transfer of shares
(Dutch) law as well as the articles of association and the and cancellation of certificates
terms of administration of the Trust Office. The Board The Board of Management’s approval is required for
can (also) opt, for reasons of its own, to not exercise each transfer of preference shares. The approval has
the voting rights on the shares held by the Trust Office. to be requested in writing stating the name of the
intended acquirer of the shares in question.
Best practice provision IV.2.8
Based on the provisions of section 2:118a Dutch Civil Ordinary shares may be transferred only to natural
Code and article 18.2 of the terms of administration, persons. Notwithstanding the provisions of the preceding
the Trust Office will provide a power of attorney to sentence, the transfer of ordinary shares shall not be
any holder of certificates of shares who so requests, possible if and insofar as the acquirer, either alone or
to exercise the voting rights on the (underlying) shares under a mutual collaboration scheme jointly with one or
94 Corporate Governance FUGRO N.V. ANNUAL REPORT 2013

Fugro’s dedicated marine mammal land seabird
team provides observation services to clients in
the oil and gas and renewables industries.
more others, natural persons and/or legal entities, either (d) the transfer or transmission of ordinary shares to
directly or – otherwise than as a holder of certificates of shareholders who on 31 March 1992 were recorded
shares issued with the cooperation of Fugro – indirectly: as shareholders in the shareholders’ register of Fugro,
(i) is the holder of ordinary shares to a nominal if in respect of such a transfer or transmission the
amount of one percent or more of the total capital Board of Management, with the approval of the
of Fugro issued in the form of ordinary shares Supervisory Board, by an irrevocable resolution
(as of 31 December 2013 one percent equalled wholly or partially lifted the restrictions limiting
845,725 shares); or the transfer of ordinary shares, to which lifting
(ii) through such transfer would acquire more than of restrictions conditions may be attached
one percent of the total capital of Fugro issued in (e) the transfer or transmission of ordinary shares to
the form of ordinary shares. group companies of legal person-shareholders who
on 31 March 1992 were recorded as shareholders
Cancellation of certificates is only possible in accordance in the shareholders’ register of Fugro, if in respect
with the above-mentioned. of such a transfer or transmission the Board of
Management, with the approval of the Supervisory
The restrictions to the transfer of ordinary shares stated Board, by an irrevocable resolution wholly or
above are not applicable to: partially lifted the restrictions limiting the transfer
(a) the transfer of ordinary shares to Fugro itself or to of ordinary shares, to which lifting of restrictions
a subsidiary of Fugro conditions may be attached.
(b) the transfer or issue of ordinary shares to, or the
exercise of a right to subscribe for ordinary shares by, Substantial interests in Fugro
a trust office or to another legal person, if in respect Shareholders with an interest in Fugro’s share capital
of such a trust office or other legal person the Board of more than 3%, which must be disclosed to the
of Management with the approval of the Supervisory Netherlands Authority for the Financial Markets (AFM)
Board has by an irrevocable resolution wholly or are reported on page 103.
partially lifted the restrictions limiting the transfer
or issue of ordinary shares, to which lifting of Protective measures (extraordinary control
restrictions conditions may be attached; in respect rights; limitation of voting rights)
of another legal person as referred to above, such When carrying out assignments Fugro can have access
restrictions may be lifted only to the extent that such to clients’ extremely confidential information. For this
may be required to permit that legal person to avail reason Fugro can only carry out its activities if it can
itself of the facility of the participation exemption, safeguard its independence in relation to its clients.
as at present provided for in section 13 of the
Corporation Tax Act 1969 The main point of Fugro’s protection against a hostile
(c) the transfer of ordinary shares acquired by Fugro takeover depends on the one hand on certification of the
itself or the issue by Fugro of ordinary shares, if such ordinary shares and, on the other hand, on the possibility
a transfer or issue takes place within the framework of Fugro to issue cumulative protective preference shares.
of either a collaborative arrangement with or the In addition to this, protective preference shares may also
acquisition of another enterprise, or a legal merger, be issued by the Fugro subsidiaries Fugro Consultants
or the acquisition of a participating interest or the International N.V. and Fugro Financial International N.V.
expansion thereof, in respect of which the Board of to Stichting Continuïteit Fugro (see page 97).
Management with the approval of the Supervisory
Board by an irrevocable resolution has wholly or The primary aim of the protective measures is to
partially lifted the restrictions limiting the transfer safeguard Fugro’s independence in relation to its clients.
or issue of ordinary shares, to which lifting of
restrictions conditions may be attached

Ground Penetrating Radar survey on concrete LNG tank,
United Kingdom.
Fugro Trust Office (‘Trust Office’) Generally speaking a certificate holder’s notification to
Only (non-voting) certificates of shares are listed and attend a General Meeting of shareholders will be treated
traded on NYSE Euronext Amsterdam. These as a request to the Trust Office to grant a proxy to vote in
exchangeable certificates are issued by the Trust Office respect of the number of (underlying) shares for which
and the Board of the Trust Office exercises the voting certificates have been issued to the holder.
rights on the underlying shares in such manner that
the interests of Fugro and its enterprise, as well as the Stichting Beschermingspreferente aandelen
interests of all stakeholders, are safeguarded as best Fugro (‘Foundation Protective Preference
possible. The Board of the Trust Office operates Shares’)
completely independent of Fugro. For the composition The objects of Foundation Protective Preference Shares
of the Board of the Trust Office see page 204. are to attend to Fugro’s interests and of Fugro’s businesses
as well as the businesses of the entities that form part of
Holders of certificates (and their authorised proxies): the Group, in such way that Fugro’s interests and the
■ may, after timely written notification, attend interests of the relevant businesses as well as the interests
and speak at shareholders’ meetings of all parties involved, are safeguarded to the extent
■ are entitled to request from the Trust Office possible, and that Fugro and the relevant businesses are
a proxy to exercise the voting rights on the defended to the extent possible against factors that could
(underlying) shares corresponding to their negatively affect the independence and/or continuity
certificates. The Trust Office may solely limit, and/or identity of Fugro and the relevant businesses, as
exclude or revoke this proxy if: well as all activities which are incidental to or which may
■ a public offer has been announced or made on be conducive to any of the foregoing. The Foundation
the (certificates of) shares of Fugro or if a aims to achieve its objects independent from Fugro, by
justifiable expectation prevails that such an acquiring protective preference shares and by exercising
offer shall be made, without agreement thereon the rights attached to such shares. Fugro has entered into
having necessarily been reached with Fugro a call option agreement with the Foundation pursuant to
■ a holder of certificates or a number of holders of which the Foundation was granted the right to acquire
certificates, in accordance with an agreement cumulative preference protective shares in Fugro’s share
between and among them to co-operate, capital, each share with a nominal value of EUR 0.05,
together or not, with subsidiaries, acquire at up to an amount to be determined by the Foundation
least 25% of the issued capital of Fugro; or up to a maximum equal to 100% minus 1 share of the
■ in the opinion of the Trust Office, the exercise aggregate nominal value of ordinary shares and
of voting rights by a holder of certificates preference financing shares in Fugro that are held by
constitutes a real conflict of interests with third parties at the time the right to acquire preference
those of Fugro protective shares is exercised by the Foundation.
■ may, provided they are natural persons and they By entering into the option agreement, the Foundation
have not entered into an agreement between and is in a position to achieve its objects – i.e. safeguarding
among them to co-operate, exchange their the company and its businesses – autonomously,
certificates for ordinary shares entitled to vote up independently and effectively should the occasion occur.
to a maximum of 1% of the issued share capital of The Board of Foundation Protective Preference Shares
Fugro per shareholder. operates completely independent of Fugro. For the
composition of the Board of the Foundation see page 204.

Stichting Continuïteit Fugro and to restrict or exclude pre-emptive rights in respect
(‘Foundation Continuity’) of shares; and approval of decisions to amend the
The call option on protective preference shares granted articles of association or to dissolve Fugro. In addition,
by Fugro Consultants International N.V. and Fugro the following is discussed in the (Annual) General
Financial International N.V. (both registered in Curaçao) Meeting: the annual report, changes to the profile of the
to Foundation Continuity has been approved by the Supervisory Board, the dividend policy and substantial
AGM in 1999. The objective of Foundation Continuity changes in the corporate governance structure of
corresponds to that of Foundation Protective Preference Fugro and in the compliance with the Code.
Shares. The protective measures described above shall At least one (Annual) General Meeting is convened each
be put up, especially in a takeover situation, when this is year. Extraordinary General Meetings are convened
in the interest of Fugro to protect its independence and as often as the Supervisory Board or the Board of
also in defining Fugro’s position in relation to that of the Management deems this necessary. The shareholders’
raider and the raider’s plans and it creates the possibility, meeting is chaired by the chairman of the Supervisory
when necessary, to look for alternatives. The protective Board. The Supervisory Board and the Board of
measures will not be put up to protect the Board of Management provide the shareholders’ meeting with
Management’s own position. Due to the uncertainty all the information requested, unless there is a very
regarding the situations with which Fugro could good reason why providing the information would not
be confronted, the use of protective measures in be in the interests of Fugro.
circumstances other than those described above
cannot be discounted. For the composition of the Board Appointment and dismissal of members of the
of Foundation Continuity see page 204. Board of Management and Supervisory Board
The members of both the Board of Management and the
Stock option scheme Supervisory Board are appointed by the General Meeting
Fugro has a stock option scheme that has been approved of shareholders for a maximum period of four years
by the AGM on 14 May 2008. Details of the option on a binding nomination of the Supervisory Board.
scheme are described on page 89 of this Annual Report. The binding nature of such a nomination may, however,
Options on ordinary shares are granted to the members be overruled by a resolution adopted by an absolute
of the Board of Management and other employees in majority of the votes cast by the General Meeting,
such way that at any moment the maximum number of provided such majority represents more than one-third
outstanding options to acquire ordinary shares in Fugro of the issued share capital. If this proportion of the capital
will not exceed 7.5% of the issued ordinary share capital is not represented at the meeting, but an absolute
(including treasury stock). In order to mitigate dilution, majority of the votes cast is in favour of a resolution to
it is Fugro’s policy to purchase own shares to cover the cancel the binding nature of the nomination, a new
option scheme with the result that no new shares are meeting may be convened at which the resolution may
issued when options are exercised. The total number be passed by an absolute majority of votes, regardless of
of options to be granted is subject to the approval of the proportion of the capital represented at the meeting.
the Supervisory Board as is the grant of options to If a binding nomination has not been made or has not
members of the Board of Management itself. been made in due time, the General Meeting may appoint
a Managing Director or a Supervisory Director at its
Functioning of the General Meeting discretion. Unless the resolution is proposed by the
of shareholders Supervisory Board, the General Meeting may only pass
The powers of the (Annual) General Meeting of a resolution to suspend or dismiss a member of the Board
shareholders are stipulated in legislation and in the of Management or Supervisory Board with a majority of
articles of association of Fugro and can be stated two-thirds of the votes cast, which majority represents
concisely as follows: approval of decisions that would more than one-half of the issued capital. With regard to
cause a major change to the identity or character of Fugro the overruling of the binding nature of a nomination by
or its business; appointment and dismissal of members of the Supervisory Board and the decision to suspend or
the Board of Management and of the Supervisory Board; dismiss a member of the Board of Management or
adoption of the remuneration policy for the members of Supervisory Board, convening a second meeting pursuant
the Board of Management; approval of the stock option to section 2:120, subsection 3, Dutch Civil Code shall not
scheme for the members of the Board of Management; be permitted.
determination of the remuneration of members of the
Supervisory Board; adoption of the financial statements; Amendment of the articles of association
discharge of members of the Board of Management and A resolution to amend the articles of association of Fugro
of the Supervisory Board; approval of the profit may be passed only on a proposal thereto of the Board of
appropriation; authorisation to acquire own shares, Management with the prior approval of the Supervisory
to issue shares (or to grant rights to subscribe for shares) Board and by a majority of at least two-thirds of the votes

cast at a General Meeting of shareholders at which at (b) restrict and/or to exclude pre-emption rights that
least one-half of the issued capital is represented. accrue to shareholders upon issue of (grant of rights
If at a General Meeting at which the proposal to amend to subscribe for) ordinary shares and/or financing
the articles of association is to be considered, the required preference shares.
part of the capital is not represented, then a second
meeting may be convened at which second meeting The authorisation of the Board of Management with
the resolution to amend the articles of association may respect to the issue of ordinary shares and financing
be passed, irrespective of the part of the capital preference shares and/or to grant rights to subscribe
represented at such meeting, provided such resolution for ordinary shares and financing preference shares was
is adopted by a majority of at least two-thirds of the votes limited to 10% of the issued share capital of Fugro at the
cast. Insofar as a resolution to amend the articles of time of the issue plus an additional 10% of the issued
association brings about a change in the rights vested in capital of Fugro at the time of the issue in connection
the holders of protective preference shares or the holders with or on the occasion of mergers and acquisitions.
of financing preference shares or the holders of
convertible financing preference shares, such a resolution The Board of Management may resolve, with the approval
shall require the approval of the meeting of holders of of the Supervisory Board, to dispose of shares acquired
protective preference shares or the meeting of holders by Fugro in its own capital.
of financing preference shares or the meeting of the
holders of convertible financing preference shares, Key agreements containing change-of-control
as the case may be. provisions
Fugro differentiates four categories of agreements
Fugro’s articles of association were last amended on as referred to in the Decree on Section 10 EU Takeover
28 June 2010 and are posted on the website. Directive:
a) Credit facility with Rabobank of EUR 150 million for
Authorisation of the Board of Management five years. This agreement was implemented in 2011
with regard to the acquisition (purchase) and the facility has not been utilised. The facility
of own shares and the issue of shares may be cancelled in the event of a ‘change of
Fugro regularly proposes to its shareholders to authorise ownership’ of Fugro whereupon all or part of the
the Board of Management to acquire and to issue shares. loans may become immediately due and payable.
On 8 May 2013 the AGM authorised the Board of
Management for a period of 18 months as from 8 May Credit facility with ING Bank N.V. of EUR 150 million
2013 until 8 November 2014, to, subject to the approval of for five years. This agreement was implemented
the Supervisory Board, cause Fugro to purchase its own in 2011 and the facility has not been utilised.
(certificates of) shares, up to a maximum of 10% of the The facility may be cancelled in the event of a
issued capital at the date of acquisition, provided that ‘change of ownership’ of Fugro whereupon all or
Fugro will hold no more (certificates of) shares in stock part of the loans may become immediately due
than at maximum 10% of the issued capital, either and payable.
through purchase on a stock exchange or otherwise, at Credit facility with The Royal Bank of Scotland N.V.
a price, excluding expenses, not lower than the nominal of EUR 100 million for five years. This agreement
value of the shares and not higher than 10% above the was implemented in 2011 and the facility has not
average of the closing price of the certificates of the shares been utilised. The facility may be cancelled in the
on NYSE Euronext Amsterdam for the five business days event of a ‘change of ownership’ of Fugro whereupon
before the day on which the purchase is made. all or part of the loans may become immediately
Also on 8 May 2013 the AGM designated the Board due and payable.
of Management as the corporate body which is
authorised for a period of 18 months as of 8 May 2013 Credit facility with HSBC Bank Plc. of
until 8 November 2014, to, subject to the approval of EUR 100 million for five years. This agreement
the Supervisory Board: was implemented in 2011 and the facility has not
(a) resolve on the issue of – and/or on the granting been utilised. The facility may be cancelled in the
of rights to subscribe for – all ordinary shares and event of a ‘change of ownership’ of Fugro whereupon
all sorts of financing preference shares (not the all or part of the loans may become immediately
protective preference shares) in which the authorised due and payable.
capital is divided at the date of the relevant
resolution

Credit facility with BNP Paribas S.A. of Fugro has also concluded long term loans with
EUR 100 million for five years. This agreement American and British institutional investors in 2011.
was implemented in 2011 and the facility has not In case of a ‘Change of Control’ Fugro shall give
been utilised. The facility may be cancelled in the written notice of such fact to all holders of the loan
event of a ‘change of ownership’ of Fugro whereupon notes. The notice shall contain an offer by Fugro to
all or part of the loans may become immediately prepay the entire unpaid principal amount of loan
due and payable. notes held by each holder at 100% of the principal
amount of such loan notes at par (and without any
Credit facility with Barclays Bank Plc. of make-whole, premium, penalty or make-whole
EUR 75 million for five years. This agreement amount whatsoever or howsoever described),
was implemented in 2011 and the facility has not together with interest accrued thereon to the
been utilised. The facility may be cancelled in the prepayment date selected by Fugro.
event of a ‘change of ownership’ of Fugro whereupon
all or part of the loans may become immediately c) Joint venture agreement between Fugro Consultants
due and payable. International N.V. and CGG dated 27 January 2013.
This agreement contains a change of control clause
Credit facility with ABN AMRO Bank N.V. of with respect to the situation that a third party, other
EUR 50 million for five years. This agreement was than an affiliate of Fugro or CGG acquires direct or
implemented in 2011 and the facility has not been indirect control over i) the affairs of Fugro or CGG;
utilised. The facility may be cancelled in the event ii) more than 30% of the voting rights in the capital
of a ‘change of ownership’ of Fugro whereupon all of Fugro or CGG; or iii) on the appointment or
or part of the loans may become immediately dismissal of the majority of the managing directors
due and payable. or a board of directors of Fugro or CGG.
Credit facility with Credit Suisse A.G. of

EUR 50 million for five years. This agreement d) Employee option agreements. The employee
was implemented in 2011 and the facility has not option agreements stipulate that in the event of
been utilised. The facility may be cancelled in the a restructuring of the share capital of Fugro or
event of a ‘change of ownership’ of Fugro whereupon a merger of Fugro with any other legal entity,
all or part of the loans may become immediately the option holder is entitled for every option
due and payable. to such securities, cash or other property as to
which a shareholder of Fugro is entitled per share
b) Private placement USD loans. As described in immediately prior to the restructuring or merger,
paragraph 5.7.2 of the Financial statements, Fugro unless the option period is shortened by Fugro.
has concluded long term loans with American In the event of a restructuring of its share capital
investors in 2002. The terms and conditions of these or merger with another company, Fugro may shorten
loans provide that Fugro may consolidate or merge the option period so as to terminate immediately
with any other person or legal entity if either a) prior to the time at which the restructuring or merger
Fugro shall be the surviving or continuing person, is effectuated. In the event that a public offer is
or b) the surviving, continuing or resulting person considered hostile and such offer is declared
or legal entity that purchases, acquires or otherwise unconditional, all options become immediately
acquires all or substantially all of the assets of the exercisable.
company i) is a solvent entity organised under
the laws of any approved jurisdiction (any of the Payment to members of the Board of
following jurisdictions: the Netherlands, The United Management on termination of employment/
States, Canada and any country which is a member services agreement resulting from a public bid
of the EU (other than Greece) at the time of the date Fugro has not entered into any agreements with members
of the agreement, ii) is engaged in any similar line of the Board of Management or employees that provide
of business as Fugro and iii) expressly assumes for a specific severance compensation on termination of
the obligations of Fugro under this agreement in the employment or services agreement as a result of a
a writing which is in form and substance reasonably public bid within the meaning of section 5:70 or 5:74 of
satisfactory to the holders of at least 51% of the the Dutch Act on Financial Supervision. The agreements
outstanding principal amount of the notes. with the members of the Board of Management do
– in accordance with the Code – provide for a general
severance compensation amounting to a maximum of
one year’s base salary which in principle is applicable in
the event of termination or annulment of the agreement.

Technical meeting, Saudi Arabia.
This severance compensation is also applicable when the ■ the information concerning the disclosure of the
termination is justified by such change of circumstances information required by the Decree on Section
that the members of the Board of Management cannot 10 EU Takeover Directive, as required by section 3b
reasonably be expected to continue the performance of of the Decree, may be found in the chapter on
their function/services as a statutory director of Fugro. ‘Corporate Governance’.
This may be the case, for example, if Fugro is liquidated,
is merged with or taken over by a third party, is subject This corporate governance statement is also available
to an important reorganisation or to a major change of on Fugro’s website.
policy.
Corporate Governance statement

This is a statement concerning corporate governance
as referred to in section 2a of the decree on additional
requirements for annual reports (Vaststellingsbesluit
nadere voorschriften inhoud jaarverslag) effective as of
1 January 2010 (the ‘Decree’). The information required
to be included in this corporate governance statement as
described in sections 3, 3a and 3b of the Decree can be
found in the following chapters, sections and pages of
this Annual Report 2013 and are deemed to be included
and repeated in this statement:
■ the information concerning compliance with the
Dutch Corporate Governance Code, as required by
section 3 of the Decree, can be found in the chapter
on ‘Corporate Governance’
■ the information concerning Fugro’s main features of
the internal risk management and control systems
relating to the financial reporting process, as
required by section 3a sub a of the Decree, can
be found in the chapter on ‘Risk Management’
■ the information regarding the functioning of Fugro’s
General Meeting of shareholders, and the authority
and rights of Fugro’s shareholders and holders of
certificates of shares, as required by section 3a sub b
of the Decree, can be found in the chapter on
‘Corporate Governance’
■ the information regarding the composition and
functioning of Fugro’s Board of Management, the
Supervisory Board and its Committees, as required
by section 3a sub c of the Decree, can be found in the
relevant sections of the chapter on ‘Corporate
Governance’, the Report of the Supervisory Board
and on pages 84 and 86; and

INFORMATION FOR SHAREHOLDERS
Financial calendar
7 March 2014 Publication of 2013 annual results (7.00 CET)

25 March 2014 Notice for the Annual General Meeting published on www.fugro.com
8 April 2014 Record date for Annual General Meeting
6 May 2014 Trading update first quarter 2014 (7.00 CET)
6 May 2014 Annual General Meeting in the Crown Plaza hotel in Den Haag (14.00 CET)
8 May 2014 Quotation ex-dividend
12 May 2014 Record date dividend entitlement (after trading hours)
15 – 28 May 2014 Dividend option period (cash or shares)
2 June 2014 Determination and publication (7.00 CET) of exchange ratio based upon
the volume weighted average of the share on 28, 29 and 30 May
6 June 2014 Dividend payable
11 August 2014 Publication of the half-year results (7.00 CET)
12 November 2014 Trading update third quarter 2014 (7.00 CET)
27 February 2015 Publication of the 2014 annual results (7.00 CET)
30 April 2015 Annual General Meeting
Fugro’s Investor Relations policy is aimed at providing In 2013, Fugro hosted Capital Markets Days in September
timely, full and consistent information to existing and relating to the strategic update. Roadshows in London
potential shareholders, other capital providers and its and Houston are held twice a year, amongst others in the
intermediaries. Fugro wants to enable them to develop United States, the United Kingdom, The Netherlands and
a clear understanding of its strategy, activities, historical Germany. Together with further individual personal
performance and outlook for the future. contacts with investors and analysts this results annually
in around 250 ‘one-on-one’-meetings, presentations and
Fugro offers comprehensive information regarding the telephone conferences.
company on its website and through presentations to
and meetings with analysts, investors and media and These activities are carried out in strict accordance with
by means of press releases. Shareholders and certificate the requirements of NYSE Euronext and the Netherlands
holders are able to follow general meetings and analyst Authority for the Financial Markets. Fugro complies
presentations by means of webcasting. The presentations, with all best practice provisions in the Dutch Corporate
posted on the website, are given particularly during Governance Code that concern the relations of a company
the periods March/April and August/September. with its shareholders. Fugro has drawn up a clear
During these presentations Fugro’s strategy and activities disclosure policy detailing how information is provided
are further explained in detail by members of the Board to investors, analysts, financial institutions, the press
of Management. and other stakeholders. For more information, including
press releases, presentations and the policy on bilateral
contacts, please see www.fugro.com.
FUGRO N.V. ANNUAL REPORT 2013 Information for shareholders 101

Listing on the stock exchange
Fugro has been listed on the NYSE Euronext stock Development share price
exchange in Amsterdam since 1992. The certificates (x €)
of shares have been included in the AEX-index
as of September 2008 (symbol: FUR/ISIN code:
60
NL0000352565). Options on Fugro shares are traded
on the European Option Exchange in Amsterdam
50
(Euronext Life).
40
Only certificates of shares of Fugro are listed on NYSE
Euronext Amsterdam. These certificates are issued by the 30
Fugro Trust Office, which carries out the administration
of the underlying shares, for which it has issued the 20
certificates. On 31 December 2013 the Fugro Trust Office

administered 98.6% of the issued underlying shares. 10
For more information on share capital, certificates 2009 2010 2011 2012 2013
and the Fugro Trust Office see pages 206 and 207.
Fugro
AEX
AEX calibrated to the Fugro share price on 2 January 2009
Trading information
2013 2012 2011 2010 2009
Market capitalisation (x EUR 1 million) 3.663 3.688 3.655 4.937 3.171

Highest closing share price on NYSE Euronext 48.81 57.88 63.53 62.06 41.85
Lowest closing share price on NYSE Euronext 35.24 37.65 34.47 37.10 19.09
Year-end closing share price on NYSE Euronext 43.32 44.52 44.90 61.5 40.26
Average daily trading on NYSE Euronext (shares) 475,733 482,637 517,252 421,570 539,557
Average price/earnings ratio 7.9 13.0 13.5 14.3 8.8
Average dividend yield (%) 3.6 4.2 3.1 3.0 4.9
Information per share

(x EUR 1.–) 2013 2012 * 2011* 2010 * 2009 *
Cash flow 5.00 4.99 5.45 6.25 5.99

(Basic) Earnings per share 5.29 3.61 3.63 3.47 3.46
Diluted earnings per share 5.26 3.58 3.74 3.42 3.42
Dividend paid out in the year under review 2.00 1.50 1.50 1.50 1.50
Proposed dividend over the year under review 1.50 1.50 1.50 1.50 1.50
of majority Geoscience business 0.50
Pay-out ratio (%) over the year under review 54 56 41 43 44
* Continued and discontinued business.
102 Information for shareholders FUGRO N.V. ANNUAL REPORT 2013

Shareholders owning 3% or more in Fugro’s share capital (public register AFM)
Ownership Date Notification
G-J. Kramer (directly and indirectly) 5.36% 6 January 2014

Sprucegrove Investment Management Limited 5.18% 14 March 2013
ING Groep NV 5.05% 22 November 2013
Franklin Resources, Inc 5.01% 13 December 2013
Harris Associates L.P. 5.00% 27 September 2013
Columbia Wanger 4.97% 28 October 2011
Fidelity Management and Research 4.80% 5 May 2008
Capital Group International Inc. 4.60% 27 February 2013
Shareholders Participations and employee options

Under the Dutch Financial Supervision Act, On 31 December 2013 around 1% of Fugro’s share capital
shareholdings of 3% or more must be disclosed to the was held by members of the Board of Management and
Netherlands Authority for the Financial Markets (AFM). other Fugro employees.
On 31 December 2013, Fugro owned 4.5% of its own
shares to cover options granted to employees. As far as is Of the total number of employee options granted
known, approximately 74% of the outstanding shares is during the past years, 5,491,865 options (including
held by non-Dutch investors. the option grants as per 31 December 2013) were
outstanding on 31 December 2013. A total number
of 956,925 new options, with an exercise price of
EUR 43.315 were granted to a total of 621 employees
on 31 December 2013. Of these options, 26.60% were
granted to the six members of the Executive Committee
Distribution of shareholders
(see also pages 188 and 189).
(x 1,000 shares)
Options are granted annually on 31 December and

75 the option exercise price is equal to the price of the
certificates of shares at the closing of NSYE Euronext
60 Amsterdam on the last trading day of the year.
The vesting period for the granted options is three years
45
starting on 1 January of the year following the grant date.
The option period is six years. The options granted
30
are unconditional and are not subject to any further
conditions of exercise, except that the option holder is
15
still employed by Fugro or one of its operating companies.
0 Standard exceptions apply to the latter rule in connection
with retirement, long-term disability and death. In the
end 2009 end 2010 end 2011 end 2012 end 2013
event that a public offer is considered hostile and such
offer is declared unconditionally, all options become
United Kingdom France
immediately exercisable.
United States Germany
The Netherlands Switzerland
Luxembourg Other
Belgium
On the basis of anonymous data provided by custodian banks.

Number of outstanding shares
2013 2012
Outstanding at 1/1 82,844,371 81,392,981

Stock dividend 1,728,154 1,451,390
■
Outstanding at 31/12 84,572,525 82,844,371
Balance held for option scheme (31/12) 3,798,736 1,202,566
■
Entitled to dividend as of 31/12 80,773,789 81,641,805
Movement in number of shares held to cover employee options

2013 2012
Balance on 1/1 1,202,566 2,162,746

Purchased 3,000,000 0
Sold in connection with option exercise (403,830) (960,180)
■
Balance on 31/12 3,798,736 1,202,566
Granted, not exercised options as of 31/12 5,491,865 6,534,920
Options are granted in such a way that at any moment Dividend policy
the maximum number of outstanding options to acquire Fugro strives for a pay-out ratio of 35% to 55% of the net
shares in Fugro will not exceed 7.5% of the issued result. Shareholders have a choice between cash or
ordinary share capital (including treasury shares), shares. In case no choice is made, the dividend will be
taking into account the number of shares repurchased paid in shares.
for the option plan. In order to mitigate dilution, it is
Fugro’s policy to purchase own shares to cover the In 2013 about 50% of the shareholders chose to receive
options granted with the result that no new shares the dividend for 2012 in shares (2012: 55%). In 2013,
are issued when options are exercised. 1,728,154 new shares were issued for this purpose.
In 2013 Fugro purchased 3,000,000 shares (2012: In September 2013 Fugro updated its dividend policy.
nil shares) at an average price of EUR 44,39 per share. Starting with the 2013 dividend, Fugro will offset
On 31 December 2013 a total of 3,798,736 own shares dilution resulting from the optional dividend (cash or
were held. These shares are not entitled to dividend and shares). Fugro will buy-back the number of shares issued
there are no voting rights attached to these shares. The as stock dividend and these shares will be cancelled after
exercise of all outstanding options as of 31 December having obtained shareholder approval. This way, the
2013, including the options granted on this date, could – tax advantage for a substantial part of the shareholders
after having used the purchased shares – lead to an related to stock dividend is retained.
increase of the issued share capital by a maximum of 2%.
As stated above it is Fugro’s policy to purchase own
shares to cover the options granted with the result that
no new shares are issued when options are exercised.
Since the 1st of January 2014 a total of 27,700 options
were exercised.
104 Information for shareholders FUGRO N.V. ANNUAL REPORT 2013

Dividend for 2013 Prevention of the misuse of inside information
It is proposed that the dividend for 2013 will be Fugro considers prevention of the misuse of inside
EUR 1.50 per share (2012: EUR 2.00, consisting of information when trading in securities to be essential
a regular dividend of EUR 1.50 and an one-off extra for its relationship with the outside world. Fugro has
dividend of EUR 0.50 in connection with the divestment issued internal guidelines on the holding of and effecting
of the majority of the Geoscience business). The proposed transactions in Fugro securities which apply to the
dividend for 2013 equates to a pay-out ratio of 54% of the members of the Supervisory Board, the Board of
net result from continuing operations, in line with the Management and other designated persons. A record
dividend policy of a pay-out ratio of 35 to 55%. is kept of all so-called ‘insiders’. Fugro has appointed a
Compliance Officer. Dealings in securities by members
Annual General Meeting of the Supervisory Board, the Board of Management and
The agenda, including explanatory notes, of the the managers who are considered insiders as meant in
General Meeting will be posted on www.fugro.com Section 5:60 of the Dutch Financial Supervision Act,
at least 42 days prior to the meeting. are notified to the AFM (www.afm.nl).
Fugro offers the possibility to grant proxies, whether Contact

or not with voting instructions, by electronic means. For further information contact
Fugro also offers the holders of certificates of shares Catrien van Buttingha Wichers
the possibility to issue voting instructions by using an Director Investor Relations
internet e-voting system: www.abnamro.com/evoting. +31(0)70 3115335
As the technology matures and becomes more [email protected]
trustworthy, Fugro will evaluate whether to facilitate [email protected]
the use of electronic means to cast votes during the
meeting without being present in person or by proxy.
Percentage of (certificates of) shares represented in past shareholders’ meetings
Certificates and shares Shares held by

(excl. Fugro Trust Office) Fugro Trust Office* % of issued capital**
EGM 2013 69 30 99
AGM 2013 62 37 99
AGM 2012 61 38 99
EGM 2011 57 42 99
AGM 2011 57 42 99
* Fugro Trust Office votes on the shares for which certificates have been issued and on which shares the certificate holders do not vote themselves as representative
of the Fugro Trust Office. See page 206 for more information on Fugro Trust Office
** Excluding own shares held by Fugro.

106 FUGRO N.V. ANNUAL REPORT 2013
1 Consolidated statement of
comprehensive income 108
2 Consolidated statement of financial position 110
3 Consolidated statement of changes in equity 112
4 Consolidated statement of cash flows 115
5 Notes to the consolidated financial statements 117
6 Subsidiaries and investments of Fugro N.V.

accounted for using the equity method 192
7 Company balance sheet 195
8 Company income statement 196
9 Notes to the company financial statements 197
10 Other information 202

10.1 Independent Auditor’s report 202
10.2 Subsequent events 204
10.3 Foundation Boards 204
10.4 Statutory provisions regarding the
appropriation of profit 204
10.5 Proposal regarding the appropriation of profit 205
Report of Stichting Administratiekantoor

Fugro (‘Trust Office’) 206
Historical review 208
Glossary 210
FINANCIAL STATEMENTS 2013
107
1 CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
For the year ended 31 December
(EUR x 1,000) 2013 2012*
Continuing operations
(5.26) Revenue 2,423,971 2,164,996
(5.29) Third party costs (1,003,441) (793,250)
Net revenue own services (revenue less third party costs) 1,420,530 1,371,746
(5.30) Other income 54,112 14,806
(5.31) Personnel expenses (743,143) (694,537)

(5.36) Depreciation (179,036) (155,619)
(5.37) Amortisation of software and other intangible assets (11,382) (3,125)
(5.32) Other expenses (274,061) (226,647)
Results from operating activities (EBIT) 267,020 306,624

Finance income 20,142 13,972
Finance expenses (27,126) (29,039)
(5.33) Net finance income/(costs) (6,984) (15,067)
(5.40) Share of profit/(loss) of equity-accounted investees (net of income tax) 4,937 (1,068)
Profit before income tax 264,973 290,489

(5.34) Income tax expense (51,120) (49,085)
■
Profit for the period from continuing operations 213,853 241,404
(5.46) Profit for the period from discontinued operations 204,073 58,210
■
Profit for the period 417,926 299,614
Attributable to:
Owners of the Company 428,303 289,745
Non-controlling interests (10,377) 9,869
■
Basic earnings per share from continuing and discontinued operations

(attributable to owners of the Company during the period)
(5.48) From continuing operations (EUR) 2.77 2.89
(5.48) From discontinued operations (EUR) 2.52 0.72
(5.48) From profit for the period 5.29 3.61
Diluted earnings per share from continuing and discontinued operations

(attributable to owners of the Company during the period)
(5.48) From continuing operations (EUR) 2.76 2.86
(5.48) From discontinued operations (EUR) 2.51 0.72
■
(5.48) From profit for the period 5.27 3.58
* Restated see pages 117 – 119.
The notes on pages 117 to 201 are an integral part of these consolidated financial statements.
108 Financial Statements 2013 FUGRO N.V. ANNUAL REPORT 2013
1 CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME (CONTINUED)
(EUR x 1,000) 2013 2012*
Other comprehensive income

Items that will not be reclassified to profit or loss
(5.50) Defined benefit plan actuarial gains (losses) (5,163) 3,800
Total items that will not be reclassified to profit or loss (5,163) 3,800
Items that may be reclassified subsequently to profit or loss

(5.33) Foreign currency translation differences of foreign operations (207,271) 3,861
(5.33) Foreign currency translation differences of equity-accounted investees (333) 36
(5.33) Net change in fair value of hedge of net investment in foreign operations 26,805 6,235
(5.33) Net change in fair value of cash flow hedges transferred to profit or loss 626 773
(5.33) Net change in fair value of available-for-sale financial assets (95) 353
Net change in translation reserve transferred to profit or loss due to disposal 10,839 –
Total items that may be reclassified subsequently to profit or loss (169,429) 11,258
Total other comprehensive income for the period (net of tax) (174,592) 15,058
■
Total comprehensive income for the period 243,334 314,672
Attributable to:
Owners of the Company 259,789 305,451
Non-controlling interests (16,455) 9,221
■
Total comprehensive income for the period 243,334 314,672
Total comprehensive income attributable to equity shareholders

arises from:
Continuing operations 45,377 244,998
Discontinued operations 214,412 60,453
■
259,789 305,451
The other comprehensive income includes defined benefit plan actuarial results of EUR 500 thousand gain
(2012: EUR 1,602 thousand gain) and foreign currency translation differences of foreign operations of
EUR 1,000 thousand loss (2012: EUR 641 thousand gain) relating to the discontinued operations.
FUGRO N.V. ANNUAL REPORT 2013 Financial Statements 2013 109

2 CONSOLIDATED STATEMENT OF FINANCIAL POSITION
As at 31 December
1 January
(EUR x 1,000) 2013 2012* 2012*
Assets
(5.36) Property, plant and equipment 1,129,920 1,065,873 1,482,981
(5.37) Intangible assets 1,137,210 1,014,201 1,116,192
(5.40) Investments in equity-accounted investees 52,659 34,707 1,632
(5.41) Other investments 150,604 19,337 59,247
(5.42) Deferred tax assets 49,561 45,221 55,262
Total non-current assets 2,519,954 2,179,339 2,715,314
(5.43) Inventories 27,583 21,343 31,069

(5.44) Trade and other receivables 867,535 837,645 884,550
(5.35) Current tax assets 51,345 27,500 60,278
(5.45) Cash and cash equivalents 164,185 92,019 170,384
(5.46) Assets classified as held for sale - 1,011,870 -
Total current assets 1,110,648 1,990,377 1,146,281
■
Total assets 3,630,602 4,169,716 3,861,595

2 CONSOLIDATED STATEMENT OF FINANCIAL POSITION (CONTINUED)
As at 31 December
1 January
(EUR x 1,000) 2013 2012* 2012*
Equity
Share capital 4,228 4,143 4,070
Share premium 431,227 431,312 431,385
Other Reserves (447,888) (164,565) (210,809)
Retained earnings 1,609,101 1,396,094 1,143,544
Unappropriated result 428,303 289,745 287,595
Total equity attributable to owners of the Company 2,024,971 1,956,729 1,655,785
Non-controlling interests 85,947 21,640 18,349
(5.47) Total equity 2,110,918 1,978,369 1,674,134
Liabilities
(5.49) Loans and borrowings 689,023 1,166,734 1,215,173
(5.50) Employee benefits 95,003 89,757 98,320
(5.51) Provisions 225 1,165 4,215
(5.42) Deferred tax liabilities 38,231 18,130 13,683
Total non-current liabilities 822,482 1,275,786 1,331,391
(5.45) Bank overdraft 92,085 221,923 167,810

(5.49) Loans and borrowings 31,595 10,814 79,776
(5.52) Trade and other payables 483,690 389,553 512,692
Other taxes and social security charges 41,499 37,501 46,279
(5.35) Current tax liabilities 48,333 54,239 49,513
(5.46) Liabilities classified as held for sale - 201,531 -
Total current liabilities 697,202 915,561 856,070
Total liabilities 1,519,684 2,191,347 2,187,461

■
Total equity and liabilities 3,630,602 4,169,716 3,861,595

3 CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
(EUR x 1,000) 2013
Non-
Trans- Reserve Unappro- con-
Share Share lation Hedging for own Retained priated trolling Total
capital premium reserve reserve shares earnings result Total interest equity
Balance at 1 January 2013 4,143 431,312 5,697 (1,704) (168,558) 1,396,094 289,745 1,956,729 21,640 1,978,369
Total comprehensive income
for the period:
Profit or (loss) 428,303 428,303 (10,377) 417,926

(5.33) Foreign currency translation
differences of foreign operations (201,193) (201,193) (6,078) (207,271)
differences of equity-accounted
investees (333) (333) (333)
(5.33) Net change in fair value of hedge
of net investment in foreign
operations 26,805 26,805 26,805
(5.34) Defined benefit plan actuarial
gains (losses) (5,163) (5,163) (5,163)
(5.33) Net change in fair value of cash
flow hedges transferred to profit
or loss 626 626 626
(5.33) Net change in fair value of
available-for-sale financial assets (95) (95) (95)
(5.33) Net change in translation reserve
transferred to profit or loss due
to disposal 10,839 10,839 10,839
Total other comprehensive

income (net of tax) (163,882) 626 (5,258) (168,514) (6,078) (174,592)

for the period (163,882) 626 (5,258) 428,303 259,789 (16,455) 243,334

3 CONSOLIDATED STATEMENT OF CHANGES IN EQUITY (CONTINUED)
(EUR x 1,000) 2013
Non-
Trans- Reserve Unappro- con-
Transactions with owners

recognised directly in equity
Contributions by and
distributions to owners
(5.31) Share-based payments 8,858 8,858 8,858
Share options exercised 13,106 13,106 13,106
Addition to reserves 209,407 (209,407)
(5.47) Own shares acquired and stock
dividend 85 (85) (133,173) (133,173) (133,173)
(5.40) Disposal (16,477) (16,477)
(5.47) Dividends to shareholders (80,338) (80,338) (2,261) (82,599)
(5.27) Non-controlling interest arising
on establishment of Seabed
Geosolutions B.V. 99,500 99,500
Total contributions by and

distribution to owners 85 (85) (120,067) 218,265 (289,745) (191,547) 80,762 (110,785)
■
Balance at 31 December 2013 4,228 431,227 (158,185) (1,078) (288,625) 1,609,101 428,303 2,024,971 85,947 2,110,918

3 CONSOLIDATED STATEMENT OF CHANGES IN EQUITY (CONTINUED)
(EUR x 1,000) 2012
Trans- Reserve Unappro- Non-con-

Balance at 1 January 2012 4,070 431,385 (5,083) (2,477) (203,249) 1,143,544 287,595 1,655,785 18,349 1,674,134
for the period:
Profit or (loss) 289,745 289,745 9,869 299,614

differences of foreign operations 4,509 4,509 (648) 3,861
differences of equity-accounted
investees 36 36 36
(5.33) Net change in fair value of hedge
of net investment in foreign
operations 6,235 6,235 6,235
(5.34) Defined benefit plan actuarial
gains (losses) 3,800 3,800 3,800
(5.33) Net change in fair value of cash
flow hedges transferred to profit
or loss 773 773 773
(5.33) Net change in fair value of
available-for-sale financial assets 353 353 353
Total other comprehensive

income (net of tax) – – 10,780 773 – 4,153 – 15,706 (648) 15,058

for the period – – 10,780 773 – 4,153 289,745 305,451 9,221 314,672
Transactions with owners

recognised directly in equity
Contributions by and
distributions to owners
(5.31) Share-based payments 16,686 16,686 16,686
Share options exercised 34,691 34,691 34,691
Addition to reserves 231,711 (231,711) – –
(5.47) Own shares acquired and stock
dividend 73 (73) – –
(5.47) Dividends to shareholders (55,884) (55,884) (5,930) (61,814)
Total contributions by and

distribution to owners 73 (73) – – 34,691 248,397 (287,595) (4,507) (5,930) (10,437)
■
Balance at 31 December 2012* 4,143 431,312 5,697 (1,704) (168,558) 1,396,094 289,745 1,956,729 21,640 1,978,369
4 CONSOLIDATED STATEMENT OF CASH FLOWS
(EUR x 1,000) 2013 2012*
Cash flows from continuing operations

Cash flows from operating activities
Adjustments for:
(5.36) Depreciation 179,037 155,619
(5.37) Amortisation of intangible assets 11,382 3,125
Amortisation of transaction costs related to loans and borrowings 1,331 1,048
(5.43) Expensed inventories 32,488 25,263
(5.37) Amortisation multi-client data libraries 88,029 142,945
Reversal of impairment loss - 990
(5.54) Change in allowance for impairment on trade receivables 7,266 3,659
(5.33) Net finance costs (excluding net foreign exchange variance and net change
in fair value of financial assets at fair value through profit or loss) 15,623 17,733
(5.40) Share of profit of equity-accounted investees (4,937) (1,068)
(5.33) Net change in fair value of financial assets at fair value through profit or loss (506) (7,968)
Gain on sale of property, plant and equipment (2,213) (3,324)
(5.31) Equity-settled share-based payments 8,858 13,833
(5.34) Income tax expense 51,120 49,085
Operating cash flows before changes in working capital and provisions 601,331 642,344
Change in inventories (36,569) (48,097)
Change in trade and other receivables (185,403) 32,256
Change in trade and other payables 84,339 (20,146)
Change in provisions and employee benefits 2,223 5,223
Interest paid (30,848) (18,646)

Income tax paid (69,692) (54,016)
■
Net cash generated from operating activities 365,381 538,918
Cash flows from investing activities

Proceeds from sale of the majority of the Geoscience operations 792,762 -
Proceeds from sale of property, plant and equipment 3,832 7,149
Proceeds from sale of other investments 971 61,527
(5.33) Interest received 6,583 992
(5.33) Dividends received 2,939 173
Acquisition of other investments (170) –
(5.27) Acquisition of subsidiaries, net of cash acquired (23,147) (27,837)
(5.36) Acquisition of property, plant and equipment (111,475) (89,317)
(5.36) Investments in assets under construction (141,865) (168,999)
(5.37) Acquisition of intangible assets (6,732) (6,293)
(5.37) Additions multi-client data libraries (48,327) (259,648)
(5.37) Internally developed intangible assets (3,904) (9,848)
Investment in equity-accounted investees (158) (32,358)
■
Net cash used in investing activities 471,309 (524,459)

4 CONSOLIDATED STATEMENT OF CASH FLOWS (CONTINUED)
(EUR x 1,000) 2013 2012*
Cash flows from financing activities

Proceeds from issue of long-term loans 3,093 503
Repurchase of own shares (133,173) –
Paid consideration for the exercise of share options 13,106 (17,084)
Proceeds from the sale of own shares - 51,775
Repayment of borrowings (435,614) (111,902)
Dividends paid (82,599) (61,814)
■
Net cash used in financing activities (635,187) (138,522)
Change in cash flows from continuing operations 201,503 (124,063)
Cash flows from discontinued operations

(5.45) Cash flows from operating activities (1,011) 38,423
(5.45) Cash flows from investing activities - (78,839)
(5.45) Cash flows from financing activities - 21
■
Change in cash flows from discontinued operations (1,011) (40,395)
Net increase/(decrease) in cash and cash equivalents 200,492 (164,458)

Cash and cash equivalents at 1 January (161,038) 2,574
Cash and cash equivalents transferred (as held for sale) (13,857)
Bank overdraft transferred (as held for sale) 44,991
Effect of exchange rate fluctuations on cash held 1,512 846
■
Cash and cash equivalents at 31 December 72,100 (161,038)
Presentation in the statement of financial position

(5.45) Cash and cash equivalents 164,185 92,019
(5.45) Bank overdraft (92,085) (221,923)
Cash and cash equivalents (as held for sale) - 13,857
Bank overdraft (as held for sale) - (44,991)
■
72,100 (161,038)

5 NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
5.1 General
Fugro N.V., hereinafter to be referred to as ‘Fugro’ or ‘the Company’, has its corporate seat in The Netherlands. The address
of the Company’s principal office is Veurse Achterweg 10, 2264 SG, Leidschendam, the Netherlands. The consolidated
financial statements of Fugro as at and for the year ended 31 December 2013 include Fugro and its subsidiaries (together
referred to as the ‘Group’) and the Group’s interests in equity-accounted investees. A summary of the main subsidiaries is
included in chapter 6.
5.2 Statement of compliance

The consolidated financial statements have been prepared in accordance with International Financial Reporting Standards
(IFRS) as adopted by the European Union (EU-IFRS) and with Part 9 of Book 2 of the Netherlands Civil Code.
On 6 March 2014 the Board of Management and Supervisory Board authorised the financial statements for issue.
Publication is on 7 March 2014.
The financial statements will be submitted for adoption to the Annual General Meeting on 6 May 2014. The official
language for the financial statements is the English language as approved by the Annual General Meeting on 10 May 2011.
With reference to the Company income statement of Fugro N.V., use has been made of the exemption pursuant to section
2:402 of the Netherlands Civil Code.
5.3 Basis of preparation

5.3.1 Functional and presentation currency
The financial statements are presented in EUR x 1,000, unless mentioned otherwise. The Euro is the functional and
presentation currency of the Company.
5.3.2 Basis of measurement

The financial statements have been prepared on the basis of historical cost, except that the following assets and liabilities
are stated at their fair value: derivative financial instruments, financial instruments at fair value through profit or loss,
available-for-sale financial assets and plan assets associated with defined benefit plans.
5.3.3 Change in accounting policy multi-client data libraries

Fugro decided to change the accounting policy for multi-client data libraries to intangible asset accounting to further align
with the industry practice using the provisions in IAS 8.14 and IAS 8.29. In the industry multi-client data libraries are
commonly accounted for as intangible assets. This change in accounting policy to intangible assets will enhance the
relevance of Fugro’s financial statement and increase the comparability of financial statements with other companies in the
industry.
Previously Fugro accounted for multi-client data libraries as inventory. This has an effect on the consolidated statement of
financial position and consolidated statements of cash flows, which are further explained below. This change does not have
an effect on the carrying amounts of the multi-client data libraries, nor does it have an effect on equity, nor does it have an
effect on the ‘Profit for the period’, nor does it have an effect on ‘Earnings per share’.

Multi-client data libraries were accounted for as part of inventories and are now included in the intangible asset line item.
The change is as follows:
Consolidated statement of financial position

31 December 2012 1 January 2012
Inventory previously reported 479,822 364,875

Multi-client data libraries (458,479) (333,806)
Inventory restated 21,343 31,069
Intangible assets previously reported 555,722 782,386

Multi-client data libraries 458,479 333,806
■
Intangible assets restated 1,014,201 1,116,192
The statement of financial position as at 31 December 2012 has been updated to reflect the change in presentation.
A statement of financial position as at 1 January 2012 has been included to reflect the change in presentation on the
opening balance sheet.
The non-cash amortisation of the multi-client has been presented in the past under ‘Expensed inventories’, but is now
separately presented as ‘Amortization multi-client data libraries’ in the consolidated statement of cash flows. Furthermore,
the additions to the multi-client data libraries were previously part of ‘Change in inventories’ in the consolidated statement
of cash flows, but are now presented separately as ‘Additions multi-client data libraries’ as part of cash flows from investing
activities. The changes are shown below:
Consolidated statement of cash flows

Previously
reported for Restated for
the year the year
ended ended
31 December 31 December
2012 Changes 2012
Expensed inventories 168,208 (142,945) 25,263

Amortisation multi-client data libraries (new line item) 142,945 142,945
Change in inventories (307,745) 259,648 (48,097)
Net cash generated from operating activities 279,270 259,648 538,918

Additions multi-client data libraries (new line item) (259,648) (259,648)
■
Net cash used in investing activities (264,811) (259,648) (524,459)
5.3.4 Other changes in accounting policies resulting from changes in IFRS

As a result of the amendments to IAS 1 ‘Presentation of financial statements’, the Company has grouped items of other
comprehensive income in its consolidated statement of comprehensive income, on the basis of whether they are potentially
recycled to profit or loss subsequently.
IAS 19 ‘Employee benefits’, revised (IAS 19R), amends the accounting for employee benefits. The standard replaces the
interest cost on the defined benefit obligation and the expected return on plan assets with a net interest cost based on
the net defined benefit asset or liability and the discount rate, measured at the beginning of the year. There is no change
to determining the discount rate; this continues to reflect the yield on high-quality corporate bonds. The change in
the standard has resulted in an increase of the pension expenses as the discount rate applied to assets is lower than the
expected return on assets. This has no effect on total comprehensive income for the period as the increased charge in
profit or loss is offset by a credit in other comprehensive income.

The effect of the changes to the accounting principles is shown in the following table.
(EUR x 1,000) For the year ended 2012
After effect
Previously Impact IAS19R
stated IAS19R restated
Consolidated statement of comprehensive income

Personnel expenses (692,892) (1,645) (694,537)
Result from operating activities (EBIT) 308,269 (1,645) 306,624
Income tax expense (49,502) 417 (49,085)
Profit/(loss) for the period from discontinued operations 58,810 (600) 58,210
Profit for the period 301,442 (1,828) 299,614
Profit attributable to owners of the company 291,573 (1,828) 289,745
■
Defined benefit plan actuarial gains (losses) 1,972 1,828 3,800*
(EUR x 1,000) As at 31 December 2012
After effect
Previously Impact IAS19R-
Consolidated statement of financial position

Retained earnings 1,394,266 1,828 1,396,094
Unappropriated result 291,573 (1,828) 289,745
After effect
Consolidated statement of changes in equity

Total comprehensive income for the period: Profit or (loss) 291,573 (1,828) 289,745
Defined benefit actuarial gains (losses) 1,972 1,828 3,800
After effect
Consolidated statement of cash flows

Profit for the period 242,632 (1,228) 241,404
Income tax expense 49,502 (417) 49,085
Operating cash flows before changes in working capital and provisions 643,989 (1,645) 642,344
Change in provisions and employee benefits 3,578 1,645 5,223
* The defi ned benefit plan actuarial gain (loss) for 2012 includes a gain of EUR 1.6 million relating to discontinued operations.
The amendments to IFRS 7, ‘Financial instruments: Disclosures – Offsetting financial assets and financial liabilities’, focus
on quantitative information about recognised financial instruments that are offset in the statement of financial position,
as well as those recognised financial instruments that are subject to master netting or similar arrangements irrespective
of whether they are offset. Fugro has included the additional disclosures required.

IFRS 13 ‘Fair Value Measurement’ affects nearly all instances where assets and liabilities are currently measured at fair
value, primarily by refining the measurement concept to represent an asset or liability’s exit value. The standard also
introduces certain additional considerations to the measurement process. The adoption of this standard did not have
a material impact.
Amendments to IAS 36, ‘Impairment of assets’, on the recoverable amount disclosures for non-financial assets.
This amendment removed certain disclosures of the recoverable amount of CGUs which had been included in IAS 36
by the issue of IFRS 13. The amendment is not mandatory for Fugro until 1 January 2014, however Fugro has decided to
early adopt the amendment as of 1 January 2013.
5.3.5 Use of estimates and judgements

The preparation of the consolidated financial statements requires management to make judgements, estimates and
assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income and
expenses. Actual results may differ materially from these estimates.
The estimates and associated assumptions are based on historical experience and various other factors that are believed to
be reasonable under the circumstances, the result of which forms the basis of making the judgements about the carrying
values of the assets and liabilities that are not readily apparent from other sources. The estimates and the underlying
assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which
the estimates are revised, if the revision affects only that period, or in the period of the revision and future periods if the
revision affects both current and future periods.
Key sources of estimation uncertainty and references to the notes which include information about assumptions and
estimation uncertainties that have a significant risk of resulting in a material adjustment within the next financial year
are included in note 5.63.
5.3.6 New standards and interpretations

For the following new standards Fugro has not opted for early adoption:
IFRS 9 Financial Instruments, as issued in 2009 and revised in 2010, is required to be adopted by 2015 under the
presumption that the standard is endorsed by the European Union. The Standard could change the classification or
measurement of financial assets upon adoption; the full impact of the changes in accounting for financial instruments
on Fugro has not been determined yet.
IFRS 10 ‘Consolidated Financial Statements’, IFRS 11 ‘Joint Arrangements’, IFRS 12 ‘Disclosure of Interests in Other
Entities’ and revised standards IAS 27 ‘Separate Financial Statements’ and IAS 28 ‘Investments in Associates and Joint
Ventures’ were issued during 2011 and are required to be adopted, with retrospective effect, by 2014. The standards
reinforce the principles for determining when an investor controls another entity, can amend in certain cases the
accounting for arrangements where an investor has joint control and can introduce changes to certain disclosures.
The changes have been reviewed and have been assessed as to have an insignificant impact on the group.
IFRIC 21, ‘Levies’, sets out the accounting for an obligation to pay a levy that is not income tax. The interpretation
addresses what the obligating event is that gives rise to pay a levy and when should a liability be recognised. The Group
is not currently subjected to significant levies so the impact on the Group is not material. There are no other IFRSs or
IFRIC interpretations that are not yet effective that would be expected to have a material impact on the Group.
5.3.7 Divestment of the majority of the Geoscience activities

On 31 January 2013, Fugro sold the majority of the Geoscience division excluding the multi-client data library and the
ocean bottom nodes activities to CGG. The airborne activities, that are part of the divestment, have been transferred on
2 September 2013 after receiving all administrative approvals. The total transaction value amounts to EUR 1.2 billion
on a cash and debt free basis.
The multi-client library remained with Fugro while all multi-client sales and marketing staff transferred to CGG as part
of the transaction. After closing of the transaction Fugro has stopped the further development of the multi-client library
with the exception of prior commitments and potential reprocessing. As part of the transaction, parties have entered into

a non-exclusive sales and marketing agreement under which CGG sells licenses to the multi-client library that is owned
by Fugro for a revenue based fee. A similar agreement for the majority of the 2D library has been made with TGS. Fugro
retains the right to enter into non-exclusive agreements with other parties as well as an outright sale of (all or parts of)
the library.
Share options held by Fugro employees that are transferred to CGG and were exercisable at completion expired after
15 December 2013. The stock options that had not vested at completion of the transaction, are replaced by a CGG phantom
share option plan with the similar terms and conditions as Fugro’s share option plan. If these options are exercised after
vesting, CGG will pay the option holder the difference between Fugro’s opening share price on the day of exercise and the
exercise price of the option.
The Geoscience activities that were sold are reported as ‘discontinued operations’ in the consolidated statement of
comprehensive income. In this statement, the net profit/(loss) from the discontinued operations has been presented on a
separate line ‘profit for the period from discontinued operations’. The consolidated statement of cash flow includes separate
cash flows and cash balances of the discontinued operations. More details of the discontinued operations are presented in
note 5.46.
5.4 Significant accounting policies

The accounting policies set out below have been applied consistently by all subsidiaries and equity-accounted investees to
all periods presented in these consolidated financial statements.
5.4.1 Basis of consolidation

5.4.1.1 Accounting for business combinations
Business combinations are accounted for using the acquisition method as at the acquisition date, which is the date on
which control is transferred to the Group. Control is the power to govern the financial and operating policies of an entity
so as to obtain benefits from its activities. In assessing control, the Group takes into consideration potential voting rights
that currently are exercisable.
The Group measures goodwill at the acquisition date as:

■ The fair value of the consideration transferred; plus
■ The recognised amount of any non-controlling interests in the acquiree; plus
■ The fair value of the existing equity interest in the acquiree, if the business combination is in stages; less
■ The net recognised amount (generally fair value) of the identifiable assets acquired and liabilities assumed.
When the excess is negative, a bargain purchase gain is recognised immediately in profit or loss. The consideration
transferred does not include amounts related to the settlement of pre-existing relationships. Such amounts are generally
recognised in profit or loss.
Costs related to the acquisition, other than those associated with the issue of debt or equity securities, that the Group
incurs in connection with a business combination are expensed as incurred.
Any contingent consideration payable is recognised at fair value at the acquisition date. If the contingent consideration is
classified as equity, it is not re-measured and settlement is accounted for within equity. Otherwise, subsequent changes to
the fair value of the contingent consideration are recognised in profit or loss.
When share-based payment awards (replacement awards) are required to be exchanged for awards held by the acquiree’s
employees (acquiree’s awards) and relate to past services, then all or a portion of the amount of the acquirer’s replacement
awards is included in measuring the consideration transferred in the business combination. This determination is based on
the market-based value of the replacement awards compared with the market-based value of the acquiree’s awards and the
extent to which the replacement awards relate to past and/or future service.

5.4.1.2 Subsidiaries
Subsidiaries are all entities (including structured entities) over which the group has control. The group controls an entity
when the group is exposed to, or has rights to, variable returns from its involvement with the entity and has the ability to
affect those returns through its power over the entity. Subsidiaries are fully consolidated from the date on which control is
transferred to the group. They are deconsolidated from the date that control ceases.
Any surplus or deficit arising on the loss of control is recognised in profit or loss. If the Group retains any interest in the
previous subsidiary, it is accounted for as an equity-accounted investee or as an available for sale financial asset depending
on the level of influence retained.
5.4.2 Equity-accounted investees

Equity-accounted investees are those entities in which the Group has significant influence, but not control, over the
financial and operating policies. Significant influence is presumed to exist when the Group holds between 20% and 50%
of the voting power of another entity. Refer to note 5.10 for the accounting policy for equity-accounted investees.
5.4.3 Other investments

Other investments are those entities in whose activities the Group holds a non-controlling interest and has no control or
significant influence. Refer to note 5.11 for the accounting policy for other investments.
5.4.4 Transactions eliminated on consolidation

Intra-group balances and transactions, and any unrealised income and expenses arising from intra-group transactions,
are eliminated in preparing the consolidated financial statements. Unrealised gains arising from transactions with equity-
accounted investees are eliminated against the investment to the extent of the Group’s interest in the investee. Unrealised
losses are eliminated in the same way as unrealised gains, but only to the extent that there is no evidence of impairment.
5.5 Foreign currency

5.5.1 Foreign currency transactions and translation
Transactions in foreign currencies are translated to the respective functional currencies of Group entities at exchange rates
at the dates of the transactions.
Monetary assets and liabilities denominated in foreign currencies at the reporting date are retranslated to the respective
functional currency at the foreign exchange rate at that date. The foreign currency gain or loss on monetary items is the
difference between amortised cost in the functional currency at the beginning of the year, adjusted for effective interest
and payments during the year, and the amortised cost in foreign currency translated at the exchange rate at the end of the
year.
Non-monetary assets and liabilities that are measured in terms of historical cost in a foreign currency are translated using
the exchange rate at the date of the transaction. Non-monetary assets and liabilities denominated in foreign currencies
that are measured at fair value are retranslated to the functional currency at foreign exchange rates effective at the date
the fair value was determined. Foreign currency differences arising on retranslation are recognised in profit or loss, except
for differences arising on the retranslation of available-for-sale financial assets and equity-accounted investees, a financial
liability designated as a hedge of the net investment in a foreign operation that is effective, or qualifying cash flow hedges,
which are recognised in other comprehensive income.
A summary of the main currency exchange rates applied in the year under review and the preceding years reads as follows:
USD USD GBP GBP NOK NOK AUD AUD
at year-end average at year-end average at year-end average at year-end average
2013 0.73 0.75 1.20 1.18 0.120 0.127 0.65 0.72
2012 0.76 0.78 1.23 1.23 0.136 0.134 0.79 0.81
2011 0.77 0.71 1.20 1.15 0.129 0.129 0.79 0.75

5.5.2 Foreign operations
The assets and liabilities of foreign operations, including goodwill and fair value adjustments arising on acquisition,
are translated to EUR at foreign exchange rates effective at the reporting date. The income and expenses of foreign
operations are translated to EUR at exchange rates effective at the dates of the transactions.
Foreign currency differences are recognised in other comprehensive income, and presented in the foreign currency
translation reserve for foreign operations (Translation reserve) in equity. However, if the operation is a non-wholly-owned
subsidiary, then the relevant proportionate share of the translation difference is allocated to the non-controlling interests.
When a foreign operation is disposed of, such that control, significant influence or joint control is lost, the cumulative
amount in the translation reserve related to that foreign operation is reclassified to profit or loss as part of the gain or loss
on disposal. When the Group disposes of only part of its interest in a subsidiary that includes a foreign operation while
retaining control, the relevant proportion of the cumulative amount is reattributed to non-controlling interests. If the
Group disposes of only part of its investment in an equity-accounted investee that includes a foreign operation while
retaining significant influence or joint control, the relevant proportion of the cumulative amount in the translation reserve
is reclassified to profit or loss.
If the settlement of a monetary item, receivable from or payable to a foreign operation, is neither planned nor likely in the
foreseeable future, foreign exchange gains and losses arising from such a monetary item are considered to form part of a
net investment in a foreign operation and are recognised in other comprehensive income, and presented in the Translation
reserve in equity.
5.5.3 Hedge of a net investment in foreign operations

The Group applies hedge accounting to foreign currency differences arising between the functional currency of the foreign
operation and the functional currency of Fugro (EUR), regardless of whether the net investment is held directly or through
an intermediate parent.
Foreign currency differences arising on the (re-)translation of a financial liability designated as a hedge of a net investment
in a foreign operation are recognised in other comprehensive income to the extent that the hedge is effective, and are
presented within equity in the Translation reserve. To the extent that the hedge is ineffective, such differences are
recognised in profit or loss. When the hedged net investment is disposed of, the relevant amount in the Translation reserve
is transferred to profit or loss as part of the profit or loss on disposal.
5.6 Determination of fair values

A number of the Group’s accounting policies and disclosures requires the determination of fair value, for both financial and
non-financial assets and liabilities. Fair values have been determined for measurement and/or disclosure purposes based
on the following methods. When applicable, additional information on the determination of fair values is disclosed in the
notes of the specific asset or liability.
5.6.1 Property, plant and equipment

The fair value of property, plant and equipment recognised as a result of a business combination is the estimated amount
for which a property could be exchanged on the date of acquisition between a willing buyer and a willing seller in an arm’s
length transaction after proper marketing wherein the parties had each acted knowledgeably. The fair value of items of
plant, equipment, fi xtures and fittings is based on the market approach and cost approaches using quoted market prices for
similar items when available and depreciated replacement cost when appropriate. Depreciated replacement cost estimates
reflect adjustments for physical deterioration as well as functional and economic obsolescence.
5.6.2 Intangible assets

The fair value of patents and trademarks acquired in a business combination is based on the discounted estimated royalty
payments that have been avoided as a result of the patent or trademark being owned.
The fair value of customer relationships acquired in a business combination is determined using the multi-period excess
earnings method, whereby the subject asset is valued after deducting a fair return on all other assets that are part of
creating the related cash flows. The fair value of other intangible assets is based on the discounted cash flows expected
to be derived from the use and eventual sale of the assets.

5.6.3 Inventories
The fair value of inventories acquired in a business combination is determined based on the estimated selling price in
the ordinary course of business less the estimated costs of completion and sale, and a reasonable profit margin based on
the effort required to complete and sell the inventories.
5.6.4 Equity and debt securities

The fair value of equity and debt securities is determined by reference to their quoted closing bid price at the reporting
date, or if unquoted, determined using a valuation technique. Valuation techniques employed include market multiples
and discounted cash flow analysis using expected future cash flows and a market-related discount rate. The fair value of
held-to-maturity investments is determined for disclosure purposes only.
5.6.5 Trade and other receivables

The fair value of trade and other receivables, is estimated at the present value of future cash flows, discounted at the
market rate of interest at the reporting date. This fair value is determined for disclosure purposes or when such assets are
acquired in a business combination.
5.6.6 Forward exchange contracts and interest rate swaps

The fair value of forward exchange contracts is based on their quoted price, if available. If a quoted price is not available,
then fair value is estimated by discounting the difference between the contractual forward price and the current forward
price for the residual maturity of the contract using a risk-free interest rate (based on government bonds).
The fair value of interest rate swaps is based on broker quotes. Those quotes are tested for reasonableness by discounting
estimated future cash flows based on the terms and maturity of each contract and using market interest rates for a similar
instrument at the measurement date. Fair values reflect the credit risk of the instrument and include adjustments to take
account of the credit risk of the Group entity and counterparty when appropriate.
5.6.7 Other non-derivative financial liabilities

Fair value, which is determined for disclosure purposes, is calculated based on the present value of future principal and
interest cash flows, discounted at the market rate of interest at the reporting date. For financial leases the market rate of
interest is determined by reference to similar lease agreements.
5.6.8 Share-based payment transactions

The fair value of the employee share options are measured using a binomial model. Measurement inputs include the share
price on the measurement date (year-end date of the year of granting), the exercise price of the instrument, expected
volatility (based on an evaluation of the historic volatility of Fugro’s (certificates of) shares, particularly over the historic
period commensurate with the expected term), expected term of the instruments (based on historical experience and
general option holder behaviour), expected dividends and the risk-free interest rate (based on government bonds). Service
and non-market performance conditions attached to the transactions are not taken into account in determining fair value.
5.7 Financial instruments

5.7.1 Non-derivative financial assets
The Group initially recognises loans and receivables and deposits on the date that they are originated. All other financial
assets (including assets designated at fair value through profit or loss) are recognised initially on the trade date, which is
the date that the Group becomes a party to the contractual provisions of the instrument.
The Group derecognises a financial asset when the contractual rights to the cash flows from the asset expire, or it transfers
the rights to receive the contractual cash flows on the financial asset in a transaction in which substantially all the risks
and rewards of ownership of the financial asset are transferred. Any interest in transferred fi nancial assets that is created
or retained by the Group is recognised as a separate asset or liability.
Financial assets and liabilities are offset and the net amount presented in the statement of financial position when,
and only when, the Group has a legal right to offset the amounts and intends either to settle on a net basis or to realise
the asset and settle the liability simultaneously.

The Group classifies non-derivative financial assets into the following categories: financial assets at fair value through
profit or loss, held-to-maturity financial assets, loans and receivables and available-for-sale financial assets. Reference is
made to note 5.11 and 5.58.
Loans and receivables comprise cash and cash equivalents and trade and other receivables. Cash and cash equivalents
comprise cash balances and call deposits with original maturities of three months or less.
5.7.2 Non-derivative financial liabilities

The Group initially recognises debt securities issued and subordinated liabilities on the date that they are originated.
All other financial liabilities are recognised initially on the trade date, which is the date that the Group becomes a party
to the contractual provisions of the instrument.
The Group derecognises a financial liability when its contractual obligations are discharged, cancelled or expire.
Financial liabilities and assets are offset and the net amount presented in the statement of financial position when,
and only when, the Group has a legal right to offset the amounts and intends either to settle on a net basis or to realise
the asset and settle the liability simultaneously.
Other financial liabilities are recognised initially at fair value net off any directly attributable transaction costs. Subsequent
to initial recognition, these financial liabilities are measured at amortised cost using the effective interest method.
Other financial liabilities comprise loans and borrowings, bank overdrafts, and trade and other payables. Reference is
made to note 5.45 Cash and cash equivalents and note 5.52 Trade and other payables.
5.7.3 Derivative financial instruments, including hedge accounting

The Group holds derivative financial instruments to hedge its exposure to foreign exchange risks arising from operational
and financing activities. In accordance with its treasury policy, the Group does not hold or issue derivative financial
instruments for trading purposes. Derivatives that do not qualify for hedge accounting are accounted for as trading
instruments.
Embedded derivatives are separated from the host contract and accounted for separately if the economic characteristics
and risks of the host contract and the embedded derivative are not closely related, a separate instrument with the same
terms as the embedded derivative would meet the definition of a derivative, and the combined instrument is not measured
at fair value through profit or loss.
On initial designation of the derivative as the hedging instrument, the Group formally documents the relationship between
the hedging instrument and hedged item, including the risk management objectives and strategy in undertaking the hedge
transaction and the hedged risk, together with the methods that will be used to assess the effectiveness of the hedging
relationship. The Group makes an assessment, both at the inception of the hedge relationship as well as on an ongoing
basis, of whether the hedging instruments are expected to be ‘highly effective’ in offsetting the changes in the fair value or
cash flows of the respective hedged items attributable to the hedged risk, and whether the actual results of each hedge are
within a range of 80-125%. For a cash flow hedge of a forecast transaction, the transaction should be highly probable to
occur and should present an exposure to variations in cash flows that could ultimately affect reported profit or loss.
Derivatives are recognised initially at fair value; attributable transaction costs are recognised in profit or loss as incurred.
Subsequent to initial recognition, derivatives are measured at fair value, and changes therein are accounted for as
described below.
5.7.3.1 Cash flow hedges

When a derivative is designated as the hedging instrument in a hedge of the variability in cash flows attributable to a
particular risk associated with a recognised asset or liability or a highly probable forecast transaction that could affect
profit or loss, the effective portion of changes in the fair value of the derivative is recognised in other comprehensive
income and presented in the Hedging reserve in equity.

The amount recognised in the Hedging reserve is removed and included in profit or loss in the same period as the hedged
cash flows affect profit or loss under the same line item in the statement of comprehensive income as the hedged item.
Any ineffective portion of changes in the fair value of the derivative is recognised immediately in profit or loss.
If the hedging instrument no longer meets the criteria for hedge accounting, expires or is sold, terminated or exercised,
or the designation is revoked, then hedge accounting is discontinued prospectively. The cumulative gain or loss previously
recognised in other comprehensive income and presented in the Hedging reserve in equity remains there until the forecast
transaction affects profit or loss. When the hedged item is a non-financial asset, the amount accumulated in equity is
included in the carrying amount of the asset when the asset is recognised. If the forecast transaction is no longer expected
to occur, then the balance in equity is reclassified in profit or loss.
5.7.3.2 Other non-trading derivatives

When a derivative financial instrument is not designated in a hedge relationship that qualifies for hedge accounting,
all changes in its fair value are recognised immediately in profit or loss.
5.8 Property, plant and equipment

5.8.1 Owned assets
Items of property, plant and equipment are measured at cost less accumulated depreciation and accumulated impairment
losses (refer accounting policy 5.16). The cost of property, plant and equipment includes expenditure that is directly
attributable to the acquisition of the asset. The cost of self-constructed assets includes the costs of materials and direct
labour, any other costs directly attributable to bringing the assets to a working condition for their intended use, the costs
of dismantling and removing the items and restoring the site on which they are located and capitalised borrowing costs.
Cost also may include transfers from equity of any gain or loss on qualifying cash flow hedges of foreign currency
purchases of property, plant and equipment. Purchased software that is integral to the functionality of the related
equipment is capitalised as part of that equipment.
Property, plant and equipment that is being constructed or developed for future use is classified as property, plant and
equipment under construction and stated at cost until construction or development is complete, at which time it is
reclassified as land and buildings, plant and equipment, vessels or other property, plant and equipment. When parts
of an item of property, plant and equipment have different useful lives, they are accounted for as separate items
(major components) of property, plant and equipment.
The gain or loss on disposal of an item of property, plant and equipment is determined by comparing the proceeds from
disposal with the carrying amount of the property, plant and equipment, and is recognised net within ‘other income’
or ‘other expenses’ in profit or loss.
5.8.2 Leased assets

Leases in terms of which the Group assumes substantially all the risks and rewards of ownership are classified as
finance leases. Upon initial recognition the leased asset is measured at an amount equal to the lower of its fair value
and the present value of the minimum lease payments.
Subsequent to initial recognition, the asset is accounted for in accordance with the accounting policy applicable to
that asset. Other leases are operating leases and are not recognised in the Group’s statement of financial position.
Lease payments are accounted for as described in accounting policy 5.23.2.
5.8.3 Subsequent cost

Subsequent expenditure is capitalised only when it is probable that the future economic benefits associated with the
expenditure will flow to the Group, and its cost can be measured reliably. Ongoing repairs and maintenance is expensed
as incurred.
5.8.4 Depreciation
Depreciation is based on the cost of an asset less its residual value. Significant components of individual assets are assessed
and if a component has a useful life that is different from the remainder of that asset, that component is depreciated
separately. Depreciation is recognised in profit or loss on a straight-line basis over the estimated useful lives of each
component of an item of property, plant and equipment. Leased assets are depreciated over the shorter of the lease term
and their useful lives unless it is reasonably certain that the Group will obtain ownership by the end of the lease term.

Depreciation methods, useful lives and residual values are reviewed at each reporting date and adjusted if appropriate.
The estimated useful lives for the current and comparative period of significant items of property, plant and equipment
are as follows:
Category Years
Land and buildings

Land Infinite
Buildings 20 – 40
Fixtures and fittings 5 – 10
Vessels
Vessels and jack-ups 2 – 25
Plant and equipment

Plant and equipment 4 – 10
Survey equipment 3–5
Ocean bottom nodes 5–6
Aircraft 5 – 10
AUVs and ROVs 6–7
Computers and office equipment 3–4
Transport equipment 4
Other
Dry-docking 3–5
Used plant and machinery 1–2
5.9 Intangible assets

5.9.1 Goodwill
Goodwill that arises upon the acquisition of subsidiaries is presented with intangible assets. For the measurement of
goodwill at initial recognition, refer to note 5.4.1.1 Accounting for business combinations.
Goodwill is measured at cost less accumulated impairment losses. Goodwill is allocated to cash generating units and is
not amortised but is tested for impairment annually or when there is an indication for impairment (refer accounting policy
5.16). In respect of equity-accounted investees, the carrying amount of goodwill is included in the carrying amount of
the investment, and any impairment loss is allocated to the carrying amount of the equity-accounted investee as a whole.
5.9.2 Multi-client data libraries

The multi-client data libraries have finite useful lives and are measured at cost less accumulated amortisation and
accumulated impairment losses. Multi-client data libraries consist of completed and in progress collection of seismic data
that can be sold non-exclusively to one or more clients in the ordinary course of business. The group uses standard
licensing contracts that are used throughout the industry to arrange the sale of the seismic data. These licensing contracts
usually include an one-off fee for the non-exclusive use of the seismic data during either an indefinite period or period that
exceeds the useful life. These seismic data libraries are recognised initially at cost. The costs of completed and in progress
libraries comprise of directly attributable data collection, data processing, other direct costs and related overheads
(including borrowing costs and transit costs where applicable). Recognition of costs in the carrying amount of the
multi-client data libraries ceases when the asset is ready for sale. After initial recognition, the multi-client data libraries
are carried at its cost less any accumulated amortisation and any impairment losses.
At each reporting date, the Group reviews the multi-client data libraries for indications for impairment (also refer to note
5.39) at the relevant level (independent multi-client data libraries or groups of libraries). If and when impairment
conditions have been identified for independent surveys or groups of surveys, the Group compares the carrying amount to
the recoverable amount, and records an impairment for the amount the carrying amount exceeds the recoverable amount.

The recoverable amount is based on the value in use and is approximated by estimating the future sales during the period
in which the data or group of data is expected to be marketed, net of selling costs, which includes amongst other fees to be
paid to CGG and TGS under the relevant marketing and sales agreements. The value in use is based on estimated future
cash flows, which involves significant judgment (refer to 5.63 for estimates and management judgements).
5.9.3 Research and development

Expenditure on research activities, undertaken with the prospect of gaining new scientific or technical knowledge and
understanding, is recognised in profit or loss as incurred.
Development activities involve a plan or design for the production of new or substantially improved products and
processes. Development expenditure is capitalised only if development costs can be measured reliably, the product or
process is technically and commercially feasible, future economic benefits are probable, and the Group intends to and
has sufficient resources to complete development and to use or sell the asset. The capitalised expenditure includes the
cost of materials, direct labour, overhead costs that are directly attributable to preparing the asset for its intended use,
and capitalised borrowing costs. Other development expenditure is recognised in profit or loss as incurred. Capitalised
development expenditure is measured at cost less accumulated amortisation and accumulated impairment losses
(refer accounting policy 5.16).
5.9.4 Software and other intangible assets

Software and other intangible assets acquired or developed by the Group and that have finite useful lives are measured
at cost less accumulated amortisation and accumulated impairment losses (refer accounting policy 5.16).
5.9.5 Subsequent expenditure

Subsequent expenditure on capitalised intangible assets is capitalised only when it increases the future economic benefits
embodied in the specific asset to which it relates. All other expenditure, including expenditure on internally generated
goodwill and brands, is recognised in profit or loss as incurred.
5.9.6 Amortisation
Amortisation is based on the cost of an asset less its residual value. Amortisation is recognised in profit or loss on a
straight-line basis over the estimated useful lives of intangible assets unless such lives are indefinite. Goodwill and
intangibles assets with an indefinite life are systematically tested for impairment annually or when there is an indication
for impairment (refer accounting policy 5.16). Other intangible assets and software are amortised from the date they are
available for use. The estimated useful life of software and other capitalised development costs is, in general, five years.
Amortisation methods, useful lives and residual values are reviewed at each reporting date and adjusted if appropriate.
For multi-client data libraries amortisation takes into account the pattern in which the libraries future economic benefits
are expected to be consumed by the entity. Fugro uses an amortization model that includes the following:
■ straight line amortisation (3 years for 2D data sets, for 3D data sets a minimum annual reduction of 20% of the
carrying value commencing after the ready for sale date);
■ sales related amortisation (75% for 2D data sets, 50%-90% for 3D data sets).
Seismic data multi-client projects are classified into the same category when they are located in the same area with the
same estimated sales ratio.
As it is expected that sales lead to a lower carrying amount of the multi-client data libraries, these expected decreases in
value are taken into account at the moment of sale throughout the financial year. The costs of each sale of data are based
on a percentage of the total costs to the estimated total sales revenue (sales ratio). This sales ratio is based on historical
patterns and depending on the category of data, we use a sales ratio amortisation between 50-90% corresponding with the
total estimated costs over total estimated sales.
5.10 Investments in equity-accounted investees

Investments in equity-accounted investees are accounted for using the equity method and are recognised initially at
cost. The Group’s investment includes goodwill identified on acquisition, net of any accumulated impairment losses
(refer accounting policy 5.16). The consolidated financial statements include the Group’s share of the income and expenses
and equity movements of equity-accounted investees, after adjustments to align the accounting policies with those of
the Group, from the date that significant influence commences until the date that significant influence ceases. When the

Group’s share of losses exceeds the carrying amount of the equity-accounted investee, the carrying amount is reduced
to nil and recognition of further losses is discontinued except to the extent that the Group has incurred legal or
constructive obligations or has made payments on behalf of the investee.
5.11 Other investments

5.11.1 Other investments in equity instruments
Other investments in equity instruments do not have a quoted market price in an active market. As the fair value cannot
be reliably measured the equity instruments are stated at cost. Dividends received are accounted for in profit or loss when
these become due.
5.11.2 Financial assets at fair value through profit or loss

A financial asset is classified at fair value through profit or loss if it is classified as held for trading or is designated as such
upon initial recognition. Financial assets are designated at fair value through profit or loss if the Group manages such
investments and makes purchase and sale decisions based on their fair value in accordance with the Group’s documented
risk management or investment strategy. Attributable transaction costs are recognised in profit or loss as incurred.
Financial assets at fair value through profit or loss are measured at fair value, and changes therein are recognised in
profit or loss.
Financial assets designated at fair value through profit or loss comprise equity securities that otherwise would have been
classified as available for sale.
5.11.3 Long-term loans and other long-term receivables

Long-term loans and other long-term receivables are financial assets with fi xed or determinable payments that are not
quoted in an active market. Such assets are recognised initially at fair value net off any directly attributable transaction
costs. Subsequent to initial recognition, loans and receivables are measured at amortised cost using the effective interest
method; less any impairment losses (refer to accounting policy 5.16).
5.11.4 Available-for-sale financial assets

Available for sale financial assets are non-derivative financial assets that are designated as available for sale or are not
classified in any of the above categories of financial assets. Subsequent to initial recognition, they are measured at fair
value and changes therein, other than impairment losses (refer to note 5.16) and foreign currency differences on available-
for-sale debt instruments (refer to note 5.5.1), are recognised in other comprehensive income and presented in the other
reserves in equity. When an investment is derecognised, the cumulative gain or loss accumulated in equity is reclassified
to profit or loss.
Available-for-sale financial assets comprise equity securities and debt securities.
5.12 Inventories
Inventories are measured at the lower of cost and net realisable value. The cost of inventories is based on the first-in
first-out principle, and includes expenditure incurred in acquiring the inventories, production or conversion costs and
other costs incurred in bringing them to their existing location and condition. Net realisable value of inventories is the
estimated selling price in the ordinary course of business, less the estimated costs of completion and selling expenses.
5.13 Trade and other receivables

Services rendered on contract work completed but not yet billed to customers are included in trade and other receivables
as unbilled revenues on completed contracts.
Trade and other receivables are recognised initially at fair value plus any directly attributable transaction costs.
Subsequent to initial recognition they are measured at amortised cost using the effective interest method less,
any impairment losses (refer accounting policy 5.16).

5.14 Cash and cash equivalents
Cash and cash equivalents, comprising cash balances and call deposits, are recognised initially at fair value plus any
directly attributable transaction costs. Subsequent to initial recognition they are measured at amortised cost using the
effective interest method less, any impairment losses (refer accounting policy 5.16). Bank overdrafts that are repayable
on demand and form an integral part of the Group’s cash management are included as a component of cash and cash
equivalents for the purpose of the consolidated statement of cash flows.
5.15 Assets of disposal group classified as held for sale and discontinued operations
Non-current assets, or disposal groups comprising assets and liabilities, that are expected to be recovered primarily
through sale rather than through continuing use, are classified as held for sale. Immediately before classification as held
for sale, the assets, or components of a disposal group, are remeasured in accordance with the Group’s accounting policies.
Thereafter generally the assets, or disposal group, are measured at the lower of their carrying amount and fair value less
cost to sell. Any impairment loss on a disposal group first is allocated to goodwill, and then to remaining assets and
liabilities on pro rata basis, except that no loss is allocated to inventories, financial assets, deferred tax assets, employee
benefit assets, and investment property, which continue to be measured in accordance with the Group’s accounting
policies. Impairment losses on initial classification as held for sale and subsequent gains or losses on remeasurement are
recognised in profit or loss.
Once classified as held for sale, intangible assets and property, plant and equipment are no longer amortised or depreciated
and any equity-accounted investees are no longer equity-accounted.
A discontinued operation is a component of the Group’s business, the operation and cash flows of which can be clearly
distinguished from the rest of the Group and which:
■ Represents a separate major line of business or geographical area of operations
■ Is part of a single coordinated plan to dispose of a separate major line of business of geographical area of operations; or
■ Is a subsidiary acquired exclusive with a view to resale.
Classification as a discontinued operation occurs on disposal or when the operation meets the criteria to be classified
as held for sale, if earlier. When an operation is classified as a discontinued operation, the Comparative Statement of
Comprehensive Income has been re-presented as if the operation had been discontinued from the start of the comparative
year.
Further disclosure on the discontinued operations is included in note 5.46.
5.16 Impairment
5.16.1 Non-derivative financial assets
A financial asset not carried at fair value through profit or loss is assessed at each reporting date to determine whether
there is objective evidence that it is impaired. A financial asset is impaired if objective evidence indicates that a loss event
has occurred after the initial recognition of the asset, and that the loss event had a negative effect on the estimated future
cash flows of that asset that can be estimated reliably.
The Group considers evidence of impairment for receivables at both a specific asset and collective level. All individually
significant receivables are assessed for specific impairment. All individually significant receivables found not to be
specifically impaired are then collectively assessed for any impairment that has been incurred but not yet identified.
Receivables that are not individually significant are collectively assessed for impairment by grouping together receivables
with similar risk characteristics. In assessing collective impairment the Group uses historical trends of the probability of
default, the timing of recoveries and the amount of loss incurred, adjusted for management’s judgement as to whether
current economic and credit conditions are such that the actual losses are likely to be greater or less than suggested by
historical trends.
An impairment loss in respect of a financial asset measured at amortised cost is calculated as the difference between
its carrying amount and the present value of the estimated future cash flows discounted at the asset’s original effective
interest rate. Losses are recognised in profit or loss and reflected in an allowance account against receivables. Interest on
the impaired asset continues to be recognised through the unwinding of the discount. When a subsequent event causes
the amount of impairment loss to decrease, the decrease in impairment loss is reversed through profit or loss.

Impairment losses on available-for-sale financial assets are recognised by reclassifying the losses accumulated in other
comprehensive income, and presented in equity, to profit or loss. The cumulative loss that is reclassified from other
comprehensive income to profit or loss is the difference between the acquisition cost, net of any principal repayment
and amortisation, and the current fair value, less any impairment loss recognised previously in profit or loss.
Changes in impairment provisions attributable to application of the effective interest method are reflected as a component
of interest income. If, in a subsequent period, the fair value of an impaired available-for-sale debt security increases and
the increase can be related objectively to an event occurring after the impairment loss was recognised in profit or loss, then
the impairment loss is reversed, with the amount of the reversal recognised in profit or loss. Any subsequent recovery in
the fair value of an impaired available-for-sale equity security is recognised in other comprehensive income.
5.16.2 Non-financial assets

The carrying amounts of the Group’s non-financial assets other than inventories, assets arising from employee benefits and
deferred tax assets (refer accounting policy 5.24), are reviewed at each reporting date to determine whether there is any
indication of impairment. If any such indication exists, then the asset’s recoverable amount is estimated. For goodwill,
and intangible assets that have indefinite useful lives or that are not yet available for use, the recoverable amount is
estimated each year at the same time. An impairment loss is recognised if the carrying amount of an asset or its related
cash-generating unit exceeds its estimated recoverable amount. Impairment losses are recognised in profit or loss.
Impairment losses recognised in respect of cash-generating units are allocated first to reduce the carrying amount of any
goodwill allocated to the cash-generating unit (or group of cash-generating units) and then to reduce the carrying amount
of the other assets in the cash-generating unit (or group of cash-generating units) on a pro rata basis.
The recoverable amount of an asset or cash-generating unit (CGU) is the greater of its value in use and its fair value less
costs to sell. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax
discount rate that reflects current market assessments of the time value of money and the risks specific to the asset or
cash-generating unit. For the purpose of impairment testing, assets that cannot be tested individually are grouped together
into the smallest group of assets that generates cash inflows from continuing use that are largely independent of the cash
inflows of other assets or cash-generating unit. Subject to an operating segment ceiling test, for the purposes of goodwill
impairment testing, CGUs to which goodwill has been allocated, are aggregated so that the level at which impairment
testing is performed reflects the lowest level at which goodwill is monitored for internal reporting purposes. Goodwill
acquired in a business combination is allocated to groups of cash generating units that are expected to benefit from the
synergies of the combination.
The Group’s corporate assets do not generate separate cash inflows and are utilised by more than one cash-generating unit.
Corporate assets are allocated to cash-generating units on a reasonable and consistent basis and tested for impairment as
part of the testing of the cash generating units to which the corporate asset is allocated.
An impairment loss in respect of goodwill is not reversed. In respect of other assets, impairment losses recognised in
prior periods are reviewed at each reporting date for any indications that the loss has decreased or no longer exists.
An impairment loss is reversed if there has been a change in the estimates used to determine the recoverable amount.
An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount
that would have been determined, net of depreciation or amortisation, if no impairment loss had been recognised.
5.17 Share capital

5.17.1 Share capital
Share capital is classified as equity. The term ‘shares’ as used in the financial statements should, with respect to ordinary
shares issued by Fugro, be construed to include certificates of shares (‘share certificates’ or ‘depositary receipts’ for shares)
issued by ‘Stichting Administratiekantoor Fugro’ (also referred to as ‘Fugro Trust Office’ or ‘Trust Office’), unless the
context otherwise requires or unless it is clear from the context that this is not the case. Incremental costs directly
attributable to the issue of ordinary shares and share options are recognised as a deduction from equity, net of any tax
effects.

5.17.2 Repurchase and sale of shares
When shares are repurchased or sold, the amount of the consideration paid or received, including direct attributable costs,
net of any tax effects, is recognised as a change in equity. Repurchased shares and related results are reported as reserve
for own shares and presented separately as a component of total equity.
5.17.3 Dividends
Dividends are recognised as a liability in the period in which they are declared.
5.18 Loans and borrowings

Loans and borrowings are recognised initially at fair value, less attributable transaction costs. Subsequent to initial
recognition, borrowings are measured at amortised cost using the effective interest rate method.
5.19 Employee benefits

5.19.1 Defined contribution plans
A defined contribution plan is a post-employment benefit plan under which an entity pays fi xed contributions into a
separate entity and will have no legal or constructive obligation to pay further amounts. Obligations for contributions to
defined contribution pension plans are recognised as an employee benefit expense in profit or loss in the periods during
which services are rendered by employees. Prepaid contributions are recognised as an asset to the extent that a cash
refund or a reduction in future payments is available. Contributions to a defined contribution plan that are due more than
twelve months after the end of the period in which the employees render the service are discounted to their present value.
5.19.2 Defined benefit plans

A defined benefit plan is a post-employment benefit plan other than a defined contribution plan. The Group’s net obligation
in respect of defined benefit pension plans is calculated separately for each plan by estimating the amount of future benefit
that employees have earned in the current and prior periods, discounting that amount and deducting the fair value of any
plan assets. The discount rate is the yield at the reporting date on AA credit-rated (high quality) corporate bonds that have
maturity dates approximating the terms of the Group’s obligations and that are denominated in the same currency in
which the benefits are expected to be paid. The calculation is performed by qualified independent actuaries using the
projected unit credit method. When the calculation results in a potential asset for the Group, the recognised asset is limited
to the present value of economic benefits available in the form of any future refunds from the plan or reductions in future
contributions to the plan. In order to calculate the present value of economic benefits, consideration is given to any
minimum funding requirements that apply to any plan in the Group. An economic benefit is available to the Group if it is
realisable during the life of the plan, or on settlement of the plan liabilities.
Actuarial gains and losses arising from experience adjustments and changes in actuarial assumptions are charged or
credited to equity in other comprehensive income in the period in which they arise. Past-service costs are recognised
immediately in profit or loss. Employee contributions for which the amount is independent of the number of years of
service are recognised as a reduction of the service costs in the period in which the related service is rendered.
When the benefits of a plan are changed or when a plan is curtailed, then resulting change in benefit that relates to past
service or the gain or loss on curtailment is recognised immediately in profit or loss. The Group recognises gains and losses
on the settlement of a defined benefit plan when the settlement occurs.
5.19.3 Other long-term employee benefits

The Group’s net obligation in respect of long-term employee benefits, other than pension plans, is the amount of future
benefit that employees have earned in return for their service in the current and prior periods; that benefit is discounted to
determine its present value, and the fair value of any assets is deducted. The discount rate is the yield at the reporting date
on AA credit-rated corporate bonds that have maturity dates approximating the terms of the Group’s obligations and that
are denominated in the same currency in which the benefits are expected to be paid. The calculation is performed using
the projected unit credit method. Any actuarial gains or losses are recognised in profit or loss in the period in which they
arise.
5.19.4 Share-based payments

The share option scheme allows some assigned Group employees to acquire shares in Fugro. The fair value of granted
options is recognised as an employee expense, with a corresponding increase in equity. The fair value is determined on the
date of granting and is spread over the period during which the employees become unconditionally entitled to the options.

The amount recognised as an expense is adjusted to reflect the number of options for which the related service vesting
conditions are expected to be met, such that the amount ultimately recognised as an expense is based on the number of
options that meet the related service conditions at the vesting date.
5.20 Provisions
A provision is recognised if, as a result of a past event, the Group has a present legal or constructive obligation that can
be estimated reliably, and it is probable that an outflow of economic benefits will be required to settle the obligation.
Provisions are determined by discounting the expected future cash flows at a pre-tax rate that reflects current market
assessments of the time value of money and, where appropriate, the risks specific to the liability. The unwinding of the
discount is recognised as finance cost.
5.20.1 Restructuring
A provision for restructuring is recognised when the Group has approved a detailed and formal restructuring plan, and
the restructuring either has commenced or has been announced publicly. Future operating losses are not provided for.
5.20.2 Onerous contracts

A provision for onerous contracts is recognised when the expected benefits to be derived by the Group from a contract are
lower than the unavoidable cost of meeting its obligations under the contract. The provision is measured at the present
value of the lower of the expected cost of terminating the contract and the expected net cost of continuing with the
contract. Before a provision is established, the Group recognises any impairment loss on the assets associated with that
contract.
5.21 Trade and other payables

Trade and other payables are recognised initially at fair value plus any directly attributable transaction costs.
Subsequent to initial recognition they are measured at amortised cost using the effective interest method.
5.22 Revenue
Revenue comprises the fair value of the consideration received or receivable for the sale of goods and services rendered
in the ordinary course of the Group’s activities. Revenue is shown net of value-added tax, rebates and discounts and after
eliminating sales within the Group.
The Group recognises revenue when persuasive evidence exists, usually in the form of an executed sales agreement,
the amount of revenue can be measured reliably, it is probable that future economic benefits will flow to the entity and
when specific criteria have been met for each of the Group’s activities as described below. The Group bases its estimates
on historical results, taking into consideration the type of customer, the type of transaction and the specifics of each
arrangement.
Revenue from sales of goods of seismic data, software licences and subscription income do not qualify as a significant
category of revenue as referred to in IAS 18.35 (b); however for completeness sake the relating revenue recognition policies
are set out in 5.22.2, 5.22.3 and 5.22.4.
5.22.1 Services rendered

Revenue from services rendered to third parties relate to fi xed price contracts and ‘cost plus’ contracts (mainly daily rates
or rates per (square) kilometre). This revenue is recognised in profit or loss in proportion to the stage of completion of the
transaction at the reporting date. The stage of completion is assessed using the proportion of contract cost incurred for
work performed to the reporting date, compared to total contract cost (as this method is most appropriate for the majority
of the services provided by the Group), which are mainly based on daily rates for staff and equipment or rates per (square)
kilometre for vessels and airplanes.
5.22.2 Sales of goods

Revenue from the sale of goods is recognised when the significant risks and rewards of ownership have been transferred
to the buyer, recovery of the consideration is probable, the associated costs of goods can be estimated reliably, and there
is no continuing management involvement with the goods.

No revenue is recognised if there are significant uncertainties regarding recovery of the consideration due or associated
costs. An expected loss on a contract is recognised immediately in profit or loss.
5.22.3 Seismic data

Revenue from the sale of non-exclusive seismic data libraries results from sales of data after completion of a data library
which have been (substantially) delivered to the client. Sales of data after completion are recognised as revenue when data
have (substantially) been delivered to the client. Multiple (service) elements, such as annual maintenance fees or training
fees, are accounted for over the period in which these services have been delivered to the customer, using a straight line
basis over the term of the contract. The amount of revenue allocated to each element is based upon the relative fair values
of the various elements.
5.22.4 Software licences and subscription income

Software licences and subscription income are recognised in the period during which the underlying services have been
provided, using a straight line basis over the term of the contract.
5.22.5 Net revenue own service (revenue less third party costs)
Net revenue own service comprises all revenue minus costs incurred with third parties related to the employment of
resources (in addition to the resources deployed by the Group) and other third party cost such as charter-lease costs and
other cost required for the execution of various projects.
5.22.6 Other income

Other income concerns income not related to the key business activities of the Group, such as income from the sale of
non-monetary assets and/or liabilities, exceptional and/or non-recurring income.
5.22.7 Government grants

Government grants are recognised initially as deferred income at fair value when there is reasonable assurance that they
will be received and the Group will comply with the conditions associated with the grant. Grants that compensate the
Group (partly) for expenses incurred are recognised in profit or loss on a systematic basis in the same periods in which the
expenses are recognised. Grants that (partly) compensate the Group for the cost of an asset are recognised in profit or loss
on a systematic basis over the useful life of the asset.
5.23 Expenses
5.23.1 Third party costs
Third party costs are matched with related revenues on contracts and accounted for on a historical cost basis.
5.23.2 Lease payments

A lease is an agreement whereby the lessor conveys to the lessee in return for a payment, or series of payments, the right
to use an asset for an agreed period of time.
When assets are leased out under a finance lease, the present value of the lease payments is recognised as a receivable.
The difference between the gross receivable and the present value of the receivable is recognised as unearned finance
income.
Payments made under operating leases are recognised in profit or loss on a straight-line basis over the term of the lease.
Lease incentives received are recognised as an integral part of the total lease expense, over the term of the lease.
Minimum lease payments made under fi nance leases are apportioned between the finance expense and the reduction of
the outstanding liability. The finance expense is allocated to each period during the lease term so as to produce a constant
periodic rate of interest on the remaining balance of the liability.
At inception of an arrangement, the Group determines whether such an arrangement is or contains a lease.

A specific asset is the subject of a lease if fulfilment of the arrangement is dependent on the use of that specified asset.
An arrangement conveys the right to use the asset if the arrangement conveys to the Group the right to control the use
of the underlying asset.

At inception or upon reassessment of the arrangement, the Group separates payments and other consideration required
by such an arrangement into those for the lease and those for other elements on the basis of their relative fair values.
If the Group concludes for a finance lease that it is impracticable to separate the payments reliably, then an asset and a
liability are recognised at an amount equal to the fair value of the underlying asset. Subsequently the liability is reduced
as payments are made and an imputed finance charge on the liability is recognised using the Group’s incremental
borrowing rate.
5.23.3 Net finance costs

Net finance costs consist of finance costs, finance income and foreign currency gains and losses.
Finance costs comprise interest expense on borrowings, unwinding of the discount on provisions, losses on disposal of
available-for-sale financial assets, fair value losses on financial assets at fair value through profit or loss, impairment losses
recognised on financial assets (other than trade receivables), and losses on hedging instruments that are recognised in
profit or loss.
Finance income comprises interest income on funds invested (including available-for-sale financial assets), dividend
income, gains on the disposal of available-for-sale financial assets, fair value gains on financial assets at fair value through
profit or loss, gains on the re-measurement to fair value of any pre-existing interest in an acquiree, and gains on hedging
instruments that are recognised in profit or loss. Interest income is recognised in profit or loss as it accrues, using the
effective interest method. Dividend income is recognised in profit or loss on the date the Group’s right to receive payment
is established, which in the case of quoted shares is normally the ex-dividend date.
Borrowing costs that are not directly attributable to the acquisition, construction or production of a qualifying asset are
recognised in profit or loss using the effective interest method.
Foreign currency gains and losses are reported on a net basis as either finance income or finance cost depending on
whether foreign currency movements are in a net gain or net loss position.
5.24 Income tax

Income tax expense comprises current and deferred tax. Current tax and deferred tax is recognised in profit or loss except
to the extent that it relates to a business combination, or items recognised directly in equity or in other comprehensive
income.
Current tax is the expected tax payable or receivable on the taxable income or loss for the year, using tax rates enacted or
substantively enacted at the reporting date, and any adjustment to tax payable in respect of previous years. Current tax
payable also includes any tax liability arising from the declaration of dividends.
Deferred tax is recognised in respect of temporary differences between the carrying amounts of assets and liabilities for
financial reporting purposes and the amounts used for taxation purposes. Deferred tax is not recognised for: taxable
temporary differences arising on the initial recognition of goodwill; temporary differences on the initial recognition of
assets or liabilities in a transaction that is not a business combination and that affects neither accounting nor taxable profit
or loss; and temporary differences related to investments in subsidiaries and jointly controlled entities to the extent that it
is probable that they will not reverse in the foreseeable future. Deferred tax is measured at the tax rates that are expected
to be applied to temporary differences when they reverse, based on the laws that have been enacted or substantively
enacted by the reporting date. Deferred tax assets and liabilities are offset if there is a legally enforceable right to offset
current tax liabilities and assets, and they relate to income taxes levied by the same tax authority on the same taxable
entity, or on different tax entities, but they intend to settle current tax liabilities and assets on a net basis or their tax assets
and liabilities will be realised simultaneously.
A deferred tax asset is recognised for unused tax losses, tax credits and deductible temporary differences, to the extent that
it is probable that future taxable profits will be available against which the asset can be utilised. Deferred tax assets are
reviewed at each reporting date and are reduced to the extent that it is no longer probable that the related tax benefit will
be realised.
Additional income taxes that arise from the distribution of dividends are recognised at the same time as the liability to pay
the related dividend.

In determining the amount of current and deferred tax the Group takes into account the impact of uncertain tax positions
and whether additional taxes and interest may be due. The Group believes that its accruals for tax liabilities are adequate
for all open tax years based on its assessment of many factors, including interpretations of tax law and prior experience.
This assessment relies on estimates and assumptions and may involve a series of judgements about future events.
New information may become available that causes the Group to change its judgement regarding the adequacy of existing
tax liabilities; such changes to tax liabilities will impact tax expense in the period that such a determination is made.
5.25 Statement of cash flows

The consolidated statement of cash flows is prepared using the indirect method. The cash flow statement distinguishes
between operating, investing and financing activities. Cash flows in foreign currencies are converted at the exchange rate
at the dates of the transactions. Currency exchange differences on cash held are separately shown. Payments and receipts
of corporate taxes are included as cash flow from operating activities and interest paid is shown as cash flow from
operating activities. Cash flows as a result from acquisition/divestment of financial interest in subsidiaries and equity
accounted investees are included as cash flow from investing activities, taking into account the available cash in these
interests. Dividends paid are part of the cash flow from financing activities.
5.26 Segment reporting

An operating segment is a component of the Group that engages in business activities from which it may earn revenues and
incur expenses, including revenues and expenses that relate to transactions with any of the Group’s other components.
All operating segments’ operating results are reviewed regularly by the Group’s Executive Committee to make decisions
about resources to be allocated to the segment and to assess its performance, and for which discrete financial information
is available.
Inter-segment pricing is determined on an arm’s length basis. Segment results, assets and liabilities include items directly
attributable to a segment as well as those that can be allocated on a reasonable basis. Segment capital expenditure is the
total cost incurred during the year to acquire property, plant and equipment, and intangible assets other than goodwill.
5.26.1 Operating segments

As an engineering firm with operations throughout the world, the Group delivers its services to clients located all over
the globe and collects and interprets data related to the earth’s surface and the soil and rock beneath. On the basis of this
data the Group provides advice, generally for purposes related to the oil and gas industry, the mining industry and the
infrastructure and buildings industry. The Group had historically three reportable segments, being the Group’s divisions.
The divisions offer different products and services, and are managed separately because they require different technology
and marketing strategies. For each of the divisions, the Executive Committee reviews internal management reports on a
monthly basis.
Following the appointment of a division director for Subsea Services as per 1 January 2013, Fugro has identified four
reportable segments: Geotechnical, Survey, Subsea Services and Geoscience. The performance of the Subsea Services
activities is separately reported and reviewed by the Group’s Executive Committee (CODM).
As such the Subsea Services activities are considered as a separate operating and reporting segment, and four reportable
segments are disclosed in the consolidated financial statements as per 31 December 2013. Previously, the Subsea Services
activities formed part of the Survey Services segment and their performances were measured jointly. The comparative
reportable segment figures of last year have been restated for comparison purposes.
The segments are managed on a worldwide basis, and operate in five principal geographical areas: Europe, Africa, Middle
East/India, Asia Pacific and the Americas. In presenting information on the basis of geographical areas, segment revenue is
based on the geographical location of operating companies. The allocation of segment assets is based on the geographical
location of the operating company using the assets.
Information regarding the results of each reportable segment is included below. Performance is measured based on
segment profit before income tax, as included in the internal management reports that are reviewed by the Group’s
Executive Committee. Segment profit is used to measure performance as management believes that such information is the
most relevant in evaluating the results of certain segments relative to other entities that operate within these industries.
Fugro decided to allocate all other corporate expenses and finance income to the reportable segment profit (or loss) before
income tax of the respective operating segments pro-rate based on net revenue. Assets that are used by more than one

operating segment and liabilities that relate to more operating segments are pro-rate allocated based on net revenues
to the respective reporting segments as well. The comparable figures for past years have been adjusted for comparison
purposes. In 2012, total unallocated other corporate expenses and finance income amounted to EUR 46,834 thousand
(loss) and EUR 29,825 thousand (gain) respectively. Total unallocated assets and liabilities amounted to
EUR 166,554 thousand and EUR 16,977 thousand respectively as at 31 December 2012.
The following summary describes the operations in each of the Group’s reportable segments:
Geotechnical
The Geotechnical division investigates the engineering properties and geological characteristics of near-surface soils and
rocks using (in-house developed) proprietary technologies, advises on foundation design, provides construction materials
testing, pavement assessment and installation support services. Geoconsulting services provide integrated geophysical,
engineering geology and engineering analysis to solve engineering problems or to provide solutions for our clients and
their projects. These services support clients’ projects worldwide in the onshore, near shore and offshore environments,
including deep water. Typical projects include support of infrastructure development and maintenance, large construction
projects, flood protection and support of the design and installation of oil and gas facilities and wind farms.
Survey
The Survey division provides a range of services in support of the oil and gas industry, renewable energy, commercial and
civil industries, as well as governments and other organisations. It encompasses numerous offshore activities as well as
on shore geospatial activities. It also manages global positioning systems that support these and other Group activities.
Offshore services include geophysical investigations for geohazards, pipeline and cable routes, inspection and construction
support services, hydrographic charting and meteorological and oceanographic studies. Geospatial services concentrate
on land survey and aerial and satellite mapping services for a wide range of clients. Fugro’s global positioning system
(which augments GPS and Glonass signals to provide precise positioning globally) is used for the foregoing services,
but is also provided on a subscription basis to clients in the oil and gas and shipping industries.
Subsea Services
The Subsea Services division provides underwater support services to the oil and gas, marine construction and renewable
energy industries. It operates a modern fleet of Remotely Operated Vehicles (ROVs) ranging from light inspection to
heavy work class units, as well as ROV support vessels and dive support vessels providing services in water depths to
over 3,000 metres. These activities are provided throughout the life of oil and gas fields and range from ROV support
during exploration drilling, to field development, installation and construction support, long term Inspection Repair and
Maintenance (IRM) of Subsea Services assets during production and through to assistance in the final decommissioning of
those assets. The Fugro Subsea Services division also provides tooling and engineering services to enable the design and
build of purpose-built tools and interfaces for ROV-based activities. ROV inspection services are augmented by air- and
saturation-diving capabilities.
Geoscience
The Geoscience division provides services and products to acquire geophysical data that are used for the exploration,
appraisal, development and production of offshore natural resources. The data sets are collected on or close to the seabed
from shallow to ultra deep water. Multi-component seismic, time-lapse seismic, gravity and electromagnetic methods
are supported. These activities are carried out in the Seabed Geosolutions joint venture with CGG. Fugro has a 60%
(controlling) stake in this joint venture and is therefore fully consolidated. Clients are predominantly oil and gas
companies. The Geoscience division owns and sells data from a large, geographically diverse 2D and 3D marine streamer
seismic multi-cIient data library.

Operating segments
(EUR x 1,000) Geotechnical Survey Subsea Services Geoscience Total
2013 2012 2013 2012 2013 2012 2013 2012 2013 2012
Segment revenue 749,374 783,519 966,191 891,027 638,381 592,966 341,896 889,177 2,695,842 3,156,689
Of which inter-segment revenue 46,838 60,762 66,312 55,801 64,492 38,704 - 48,736 177,642 204,003
Revenue 702,536 722,757 899,879 835,226 573,889 554,262 341,896 840,441 2,518,200 2,952,686
Segment result 142,083 136,441 226,248 240,540 66,100 25,235 26,248 244,086* 460,679 646,302
Depreciation (43,386) (45,635) (59,031) (55,394) (52,835) (48,953) (23,785) (71,779) (179,037) (221,761)
Amortisation software and other
intangible assets (981) (1,180) (1,047) (642) (347) (41) (9,007) (7,789) (11,382) (9,652)
Result from operating activities
(EBIT) 97,716 89,626 166,170 184,504 12,918 (23,759) (6,544) 164,518 270,260 414,889
EBIT in % of revenue 13.9 12.4 18.5 22.1 2.3 (4.3) (1.9) 19.6 10.7 14.1
Finance income 19,508 (965) 26,263 1,626 15,453 1,179 11,642 12,356 72,866 14,196
Finance expense (17,085) (1,686) (19,687) 3,725 (26,163) (11,746) (20,935) (40,301) (83,870) (50,008)
Share of profit of equity-accounted
investees (184) (1,130) 2,747 119 156 79 2,218 8 4,937 (924)
Reportable segment profit

before income tax 99,955 85,845 175,493 189,974 2,364 (34,247) (13,619) 136,581 264,193 378,153
Income tax (14,870) (8,600) (37,774) (32,640) 3,696 7,424 (2,403) (44,723) (51,351) (78,539)
Gain on sale of the majority of the
Geoscience business, net of tax
(see 5.46) 205,084
■
Profit for the period 85,085 77,245 137,719 157,334 6,060 (26,823) (16,022) 91,858 417,926 299,614
Capital employed 653,396 581,745 669,936 592,072 585,901 583,915 1,194,229 1,381,793 3,103,462 3,139,525
Reportable segment assets 881,290 805,105 981,441 916,068 701,345 733,012 1,066,526 1,715,531 3,630,602 4,169,716
Reportable segment liabilities 385,370 447,703 401,231 315,742 302,051 357,844 431,032 1,070,058 1,519,684 2,191,347
Capital expenditure, property, plant
and equipment 69,304 66,977 86,111 114,543 77,697 88,111 22,035 25,913 255,147 295,544
Capital expenditure software and
other intangible assets 312 179 580 471 72 (537) 9,672 89,582 10,636 89,695
Additions multi-client data libraries - - - - - - 48,327 259,648 48,327 259,648
Movement in other investments 424 - (115) (1,256) 345 (4,292) 120,872 (47,317) 121,526 (52,865)
* The segment result includes an impairment loss of EUR 7 million in respect of the multi-client data libraries in 2012.

Geoscience segment
(EUR x 1,000) Continued Discontinued Total
2013 2012 2013 2012 2013 2012
Segment revenue* 247,667 53,596 94,229 835,581 341,896 889,177

Of which inter-segment revenue - 845 - 47,891 - 48,736
Revenue 247,667 52,751 94,229 787,690 341,896 840,441
Segment result 23,007 63,152** 3,241 180,934 26,248 244,086

Depreciation (23,784) (5,637) (1) (66,142) (23,785) (71,779)
Amortisation software and other intangible assets (9,007) (1,262) - (6,527) (9,007) (7,789)
Result from operating activities (EBIT) (9,784) 56,253 3,240 108,265 (6,544) 164,518
EBIT in % of revenue (4.0) 106.6 3.4 13.7 (1.9) 19.6
Finance income 11,456 10,443 186 1,913 11,642 12,356
Finance expense (16,729) (17,643) (4,206) (22,658) (20,935) (40,301)
Share of profit of equity-accounted investees 2,218 (136) - 144 2,218 8
Reportable segment profit (or loss) before income tax (12,839) 48,917 (780) 87,664 (13,619) 136,581
Income tax (2,172) (15,269) (231) (29,454) (2,403) (44,723)
■
Profit for the period (15,011) 33,648 (1,011) 58,210 (16,022) 91,858
Capital employed 779,375 512,644 414,854 869,149 1,194,229 1,381,793

Reportable segment assets 1,066,526 703,661 - 1,011,870 1,066,526 1,715,531
Reportable segment liabilities 431,032 868,527 - 201,531 431,032 1,070,058
Capital expenditure, property, plant and equipment 20,228 (14,037) 1,807 39,950 22,035 25,913
Capital expenditure software and other intangible assets 9,672 22,017 - 67,565 9,672 89,582
Additions multi-client data libraries 48,327 259,648 - - 48,327 259,648
Movement in other investments 120,872 (47,318) - 1 120,872 (47,317)
* Consistent with last year, the revenue of the multi-client data libraries forms part of the discontinued operations until 31 January 2013, as the revenue generating capacity
(by means of the seismic and the related sales force) has been transferred to CGG. The multi-client data library remains with Fugro. In 2013, Fugro presented the revenues of
the multi-client data libraries until 31 January 2013 of EUR 13.2 million (1 January 2012 through 31 December 2012: EUR 235 million) as part of the discontinued operations
within the Geoscience segment. As from 31 January 2013, Fugro operates under a different model, whereby the sales are performed by third parties (CGG and TGS),
but whereby Fugro remains the principal seller. The revenue of the multi-client as from 31 January 2013, forms part of the continued operations and amounts to EUR 115.8
million. In 2013, the total revenue of multi-client amounts to EUR 129 million in 2013.
** The segment result includes an impairment loss of EUR 7 million in respect of the multi-client data libraries in 2012.
Geographical areas
(EUR x 1,000) Europe Africa Middle East/India Asia Pacific Americas Total
2013 2012 2013 2012 2013 2012 2013 2012 2013 2012 2013 2012
Revenue from
external customers 1,140,933 1,018,624 51,468 41,277 190,473 185,506 510,875 426,232 530,222 493,357 2,423,971 2,164,996
Non-current assets 1,394,473 1,102,512 12,773 11,305 68,818 38,936 523,100 515,059 520,790 511,527 2,519,954 2,179,339

Reconciliation of reportable segment revenues, profit or loss, assets and liabilities and other material items
(EUR x 1,000) 2013 2012*
Revenues
Total revenue for reportable segments 2,695,842 3,156,689
Elimination of inter-segment revenue (from continuing operations) (177,642) (156,112)
Revenue from Geoscience (discontinued including inter-segment revenue) (94,229) (835,581)
■
Consolidated revenue (from continuing operations) 2,423,971 2,164,996
Profit or loss
Total profit (or loss) for reportable segments before income tax 264,193 378,153
(Profit)/loss from discontinued operations before income tax 780 (87,664)
■
Consolidated profit before income tax (from continuing operations) 264,973 290,489
Assets
Total assets for reportable segments 3,630,602 4,169,716
■
Consolidated assets 3,630,602 4,169,716
Liabilities
Total liabilities for reportable segments 1,519,684 2,191,347
■
Consolidated liabilities 1,519,684 2,191,347
* Restated see page 117 – 119.
Other material items 2013 in respect of elements of profit or loss

Adjustments
Reportable Discon- and other Consoli-
segment tinued unallocated dated
(EUR x 1,000) totals Geoscience amounts totals
Finance income 72,866 (186) (52,538) 20,142

Finance expense (83,870) 4,206 52,538 (27,126)
Depreciation (179,037) 1 - (179,036)
Amortisation software and other intangible assets (11,382) - - (11,382)
Other material items 2012 in respect of elements of profit or loss

Reportable Discon- Consoli-
segment tinued Reclassi- dated
(EUR x 1,000) totals Geoscience fications totals
Finance income 14,196 (1,913) 1,689 13,972

Finance expense (50,008) 22,658 (1,689) (29,039)
Depreciation (221,761) 66,142 - (155,619)
Amortisation software and other intangible assets (9,652) 6,527 - (3,125)

5.27 Acquisitions and divestments of subsidiaries
5.27.1 Acquisitions 2013
The Group acquired a 100% interest in the following companies, assets and activities:
Annual
revenue
as of
Conside- 1 January Number of
(EUR x million) ration Goodwill Country Division 2013 employees Acquisition date
Ocean bottom nodes,

transition zone, ocean
bottom cables, shallow
water and permanent
reservoir activities 280.7 214.2 Global Geoscience 54.0 146 16 February
Other acquisitions 41.7 27.4 34.6 136

■
Total 322.4 241.6 88.6 282
5.27.2 Ocean bottom nodes, transition zone, ocean bottom cables, shallow water activities and permanent
reservoir activities (formerly owned by CGG)
Fugro and CGG formed Seabed Geosolutions B.V. (Seabed). This agreement was signed on 16 February 2013. Seabed has
acquired from CGG its ocean bottom nodes (OBN), transition zone, ocean bottom cable (OBC), shallow water activities
(SW) and permanent reservoir activities (PRM).
The goodwill amounts to EUR 214 million.
The OBN/SW/OBC and PRM business acquisition had the following effect on the Group’s assets and liabilities:
(EUR x million) 2013
Property, plant and equipment 60.4

Intangible assets 23.2
Deferred tax assets 0.8
Inventories 1.5
Trade and other receivables 25.5
Cash and cash equivalents 6.8
Deferred tax liabilities (4.4)
Trade and other payables (3.9)
Total net identifiable assets and liabilities 109.9

Goodwill on acquisition 214.2
Non-controlling interest (43.4)
Consideration 280.7
Cash (acquired)/disposed of (6.8)
Set off agreement settlement (non-cash) (225.0)
Equity instrument (40% of Fugro’s contribution into Seabed) (55.7)
■
Net cash outflow (6.8)
Seabed Geosolutions B.V. (Seabed) has acquired from CGG its OBN, transition zone, OBC, SW and PRM (together
‘the acquired business’) against a 40% interest in Seabed Geosolutions B.V. and EUR 225 million by a set off agreement.
Seabed provides a broad range of solutions designed to provide a clearer, more accurate picture of hydrocarbon prospects,
reservoir characteristics and potential geo-hazards. From operational preparation and planning, through the deployment
and recovery of ocean bottom cables and nodes, to the processing and analysis of resultant data, Seabed aims to

optimize the speed, efficiency, quality and safety of seabed acquisition. Ultimately, Seabed aims to arm its customers
with the critical insight required to make confident, informed decisions on field and infrastructure development.
The transaction is a business combination, through which Fugro obtained a 60% controlling interest in CGG’s
OBN/SW/OBC and PRM businesses. The total consideration of EUR 280.7 million for the business combination
comprises EUR 225 million and 40% of Fugro’s contribution into Seabed Geosolutions B.V.
By combining the strengths of both Fugro and CGG, Seabed will have an immediate market leading position in seabed
geophysical activities, and will benefit from synergies with Fugro’s subsea activities.
The goodwill from the acquired business of EUR 214.2 million arises from a number of factors such as expected
synergies through combining a highly skilled workforce and obtaining economies of scale with other Fugro activities.
None of the goodwill is expected to be deductible for tax purposes.
At the acquisition date, the fair value of the ordinary shares (of Seabed Geosolutions B.V.) issued as part of the
consideration paid for the CGG businesses amounted to EUR 55.7 million.
The fair value of trade and other receivables is EUR 25.5 million and comprises other receivables only.
The fair value of the acquired identifiable assets is EUR 109.9 million. The deferred tax of EUR 4.4 million has been
provided in relation to these fair value adjustments.
The 40% non-controlling interest in Seabed Geosolutions B.V. of EUR 43.4 million at the acquisition date has been
recognised as a proportion of the fair value of the identifiable net assets acquired.
The acquisition in 2013 contributed EUR 54 million to the revenue of the Group as from 16 February 2013. The total
result of the acquired businesses amounts to EUR 30 million (loss) over the same period. The revenue and result for 2013
would be similar if the acquired business had been consolidated as from 1 January 2013.
Acquisition-related costs of EUR 625 thousand have been charged to other expenses in the consolidated statement of
comprehensive income for the period-end.
5.27.3 Other acquisitions

Other acquistions relate to FAZ Research Ltd (Ireland), DCN Global LLC (United Arab Emirates) and Geomechanics Pty Ltd
(Australia), which are further detailed below.
The Company acquired 90% of the shares of FAZ Research Ltd (‘FAZ’) on 22 April 2013. The previously hold interest in
FAZ Research Ltd was accounted for using the equity method. FAZ Research Ltd has IP property for developing new optical
measurement and sensing platforms. As FAZ Research Ltd is a start-up company conducting mainly research activities, the
amount of revenue is limited. FAZ conducts services generally for all four divisions.
Fugro acquired 100% of the shares of DCN Global LLC (‘DCN Global’) on 1 July 2013, a company specialised in subsea
engineering and diving services to the offshore civil and oil & gas industry, primarily in the Middle East. DCN Global forms
part of the Subsea Services division.
Fugro has acquired Advanced Geomechanics Pty Ltd in Perth, Australia on 25 November 2013. Advanced Geomechanics is
a consulting company providing highly specialised geotechnical and geophysical engineering and consulting services to
the oil and gas sector. Advanced Geomechanics forms part of the Geotechnical division.

The other acquisitions (FAZ, DCN Global and Advanced Geomechanics) had the following effect on the Group’s assets and
liabilities:
(EUR x million) 2013
Property, plant and equipment 5.0

Intangible assets 4.6
Deferred tax assets 0.3
Inventories -
Trade and other receivables 11.6
Cash and cash equivalents (0.8)
Deferred tax liabilities (0.6)
Trade and other payables (5.4)
Total net identifiable assets and liabilities 14.7

Goodwill on acquisition 27.4
Non-controlling interest (0.4)
Consideration 41.7
Cash (acquired)/disposed of 0.8
Consideration payable (8.4)
Fair value of equity interest in FAZ held before the business combination (4.9)
■
Net cash outflow 29.2
The other acquisitions have been combined in the table above as none of these individually is considered to be material.
The other acquisitions in 2013 contributed EUR 13.7 million to the revenue of the Group. If these acquisitions had been
effected as from 1 January 2013, the revenue of the group would have been EUR 34.6 million. The acquisition contributed
EUR 1.1 million to the profit of the group in 2013. On a full year basis this would approximately amount to EUR 4.8 million
(positive). In determining these amounts, Fugro has assumed that the fair value adjustments, determined provisionally,
that arose on the date of acquisition would have been the same if the acquisition had occurred on 1 January 2013.
Acquisition-related costs of EUR 520 thousand have been charged to other expenses in the consolidated statement of
comprehensive income for the period-end.
The goodwill from the acquisition is attributable mainly to market share, the skills and technical talent of the acquired
business’ work force, and the synergies expected to be achieved from integrating the companies into the Group’s existing
business. None of the goodwill recognised is expected to deductible for income tax purposes.
The fair value of the assets and liabilities of prior year acquisitions has not changed materially following the finalisation of
the purchase price allocation procedures.
5.28 Government grants

The Company has not been awarded any significant government grants in 2013.

5.29 Third party costs
(EUR x 1,000) 2013 2012
Cost of suppliers 585,016 349,493

Operational lease expense 151,974 110,370
Other rentals 96,571 129,028
Amortisation multi-client data libraries 88,029 142,945
Other costs 81,851 61,414
■
1,003,441 793,250
5.30 Other income

(EUR x 1,000) 2013 2012
Sale of licences 18,500 –

Settlements claims 4,614 –
Government grants 1,519 1,389
Net gain on sale of property, plant and equipment 3,546 3,668
Sundry income 25,933 9,749
■
54,112 14,806
5.31 Personnel expenses

(EUR x 1,000) 2013 2012*
Wages and salaries 628,020 588,472

Compulsory social security contributions 66,460 62,934
Equity-settled share-based payments 11,742 13,833
Contributions to defined contribution plans 24,520 17,607
Expense related to defined benefit plans 12,010 11,371
Increase in liability for long service leave 391 320
■
743,143 694,537
5.31.1 Share-based payments

Fugro’s share option scheme allows some assigned Group employees to acquire shares in Fugro. A share option entitles the
employee to purchase ordinary shares in Fugro. The granting of options is dependent on the achievement of the targets of
the Group as a whole and of the individual operating companies as well as on the contribution of the relevant employee to
the long term development of the company. In order to become entitled to options the employee has to be employed by the
Group twelve months prior to the granting of the options. The Group stipulates that in addition to the services provided in
the twelve months prior to the granting of the options, services also must be provided in the future. The vesting period for
the granted options is three years starting at the first of January of the year following the grant date. The option period is
six years. The options granted are not subject to any further conditions of exercise, except that the option holder is still
employed by Fugro or one of its operating companies. Standard exceptions apply to the latter rule in connection with
retirement, long-term disability and death.
The Board of Management and the Supervisory Board decide annually on the granting of options. Options are granted
annually on 31 December and the option exercise price is equal to the price of the certificates of shares at the closing of
NYSE Euronext Amsterdam on the last trading day of the year. The costs of the options are recognised in profit or loss over
the related period of employment (four years).

The average stock price on NYSE Euronext Amsterdam during 2013 was EUR 43.93 (2012: EUR 50.11).
As at 31 December 2013, Fugro N.V. granted 956.925 options to 621 employees. These options have an exercise price
of EUR 43.315 (2012: 1,093,300 options were granted to 674 employees with an exercise price of EUR 44.52).
In 2013 Fugro sold 403,830 certificates of shares in relation to options that were exercised. Fugro issued no new
(certificates of) shares in relation to the exercise of options in 2013 (2012: nil). The (certificates of) shares that were sold
had an average purchase price of EUR 44.39 (2012: EUR 49.91) per certificate. The options were exercised throughout
the year, with the exception of determined closed periods.
As at 31 December the following options were outstanding:
Out standing Out standing Exercisable Exercise

Number of at Forfeited in Exercised in at at price
Year of issue Duration participants Granted 01-01-2013 2013 2013 31-12-2013 31-12-2013 (EUR)
2006 6 years 547 1,140,500 85,000 - 85,000 - - 36.20

2007 6 years 565 1,140,500 1,053,600 1,053,600 - - - 52.80
2008 6 years 620 1,141,900 895,720 7,650 151,130 736,940 736,940 20.485
2009 6 years 639 1,166,550 1,149,400 28,650 167,700 953,050 953,050 40.26
2010 6 years 663 1,107,350 1,101,150 176,650 - 924,500 924,500 61.50
2011 6 years 684 1,161,100 1,156,750 184,550 - 972,200 - 44.895
2012 6 years 674 1,093,300 1,093,300 145,050 - 948,250 - 44.52
2013 6 years 621 956,925 - - - 956,925 - 43.315
8,908,125 6,534,920 1,596,150 403,830 5,491,865 2,614,490
The outstanding options as at 31 December 2013 have an exercise price ranging from EUR 20.485 to EUR 61.50.
The average remaining term of the options is four years (2012: four years). The movement during the year of options and
the average exercise price is as follows:
2013 2012
Weighted Weighted
average average
exercise Number of exercise Number of
price (EUR) options price (EUR) options
Options outstanding at 1 January 44.63 6,534,920 42.85 6,429,400

Forfeited during the period 51.72 (1,596,150) 42.46 (27,600)
Options granted during the period 43.32 956,925 44.52 1,093,300
Options exercised during the period 31.99 (403,830) 32.63 (960,180)
Options outstanding at 31 December 43.27 5,491,865 44.63 6,534,920

■
Exercisable at 31 December 2,614,490 3,183,720
The valuation of the share options is determined by using a binomial model. Concerning early departure, different
percentages for different categories of staff are used: Board of Management 0% and other management 6%. The expected
behaviour for exercising the options by the Board of Management is estimated until the end of the exercise period and for
the other group with a multiple of 3. Expected volatility is estimated by considering historic average share price volatility.

The inputs used in the measurement of the fair values at grant date of the share options are the following:
2013 2012
Average share price during the year in EUR 43.93 50.11

Average fair value of the granted options during the year in EUR 12.07 12.16
Exercise price (fair value at grant date) in EUR 43.315 44.52
Expected volatility (weighted average volatility) 42% 42%
Option term (expected weighted average term) 4 years 4 years
Expected dividends 3.60% 3.33%
Risk-free interest rate (based on government bonds) 1.49% 0.95%
Costs of granted options at the end of 2009 in EUR - 4,058,013

Costs of granted options at the end of 2010 in EUR 2,441,964 4,877,100
Costs of granted options at the end of 2013 in EUR 1,801,297 -
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Total 8,858,168 16,685,824
Costs of granted options for continued operations 11,742,340 13,833,021

Costs of granted options for discontinued operations (2,884,172) 2,852,803
5.31.2 Number of employees as at 31 December

2013 2012
Netherlands Foreign Total Netherlands Foreign Total
Technical staff 648 8,863 9,511 630 8,527 9,157

Management and administrative staff 145 2,382 2,527 127 2,285 2,412
Temporary and contract staff 150 403 553 144 452 596
■
943 11,648 12,591 901 11,264 12,165
Average number of employees during the year 928 11,581 12,509 895 11,066 11,961
The number of employees as included in the table above reflects the continuing business. The comparative numbers have
been adjusted accordingly. The number of employees who are part of the discontinued operations is nil (2012: 2,430).

5.32 Other expenses
(EUR x 1,000) 2013 2012
Maintenance and operational supplies 65,051 50,257

Indirect operating expenses 60,499 54,406
Occupancy costs 39,114 36,169
Communication and office equipment 32,193 32,833
Write-off costs - 21,733
Restructuring costs 1,524 830
Research costs 1,846 342
Loss on disposal of property, plant and equipment 1,473 344
Strategic update 4,384 -
Marketing and advertising costs 6,992 7,968
Other 60,985 21,765
274,061 226,647
Other expenses include amongst others professional services, training costs, miscellaneous charges, bad debt provision
and sundry costs.
Audit fees, presented under other expenses, as charged by KPMG are disclosed in note 9.13.
5.33 Net finance (income) costs

(EUR x 1,000) 2013 2012
Interest income on loans and receivables (15,182) (992)

Dividend income on available-for-sale financial assets (152) (173)
Net change in fair value of financial assets at fair value through
profit or loss (refer to note 5.41.3) (506) (12,260)
Net change in fair value of derivatives (46) (547)
Net foreign exchange variance (4,256) –
Finance income (20,142) (13,972)
Interest expense on financial liabilities measured at amortised cost 27,126 18,898

Net foreign exchange variance - 10,141
Finance expense 27,126 29,039

■
Net finance (income)/costs recognised in profit or loss 6,984 15,067

The foreign exchange variances have developed negatively as a result of the weakening of the Euro against the other major
currencies.
(EUR x 1,000) 2013 2012
Recognised in other comprehensive income

Net change in fair value of hedge of net investment in foreign operations 26,805 6,235
Foreign currency translation differences of foreign operations (207,271) 3,861
Foreign currency translation differences of equity-accounted investees (333) 36
Net change in translation reserve transferred to profit or loss due to disposal 10,839
(169,960) 10,132
Net change in fair value of cash flow hedges transferred to profit or loss 626 773
Net change in fair value of available-for-sale financial assets (95) 353
■
Total (169,429) 11,258
Recognised in:
Hedging reserve 626 773
Translation reserve (163,882) 10,780
Retained earnings (95) 353
Non-controlling interests (6,078) (648)
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Total (169,429) 11,258
5.34 Income tax expense

Recognised in profit or loss
(EUR x 1,000) 2013 2012*
Current tax expense

Current year 44,747 70,936
Adjustment for prior years 552 (8,187)
45,299 62,749
Deferred tax expense

Origination and reversal of temporary differences 13,293 (823)
Recognition of previously unrecognised temporary differences (2,643) -
Change in tax rate 1,738 871
Utilisation of tax losses recognised 223 (10,247)
Recognition of previously unrecognised tax losses (7,057) (61,212)
Recognition of previously unrecognised deferred tax liabilities - 56,218
Adjustments for prior years 929 1,529
Originated temporary differences allocated to transaction result (662) -
5,821 (13,664)
Total income tax expense 51,120 49,085
* Restated see page 117 – 119.

Reconciliation of effective tax rate
(EUR x 1,000) 2013 % 2013 2012 %* 2012*
Profit for the period from continuing operations 213,853 241,404

Income tax expense 51,120 49,085
■
Profit before income tax 264,973 290,489
Income tax using the weighted domestic average tax rates 24.9 65,937 21.5 62,427
Recognition of previously unrecognised temporary differences (1.0) (2,643) - -
Change in tax rate 0.7 1,738 0.3 871
Recognition of previously unrecognised tax losses (2.7) (7,057) (21,1) (61,212)
Recognition of previously unrecognised deferred tax liabilities - - 19.4 56,218
Non-deductible expenses 1.4 3,662 1.3 3,681
Tax exempt income (4.4) (11,664) (1.8) (5,202)
Effect of utilisation previously unrecognised tax losses (0.1) (334) (0.4) (1,040)
Adjustments for prior years (deferred) 0.3 929 0.5 1,529
Adjustments for prior years (current) 0.2 552 (2.8) (8,187)
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19.3 51,120 16.9 49,085
* Restated.
Adjustments for prior years relate to settlement of outstanding tax returns of several years offset by release of tax accruals
and various fiscal tax entities as well as the recognition of tax liabilities for fiscal positions taken that are currently being
challenged or probably will be challenged by tax authorities.
Income tax recognised in other comprehensive income and in equity

(EUR x 1,000) 2013 2012
Tax Tax
(expense)/ (expense)/
Before tax benefit Net of tax Before tax benefit Net of tax
Defined benefit plan actuarial gains (losses) (3,716) (1,447) (5,163) 6,188 (2,388) 3,800
Net change in fair value of cash flow hedges
transferred to profit or loss 835 (209) 626 1,031 (258) 773
Net change in fair value of hedge of net
investment in foreign operations 26,805 - 26,805 6,235 – 6,235
Share-based payment transactions 12,637 469 13,106 33,024 1,667 34,691
Net change in fair value of available-for-sale
financial assets (95) - (95) 353 – 353
Foreign currency translation differences of
foreign operations and equity-accounted
investees (203,029) (4,575) (207,604) 7,090 (3,193) 3,897
■
(166,563) (5,762) (172,325) 53,921 (4,172) 49,749
Reference is also made to note 5.42.

5.35 Current tax assets and liabilities
The net current tax asset/(liability) of EUR 3,012 thousand (2012: EUR (26,739) thousand) represents the balance of
current tax assets and liabilities in respect of current and prior periods less advance tax payments.
5.36 Property, plant and equipment

(EUR x 1,000) 2013
Fixed assets
Land and Plant and under
buildings equipment Vessels construction Other Total
Cost
Balance at 1 January 2013 182,334 876,166 631,001 161,890 178,562 2,029,953
Acquisitions through business combinations 3,481 61,023 - - 923 65,427
Investments in assets under construction - - - 141,865 - 141,865
Other additions 12,956 69,934 5,375 - 23,210 111,475
Capitalised fi xed assets under construction - 65,177 40,512 (105,689) - -
Reclassification - (18,473) 18,093 - 380 -
Disposals* (666) (58,299) (9,249) 8,387 (13,096) (72,923)
Effects of movement in foreign exchange rates (8,984) (36,207) (29,513) (14,909) (9,575) (99,188)
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Balance at 31 December 2013 189,121 959,321 656,219 191,544 180,404 2,176,609
Depreciation and impairment losses

Balance at 1 January 2013 61,153 572,169 176,668 - 154,090 964,080
Depreciation 7,331 110,642 42,953 2,403 15,707 179,036
Disposals (460) (39,552) (1,532) - (11,534) (53,078)
Effects of movement in foreign exchange rates (2,424) (25,798) (6,973) (234) (7,920) (43,349)
Carrying amount
At 1 January 2013 121,181 303,997 454,333 161,890 24,472 1,065,873
■
At 31 December 2013 123,521 341,860 445,103 189,375 30,061 1,129,920
* The disposals in property, plant and equipment include non-cash items for an amount of EUR 18 million relating to the disposal of China Off shore Fugro Geosolutions.
See also note 5.40.

(EUR x 1,000) 2012
Fixed assets
Land and Plant and under
buildings equipment Vessels construction Other Total
Cost
Balance at 1 January 2012 191,486 1,314,632 888,651 92,531 236,096 2,723,396
Adjustments prior period (refer to note 5.28.3) – (8,822) – – – (8,822)
Acquisitions through business combinations 8 2,081 658 – 624 3,371
Investments in assets under construction – – – 178,033 – 178,033
Other additions 10,917 51,913 29,028 – 25,653 117,511
Capitalised fi xed assets under construction – 73,847 21,854 (95,701) – –
Disposals (3,021) (213) (60,958) – (8,777) (72,969)
Effects of movement in foreign exchange rates (831) (1,293) (8,636) (4,582) (1,276) (16,618)
Transfers to assets classified as held for sale (16,225) (555,979) (239,596) (8,391) (73,758) (893,949)
■
Depreciation and impairment losses

Balance at 1 January 2012 58,069 791,650 191,631 – 199,065 1,240,415
Depreciation 7,355 141,938 50,821 – 21,648 221,762
Disposals (814) (18,218) (35,790) – (11,776) (66,598)
Effects of movement in foreign exchange rates (272) (1,410) (2,062) – (988) (4,732)
Transfers to assets classified as held for sale (3,185) (341,791) (27,932) – (53,859) (426,767)
■
Balance at 31 December 2012 61,153 572,169 176,668 – 154,090 964,080
Carrying amount
At 1 January 2012 133,417 522,982 697,020 92,531 37,031 1,482,981
■
At 31 December 2012 121,181 303,997 454,333 161,890 24,472 1,065,873
5.36.1 Impairment loss and subsequent reversal

The Group has assessed whether any impairment triggers exist for its property, plant and equipment using external and
internal sources of information. The Group has not identified any impairment triggers for property, plant and equipment.
The Group has not incurred nor reversed any impairment losses.
5.36.2 Fixed assets under construction

This involves mainly vessels under construction and ROVs. These will become operational in 2014 and 2015.
At 31 December 2013, capitalised borrowing costs related to the construction of vessels amounted to EUR 9 million
(2012: EUR 4 million), with an interest rate of 4.7% (2012: 3.6%).
5.36.3 Leased fixed assets

The Group has no leased fi xed assets that have to be included in property, plant and equipment.
5.36.4 Geoscience
The transfer to assets classified as held for sale represents the positions as per 31 December 2012. The movement in the
table represented the continuing operations.

(EUR x 1,000) 2013
Multi-client
data
Goodwill libraries Software Other Total
Cost
Balance at 1 January 2013 520,219 1,021,382 40,957 24,647 1,607,205
Acquisitions through business combinations 241,616 - - 27,808 269,424
Purchase of intangible assets - - 4,638 2,094 6,732
Internally developed intangible assets - 48,327 - 3,904 52,231
Disposals - - (15,477) (17,250) (32,727)
Effect of movements in foreign exchange rates (36,389) (105,095) (3,594) (2,000) (147,078)
■
Balance at 31 December 2013 725,446 964,614 26,524 39,203 1,755,787
Amortisation and impairment losses

Balance at 1 January 2013 – 562,903 25,948 4,153 593,004
Amortisation of software and other intangible assets – - 2,901 8,481 11,382
Amortisation multi-client data libraries (third party costs) - 88,029 - - 88,029
Disposals - - (14,946) (2,272) (17,218)
Effect of movements in foreign exchange rates – (52,680) (3,327) (613) (56,620)
■
Balance at 31 December 2013 – 598,252 10,576 9,749 618,577
Carrying amount
At 1 January 2013 520,219 458,479 15,009 20,494 1,014,201
■
At 31 December 2013 725,446 366,362 15,948 29,454 1,137,210
The disposals under other intangible assets include a write-off of EUR 17 million relating to a seismic technology
development project and forms part of the gain on the sale of the majority of the Geoscience division. See 5.46.

(EUR x 1,000) 2012
Multi-client
data
Goodwill libraries Software Other Total
Cost
Balance at 1 January 2012 705,578 804,665 142,657 33,925 1,686,825
Acquisitions through business combinations 23,033 - – 5 23,038
Adjustments prior period 10,550 - – – 10,550
Purchase of intangible assets – - 6,895 62,605 69,500
Internally developed intangible assets – 259,648 20,195 – 279,843
Effect of movements in foreign exchange rates 8,170 16,473 644 472 25,759
Transfers to assets classified as held for sale (227,112) (59,404) (129,434) (72,360) (488,310)
■
Balance at 31 December 2012 520,219 1,021,382 40,957 24,647 1,607,205

Balance at 1 January 2012 – 470,859 87,839 11,935 570,633
Amortisation of software and other intangible assets – 7,588 2,064 9,652
Amortisation multi-client data libraries (third party costs) - 135,945 - - 135,945
Impairment loss – 7,000* 990 – 7,990
Effect of movements in foreign exchange rates – 4,445 177 (24) 4,598
Transfers to assets classified as held for sale – (55,346) (70,646) (9,822) (135,814)
■
Balance at 31 December 2012 – 562,903 25,948 4,153 593,004
Carrying amount
At 1 January 2012 705,578 333,806 54,818 21,990 1,116,192
■
At 31 December 2012 520,219 458,479 15,009 20,494 1,014,201
* Impairment loss included in third party costs.
5.37.1 Impairment loss and subsequent reversal

The Company has not incurred nor reversed any significant impairment losses in 2013.

5.38 Impairment testing for cash-generating units containing goodwill
For the purpose of impairment testing, goodwill is allocated to cash-generating units which represent the lowest level
within the Group at which the goodwill is monitored for internal management purposes. This is not higher than the
Group’s operating segments as reported in note 5.26. The following CGU’s have significant goodwill allocated as at
31 December 2013:
Growth rate Growth rate Discount Goodwil
(EUR x 1,000) fi rst year long-term rate Division 31-12-2013
Subsea Services* 0% 3.5% 10.2% Subsea Services 177,900

Offshore Survey 14% 3.5% 10.2% Survey 120,775
Geospatial Services 10% 3.5% 10.2% Survey 52,536
Offshore Geotechnical 12% 3.5% 10.2% Geotechnical 53,943
Onshore Geotechnical 7% 3.5% 10.2% Geotechnical 50,217
Seabed 160% 2.0% 12.7% Geoscience 240,955**
Other CGU’s 26% 3.5% 10.2% 29,120
■
Total 725,446
* As from 1 January 2013, Subsea Services is considered as a separate operating and reportable segment and separated from Off shore Survey. Reference is made to 5.26.
The activities in the Geoscience division are carried out by Seabed Geosolutions as from 16 February 2013.
** This includes the goodwill that previously was carried in Fugro’s existing OBN business.
The capitalised goodwill was allocated to the following CGU’s as at 31 December 2012:
Goodwil
(EUR x 1,000) Division 31-12-2012
Offshore Survey / Subsea Services Survey 293,511

Geospatial Services Survey 54,569
Offshore Geotechnical Geotechnical 40,818
Onshore Geotechnical Geotechnical 51,470
Other CGUs 79,851
Total 520,219
The recoverable amounts of the cash-generating units have been determined based on calculations of value in use.
Value in use was determined by discounting the expected future cash flows from the continuing use of the CGU’s.
The calculation of the value in use was based on the following key assumptions:
■ The period for the discounted cash flow calculations is in principle indefinite. However the Group has set the period
at fifty years, subject to periodic evaluation. About 75% of the Group’s activities relate to the oil and gas industry.
The services are in principle of such a nature that our clients use us to help them to explore and extract hydrocarbon
and mineral resources. Industry experts believe that these resources will continue to be available for many decades
and their reports indicate periods between fifty and hundred years
■ Cash flows in the first year of the forecast are based on management’s approved financial budget. For Seabed,
considering the start-up nature of the entity in 2013, the first year of the forecast includes a revenue of around
EUR 300 million contributing an expected cash flow of around EUR 60 million. For alle CGU’s, the 2014 projections
factor in, amongst others, already signed contracts, expected win rates on contracts out for bid, expected crew and
vessel utilisation rates and/or industry developments. Cash flows for the CGU’s beyond the one year financial budget
period, are extrapolated using an estimated long-term growth rate of 3.5%. For individual significant CGU’s the
growth rates are based on an analysis of the long-term market price trends in the oil and gas industry adjusted for
actual experience. Fugro applied for the CGU Seabed a revenue growth rate for 2015 of 20.6% to complete the start-up
phase and for the subsequent years 2016-2018 a growth between 0.8% and 1.5% with a long term growth rate of 2%
after 2018 based on the long term USD inflation rate.

■ The pre-tax discount rate used to discount the pre-tax cash flows for impairment testing purposes is determined
through an iterative calculation using the projected post-tax cash flows, expected tax rate for the respective cash
generating units and a post-tax discount rate for the group. The pre-tax discount rate used to discount the pre-tax
cash flows for impairment testing purposes ranges for the CGU’s from 10.2% to 12.7% (2012: 9.7% – 11.9%).
The recoverable amounts for the CGU’s exceed their carrying amounts and as such no impairment losses are recognized.
The recoverable amounts for Subsea Services, Offshore Survey, Offshore Geotechnical and Onshore Geotechnical exceed
the carrying amounts of the CGU’s with significant headroom. Based on sensitivity analysis for Geospatial a 1% increase of
the post-tax discount rate would still not result in an impairment, however a 1% decrease of the growth rate would result
in an impairment of EUR 2 million. As at 31 December 2013 no cumulative impairment losses have been recognised (2012:
none). A 2% increase in the post-tax discount rate or a 2% decrease of the long-term growth rate would still not result in an
impairment for these CGU’s.
Considering the start-up nature of the Seabed business a significant change in the assumptions applied in the value in use
calculation is reasonably possible, which could result in an impairment. The assumptions contain significant forecasted
revenue and cash flow growth for 2014 and 2015 (based on EBITDAs) and a post-tax discount rate of 10.1% (pre-tax rate
of 12.7%). It is noted that the Seabed business focuses on the development and production cycle of oil and gas fields, which
business segment is significantly less volatile than conventional exploration seismic data acquisition. The applied discount
rate for Seabed, which is in line with that of the exploration seismic business, reflects the risk associated with the start-up
nature of the business.
Fugro has analysed the sensitivities of a reasonably possible change on the excess of the expected future discounted cash
flows over the carrying value of the Seabed CGU including goodwill (‘Headroom’), as follows:
Carrying
amount Headroom Scenario on (post tax) discount rate (10.1%) Scenario on cash flow projections
Impact on Impact on Impact on Impact on

headroom from headroom from headroom from headroom from
(EUR x million) decrease by 100 bps increase by 100 bps decrease by 10% increase by 10%
469 82 +/+ 76 –/– 62 –/– 72 +/+ 72
Changes to the assumptions used in the Seabed impairment test for which the recoverable value equals the carrying value
(thus no headroom) are as follows:
Carrying amount
(EUR x million) Scenario on (post tax) Scenario on cash
Headroom discount rate flow projections
469 – +/+ 150 bps –/– 11.4%
Any further decrease above 11.4% of the cash flow projections in 2014 and subsequent years would result in an
impairment.
5.39 Multi-client data libraries

The carrying value of these seismic multi-client data libraries as at 31 December 2013 amounts to EUR 366.4 million
(31 December 2012: EUR 458.5 million).
The carrying value consists of 2D and 3D data sets. 3D data sets constitute more than 91% of the carrying value of the data
libraries as at 31 December 2013 (2012: 89%). Some 90% of the carrying value relates to 3D data which were acquired and
processed after 2009. No data acquired in or before 2009 are significantly valued on the balance sheet as at 31 December 2013.
The geographical split of the carrying value of the data libraries as at 31 December 2013 is as follows:
■ Norway: 30%
■ Australia: 48%
■ Rest of the world: 22%

For the 3D data libraries capitalised as at 31 December 2013, the estimated sales related amortisation in case of a sale is set
between 50% and 90%. Combined with the 10% sales commission that has to be paid to CGG under the non-exclusive sales
and marketing agreement, the expected net contribution to profit for the period relating to these 3D data sets is expected
to be limited in the foreseeable future.
At each reporting date, the group reviews the multi-client data libraries for indications for impairment at the relevant level
(independent multi-client data libraries and/or groups of libraries). If and when impairment conditions have been
identified the group determines the recoverable amounts of the multi-client data libraries. The recoverable amount is
based on value in use and the determination of the value in use requires significant judgment and is based on amongst
others expected sales cash flows. The group uses sales estimates that are based on the budget plan for next year, sales
prospects and an outlook for the seismic industry.
During 2013 Fugro generated EUR 129 million (2012: EUR 235 million) sales from the seismic libraries. Total straight line
amortisation and additional sales related amortisation amounted to EUR 88 million (2012: EUR 143 million) and was
charged to the income statement as third party costs.
The key assumptions for the determination of the value in use include:
■ estimated sales cash flows by significant library and grouping thereof;
■ a sales cash flow growth percentage of 3.0 % per year;
■ up to a 5-year period in which the data is expected to be marketed; and
■ discount rate of 8.5% (2012: 9.5%).
Changes in assumptions, such as discount rate and in particular the expected sales cash flows, could significantly affect the
value in use and result in an impairment of the data libraries. Management currently expects that on average between
4-5 years of sales are needed to recover the carrying value of the data libraries as at 31 December 2013. Management
acknowledges that the 3D seismic data library in Australia needs to be watched carefully. The 3D seismic data library in
Australia is expected to be recovered through expected sales up to and including year 5, however in the next 1-2 years
there may be a slowdown in exploration activity in the area where the Australian 3D data library is located. Further the
2013 sales forecasts for these Australian multi-client data libraries have not been met due to the market circumstances.
The impairment test for the 3D seismic data library in Australia shows no headroom assuming sales translated in
Australian dollar for 2014 exceed actual 2013 sales by approximately 50%. In addition, the 3D seismic data library in
Australia is sensitive to exchange rate changes between the Australian dollar as compared to the U.S. dollar. A 10%
strengthening of the Australian dollar as compared to the U.S. dollar, with actual sales based on the forecasted U.S. dollar
sales, would result in an impairment of around EUR 10 million.
5.40 Investments in equity-accounted investees

The carrying amount of the equity-accounted investees (including associates and joint ventures) of the Group can be
summarised as follows:
(EUR x 1,000) 2013 2012
Equity-accounted investees 52,659 34,707
The Group’s share in realised profit (or loss) in the above mentioned equity-accounted investees amounted to a net gain of
EUR 4,937 thousand in 2013 (2012: EUR 1,068 thousand loss on continued basis). In 2013 and 2012 the Group did not
receive dividends from any of its investments in equity-accounted investees or other investments.
None of the group’s equity-accounted investees are publicly listed entities and consequently they do not have published
price quotations. Not adjusted for the percentage ownership held by the Group, the equity-accounted investees have assets
of EUR 109 million (2012: EUR 60 million), liabilities of EUR 27 million (2012: EUR 6 million), revenues of EUR 45 million
(2012: EUR 11 million) and a net profit of EUR 6 million (2012: loss of EUR 4 million).

On 23 August 2013, Fugro signed a ten-year extension of the contract with China Oilfield Services Ltd (COSL).
The joint venture, named China Offshore Fugro Geosolutions (COFG), has been operating offshore China since 1983.
This company, in which Fugro holds 50%, was previously fully incorporated into the consolidated financial statements
until 23 August 2013. After the signing of the new contract as per 23 August 2013, this joint venture is treated as an equity-
accounted investee, deconsolidated as disposal and accounted for using the equity method.
5.41 Other investments

The Group holds the following other investments:
(EUR x 1,000) 2013 2012
Other investments in equity instruments 1,095 1,095

Long-term loans 116,605 -
Financial assets at fair value through profit or loss 12,766 -
Available-for-sale financial assets 1,215 1,310
Other long-term receivables 3,423 2,692
Receivables under finance lease (refer to note 5.44) 15,500 14,240
■
150,604 19,337
5.41.1 Other investments in equity instruments

The Group has the following other investments in equity instruments accounted for at cost:
Name of the company

(EUR x 1,000) Country Ownership Assets Liabilities Equity Revenue Profit/(loss)
La Coste & Romberg-Scintrex USA 11% 19,377 9,277 10,100 18,911 3,393
The Group’s other investments in equity instruments are not listed. A reliable fair value estimate cannot be made.
5.41.2 Long term loans

On 31 January 2013, a vendor loan was issued to CGG as part of the consideration of the sale of the majority of the
Geoscience business. As at 31 December 2013, the vendor loan amounts to EUR 112.5 million and carries interest of 5.5%
per annum. Due to the bifurcation of the Seabed warrant, the carrying value of this loan is EUR 104.8 million as per
31 December 2013. Reference is made to 5.46.
On 22 January 2013, a loan was agreed with Sonar Tusk Nigeria Limited of EUR 3.5 million. Sonar Tusk shall pay interest
on the principal outstanding amount of 17% yearly. The loans, including interest, shall be repaid, on or before 1 January
2017.
Fugro has a loan due from Wavewalker B.V. for the principal amount of EUR 8.3 million. The loan bears annual interest
of 5%. The loan has to be repaid, including interest, before 30 April 2027.
5.41.3 Financial assets at fair value through profit or loss

At 31 January 2013, Fugro entered into a vendor loan agreement with CGG, including a warrant. The warrant represents
the fair value of the underlying Seabed Geosolutions B.V. unquoted shares, accruing to Fugro in case of default of the
counterparty . The warrant classifies as an embedded derivative and has been bifurcated from the loan. The warrant is
accounted for at fair value through profit or loss. The warrant amounts to EUR 12,766 thousand as at 31 December 2013.
Further reference is made to paragraph 5.58.
5.41.4 Available-for-sale financial assets

The fair value of the available for sale financial assets is based on quoted prices of these companies on the Australian
Securities Exchange (ASX).

5.42 Deferred tax assets and liabilities
5.42.1 Recognised deferred tax assets and liabilities
Deferred tax assets and liabilities are attributable to the following items:
(EUR x 1,000) Assets Liabilities Net
2013 2012* 2013 2012* 2013 2012*
Property, plant and equipment 9,428 9,052 (31,309) (15,218) (21,881) (6,166)
Intangible assets 526 1,009 (63,318) (74,994) (62,792) (73,985)
Other investments 50 81 - – 50 81
Loans and borrowings - – (2,441) (3,156) (2,441) (3,156)
Employee benefits 20,908 23,054 - – 20,908 23,054
Share based payments 301 – - (134) 301 (134)
Provisions 7,712 1,419 (54) (246) 7,658 1,173
Tax loss carry-forwards 71,117 81,818 - – 71,117 81,818
Exchange rate differences - 837 (271) – (271) 837
Other items - 3,569 (1,319) – (1,319) 3,569
Deferred tax assets/(liabilities) 110,042 120,839 (98,712) (93,748) 11,330 27,091

Set off of tax components (60,481) (75,618) 60,481 75,618 – –
■
Net deferred tax asset/(liability) 49,561 45,221 (38,231) (18,130) 11,330 27,091
* Restated in connection with the change in presentation of the multi-client data libraries.
The recognised deferred tax assets are dependent on future taxable profits in excess of profits arising from the reversal
of existing taxable temporary differences.
Movement in temporary differences during the year

(EUR x 1,000) 2013
Acquired in Recognised
business Recognised in other
Balance combi- in profit comprehen- Balance
01-01-13 nations or loss sive income 31-12-13
Property, plant and equipment (6,166) 313 (16,028) - (21,881)

Intangible assets (73,985) (4,307) 15,500 - (62,792)
Other investments 81 - (31) - 50
Loans and borrowings (3,156) 435 850 (570) (2,441)
Employee benefits 23,054 - (699) (1,447) 20,908
Share based payment transaction (134) 40 94 301 301
Provisions 1,173 (1) 6,486 - 7,658
Tax loss carry-forward 81,818 236 (10,937) - 71,117
Exchange differences 837 (1) 2,572 (3,679) (271)
Other items 3,569 (595) (4,289) (4) (1,319)
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27,091 (3,880) (6,482) (5,399) 11,330

(EUR x 1,000) 2012
Transfers to Presentation
assets and change Acquired in Recognised
liabilities multi-client business Recognised in other
Balance Balance
Balance classified as data combi- in profit comprehen-
31-12-11 held for sale libraries 01-01-12* nations or loss sive income 31-12-12*
Property, plant and

equipment 3,810 6,053 – (2,243) 38 (3,961) – (6,166)
Intangible assets (11,300) (2,735) (6,845) (15,410) – (58,575) – (73,985)
Other investments 124 – – 124 – (43) – 81
Inventory (6,845) – 6,845 – – – – –
Loans and borrowings – – – – – – (3,156) (3,156)
Employee benefits 25,126 3,356 – 21,770 – 2,798 (1,514) 23,054
Share based payment
transaction – 28 – (28) – 28 (134) (134)
Provisions 1,172 1,543 – (371) – 1,544 – 1,173
Tax loss carry-forward 26,948 13,612 – 13,336 – 68,482 – 81,818
Exchange differences 149 194 – (45) – 1,194 (312) 837
Other items 2,395 960 – 1,435 (63) 2,197 – 3,569
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41,579 23,011 – 18,568 (25) 13,664 (5,116) 27,091
* Restated in connection with the change in presentation of the multi-client data libraries.
5.42.2 Unrecognised deferred tax assets and liabilities

Deferred tax has not been recognised in respect of the following items:
Unrecognised deferred tax assets

(EUR x 1,000) 2013 2012
Deductible temporary differences 522 –

Tax losses 8,793 15,670
Capital allowances - 3,166
■
Total 9,315 18,836
Unrecognised deferred tax assets relate to tax units previously suffering losses for which it is currently not probable that
future taxable profit will be available to offset these losses, taking into account fiscal restrictions on the utilisation of loss
compensation.
The deductible temporary differences and capital allowances do not expire under current tax legislation. Deferred tax
assets have not been recognised in respect of these items, because it is not probable that future taxable profit will be
available against which the Group can utilise these benefits.

Unrecognised tax assets changed over the period as follows:
Unrecognised deferred tax assets

(EUR x 1,000) 2013 2012
As of 1 January 18,836 22,988

Movements during the period:
Transfers to assets classified as held for sale - (4,324)
Additional losses 3,002 59,283
Utilisation (334) (1,040)
Recognition of previously unrecognised temporary differences (2,643) -
Recognition of previously unrecognised tax losses (7,057) (61,212)
Effect of change in tax rates 116 (214)
Exchange rate differences (1,583) (332)
Change from reassessment (1,022) 3,687
■
As of 31 December 9,315 18,836
Reassessment of tax compensation opportunities under applicable tax regulations has resulted in a decrease of
unrecognised deferred tax assets of EUR 1.0 million (2012: EUR 3.7 million increase).
Of the total recognised and unrecognised deferred tax assets in respect of tax losses carried forward an amount of EUR nil
expires in periods varying from two to five years. An amount of EUR 221 thousand expires between five and ten years and
an amount of EUR 79,606 thousand can be offset indefinitely.
Based on forecasted results per tax jurisdiction, management considered it probable that sufficient future taxable profit
will be generated to utilise deferred tax assets depending on taxable profits in excess of the profits arising from the
reversal of existing temporary differences.
Unrecognised deferred tax liabilities

At 31 December 2013 no deferred tax liabilities relating to investments in subsidiaries have been recognised (2012: nil),
because Fugro controls whether the liability will be incurred and it is satisfied that it will not be incurred in the foreseeable
future due to permanent reinvestments. The aggregate amount of temporary differences for which these deferred tax
liabilities have not been recognised is EUR nil million (2012: EUR nil).
In some of the countries where the Group operates, local tax laws provide that gains on disposal of certain assets are tax
exempt, provided that the gains are not distributed. The company does not intend to distribute such gains; therefore no
tax liabilities are recognised in this respect.
5.43 Inventories
In December 2013 EUR 31,551 thousand (2012: EUR 25,089 thousand) of other inventories was recognised as an expense
and EUR 937 thousand (2012: EUR 174 thousand) was written down. The write down is included in third party costs.

(EUR x 1,000) 2013 2012
Unbilled revenue on completed projects 267,701 219,412

Trade receivables 481,312 516,744
Non-trade receivables 111,970 97,278
Receivables under finance lease 3,220 4,211
Current portion vendor loan 3,332 -
■
867,535 837,645
Non-trade receivables include VAT receivables, prepayments for insurance and claims, deposits, current portion of long
term receivables and sundry receivables.

Unbilled revenue on completed projects includes aggregated costs and recognised profits, net of recognised losses for all
contracts in progress for which this amount exceeds progress billings. At 31 December 2013 trade receivables include
retentions of EUR 7.3 million (2012: EUR 7.0 million) relating to completed projects.
Trade receivables are shown net of impairment losses amounting to EUR 36.9 million (2012: EUR 34.7 million) arising
from identified doubtful receivables from customers. Trade receivables were impaired taking into account the financial
position of the debtors, the days outstanding and expected outcome of negotiations and legal proceedings against debtors.
Unbilled revenue on completed projects does not include impairment losses (2012: nil). Non-trade receivables include
among others pre-payments and VAT receivables.
In 2012, the Group entered into a 5-years finance lease agreement for the sale of the Geo Pacific vessel and related seismic
loose equipment. The future minimum lease payments under the contract can be broken down as follows:
(EUR x 1,000) 2013
Unearned
Total future interest
payments Discounted income
Not later than one year 4,181 3,220 961

Between one and five years 15,569 15,500 69
■
Total 19,750 18,720 1,030
The implicit rate used in calculating the present value of the future minimum lease payments amounts to 6%.
Reference is made to note 5.54 and 5.56 for detailed information on the credit and currency risks, and impairment
losses related to trade receivables.
(EUR x 1,000) 2012
Unearned
Total future interest
payments Discounted income
Not later than one year 4,350 4,211 139

Between one and five years 17,463 14,240 3,223
■
Total 21,813 18,451 3,362
5.45 Cash and cash equivalents

(EUR x 1,000) 2013 2012
Cash and cash equivalents 164,185 92,019

Bank overdraft (92,085) (221,923)
■
Cash and cash equivalents in the consolidated statement of cash flows 72,100 (129,904)

5.46 Discontinued operations
On 31 January 2013, Fugro sold the majority of its Geoscience division excluding the multi-cIient data library and the
ocean bottom nodes activities, which latter now forms part of Seabed Geosolutions B.V., for a total consideration of
EUR 1.2 billion. The airborne activities (also part of the divested Group) have been transferred on 2 September 2013.
The gain recognised on the sale of the majority of the Geoscience division is presented as a profit for the period from
discontinued operations.
Parties have agreed that part of the consideration is satisfied in the form of a vendor loan from Fugro to CGG.
On 31 January 2013 the vendor loan amounted to EUR 125 million. CGG made an early repayment of EUR 112.5 million
on 21 August 2013 of the EUR 125 million outstanding vendor loan. On completion of the airborne related part of
the divestment, a further vendor loan of EUR 100 million was provided to CGG. The vendor loan to CGG amounts to
EUR 112.5 million as per 31 December 2013, and will be repaid in four equal annual instalments as from 1 January 2014.
The loan agreement carries interest of 5.5% per annum. Furthermore, the vendor loan includes a warrant which has been
bifurcated from the loan and accounted for as a financial instrument (embedded derivative). Reference is made to 5.58.
Financial information relating to the Geoscience operations and the gain realised on the sale for the period to the date
of disposal is set out below. The statement of comprehensive income and statement of cash flows are presented for
discontinued operation and continuing operations.
(EUR x 1,000) 2013 2012*
From discontinued operations

Revenue 94,229 787,690
Third party costs (39,947) (318,206)
Other income 1,286 22,615
Personnel expenses (33,136) (206,664)
Depreciation and amortisation (1) (72,669)
Other expenses (19,191) (104,501)
Results from operating activities (EBIT) 3,240 108,265

Finance income - 771
Finance expenses (4,020) (21,516)
Share of profit of equity accounted investees - 144
Income tax expense (231) (29,454)
Gain on sale of the majority of the Geoscience business, net of tax 205,084 -
■
Profit/(loss) for the period from discontinued operations 204,073 58,210
* Restated see page 118.
The net gain on the sale of the majority of the Geoscience business amounts to EUR 205 million, after the reduction of a tax
expense of EUR 8.5 million.
For the year ended 31 December 2013, an amount of EUR 10.8 million (loss) of translation reserves, related to the
discontinued Geoscience activities, has been recycled to the profit or loss. This result forms part of the gain on the sale of
the majority of the Geoscience business.
Fugro has provided certain indemnities in the sale of the Geoscience activities to CGG for liabilities arising from tax
exposures. The Company has accrued for any indemnity risks where these are expected to result in probable cash outflows.
The gain of EUR 205 million might change due to changes in estimate with respect to accruals recognised for indemnities
provided to CGG. As at 31 December 2013, an amount of EUR 19.5 million has been accrued for relating to tax indemnities
and warranties.
As at 31 December 2012, the assets and liabilities of the disposal group classified as held for sale consisted of
EUR 1,011,870 assets and EUR 201,531 liabilities.

The cash flows associated with discontinued operations are as follows:
(EUR x 1,000) 2013 2012
Cash flows from discontinued operations

Net cash (used in) / from operating activities (1,011) 38,423
Net cash (used in) / from investing activities - (78,839)
Net cash (used in) / from financing activities - 21
■
Net cash flows for the year from discontinued operations (1,011) (40,395)
At 31 December 2013 and 31 December 2012 all cash and cash equivalents are freely available to the Group.
5.47 Total equity

5.47.1 Share capital
(In thousands of shares) Ordinary shares
2013 2012
On issue and fully paid at 1 January 82,844 81,393
Stock dividend 2012 respectively 2011 1,728 1,451

Repurchased for option programme at year-end (3,798) (1,203)
■
On issue and fully paid at 31 December – entitled to dividend 80,774 81,641
On 31 December 2013 the authorised share capital amounts to EUR 16 million (2012: EUR 16 million) divided into 96
million ordinary shares (2012: 96 million), each of EUR 0.05 nominal value and EUR 224 million (2012: EUR 224 million)
various types of preference shares, each of EUR 0.05 nominal value.
On 31 December 2013 the issued share capital amounted to EUR 4,228,626.27. As of this date, 88.1% of the ordinary
shares (84,572,525 shares) were issued. No preference shares have been issued. In 2013 a total number of 1,728,154
certificates of shares were issued by the Fugro Trust Office (2012: 1,451,390). The holders of ordinary shares are entitled
to dividends as approved by the Annual General Meeting from time to time. Furthermore they are entitled to one vote per
share in Fugro’s shareholders meeting. The holders of certificates of shares are entitled to the same dividend but they are
not entitled to voting rights. Under certain conditions the holder of certificates can exchange his certificates into ordinary
shares and vice versa. For more details reference is made to page 94.
The Board of Management proposes a dividend for 2013 of EUR 1.50 (2012: EUR 2.00; including a one-off extra dividend
of EUR 0.50 in connection with the divestment of the majority of the Geoscience business) per (certificate of) share,
to be paid at the option of the holder in cash or in (certificates of) shares. This dividend proposal is currently part of
unappropriated result.
5.47.2 Share premium

The share premium can be considered as paid in capital.
5.47.3 Translation reserve

The translation reserve comprises all foreign currency differences arising from the translation of the financial statements
of foreign operations, as well as from the translation of liabilities that hedge the Company’s net investment in a foreign
subsidiary.

5.47.4 Hedging reserve
The hedging reserve comprises the effective portion of the cumulative net change in the fair value of cash flow hedging
instruments related to hedged transactions that have not yet occurred.
5.47.5 Reserve for own shares

Fugro has purchased 3,000,000 certificates of own shares to cover its option scheme in 2013 at an average price of
EUR 44.39 (2012: nil). 403,830 (certificates of) shares were sold at an average price of EUR 44.23 with respect to
exercise of options (2012: 960,180 at an average price of EUR 49.91). As per 31 December 2013 Fugro holds 3,798,736
own certificates of shares (2012: 1,202,566) with respect to the option scheme. This was 4.5% of the issued capital
(2012: 1.5%).
5.47.6 Unappropriated result

After the reporting date the following dividends were proposed by the Board of Management. There are no corporate
income tax consequences related to this proposal.
(EUR x 1,000) 2013 2012
EUR 1.50 per qualifying (certificate of a) share (2012: EUR 2.00*) 121,161 163,284

■
121,161 163,284
* 2012 dividend per share comprises a regular dividend of EUR 1.50 and a one-off extra dividend of EUR 0.50.
5.48 Earnings per share

The basic earnings per share for 2013 amount to EUR 2.77 (2012: EUR 2.89) from continuing operations and
EUR 2.52 from discontinued operations (2012: EUR 0.72).The diluted earnings per share amount to EUR 2.76
(2012: EUR 2.86) from continuing operations and EUR 2.51 from discontinued operations (2012: EUR 0.72).
The calculation of basic earnings per share at 31 December 2013 is based on the profit attributable to owners
of the Company from continuing operations of EUR 213,853 thousand (2012: EUR 241,404 thousand) adjusted for the loss
of the non-controlling interest of EUR 10,377 thousand (2012: EUR 9,869 thousand positive) and from discontinued
operations EUR 204,073 thousand (2012: EUR 58,210 thousand) and a weighted average number of shares outstanding
during the year ended 31 December 2013 of 80,907 thousand (2012: 80,241 thousand), calculated as follows:
5.48.1 Basic earnings per share

Weighted average number of ordinary shares
(In thousands of shares) 2013 2012
On issue and fully paid at 1 January 81,642 79,230

Effect of own shares held (1,898) –
Effect of shares issued due to exercised options 188 283
Effect of shares issued due to optional dividend 975 728
■
Weighted average number of ordinary shares at 31 December 80,907 80,241

5.48.2 Diluted earnings per share
The calculation of diluted earnings per share at 31 December 2013 was based on profit attributable to owners of the
Company from continuing operations of EUR 213,853 thousand (2012: EUR 241,404 thousand) adjusted for the loss of the
non-controlling interest of EUR 10,377 thousand (2012: EUR 9,869 thousand positive) and from discontinued operations
of EUR 204,073 thousand (2012: EUR 58,210 thousand), and a weighted average number of ordinary shares outstanding
after adjustment for the effects of all dilutive potential ordinary shares of 81,380 thousand (2012: 81,019 thousand),
calculated as follows:
Weighted average number of ordinary shares (diluted)

(In thousands of shares) 2013 2012
Weighted average number of ordinary shares at 31 December 80,907 80,241

Effect of share options on issue 473 778
■
Weighted average number of ordinary shares (diluted) at 31 December 81,380 81,019

This note provides information about the contractual terms of the Group’s interest-bearing loans and borrowings, which
are measured at amortised cost. For more information about the Group’s exposure to liquidity risk, currency risk and
interest rate risk and, refer to note 5.55, 5.56 and 5.57.
(EUR x 1,000) 2013 2012
Bank loans - 431,396

Private placement loans 2011 in USD 545,929 568,148
Private placement loans 2011 in EUR 34,894 34,886
Private placement loans 2011 in GBP 80,767 82,755
Private placement loans 2002 in USD 55,287 57,509
Other loans and long-term borrowings 3,741 2,854
Subtotal 720,618 1,177,548
Less: current portion of loans and borrowings 31,595 10,814

■
689,023 1,166,734

Terms and debt repayment schedule
Terms and conditions of outstanding loans were as follows:
(EUR x 1,000) 2013 2012
Nominal
interest Year of Carrying Carrying
Currency rate maturity Face value value Face value value
Bank loans EUR - - 434,000 431,396

Private placement loans:
320 million USD bonds 2011 USD 4.05% 2018 233,600 232,936 243,200 242,410
27.5 million GBP bonds 2011 GBP 4.06% 2018 33,000 32,906 33,825 33,715
40 million GBP bonds 2011 GBP 4.82% 2021 48,000 47,861 49,200 49,040
35 million EUR bonds 2011 EUR 4.81% 2021 35,000 34,894 35,000 34,886
Mortgage and other loans and
long-term borrowings Variable 6.00% 2013-2014 3,741 3,741 2,854 2,854
■
722,721 720,618 1,182,639 1,177,548
5.49.1 Bank loans

In November 2011 Fugro signed agreements with eight banks for committed multicurrency revolving facilities with a
maturity of five years. The total amount of these bilateral agreements with the banks is EUR 775 million. Rabobank and
ING Bank N.V. provided EUR 150 million each, The Royal Bank of Scotland N.V., BNP Paribas S.A. and HSBC Bank Plc.
provided each EUR 100 million, Barclays Bank Plc. provided EUR 75 million, ABN AMRO Bank N.V. and Credit Suisse AG
provided EUR 50 million each.
The interest of the bank loans under the multicurrency revolving facilities is LIBOR, or in relation to any EUR loan
EURIBOR, plus a margin based on Debt/EBITDA margin at each completed half year. As per 28 February 2013, the bank
loans were fully repaid. No amounts were in use as per 31 December 2013.
5.49.2 Private placement loans

In May 2002 long-term loans were concluded with twenty American and two British institutional investors.
As per 8 May 2007 the Group terminated a Cross Currency Swap (foreign exchange contract related to the US Dollar
exposure of the loans). The cumulative exchange differences as per termination date have been added to equity (Hedging
reserve) and are being charged to profit or loss during the remaining term of the loan. This resulted during 2013 in a cost
of EUR 835 thousand (2012: EUR 1,031 thousand).
In August 2011 long-term loans were concluded with twenty-five American and two British institutional investors
for a total amount equivalent to USD 909 million, with maturities of 7, 10 and 12 years and fixed interest rates.
At reporting date all the private placement loans are valued at the closing rate. The currency exchange difference
on the loans between the initial exchange rate and the exchange rate at the reporting date is accounted for in the
Translation reserve. For the year under review the currency exchange differences on the private placement loans
amount to EUR 26,805 thousand positive (2012: EUR 6,235 thousand positive).

5.49.3 Covenant requirements
Both the committed multicurrency revolving facilities as well as the private placement loans contain covenant
requirements which can be summarised as follows:
■ Equity > EUR 200 million (only applicable to private placement loans 2002)
■ Consolidated EBITDA plus Operating Lease Expense/Consolidated Interest Expense plus Operating
Lease Expense > 2.5
■ Consolidated Net Financial Indebtedness/Consolidated EBITDA < 3.0
■ Solvency: Consolidated Net Worth/Balance sheet total > 1.0: 3.0
■ Consolidated Financial Indebtedness of the Subsidiaries < 15%, for the private placement loans and < 20% for the
bank loans, of the consolidated balance sheet total
■ Fugro declared dividend < 60% of the profits of the Group for such financial year (only applicable to private placement
loans 2011). As can be concluded from the table below, at the twelve month rolling forward measurement dates in
2013 and 2012, Fugro complied with the above conditions
■ The sale of the Geoscience activities does not trigger repayment and/or default conditions included in the agreements.
(EUR x 1,000)* 2013 2012
EBITDA 460,679 646,302

(5.29) Operating lease expense 151,974 177,076
(5.33) Net interest expense 15,650 44,911
Margin > 2.5 3.7 3.7
(2) Net financial indebtedness (loans and borrowings less net cash) 648,518 1,338,586
Bank guarantees 52,223 69,966
Total 700,741 1,408,552
EBITDA coverage < 3.0 1,52 2.17

■
(2) Net worth 2,024,971 1,956,729
(2) Balance sheet total 3,630,602 4,169,716
Solvency > 33.33% 55.8% 46.9%
Margin Indebtedness subsidiaries < 15% 3.8% 4.3%

Dividend < 60% of the profit 28.3% 56.4%
* Amounts including discontinued operations.
5.49.4 Mortgage and other loans and long-term borrowings

The average interest rate on mortgage loans and other loans and long-term borrowings over one year amounts to 6%
(2012: 4.7%).
5.49.5 Change of control provisions

A change of control of Fugro could result in early repayment of the bank loans (note 5.49.1) and the private placement
loans (note 5.49.2). No amounts of the bank loans were in use as per 31 December 2013.

5.50 Employee benefits
(EUR x 1,000) 2013 2012
Present value of funded obligations 352,301 337,999

Fair value of plan assets (268,451) (259,454)
Recognised net liability for defined benefit obligations 83,850 78,545

Liability for long-service leave 11,153 11,212
■
Total employee benefit liabilities 95,003 89,757
The Group makes contributions to a number of pension plans, both defined benefit plans as well as defined contribution
plans, that provide pension benefits for employees upon retirement in a number of countries. The retirement age is 65.
The most important plans relate to plans in the Netherlands, United Kingdom, Norway and the United States; details of
which are as follows:
■ In the Netherlands the Group provides for a pension plan based on average salary. This plan qualifies as a defined
benefit scheme. The pension entitlements from this plan are insured with an insurance company that guarantees
the accrued pension entitlements. The group pays additional amounts to fund (part of) the indexation for active
participants. For the deferred pensioners, the scheme includes a (conditional) indexation of pension benefits as far
as the return on the separated investments exceeds the unwinding of interest
■ In the United Kingdom (UK) the Group operates under two defined benefit pension schemes considering either
a guaranteed minimum pension or a maximum lump sum entitlement. The pension schemes have been closed in
previous years for new participants, but include the on-going obligations to their members (both former and present
employees). The pension scheme assets are held in separate Trustee-administered funds. The scheme includes
indexation in line with RPI
■ In Norway a defined benefit pension plan exists that, combined with the available State pension plan, leads to a
pension at the age of 67. The entitlements are insured with an insurance company
■ In the United States of America the Group operates a 401K plan for its employees. The Group contributes towards
the deposits of its employees in accordance with agreed rules and taking into account the regulations of the IRS,
the US tax authority. This plan qualifies as a defined contribution plan.
Liability for defined benefit obligations

Plan assets consist of the following:
(EUR x 1,000) 2013 2012
Equity securities 91,544 87,664

Government bonds 118,478 140,233
Corporate bonds 37,695 21,596
Real estate 10,105 2,074
Cash 10,629 7,887
■
268,451 259,454

Movements in the present value of the funded obligations
(EUR x 1,000) 2013 2012
Present value of the funded obligation at 1 January 337,999 329,428
Current service costs (see below) 8,313 7,620

Interest expenses 13,064 13,617
21,377 21,237
Remeasurements:
(Gain)/loss from change in demographic assumptions 671 1,747
(Gain)/loss from change in financial assumptions (3,171) 10,076
Experience (gains)/losses 4,402 (1,879)
1,902 9,944
Exchange differences (6,354) 5,215

Paid by plan participants 2,059 2,004
Benefits paid by the plan (6,245) (5,467)
Transfer from liability for long service leave 1,563 -
Transfers to liabilities classified as held for sale - (24,362)
■
Present value of the funded obligation at 31 December 352,301 337,999
Movement in the fair value of plan assets

(EUR x 1,000) 2013 2012
Fair value of plan assets at 1 January 259,454 243,220
Interest income 9,989 10,516
Remeasurement:
Return on plan assets, excluding amounts included in interest income (1,814) 12,559
Exchange differences (4,304) 3,216

Paid by the employer 9,863 8,830
Contributions paid by plan participants 2,130 1,847
Benefits paid by the plan (6,245) (5,467)
Administrative expenses (622) (650)
Transfers to liabilities classified as held for sale – (14,617)
■
Fair value of plan assets at 31 December 268,451 259,454

Expenses recognised in profit or loss
(EUR x 1,000) 2013 2012
Current service costs 8,313 7,620

Administrative expenses 622 650
Interest on obligation 13,064 13,617
21,999 21,887
Interest income (9,989) (10,516)
■
12,010 11,371
The expenses are recognised in the following line items in the statement of comprehensive income:
(EUR x 1,000) 2013 2012
Personnel expenses 12,010 11,371
Actual return on plan assets

(EUR x 1,000) 2013 2012
Actual return on plan assets 8,175 23,075
Remeasurements recognised directly in other comprehensive income

(EUR x 1,000) 2013 2012*
Cumulative amount at 1 January (43,785) (53,120)

Impact of the discontinued business - 7,934
Recognised during the year (3,716) 2,615
Effect of movement in exchange rates 1,029 (1,214)
■
Cumulative amount at 31 December (46,472) (43,785)
* Restated see page 118.
Refer to note 5.35 with respect to the income tax impact on the actuarial loss of EUR 3,716 thousand loss (2012:
EUR 2,615 thousand gain).
Actuarial assumptions
Principal actuarial assumptions at the reporting date (expressed as a range of weighted averages):
2013 2012
UK Norway Netherlands UK Norway Netherlands
4.35% –
Discount rate at 31 December 4.5% 4.0% 3.5% 4.60% 3.9% 3.3%
Future salary increases 3.0% 3.6% 2.0% 2.60% 3.5% 2.0%
Medical cost trend rate n/a n/a n/a n/a n/a n/a
2.60% –
Future pension increases 2.9% 3.3% 1.0% 3.00% 3.25% 1.0%

The financial effects of differences between the actuarial assumptions and actuals for the pension liability and plan assets
are included in the remeasurements.
Assumptions regarding future mortality are based on published statistics and mortality tables:
Netherlands: Generation table 2012-2062 for men and women, an age correction of (– 1: – 1) is applied.
United Kingdom: Base table 90% of S1NXA tables or SAPS and CMI 2013 1% long term + 1 year for future mortality
improvements.
Norway: K2013BE.
The sensitivity of the defined benefit obligation to changes in the weighted principal assumptions is:
Impact on defined benefit obligation
Change in assumption Increase in assumption Decrease in assumption
Discount rate 0.50% Decrease by 10.1% Increase by 11.3%

Salary growth rate 0.50% Increase by 1.8% Decrease by 1.6%
Pension growth rate 0.50% Increase by 7.5% Decrease by 6.4%
Increase by 1 year in assumption Decrease by 1 year in assumption
Life expectancy Increase by 2.7% Decrease by 2.5%
The sensitivity analyses are based on a change in one assumption while holding all other assumptions constant, so that
interdependencies between the assumptions are excluded.
Historical information
(EUR x 1,000) 2013 2012 2011 2010 2009
Present value of the defined obligation 352,301 337,999 329,428 272,497 244,362
Fair value of plan assets 268,451 259,454 243,220 207,978 179,643
■
Deficit in the plan (83,850) (78,545) (86,208) (64,519) (64,719)
Experience adjustments arising on plan liabilities (4,403) 1,879 10,910 1,418 1,269
Experience adjustments arising on plan assets (1,814) 12,559 10,840 7,066 14,603

Plan assets are comprised as follows:
(EUR x 1,000) 2013 2012
Quoted Unquoted Total % Quoted Unquoted Total %
Equity instruments 91,544 - 91,544 34% 79,218 - 79,218 31%
Debt instruments 156,173 - 156,173 58% 155,859 - 155,859 60%

Government 118,478 - 118,478 44% 119,627 - 119,627 -
Corporate bonds
(Investment grade) 37,695 - 37,695 14% 36,232 - 36,232 -
Corporate bonds
(Non-investment grade) - - - - - - - -
Property - 10,105 10,105 4% - 8,448 8,448 3%

US - - - - - - - -
UK - 10,105 10,105 4% - 8,448 8,448 -
Norway - - - - - - - -
Cash and cash

equivalents - 10,629 10,629 4% - 15,929 15,929 6%
■
Total 247,717 20,734 268,451 100% 235,077 24,377 259,454 100%
Through its defined benefit pension plans, the Group is exposed to a number of risks. Most of these risks come with the
nature of a defined benefit plan, and are therefore not country specific. The most significant risks are detailed below:
Asset volatility
The plan liabilities are calculated using a discount rate set with reference to AA credit-rated corporate bond yields; if plan
assets underperform this yield, the deficits will increase. The UK plans hold a significant proportion of equities, which are
expected to outperform corporate bonds in the long-term while providing volatility and risk in the short-term.
Changes in bond yields

A decrease in corporate bond yields will increase plan liabilities, although this will be partially offset by an increase in
the value of the plans’ bond holdings.
Inflation risk
Some of the group pension obligations are linked to inflation, and higher inflation will lead to higher liabilities (although,
in most cases, caps on the level of inflationary increases are in place to protect the plan against extreme inflation).
The majority of the plan’s assets are either unaffected by (fi xed interest bonds) or loosely correlated with (equities)
inflation, meaning that an increase in inflation will also increase the deficit.
Life expectancy
The majority of the plans’ obligations are to provide benefits for the life of the member, so increases in life expectancy will
result in an increase in the plans’ liabilities. This is particularly significant in the UK plan, where inflationary increases
result in higher sensitivity to changes in life expectancy. This risk is limited in the Netherlands and Norway where the
insurer guarantees the payment of the accrued benefits.
In addition, the Group is exposed to a number of local risks:
In the Netherlands the company has taken out an insurance contract to cover the pension plan. The insurance company
guarantees all accrued entitlements. The insurance contract includes a separate account in which 80% of the investments
are used to match the liability on a funding basis and 20% of the investments are used to invest in equity. The insurance
company ultimately decides on investment policies and governance, as they run the downside risk. Returns over the

unwinding interest are used to increase pensions. Fugro pays additional amounts to fund the indexation for active
participants.
In the UK, the Trustees set the Scheme’s investment strategy, in consultation with the employer. The Robertson and UK
Holdings plan include return seeking assets and bonds. The Robertson plan also includes matching assets to cover the
pensioner liabilities. The UK Holdings plan, put a revised Recovery Plan in place in 2013 which increased the contributions
made by the employer.
In Norway, the pension scheme is insured with an insurance company. The insurance company guarantees the accrued
benefits and a fi xed return that is used to increase pensions. Future contributions depend on the actuarial rates as set by
the insurer.
The expected contributions 2014 amount to EUR 15.8 million (2013: EUR 10.7 million).
The weighted average duration of the defined benefit obligation is 22 years.
United Total
As at 31 December 2013 Netherlands Kingdom Norway weighted
Duration of plan 23 20 33 22
5.51 Provisions
(EUR x 1,000) 2013 2012
Procedures Total Procedures Total
Balance at 1 January 1,165 1,165 4,215 4,215

Provisions made during the year - – 880 880
Provisions used during the year – – – –
Provisions reversed during the year (940) (940) (3,930) (3,930)
Unwinding of discount – – – –
■
Balance at 31 December 225 225 1,165 1,165
Non-current 225 225 1,165 1,165

(EUR x 1,000) 2013 2012
Trade payables 138,349 136,285

Advance instalments to work in progress 41,291 35,592
Non-trade payables 304,050 217,676
■
Balance at 31 December 483,690 389,553
Non-trade payables include accrued expenses of invoices to be received, employee related accruals, interest payable,
considerations payable regarding acquisitions, and tax indemnities and warranties for an amount of EUR 19.5 million.

5.53 Financial risk management
5.53.1 Overview
The Company’s risk management policy includes the long-term sustainable management of its business activities and
where possible, the mitigation of the associated business risks. Based on the nature and relative significance of the risks
related to the Group’s wide diversity of markets, clients and regions and its broad portfolio of activities the risks have been
quantified to the extent possible.
The Group has exposure to the following risks from its use of financial instruments:
■ Credit risk
■ Liquidity risk
■ Market risk.
This note presents information about the Group’s exposure to each of the above risks, the Group’s objectives, policies and
processes for measuring and managing risk, and the Group’s management of capital.
The Board of Management has overall responsibility for the establishment and oversight of the Group’s risk management
framework.
The Group’s risk management policies are established to identify and analyse the risks faced by the Group, to set
appropriate risk limits and controls, and to monitor risks and adherence to limits. Risk management policies and systems
are reviewed regularly to reflect changes in market conditions and the Group’s activities. The Group, through its training
and management standards and procedures, aims to develop a disciplined and constructive control environment in which
all employees understand their role and obligations.
The Audit Committee oversees how management monitors compliance with the Group’s risk management policies and
procedures and reviews the adequacy of the risk management framework in relation to the risks faced by the Group.
The Audit Committee is assisted in its oversight role by internal audit. Both regular and ad hoc reviews of risk management
controls and procedures are performed, the results of which are reported directly to the Board of Management and
Executive Committee. A summary of important observations is reported to the Audit Committee.
5.53.2 Credit risk

Credit risk is the risk of financial loss to the Group if a customer or counterparty to a financial instrument fails to meet
its contractual obligations, and arises principally from the Group’s receivables from customers.
Trade and other receivables

The Group’s exposure to credit risk is influenced mainly by the individual characteristics of each client. However,
management also considers the composition of the Group’s client base, including the default risk of the industry and
country in which clients operate, as these factors may have an influence on credit risk. As the Group operates to a large
extent in the oil and gas industry a significant portion of trade and other receivables relates to clients from this industry.
Some of the Group’s orders are awarded on the basis of long-term preferred supplier agreements. In the course of a year
Fugro often carries out multiple projects for the same client. Fugro typically has no single client that generates more than
4% of its revenue in the year. On occasion a client may generate more than 4% which can happen in case of exceptionally
large contracts where most of the revenue falls in the accounting year. Having a large number of clients and short project
time spans mitigates Fugro’s credit risk as the individual amounts receivable with the same client are limited.
New customers are analysed individually for creditworthiness before payment and delivery terms and conditions are
offered. The Group’s review may include external ratings, where available, and in some cases bank references. Customers
that fail to meet the Group’s benchmark creditworthiness may transact with the Group only on a prepayment basis or have
to provide a bank guarantee.
The majority of the Group’s clients has done business with the Group for many years and significant losses have only
occurred incidentally in prior years. However, as a result of the expected negative effects of the current worldwide
economic crisis the credit risk has increased significantly. Clients that are known to have negative credit characteristics are
individually monitored by the group controllers. Findings are reported on a bi-weekly basis to the Executive Committee.

If clients fail to pay timely the Group re-assesses the creditworthiness and stronger debt collection is started if deemed
necessary. The Group publishes an internal list of clients that need extra attention before a contract is closed.
The Executive Committee reviews frequently the outstanding trade receivables. Local management is requested to take
additional precaution in working with these clients.
The Group establishes an allowance for impairment that represents its estimate of incurred losses in respect of trade
and other receivables. The main components of this allowance are a specific loss component that relates to individually
significant exposures, and a collective loss component established for groups of similar receivables in respect of losses that
have been incurred but not yet identified. The collective loss allowance is determined based on historical data of payment
statistics for similar financial assets.
The Group held cash and cash equivalents of EUR 164.2 million at 31 December 2013 (2012: EUR 92.0 million), which
represents its maximum credit exposure on these assets. The cash and cash equivalents are held with bank and financial
institution counterparties, which have ‘investment grade’ credit ratings.
Guarantees
In principle Fugro does not provide parent company guarantees to its subsidiaries, unless significant commercial reasons
exist. Fugro has filed declarations of joint and several liability for a number of subsidiaries at the Chambers of Commerce.
Fugro has filed a list with the Chamber of Commerce which includes all financial interests of Fugro as well as a
reference to each subsidiary for which such a declaration of liability has been deposited. At 31 December 2013 and at
31 December 2012 no significant guarantees were outstanding.
5.53.3 Liquidity risk

Liquidity risk is the risk that the Group will encounter difficulty in meeting the obligations associated with its financial
liabilities that are settled by delivering cash or another financial asset. The Group’s approach to managing liquidity is to
ensure, as far as possible, that it will always have sufficient liquidity to meet its liabilities when due, under both normal
and stressed conditions, without incurring unacceptable losses or risking damage to the Group’s reputation.
The Group monitors cash flow on a regular basis. Consolidated cash flow information, including a six months projection,
is reported on a monthly basis to the Executive Committee, ensuring that the Group has sufficient cash on demand
(or available lines of credit) to meet expected operational expenditures for the next half-year, including the servicing
of financial obligations from lease commitments not included in the statement of financial position and investment
programs in vessels. Cash flows exclude the potential impact of extreme circumstances that cannot reasonably be
predicted, such as natural disasters. The Group maintains the following lines of credit:
■ A total amount of bilateral revolving facility agreements with eight banks totalling EUR 775 million. Rabobank and
ING Bank N.V. provided EUR 150 million each, The Royal Bank of Scotland N.V., BNP Paribas S.A. and HSBC Bank Plc.
provided each EUR 100 million, Barclays Bank Plc. provided EUR 75 million, ABN AMRO Bank N.V. and Credit Suisse
provided EUR 50 million each. At 31 December 2013 no amounts were drawn. These bank facilities have been secured
until October 2016
■ A variety of unsecured overdraft facilities in various currencies totalling around EUR 491 million of which
EUR 47 million has been drawn at 31 December 2013 (2012: around EUR 597 million with EUR 234 million drawn)
■ US private placement loans totalling EUR 719 million. The facility needs to be repaid, in fi xed instalments
denominated in the several currencies, as follows: in 2014 EUR 30 million, in 2017 EUR 27 million, in 2018
EUR 267 million, in 2021 EUR 324 million and in 2023 EUR 73 million.
5.53.4 Market risk

Market risk includes changes in market prices, such as foreign exchange rates, interest rates and equity prices which will
affect the Group’s income or the value of its holdings of financial instruments. The objective of market risk management
is to manage and control market risk exposures within acceptable parameters, while optimising the return.
Currency risk
The global nature of the business of the Group exposes the operations and reported financial results and cash flows to
the risks arising from fluctuations in exchange rates. The Group’s business is exposed to currency risk whenever it has
revenues in a currency that is different from the currency in which it incurs the costs of generating those revenues.

In the case that the revenues can be offset against the costs incurred in the same currency, the balance may be affected
if the value of the currency in which the revenues and costs are generated varies relative to the Euro. This risk exposure
primarily affects those operations of the Group that generate a portion of their revenue in foreign currencies and incur
their costs primarily in Euros.
Cash inflows and outflows of the operating segments are offset if they are denominated in the same currency. This means
that revenue generated in a particular currency balance out costs in the same currency, even if the revenues arise from a
different transaction than that in which the costs are incurred. As a result, only the unmatched amounts are subject to
currency risk.
To mitigate the impact of currency exchange rate fluctuations, the Group continually assesses the exposure to currency
risks and if deemed necessary a portion of those risks is hedged by using derivative financial instruments. The principal
derivative financial instruments used to cover foreign currency exposure are forward foreign currency exchange contracts.
Given the current investment program in vessels and the fact that the majority of the investments are denominated in US
dollar, the Group is currently not using derivative financial instruments as positive cash flow in US dollar from operations
is offset to a large extent by these investments.
Interest on borrowings is denominated in the currency of the borrowing. Generally, borrowings are denominated in
currencies that match the cash flows generated by the underlying operations of the Group, primarily Euro and US dollar.
This provides an economic hedge without derivatives being entered into and therefore hedge accounting is not applied in
these circumstances.
The Group’s investment in its subsidiaries with US dollar as functional currency is partly hedged by means of the US dollar
private placement loans, which reduces the currency risk arising from the subsidiary’s net assets. The Group’s investment
in its subsidiaries in the United Kingdom is partly hedged by means of the GB pound private placement loans. The Group’s
investments in other subsidiaries are not hedged.
The hedge on the investment is fully effective. Consequently all exchange differences relating to this hedge have been
accounted for in other comprehensive income. The Group is sensitive to translation differences resulting from translation
of its operations in non-Euro currencies to Euros. In 2013, significant exchange differences arose from the US dollar,
Australian dollar, Norwegian krone and Brazilian real.
Interest rate risk

The Group’s liabilities bear both fi xed and variable interests. The Group’s objective is to limit the effect of interest rate
changes on the results by matching long term investment with long term (fixed interest) financing as much as possible.
The Group continuously considers interest rate swaps to limit significant (short term) interest exposures.
5.53.5 Capital Management

The Board of Management’s policy is to maintain a strong capital base in order to retain investor, creditor and market
confidence and to sustain future development of the business. Capital consists of share capital, retained earnings and
non-controlling interests of the Group. The Board of Management monitors the geographic spread of shareholders,
the return on capital as well as the level of dividends to ordinary shareholders. The Board strives:
■ For a dividend pay-out ratio of 35 to 55% of the net result. The proposed total dividend pay-out for 2013 is 54% of
the net result, excluding the net gain of the sale of the majority of the Geoscience business of EUR 205 million (2012:
56.0%)
■ To maintain a healthy financial position with a targeted solvency of > 33.33%. Solvency at the end of 2013 was 55.8%
(2012: 46.9%)
■ To maintain a balance between the higher returns that might be possible with higher levels of borrowings and the
advantages and security afforded by a sound capital position. The Group’s objective is to achieve a healthy return on
shareholders’ equity. The return in 2013 was 21.6% (2012: 16.1%). In comparison ratio EBITDA/(operational lease
expenses plus interest expenses) is 2.7 (2012: 3.7).
From time to time Fugro purchases its own certificates of shares. These certificates are used to cover the options granted
by Fugro. Purchase and sale decisions are made on a specific transaction basis by the Board of Management. Fugro does
not have a defined share buy-back plan.

There were no changes to the Group’s approach to capital management during the year.
The Group is subject to the externally imposed capital requirements related to covenant requirements as set out in
note 5.49.3. As per 31 December 2013 and 31 December 2012 the Group complied with all imposed external capital
requirements.
5.54 Credit risk

Exposure to credit risk
(EUR x 1,000) Carrying amount
2013 2012
Other investments in equity instruments 1.095 1,095

Available-for-sale financial assets 1,215 1,310
Long-term loans 116,605 –
Financial assets at fair value through profit or loss 12,766 –
Other long-term receivables 3,423 2,692
Unbilled revenue on completed projects 267,701 219,412
Trade receivables 481,312 516,744
Non-trade receivables 111,970 97,278
Receivables under finance lease 18,720 18,451
Current portion vendor loan 3,332
Cash and cash equivalents 164,185 92,019
■
1,182,324 949,001
The maximum exposure to credit risk at the reporting date is the carrying amount of each class of financial assets
mentioned above. The Group holds no collateral as security on the long-term loans.
The maximum exposure for trade receivables and unbilled revenue on completed contracts at the reporting date by
geographic region was:
2013 2012
Netherlands 58,550 43,561

Europe other 276,678 285,272
Africa 33,563 32,285
Middle East 107,890 89,924
Asia 99,144 120,825
Australia 38,299 53,522
Americas 134,889 110,767
■
749,013 736,156

The maximum exposure to credit risk for trade receivables and unbilled revenue on completed contracts at the reporting
date by type of customer was:
2013 2012
Oil and gas 570,433 561,737

Infrastructure 127,384 141,809
Mining 4,271 5,207
Other 46,925 27,403
■
749,013 736,156
Impairment losses
The ageing of trade receivables and unbilled revenue on completed contracts at the reporting date was:
■ As of 31 December 2013, trade receivables and unbilled revenue on completed projects of EUR 749,013 thousand
(31 December 2012: EUR 736,156 thousand) were fully performing
■ As of 31 December 2013, trade receivables of EUR 256,197 thousand (31 December 2012: EUR 246,303 thousand)
were past due but not impaired. These relate to a number of independent customers for whom there is no recent
history of default. The average credit term for these trade receivables is 30 days
■ As of 31 December 2013, trade receivables and unbilled revenue on completed projects of EUR 36,888 thousand
(31 December 2012: EUR 34,716 thousand) were impaired and provided for.
The individually impaired receivables mainly relate to customers, which are in difficult economic situations.
It was assessed that a portion of the receivables is expected to be recovered. The ageing of trade receivables and
unbilled revenue on completed projects is as follows:
(EUR x 1,000) 2013 2012
Gross Impairment Gross Impairment
From 0 to 30 days 492,816 – 489,852 –

From 31 to 60 days 125,557 – 139,546 –
From 61 to 90 days 53,671 - 42,842 –
Over 90 days 105,739 36,888 91,597 34,716
Retentions and special items 8,118 – 7,035 –
■
785,901 36,888 770,872 34,716

The movement in the allowance for impairment in respect of trade receivables and unbilled revenue on completed
contracts during the year was as follows:
(EUR x 1,000) 2013 2012
Balance at 1 January 34,716 30,151

Impairment loss recognised 12,359 13,703
Impairment loss reversed (5,093) (7,527)
Trade receivables written off (4,522) (203)
Acquired through business combinations – 28
Effect of movement in exchange rates (572) 73
Transfers to assets classified as held for sale – (1,509)
■
The allowance accounts in respect of trade receivables and unbilled revenue on completed contracts are used to record
impairment losses unless the Group is satisfied that no recovery of the amount owing is possible; at that point the amount
considered irrecoverable is written off directly against the allowance.
The impairment loss recognised is mainly attributable to a limited number of clients for which receipt is doubtful or no
longer probable.
No impairments related to other financial assets than trade receivables and unbilled revenue on completed contracts are
recognised. In general, the Group considers credit risk on other receivables and cash and cash equivalents to be limited.
Cash and cash equivalents are held with large well known banks with adequate credit ratings only. Refer to 5.53.2.
5.55 Liquidity risk

The following are the contractual maturities of financial liabilities, including interest payments:
(EUR x 1,000) 2013
Carrying Contractual 6 months 6 – 12 More than

amount cash flows or less months 1 – 2 years 2 – 5 years 5 years
Bank loans - - - - - - -
320 million USD bonds 232,936 275,832 4,704 4,704 9,409 257,015 -
330 million USD bonds 240,205 341,204 5,726 5,726 11,452 34,356 283,944
27.5 million GBP bonds 32,906 39,197 670 670 1,340 36,517 -
40 million GBP bonds 47,861 65,641 1,157 1,157 2,314 6,941 54,072
35 million EUR bonds 34,894 47,838 842 842 1,684 5,051 39,419
39 million USD bonds 28,373 28,999 28,999 - - - -
37 million USD bonds 26,914 33,248 954 954 1,907 29,433 -
Other loans and long-term
borrowings 3,741 3,741 3,741 - - - -
Trade and other payables 483,690 483,690 483,690 - - - -
Bank overdraft 92,085 92,085 92,085 - - - -
■
1,296,393 1,518,174 624,339 15,824 31,649 379,942 466,420
The interest included in the above table is based on the current amounts borrowed with current interest rates against the
current exchange rate (if applicable). No assumptions are included for possible future changes in borrowings or interest
payments.

It is not expected that the cash flows included in the maturity analysis could occur significantly earlier, or at significantly
different amounts.
(EUR x 1,000) 2012
Carrying Contractual 6 months 6 – 12 More than

amount cash flows or less months 1 – 2 years 2 – 5 years 5 years
Bank loans 431,396 455,194 12,821 2,756 5,512 434,105 –

27.5 million GBP bonds 33,715 42,065 687 687 1,373 4,120 35,198
40 million GBP bonds 49,040 70,543 1,186 1,186 2,371 7,114 58,686
35 million EUR bonds 34,886 50,153 842 842 1,684 5,051 41,734
39 million USD bonds 29,510 32,558 1,030 1,030 30,498 – –
37 million USD bonds 27,999 36,938 998 998 1,997 32,945 –
Mortgage and other loans and
long-term borrowings 2,854 3,558 1,364 856 664 653 21
Trade and other payables 389,553 389,553 389,553 – – – –
Bank overdraft 221,923 221,923 221,923 – – – –
1,789,024 2,080,274 643,177 21,128 69,646 560,628 785,695
5.56 Currency risk

The following significant exchange rates applied during the year:
Reporting
date
mid-spot
(In EUR) Average rate rate
USD 0.75 0.73

GBP 1.18 1.20
NOK 0.127 0.120
AUD 0.72 0.65

Sensitivity analysis
A 10 percent strengthening of the Euro against the above currencies at 31 December would have decreased (increased)
equity and profit or loss by the amounts shown below. This analysis is based on foreign currency exchange rate variances
that the Group considered to be reasonably possible at the reporting date. This analysis assumes that all other variables,
in particular interest rates, remain constant and ignores any impact of forecasted sales and purchases. The analysis is
performed on the same basis as for 2012.
Profit or
Effect in EUR thousands Equity loss
31 December 2013
USD 60,755 3,367
GBP 26,824 1,819
NOK 27,285 2,388
AUD 4,781 (1,703)
31 December 2012
USD 59,831 (1,655)
GBP 13,885 2,150
NOK 13,399 5,386
AUD 9,551 (1,854)
A 10 percent weakening of the Euro against the above currencies at 31 December would have had the equal but opposite
effect on the amounts shown above, on the basis that all other variables remain constant.
5.57 Interest rate risk

Profile
At the reporting date the interest rate profile of the Group’s interest-bearing financial instruments was:
2013 2012
Fixed rate instruments

Financial assets 116,605 –
Financial liabilities (720,618) (746,152)
Variable rate instruments

Financial assets 164,185 92,019
Financial liabilities (92,085) (653,319)
■
(531,913) (1,307,452)
Fair value sensitivity analysis for fixed rate instruments

The Group does not account for any fi xed rate financial assets and liabilities at fair value through profit or loss, and the
Group does not designate derivatives (interest rate swaps) as hedging instruments under a fair value hedge accounting
model. Therefore a change in interest rates at the reporting date would not affect profit or loss.

Cash flow sensitivity analysis for variable rate instruments
A change of 100 basis points in interest rates at the reporting date would have increased (decreased) equity and profit
or loss by the amounts shown below. This analysis assumes that all other variables, in particular foreign currency rates,
remain constant. This analysis is performed on the same basis for 2012.
(EUR x 1,000) Profit or loss Equity
100 bp 100 bp 100 bp 100 bp

increase decrease increase decrease
31 December 2013
Variable rate instruments 721 (721) – –
Cash flow sensitivity (net) 721 (721) – –
31 December 2012
Variable rate instruments (5,613) 5,613 – –
Cash flow sensitivity (net) (5,613) 5,613 – –
At 31 December 2013 it is estimated that a general increase of 100 basis points in interest rates would decrease the
Group’s profit before income tax by approximately EUR 0.7 million (2012: negative impact of EUR 5.6 million).

5.58 Fair values
5.58.1 Financial assets and liabilities
The fair values of financial assets and liabilities, together with the carrying amounts shown in the statement of financial
position, are as follows:
(EUR x 1,000) 2013 2012
Carrying Carrying
amount Fair value amount Fair value
Financial assets at fair value through profit or loss

Financial assets at fair value through profit or loss 12,766 12,766 – –
Loans and receivables

Trade receivables and other receivables 867,535 867,535 837,645 837,645
Cash and cash equivalents 164,185 164,185 92,019 92,019
Long-term loans 116,605 116,605 – –
Other long-term receivables 3,423 3,423 2,692 2,692
Available-for-sale financial assets

Other investments in equity instruments* 1,095 1,095 1,095 1,095
Available-for-sale financial assets 1,215 1,215 1,310 1,310
Financial liabilities measured at amortised cost

Bank loans - - (431,396) (431,396)
Mortgage and other loans and long-term borrowings (3,741) (3,741) (2,854) (2,854)
Private placement loans in USD (601,216) (636,906) (625,657) (699,507)
Private placement loans in GBP (80,767) (85,788) (82,755) (92,756)
Private placement loans in EUR (34,894) (37,004) (34,886) (39,411)
Bank overdraft (92,085) (92,085) (221,923) (221,923)
Trade and other payables (483,690) (483,690) (389,553) (389,553)
■
Total (129,569) (172,390) (854,263) (942,639)
Unrecognised gains/(losses) (42,821) (88,376)
* The other investments in equity instruments do not have a quoted market price in an active market. The fair value cannot be reliably measured by the Group.
The private placement loans carried at fair value are categorised within level 2 of the fair value hierarchy as further
detailed below.
Interest rates used for determining fair value

The Group uses the government yield curve as per the reporting date plus an adequate constant credit spread to discount
financial instruments. The interest rates used are as follows:
Derivatives
2013 2012
Loans and borrowings 4.1–7.1% 1.3–7.1%

Finance lease receivable 6.0% 6.0%
Long term receivables 5.0-17.0% 5.0%

Fair value hierarchy
The table below analyses financial instruments carried at fair value, by valuation method. The different levels have been
defined as follows:
■ Level 1: quoted prices (unadjusted) in active markets for identical assets or liabilities
■ Level 2: inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either
directly (that is, as prices) or indirectly (that is, derived from prices)
■ Level 3: inputs for the asset or liability that are not based on observable market data (that is, unobservable inputs).
31 December 2013 (EUR x 1,000) Level 1 Level 2 Level 3 Total
(5.41) Available-for-sale financial assets 1,215 – – 1,215

(5.41) Financial asset at fair value through profit or loss – – 12,766 12,766
■
Total 1,215 – 12,766 13,981
31 December 2012 (EUR x 1,000) Level 1 Level 2 Level 3 Total
(5.41) Available-for-sale financial assets 1,310 – – 1,310

■
Total 1,310 – – 1,310
There were no transfers between levels 1, 2 and 3 during the period.
Fair value measurements using significant unobservable inputs (Level 3)

Derivatives
(EUR x 1,000) 2013
Opening balance at 1 January -

Initial measurement of derivative at fair value 12,260
Gain recognised in profit or loss 506
Closing balance at 31 December 12,766
■
Total gain for the period included in the result for assets held at the end of the
reporting period, under ‘Finance costs’ 506
At 31 January 2013 Fugro entered into a loan agreement with CGG, including a warrant. The warrant represents the fair
value of the underlying Seabed Geosolutions B.V. unquoted shares, accruing to Fugro in case of default of the counterparty
(CGG). The warrant classifies as an embedded derivative and has been bifurcated from the loan. The warrant is accounted
for at fair value through profit or loss.
A probability model has been used to estimate the fair value of the warrant. This model uses unobservable inputs and
the warrant is therefore classified as a level 3 financial instrument. The following assumptions are considered key in the
estimation of the fair value of the warrant: the credit spread and the default probability of the counterparty and the fair
value of the underlying Seabed Geosolutions B.V. unquoted shares.
If the change in the credit spread of the counterparty for the warrant shifted +/- 5%, the impact on the result would
amount to EUR 0.9 million. If the change in the underlying Seabed Geosolutions B.V. unquoted shares shifted +/- 5%,
the impact on profit or loss would be EUR 0.6 million.
The Group’s policy is to recognise transfers into and transfers out of fair value hierarchy levels as of the date of the event
of change in circumstances that caused the transfer.
There were no changes in valuation techniques during the period.

5.58.2 Fugro’s valuation processes
The group’s finance department performs the valuations of financial assets required for financial reporting purposes,
including Level 3 fair values. The valuations are directly reported to the Chief Financial Officer.
Changes in Level 2 and Level 3 values are analysed at each reporting date.
5.58.3 Offsetting financial assets and liabilities

The following financial assets and liabilities are subject to offsetting, enforceable master netting arrangements and similar
agreements.
Financial assets
Gross amounts of
recognized fi nancial Net amounts of fi nancial
liabilities set off assets presented
Gross amounts of in the statement of in the statement of
(EUR x 1,000) recognized fi nancial assets fi nancial position fi nancial position
As at 31 December 2013
Cash and cash equivalents 166,098 (1,913) 164,185
Cash and cash equivalents 180,193 (88,174) 92,019
Financial liabilities
Gross amounts of
recognized fi nancial Net amounts of fi nancial
Gross amounts of assets set off liabilities presented
recognized fi nancial in the statement of in the statement
(EUR x 1,000) liabilities fi nancial position of fi nancial position
Bank overdraft (122,680) 30,595 (92,085)
Bank overdraft (226,793) 4,870 (221,923)
5.59 Commitments not included in the statement of financial position

5.59.1 Operating leases as lessee
Non-cancellable operating lease rentals are payable as follows:
(EUR x 1,000) 2013 2012
Less than one year 127,802 144,641

Between one and five years 273,939 205,943
More than five years 8,115 13,504
■
409,856 364,088
The Group leases a number of offices and warehouse/laboratory facilities and vessels under operating leases. The leases
typically run for an initial period of between three and ten years, with in most cases an option to renew the lease after
that date. Lease payments are adjusted annually to reflect market rentals. None of the leases include contingent rentals.
During the year an amount of EUR 249 million was recognised as an expense in profit or loss in respect of operating leases
and other rentals (2012: EUR 239 million).

5.59.2 Bank guarantees
Per 31 December 2013 Fugro’s bank has issued bank guarantees to clients for an amount of EUR 52 million (2012: EUR 70
million).
5.59.3 Capital commitments

At 31 December 2013, the Group has contractual obligations to purchase property, plant and equipment for EUR 46 million
(2012: EUR 109 million).
5.59.4 Contingencies
Some Group companies are, as a result of their normal business activities, involved either as plaintiffs or defendants in
claims. Based on information presently available and management’s best estimate, it is not probable that the financial
position of the Group will be significantly influenced by any of these matters. Should the actual outcome differ from the
assumptions and estimates, the financial position of the Group would be impacted. Fugro N.V. and its Dutch operating
companies form a fiscal unity for corporate tax. Each of the operating companies is severally liable for corporate tax to
be paid by the fiscal unity.
5.60 Subsequent events

On 3 March 2014, Fugro announced the completion of the acquisition of Roames Asset Services Pty Limited (Roames),
based in Brisbane, Australia, from Ergon Energy Corporation Limited (Ergon). Roames specialises in high-resolution
mapping services and solutions for the electricity distribution sector. It uses airborne sensors to generate accurate
3D models of electric power transmission networks and surrounding vegetation. In 2014, the Roames revenue is estimated
to be around EUR 7 million.
As at 31 December 2013, Fugro has outstanding lease receivables with Geo Pacific AS. Geo Pacific AS has a back-to-back
lease arrangement for the vessel Geo Pacific with Seabird Exploraton Plc (‘SBX’). As at 31 December 2013, the current
and non-current lease receivables amount to EUR 18.7 million (see notes 5.41 and 5.44). On 26 February 2014, SBX
communicated in their 2013 results announcement that the company might be subject to significant adverse effects if the
company would not be able to refinancing its existing debt facilities. Should in future periods Geo Pacific AS and/or SBX
not be able to pay the contractual lease terms, Fugro might need to impair its lease receivable.
5.61 Related parties

5.61.1 Identity of related parties
The Group has a related party relationship with its subsidiaries, its equity-accounted investees and other investments,
its Directors, Executive Committee, and its Supervisory Board.
5.61.2 Transactions with the Board of Management

Members of the Board of Management of Fugro hold 0.2% of the outstanding voting shares and certificates of shares
in Fugro. Members of the Board of Management also participate in Fugro’s share option scheme (refer note 5.31.1).
The remuneration of the Board of Management for 2013 and 2012 is as follows:
(in EUR) P. van Riel A. Jonkman W.S. Rainey
2013 2012 2013 2012 2013 2012
Fixed salary 460,000 460,000 350,000 350,000 350,000 350,000

Bonus with respect to the previous year 320,083 241,020 243,542 241,020 243,542 209,750
Pension costs (including disability insurance) 284,952 290,800 284,831 290,800 275,000 275,000
Crisis tax 154,412 142,129 77,377 179,967 – –
1,219,447 1,133,949 955,750 1,061,787 868,542 834,750
Value of options granted 748,550 841,200 639,670 743,060 639,670 743,060

■
Total 1,967,997 1,975,149 1,595,420 1,804,847 1,508,212 1,577,810

(in EUR) S.J. Thomson* J. Rüegg** K.S. Wester A. Steenbakker
2013 2012 2013 2012 2013 2012 2013 2012
Fixed salary 233,334 – 116,667 350,000 – 290,295 – 500,000

Bonus with respect to
the previous year 160,000 – 272,708 241,020 – 435,443 – 631,020
Pension costs (including
disability insurance) 188,184 – 6,000 18,000 – 175,000 – 315,800
Crisis tax 28,830 – 25,752 – – 439,480 232,326*** 254,500
Severance – – – – – – – 883,000
610,348 – 421,127 609,020 – 1,340,218 232,326 2,584,320
Value of options granted 639,670 – – 743,060 – – – –

■
Total 1,250,018 – 421,127 1,352,080 – 1,340,218 232,326 2,584,320
* Mr. S Thomson has been appointed to the Board of Management as per 8 May 2013.
** Mr. J. Rüegg retired as member of the Board of Management as per 8 May 2013.
*** The crisis tax relates to benefits in connection with the exercised options in 2013.
The fringe benefits for the Board of Management are commensurate with the position held.
There are no guarantees or obligations towards or on behalf of the Board of Management.
The determination of the annual bonus is based upon the remuneration policy as adopted by the Annual General Meeting
on 14 May 2008. This remuneration policy is available on Fugro’s website: www.fugro.com.
The Supervisory Board determines the remuneration of the individual members of the Board of Management, on a
proposal by the remuneration committee, within the scope of the remuneration policy.
Annual bonus
Each member of the Board of Management will be eligible for an annual bonus, with a maximum of twelve months (100%)
of annual fi xed salary. On-target performance will result in a bonus of eight months of annual fixed salary. The bonus is
related to quantified financial targets and accounts for 2/3 of the annual bonus and the other part of the bonus is related to
non-financial/personal targets and will account for 1/3 of the annual bonus. At the beginning of each year the Supervisory
Board sets the financial and the non-financial targets for the relevant year. The Supervisory Board ensures that targets
are challenging, realistic and consistent with Fugro’s strategy. The performance measures and the weighting given to the
individual measures are set by the Supervisory Board. Achievement of the targets will be measured shortly after the end
of the relevant year.
The weighting given to the individual financial elements is as follows: earnings per share (EPS) 60%, net profit margin
20% and return on capital employed (ROCE) 20%. These financial elements are based upon Fugro’s annual budget.
The maximum bonus related to the financial targets will be granted if the targets are exceeded by 30%, and if the
performance is only 70% of target, the bonus will be 50% of on-target performance.
If performance is less than 70% of target, the part of the bonus that is related to financial targets will be zero.
The non-financial targets are derived from Fugro’s strategic agenda. These are qualitative individual targets and/or
collective targets that are the responsibility of one or more directors and can be influenced by them. These targets could
include, among other things, health safety and environment (HSE), corporate social responsibility (CSR), personal
development, etc.
Based on the results for the non-financial and financial targets, the Supervisory Board has established the extent to
which the targets for 2013 were achieved. The financial performance compared to the financial targets results in 4 months

of annual fi xed salary. As a result the Supervisory Board has decided to award to the members of the Board of Management
an annual bonus for the year 2013, (taking into account the months of service) of 8 months annual fixed salary.
The actual targets are not disclosed because they qualify as competition-sensitive and hence commercially confidential
and potentially price sensitive information.
The following table gives details of the options granted to (former) members of the Board of Management:
Board of Management
Number of options In EUR Number of months
Share
Number Exer- Number price at
at Granted cised Forfeited at Exercise exercise
Year 01-01-13 in 2013 in 2013 in 2013 31-12-13 price day Expiring date Bonus
P. van Riel 2006 50,000 50,000 - 36.20 43,04 15-03-2013 8

2007 75,000 75,000 - 52.80 31-12-2013 8
2008 67,500 67,500 20.485 31-12-2014 11
2009 60,000 60,000 40.26 31-12-2015 10
2010 52,900 52,900 61.50 31-12-2016 10
2011 53,000 53,000 44.895 31-12-2017 9
2012 60,000 60,000 44.52 31-12-2018 8
2013 – 55,000 55,000 43,315 31-12-2019 8
■
Total 418,400 55,000 50,000 75,000 348,400
A. Jonkman 2006 35,000 35,000 - 36.20 43,04 15-03-2013 8

2007 85,000 85,000 - 52.80 31-12-2013 8
2008 72,500 72,500 20.485 31-12-2014 11
2009 60,000 60,000 40.26 31-12-2015 10
2010 52,900 52.900 61.50 31-12-2016 10
2011 53,000 53,000 44.895 31-12-2017 9
2012 53,000 53,000 44.52 31-12-2018 8
2013 – 47,000 47,000 43,315 31-12-2019 8
■
Total 411,400 47,000 35,000 85,000 338,400
W.S. Rainey 2007-2010 101,700 35,000 66,700 50,35* 31-12-2016 –

2011 53,000 53,000 44.895 31-12-2017 9
2012 53,000 53,000 44.52 31-12-2018 8
2013 – 47,000 47,000 43,315 31-12-2019 8
■
Total 207,700 47,000 – 35,000 219,700
S. Thomson 2007-2012 200,700 35,000 165,700 41,864* 31-12-2018 –

2013 – 47,000 47,000 43,315 31-12-2019 5
■
Total 200,700 47,000 – 35,000 212,700
J. Rüegg 2007-2008 90,000 45,000 45,000 - 36.52* 45.10 31-12-2014 –

2009 52,500 52,500 40.26 31-12-2015 10
2010 52,900 52,900 61.50 31-12-2016 10
2011 53,000 53,000 44.895 31-12-2017 9
2012 53,000 – – 53,000 44.52 31-12-2018 9
■
Total 301,400 – 45,000 45,000 211,400
K.S. Wester 2007 125,000 125,000 – 52.80 31-12-2013 8

Board of Management
Number of options In EUR Number of months
Share
Number Exer- Number price at
at Granted cised Forfeited at Exercise exercise
Year 01-01-13 in 2013 in 2013 in 2013 31-12-13 price day Expiring date Bonus
2008 107,500 107,500 20.485 31-12-2014 11

2009 90,000 90,000 40.26 31-12-2015 10
2010 79,400 79,400 61.50 31-12-2016 10
2011 80,000 80,000 44.895 31-12-2017 9
■
Total 481,900 – – 125,000 356,900
A. Steenbakker 2007 75,000 75,000 – 52.80 31-12-2013 8

2008 67,500 67,500 20.485 31-12-2014 11
2009 60,000 60,000 – 40.26 48,66 31-12-2015 10
2010 52,900 52,900 – 61.50 31-12-2016 10
2011 53,000 53,000 – 44.895 31-12-2017 9
■
Total 308,400 – 60,000 180,900 67,500
■
Total 2,329,900 196,000 190,000 580,900 1,755,000
* Weighted average.
As of 1 January 2014, Mr. P.A.H. Verhagen has been appointed as a member of the Board of Management of Fugro
for a (first) term of four years and approximately four months. This term will expire at the end of the Annual General
Meeting (AGM) in 2018. Mr. Verhagen will succeed Mr. Jonkman, who will step down at the AGM on 6 May 2014.
Upon appointment and effectively as of 31 December 2013, Mr. Verhagen has received a one-off compensation of 15,000
restricted certificates of shares in Fugro’s share capital as well as 30,000 options for certificates of ordinary shares in Fugro.
The value of the granted options amounts to EUR 408,300.
Both the shares and the options will have as grant date 31 December 2013. The shares are restricted in such a way that
they are awarded under the condition precedent as described in the next paragraph. The options have an exercise price
equal to the closing price of the certificates of shares in Fugro’s share capital on 31 December 2013 (last trading date of
2013).
The options vest and the condition precedent of the granting of the shares is met after a 3-year vesting period on
31 December 2016, subject to Mr. Verhagen’s continuous legal relationship with Fugro under the management services
agreement (the ‘Agreement’) until the relevant vesting date. The vesting of the shares and the options is not subject to any
further (performance) conditions. There are a number of exceptions to the condition of continuous legal relationship.
Exceptions apply in connection with termination of the Agreement (i) by Mr. Verhagen if such termination is justified by
such change of circumstances that he cannot reasonably be expected to continue the performance of his services as a
statutory director/CFO of Fugro, (ii) by Fugro other than for an urgent cause and/or reasons which are exclusively or
mainly found in imputable acts or omissions on the side of Mr. Verhagen and (iii) due to death. For a period of two years
after completion of the vesting period, the shares may not be transferred, assigned or encumbered in any way, nor may any
transaction be entered into with the same effect. The foregoing does not apply in case of transfer of (part of) the shares in
relation to cover the liability to pay tax in relation to – and only to – the vesting of the shares. The options can be exercised
during a period of three years after vesting, i.e. until 31 December 2019.

5.61.3 Executive Committee
The Group considers the Executive Committee, including the Board of Management, as ‘key management’.
The Executive committee currently consists of the members of the Board of Management and the Director of the Survey
division.
In addition to their salaries, the Group also provides non-cash benefits to the Executive Committee and contributes to
their post-retirement plan. The members of the Executive Committee also participate in Fugro’s share option scheme.
The Executive Committee’s compensation comprises:
2013 2012
Fixed salary 1,685,000 2,300,295

Bonus with respect to the previous year 1,309,875 1,999,273
Pension costs (including disability insurance) 1,176,467 1,365,400
Crisis tax 549,969 1,016,076
Value of options granted 3,463,745 3,070,380
Severance – 883,000
■
8,185,056 10,634,424
5.61.4 Supervisory Board

The remuneration of the Supervisory Board is as follows:
2013 2012
H.L.J. Noy, Chairman 71,375 30,822

J.A. Colligan, Vice-Chairman 61,729 58,000
M. Helmes 58,000 58,000
G-J. Kramer 60,000 60,000
J.C.M. Schönfeld 38,750 –
Th. Smith 88,000 88,000
F.H. Schreve 32,500 78,000
F.J.G.M. Cremers 6,644 65,000
■
416,998 437,822
Mr. H.L.J. Noy took over the chairmanship of the Supervisory Board as per 8 May 2013.
Mr. J.A. Colligan was appointed as vice-chairman, of the Supervisory Board and took over the chairmanship of the Audit
Committee when Mr. Cremers stepped down on 7 February 2013.
As per 8 May 2013, Mr. J.C.M. Schönfeld was appointed as member of the Supervisory Board and took over the
chairmanship of the audit-committee from Mr. Colligan.
There are no options granted and no company assets available to the members of the Supervisory Board.
There are no loans outstanding to the members of the Supervisory Board and no guarantees given on behalf of members of
the Supervisory Board.
Per 31 December 2013 Mr. Kramer owned (directly and indirectly) 4,581,657 (certificates of) ordinary shares in Fugro.
5.61.5 Other related party transactions

5.61.5.1 Joint ventures
The Group has not entered into any joint ventures.
5.62 Subsidiaries
5.62.1 Significant subsidiaries
For an overview of (significant) subsidiaries we refer to chapter 6.

5.63 Estimates and management judgements
Management discussed with the Audit Committee the development in and choice of critical accounting principles
and estimates and the application of such principles and estimates.
Key sources of estimation uncertainty

The preparation of financial statements in conformity with EU-IFRS requires management to make judgements, estimates
and assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income
and expenses. Actual results may differ from these estimates. Estimates and underlying assumptions are reviewed on an
ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimates are revised if the
revision affects only that period, or in the period of the revision and future periods if the revision affects both current and
future periods. Information about critical judgements in applying accounting policies that have the most significant effect
on the amounts recognised in the consolidated financial statements is included in the following notes:
■ Deferred tax: The assumptions used in recognition and measurement of deferred taxes are disclosed in note 5.42
■ Impairments: Impairment analyses, amongst other relating to vessels, are performed whenever a triggering event
has occurred to determine whether the carrying value exceeds the recoverable amount. Goodwill is at least tested for
impairment annually. Impairment tests are based on estimates of future cash flows. The accounting policies regarding
impairments are included in note 5.16. Note 5.38 contains information about the key assumptions used to determine
the recoverable amount of the various cash generating units. Specific information on credit risk is disclosed in notes
5.53.2 and 5.54. These notes contain information about the assumptions used relating to impairment of trade
receivables, unbilled revenue on completed projects and other receivables and appropriate sensitivity analysis
■ Assets and liabilities from employee benefits: Actuarial assumptions are established to anticipate future events
and are used in calculating pension and other post-retirement benefit expenses and liabilities. These factors include
assumptions with respect to interest rates, expected investment returns on plan assets, rates of future compensation
increases, turnover rates and life expectancy. Note 5.50 contains information about the (actuarial) assumptions
related to employee benefits. Actuarial gains and losses related to defined benefit plans are accounted for in other
comprehensive income
■ Seismic data libraries: Significant estimates relate mainly to the determination of recoverable amount.
The determination of recoverable amount requires significant judgment and is determined based on expected sales
cash flows. Management first assess whether write downs to recoverable amount for individual libraries is needed
based on specific circumstances. Then management assess write downs of data libraries by reference in groups of
libraries with similar characteristics, with respect to amongst others 2D versus 3D, customers and geographical area.
The group uses sales estimates that are based on our budget plan for next year, sales prospects and an outlook for the
seismic industry. Changes in assumptions, in particular the expected sales cash flows, could significantly affect the
carrying amount and require an impairment to the recoverable amount of our multi-client data library
■ Other provisions, tax and other contingencies: Information on the assumptions used in estimating the effect of legal
claims is included in note 5.24 and 5.51
■ Business combinations: As part of business combination accounting, the purchase price allocation involves the use
of estimates for determining the fair value of property, plant and equipment and intangible assets at acquisition date.
For intangible assets, this mainly relates to the expected profits in the backlog of the acquired companies and the
customer lists at the moment of acquisition, and the value of the trade name. The fair value is based on discounted
cash flows expected to be received from these identifiable intangible assets.

6 SUBSIDIARIES AND INVESTMENTS OF FUGRO N.V. ACCOUNTED FOR
USING THE EQUITY METHOD
(including statutory seat and percentage of interest)
Unless stated otherwise, the direct or indirect interest of Fugro in the subsidiaries listed below is 100%. Insignificant, but
consolidated, subsidiaries in terms of third party recompense for goods and services supplied and balance sheet totals have
not been included.
The subsidiaries listed below have been fully incorporated into the consolidated financial statements of Fugro, unless
indicated otherwise. Companies in which Fugro participates but that are not included in Fugro’s consolidated financial
statements are indicated by a #.
The information as required by sections 2:379 and 2:414 of the Dutch Civil Code has been filed at the trade registry of the
Chamber of Commerce in The Hague.
Company % Office, Country Company % Office, Country
Fugro Survey Pty Ltd. Balcatta, Australia Fugro airborne Surveys N.V. Willemstad, Curaçao
Fugro LADS Corporation Pty Ltd. Kidman Park, Australia Fugro Consultants International N.V. Willemstad, Curaçao
Fugro Holdings Australia Pty Ltd. Perth, Australia Fugro GeoSurveys N.V. Willemstad, Curaçao
Fugro Multi Client Services Pty Ltd. Perth, Australia Fugro Robertson Americas N.V. Willemstad, Curaçao
Fugro Spatial Solutions Pty Ltd. Perth, Australia Fugro Satellite Services N.V. Willemstad, Curaçao
Fugro TSM Pty Ltd. Perth, Australia Fugro Survey Caribbean N.V. Willemstad, Curaçao
Fugro Satellite Positioning Pty Ltd. Perth, Australia Fugro Aerial Mapping A/S Glostrup, Denmark
Fugro AG Pty Ltd. Perth, Australia Fugro S.A.E. Cairo, Egypt
Fugro Austria GmbH Bruck an der Mur, Austria Fugro Geoid S.A.S. Jacou, France
Azeri-Fugro # 40% Baku, Azerbaijan Fugro GeoConsulting S.A. Nanterre, France
Fugro Survey GmbH Baku, Azerbaijan Fugro Topnav S.A.S. Paris (Massy), France
(Caspian branch office) Fugro GEOTER SAS Clapiers, France
Fugro Geoconsulting Belgium, S.A./N.V Brussels, Belgium Fugro Consult GmbH Berlin, Germany
Fugro In Situ Geotecnia Ltda. Pinhais, Brazil Fugro-OSAE GmbH Bremen, Germany
Fugro Brasil Ltda. Rio das Ostras, Brazil Fugro Weinhold Engineering GmbH Erkelenz-Holzweiler, Germany
Fugro Geosolutions Brasil Serviços Ltda. Rio de Janeiro, Brazil Fugro-MAPS GmbH Munich, Germany
Fugro Sdn Bhd. (Brunei) Bandar Seri Begawan, Fugro Certification Services Ltd. Fo Tan, Hong Kong
Brunei Darussalam Fugro Technical Services Ltd. Fo Tan, Hong Kong
Fugro Survey (Brunei) Sdn Bhd. Kuala Belait, Brunei Darussalam Geotechnical Instruments (Hong Kong) Ltd. Fo Tan, Hong Kong
Fugro Canada, Corp. St. John’s, Canada Fugro Geotechnical Services Ltd. Fo Tan, Hong Kong
Fugro GeoSurveys, Inc. St. John’s, Canada Fugro Shanghai (Hong Kong) Ltd. 60% Wanchai, Hong Kong
Fugro Roadware, Inc. Mississauga, Ontario, Canada Fugro (Hong Kong) Ltd. Wanchai, Hong Kong
Fugro Interra S.A. Santiago, Chile Fugro Geosciences International Ltd. Wanchai, Hong Kong
Fugro Technical Services (Guangzhou) Ltd. Guangzhou, China Fugro Holdings (Hong Kong) Ltd. Wanchai, Hong Kong
Fugro Pacifica Qinhuangdao Co. Ltd. Qinhuangdao, China Fugro Hydrographic Surveys Ltd. Wanchai, Hong Kong
Fugro Geotechnique Co. Ltd. 60% Shanghai, China Fugro Geospatial Services (Hong Kong) Ltd. Wanchai, Hong Kong
China Offshore Fugro GeoSolutions Fugro Marine Survey International Ltd. Wanchai, Hong Kong
(Shenzhen) Co. Ltd. 50% Shekou, Shenzhen, China Fugro SEA Ltd. Wanchai, Hong Kong
Fugro Comprehensive Geotechnical Fugro Subsea Services Ltd. Wanchai, Hong Kong
Investigation (Zhejiang) Co. Ltd. Zhejiang, China Fugro Survey International Ltd. Wanchai, Hong Kong
Fugro Survey Ltd. Wanchai, Hong Kong
Fugro Survey Management Ltd. Wanchai, Hong Kong
MateriaLab Consultants Ltd. Tuen Mun, Hong Kong
Fugro Consult Kft. Budapest, Hungary

Company % Office, Country Company % Office, Country
Fugro Geotech (Pvt) Ltd. Navi Mumbai, India Fugro RUE A/S Haugesund, Norway
Fugro Survey (India) Pvt Ltd. 90% Navi Mumbai, India Fugro Geotechnics A/S Oslo, Norway
P.T. Fugro Indonesia Jakarta Selatan, Indonesia Fugro Multi Client Services A/S Oslo, Norway
FAZ Research Ltd, 90% Dublin, Ireland Fugro Norway A/S Oslo, Norway
Fugro Oceansismica S.p.A. Rome, Italy Fugro Seastar A/S Oslo, Norway
Fugro Japan Co., Ltd. Tokyo, Japan Fugro Oceanor A/S Trondheim, Norway
Fugro-KGNT 50% Atyrau, Kazakhstan Republic Seabed Geosolutions AS 60% Trondheim, Norway
Fugro-MAPS S.a.r.l. Beirut, Lebanon Fugro Middle East & Partners LLC Muscat, Oman
Fugro Rovtech Limited Libya Tripoli, Libya Fugro Geodetic Ltd. Karachi, Pakistan
(Libyan Branch Office) Fugro Panama SA Panama City, Panama
UAB ‘Fugro Baltic’ Vilnius, Lithuania Fugro TerraLaser S.A. Lima, Peru
Fugro Eco Consult S.a.r.l. Munsbach, Luxembourg Fugro Peninsular Geotechnical Services Doha, Qatar
Fugro Technical Services (Macau) Ltd. Macau, Macau Fugro Engineering LLP Moscow, Russia
Fugro Geodetic (Malaysia) Sdn Bhd. 30% Kuala Lumpur, Malaysia Electro Magnetic Marine Exploration
Fugro Geosciences (Malaysia) Sdn Bhd. 30% Kuala Lumpur, Malaysia EMMET ZAO 60% Moscow, Russia
Fugro Malta Ltd. Safi, Malta Geo Inzh Services LLP Moscow, Russia
Fugro Geotechnical Mauritius Ltd. Quatre-Bornes, Mauritius Fugro-Suhaimi Ltd. 50% Dammam, Saudi Arabia
Fugro Seastar Mauritius Ltd. Quatre-Bornes, Mauritius Decca Survey Saudi Arabia Ltd. 48% Dammam, Saudi Arabia
Fugro Survey Mauritius Ltd. Quatre-Bornes, Mauritius Fugro Saudi Arabia Ltd. Riyadh, Saudi Arabia
Fugro-Chance de Mexico S.A. de C.V. Ciudad Del Carmen, Campeche, Fugro Loadtest Asia Pte Ltd. Singapore, Singapore
Mexico Fugro Satellite Positioning Pte Ltd. Singapore, Singapore
Fugro Survey Mexico S.A. de C.V. Ciudad Del Carmen, Campeche, Fugro Singapore Pte Ltd. Singapore, Singapore
Mexico Fugro Survey Pte Ltd. Singapore, Singapore
Geomundo S.A. de C.V. Ciudad Del Carmen, Campeche, Fugro TSM Pte Ltd. Singapore, Singapore
Mexico Fugro Subsea Technologies Pte Ltd. Singapore, Singapore
Fugro C.I.S. B.V. Leidschendam, The Netherlands Fugro-GEOS Pte Ltd. Singapore, Singapore
Fugro Ecoplan B.V. Leidschendam, The Netherlands Fugro Survey Africa (Pty) Ltd. Cape Town, South Africa
Fugro-Elbocon B.V. Leidschendam, The Netherlands Fugro Satellite Positioning (Pty) Ltd. Cape Town, South Africa
Fugro Engineers B.V. Leidschendam, The Netherlands Fugro Maps South Africa (Pty) Ltd. Cape Town, South Africa
Fugro GeoServices B.V. Leidschendam, The Netherlands Fugro Data Services GMBH Zug, Switzerland
Fugro Intersite B.V. Leidschendam, The Netherlands Fugro Finance AG Zug, Switzerland
Fugro Marine Services B.V. Leidschendam, The Netherlands Fugro Geodetic AG Zug, Switzerland
Fugro Nederland B.V. Leidschendam, The Netherlands Fugro International Holding A.G. Zug, Switzerland
Fugro South America B.V. Leidschendam, The Netherlands Fugro South America GmbH Zug, Switzerland
Fugro Survey B.V. Leidschendam, The Netherlands Fugro Survey GmbH Zug, Switzerland
Fugro Vastgoed B.V. Leidschendam, The Netherlands Fugro Survey Caribbean Inc. Chaguaramas, Trinidad and
Fugro Aerial Mapping B.V. Leidschendam, The Netherlands Tobago
Fugro Inpark Detacheringen B.V. Leidschendam, The Netherlands Fugro Sial Ltd. Ankara, Turkey
Fugro Satellite Positioning B.V. Leidschendam, The Netherlands Fugro DCN Global Abu Dhabi, United Arab Emirates
Seabed Geosolutions B.V. 60% Leidschendam, The Netherlands Fugro Survey (Middle East) Ltd. Abu Dhabi, United Arab Emirates
Fugro BTW Ltd. New Plymouth, New Zealand Fugro Middle East B.V. (Dubai branch Dubai, United Arab Emirates
Fugro Survey (Nigeria) Ltd. Port Harcourt, Nigeria office)
Fugro Nigeria Ltd. Port Harcourt, Nigeria Seabed Geosolutions JLT Dubai, United Arab Emirates
Fugro Survey A/S Bergen, Norway Fugro-MAPS (UAE) Sharjah, United Arab Emirates

Company % Office, Country
Fugro Survey Ltd. Aberdeen, United Kingdom

Fugro-ImpROV Ltd. Aberdeen, United Kingdom
Fugro Subsea Services Ltd. Aberdeen, United Kingdom
Fugro Aperio Ltd. Cambridge, United Kingdom
Fugro BKS Ltd. Coleraine, United Kingdom
Fugro Seacore Ltd. Falmouth, United Kingdom
Fugro Alluvial Offshore Ltd. Great Yarmouth, United Kingdom
Fugro Loadtest Ltd. Middlesex, United Kingdom
Fugro General Robotics Ltd. Milton Keynes, United Kingdom
Fugro EM Drilling Ltd. Wallingford, United Kingdom
Fugro EMU Ltd. Southampton, United Kingdom
Fugro Multi Client Services (UK) Ltd. Wallingford, United Kingdom
Fugro GeoConsulting Ltd. Wallingford, United Kingdom
Fugro airborne Surveys Ltd. Wallingford, United Kingdom
Fugro-GEOS Ltd. Wallingford, United Kingdom
Fugro Holdings (UK) Ltd. Wallingford, United Kingdom
Fugro EarthData, Inc. Frederick, United States
Fugro (USA), Inc. Houston, United States
Fugro GeoServices, Inc. Houston, United States
Fugro Multi Client Services, Inc. Houston, United States
Fugro GeoConsulting, Inc. Houston, United States
Fugro Consultants, Inc. Houston, United States
Fugro, Inc. Houston, United States
Fugro-GEOS, Inc. Houston, United States
Fugro-ImpROV, Inc. Houston, United States
Fugro-McClelland Marine Geosciences, Houston, United States
Inc.
Fugro Drilling & Well Services, Inc. Houston, United States
Fugro Satellite Positioning Inc. Houston, United States
Fugro Aerial & Mobile Mapping, Inc. Lafayette, United States
Fugro Chance, Inc. Lafayette, United States
John Chance Land Surveys, Inc. Lafayette, United States
Fugro Geospatial, Inc. Rapid City, United States
Fugro Roadware, Inc. Richmond, United States
Fugro Pelagos, Inc. San Diego, United States
Fugro Geotechnics Vietnam LLC Ho Chi Minh City, Vietnam

7 COMPANY BALANCE SHEET
As at 31 December, before profit appropriation
(EUR x 1,000) 2013 2012
Assets
(9.1) Intangible assets 279 70,538
(9.2) Tangible fi xed assets 162 102
(9.3) Financial fi xed assets 2,783,030 2,840,889
Total non-current assets 2,783,471 2,911,529
(9.4) Trade and other receivables 36,766 20,980

Current tax assets 6,346 4,775
Cash and cash equivalents 21 –
Total current assets 43,133 25,755

■
Total assets 2,826,604 2,937,284
Equity
Share capital 4,228 4,143
Share premium 431,227 431,312
Translation reserve (158,185) 5,697
Hedging reserve (1,078) (1,704)
Other reserves (288,625) (168,558)
Retained earnings 1,609,101 1,396,094
Unappropriated result 428,303 289,745
(9.5) Total equity 2,024,971 1,956,729
(9.6) Provisions
Deferred tax liabilities 2,018 2,789
Liabilities
(9.7) Loans and borrowings 689,669 786,016
Total non-current liabilities 691,687 788,805
Bank overdraft 37,469 163,743

Loans and borrowings 28,470 –
(9.8) Trade and other payables 41,508 26,425
Other taxes and social security charges 2,499 1,582
Total current liabilities 109,946 191,750
Total liabilities 801,633 980,555

■
Total equity and liabilities 2,826,604 2,937,284

8 COMPANY INCOME STATEMENT
(EUR x 1,000) 2013 2012
Share in results from participating interests, after taxation 393,076 286,057

Other results after taxation 35,227 3,688
■
Net result 428,303 289,745
Other results concern the costs of Fugro N.V. less reimbursements from subsidiaries and include gain for sale of licenses of
EUR 18.5 million.

9 NOTES TO THE COMPANY FINANCIAL STATEMENTS
General
The company financial statements form part of the 2013 consolidated financial statements of Fugro. As the financial data
of Fugro N.V. are included in the consolidated financial statements, the statement of income of Fugro N.V. is condensed in
conformity with Section 2:402 of the Netherlands Civil Code.
Accounting policies
For setting the principles for the recognition and measurement of assets and liabilities and determination of the result for
its company financial statements, Fugro makes use of the option provided in Clause 8 Section 2:362 of the Netherlands
Civil Code. This means that the principles for the recognition and measurement of assets and liabilities and determination
of the result (hereinafter referred to as principles for recognition and measurement) of the company financial statements
of Fugro N.V. are the same as those applied for the consolidated EU-IFRS financial statements. Investments in subsidiaries
are accounted for at net asset value which comprises the cost, excluding goodwill, of Fugro’s share in the net assets of the
subsidiaries. Participating interests, over which significant influence is exercised, are stated on the basis of the equity
method. These consolidated financial statements have been prepared in accordance with International Financial Reporting
Standards (IFRS) as adopted by the European Union (EU-IFRS) and with Part 9 of Book 2 of the Netherlands Civil Code.
Reference is made to pages 117 to 137 for a description of these principles.
The share in the result of participating interests consists of the share of Fugro in the result of these participating interests.
Results on transactions, where the transfer of assets and liabilities between Fugro and its participating interests, and
mutually between participating interests themselves, are not incorporated as far as they can be deemed to be unrealised.

(EUR x 1,000) 2013 2012
Cost
Disposals (70,538) -
Additions 287 -
■
Balance at 31 December 287 70,538

Balance at 1 January - -
Amortisation of intangible assets 8 -
■
Balance at 31 December 8 -
Carrying amount
At 1 January 70,538 70,538
■
At 31 December 279 70,538
Goodwill represents amounts arising on acquisition of subsidiaries. The capitalised goodwill is not systematically
amortised. Goodwill is tested for impairment annually, or when there is an indication for impairment. No impairment
has been recognised.
The goodwill of EUR 71 million related to the Geoscience business that has been transferred in 2013.

9.2 Tangible fixed assets
2013 2012
(EUR x 1,000) Other Other
Cost
Other investments 100 103
Disposals (154) –
■
Depreciation
Depreciation 76 32
Disposals (190) 2
■
Carrying amount
At 1 January 102 33
■
At 31 December 162 102
9.3 Financial fixed assets

(EUR x 1,000) 2013 2012
Subsidiaries 1,870,905 2,240,717

Financial assets at fair value through profit or loss 12,766 -
Long-term loans 899,359 600,172
■
2,783,030 2,840,889
9.3.1 Subsidiaries
(EUR x 1,000) 2013 2012
Balance at 1 January 2,240,717 1,959,436

Share in result of participating interests 393,076 286,057
Dividends (632,957) (19,757)
Currency exchange differences (166,656) 8,066
Other 36,725 6,915
■
Balance 31 December 1,870,905 2,240,717

9.3.2 Long-term loans
(EUR x 1,000) 2013 2012

Loans provided 640,877 -
Redemptions (342,530) (6,083)
Currency exchange differences 830 5,058
■
Balance 31 December 899,359 600,172
This concerns loans to subsidiaries at 4.4% (2012: 4.5%) interest.

(EUR x 1,000) 2013 2012
Receivables from Group companies 29,162 16,221

Other taxes and social security charges 1,268 850
Other receivables 6,336 3,909
■
9.5 Equity
The equity movement schedule is included in chapter 3 of the consolidated financial statements. For the notes to the equity
reference is made to note 5.47 of the consolidated financial statements. The translation reserve and hedging reserve
qualify as a legal reserve (‘wettelijke reserve’) in accordance with Part 9 of Book 2 of the Netherlands Civil Code.
9.6 Provisions
For the notes on provisions reference is made to note 5.51 of the consolidated financial statements.

(EUR x 1,000) 2013 2012
Private placement loans 689,669 744,785

Long-term loans - 41,231
■
For the notes on private placement loans reference is made to note 5.49.2 and 5.49.3 of the consolidated financial
statements. The long-term loans are from subsidiaries. In principle, these loans will be repaid within two years.
The average interest on loans and borrowings amounts to 4.4% per annum (2012: 4.5%)

(EUR x 1,000) 2013 2012
Trade payables 3,653 685

Interest private placement loans 11,966 12,795
Non-trade payables and accrued expenses 25,889 12,945
■
The non-trade payables and accrued expenses include an amount of EUR 19.5 million relating to tax indemnities and
warranties in respect of the sale of the gain of the majority of the Geoscience business.

9.9 Commitments not included in the balance sheet
Fiscal unity
Fugro N.V. and the Dutch operating companies form a fiscal unit for corporate tax. Each of the operating companies is
severally liable for corporate tax to be paid by the fiscal unity.
9.10 Guarantees
In principle Fugro does not provide parent company guarantees to its subsidiaries, unless significant commercial reasons
exist. Fugro has filed declarations of joint and several liability for a number of subsidiaries at the Chambers of Commerce.
Fugro has filed a list with the Chamber of Commerce, which includes all financial interests of the Group in subsidiaries as
well as a reference to each subsidiary for which such a declaration of liability has been deposited. At 31 December 2013
and at 31 December 2012 no significant guarantees were outstanding.
9.11 Contingencies
For the notes to contingencies reference is made to note 5.59 of the consolidated financial statements.
9.12 Related parties

For the notes to related parties, reference is made to note 5.61 of the consolidated financial statements.
In note 5.61 the remuneration of the Board of Management, Executive Committee and Supervisory Board is disclosed.
9.13 Audit fees

With reference to Section 2:382a of the Netherlands Civil Code, the following fees for the financial year have been
charged by KPMG to the Company and its subsidiaries:
(EUR x 1,000) 2013 2012
KPMG Other KPMG Other

Acountants KPMG Total Acountants KPMG Total
N.V. network KPMG N.V. network KPMG
Statutory audit of financial statements 2,762 1,693 4,455 1,298 1,646 2,944
Other assurance services 663 179 842 470 27 497
Tax advisory services - 131 131 – 232 232
Other non-audit services - 55 55 – 519 519
■
Total 3,425 2,058 5,483 1,768 2,424 4,192
In 2013, the audit fees under the category statutory audit of financial statements, include an amount of EUR 2,308
thousand for the audit of the 2012 statutory financial statements.
Other assurance services as well as other non-audit services include amongst others services performed in connection
with the transaction with CGG. Tax services primarily consist of tax compliance work. Other non-audit services in 2012
include amongst others the vendor due diligence assistance performed in relation to the Geoscience disposal.
Audit and (non-)audit related fees for the respective years are charged to the income statement on an accrual basis.
The fees paid for the above mentioned services, which are included in profit or loss of the consolidated financial statements
in the line other expenses, are evaluated on a regular basis and in line with the market.

The members of the Supervisory Board have signed the financial statements pursuant to their statutory obligations
under Section 2:101 sub 2 Netherlands Civil Code.
The members of the Board of Management have signed the financial statements pursuant to their statutory obligations
under Section 2:101 sub 2 Netherlands Civil Code and Section 5:25c sub 2 (c) Financial Markets Supervision Act.
Board of Management Supervisory Board

P. van Riel, Chairman Board of Management, H.L.J. Noy, Chairman
Chief Executive Officer J.A. Colligan, Vice Chairman
A. Jonkman, Chief Financial Officer M. Helmes
W.S. Rainey, Director Geotechnical division G-J. Kramer
S. Thomson, Director Subsea Services division J.C.M. Schönfeld
and Geoscience division Th. Smith
P.A.H. Verhagen, member Board of Management

10 OTHER INFORMATION
10.1 Independent Auditor’s report
To: the Supervisory Board and Shareholders of Fugro N.V.
Report on the financial statements Auditor’s responsibility

We have audited the accompanying financial statements Our responsibility is to express an opinion on these
2013 of Fugro N.V., Leidschendam, as set out on pages 108 financial statements based on our audit. We conducted
to 201. The financial statements include the consolidated our audit in accordance with Dutch law, including the
financial statements and the company financial Dutch Standards on Auditing. This requires that we
statements. The consolidated financial statements comply with ethical requirements and plan and perform
comprise the consolidated statement of financial position the audit to obtain reasonable assurance about whether
as at 31 December 2013, the consolidated statements of the financial statements are free from material
comprehensive income, of changes in equity and of cash misstatement.
flows for the year then ended, and notes, comprising a An audit involves performing procedures to obtain audit
summary of the significant accounting policies and other evidence about the amounts and disclosures in the
explanatory information. The company financial financial statements. The procedures selected depend on
statements comprise the company balance sheet as at the auditor’s judgment, including the assessment of the
31 December 2013, the company income statement for the risks of material misstatement of the financial statements,
year then ended and the notes, comprising a summary of whether due to fraud or error. In making those risk
the accounting policies and other explanatory assessments, the auditor considers internal control
information. relevant to the entity’s preparation and fair presentation
of the financial statements in order to design audit
Board of Management’s responsibility procedures that are appropriate in the circumstances,
The Board of Management is responsible for the but not for the purpose of expressing an opinion on the
preparation and fair presentation of these financial effectiveness of the entity’s internal control. An audit also
statements in accordance with International Financial includes evaluating the appropriateness of accounting
Reporting Standards as adopted by the European Union policies used and the reasonableness of accounting
and with Part 9 of Book 2 of the Netherlands Civil Code, estimates made by the Board of Management, as well as
and for the preparation of the Report of the Board of evaluating the overall presentation of the financial
Management in accordance with Part 9 of Book 2 of the statements.
Netherlands Civil Code. Furthermore, the Board of We believe that the audit evidence we have obtained is
Management is responsible for such internal control as it sufficient and appropriate to provide a basis for our audit
determines is necessary to enable the preparation of the opinion.
financial statements that are free from material
misstatement, whether due to fraud or error. Opinion with respect to the consolidated financial
statements
In our opinion, the consolidated financial statements give
a true and fair view of the financial position of Fugro N.V.
as at 31 December 2013 and of its result and its cash flows
for the year then ended in accordance with International
Financial Reporting Standards as adopted by the
European Union and with Part 9 of Book 2 of the
Netherlands Civil Code.

Opinion with respect to the company financial
statements
In our opinion, the company financial statements give a
true and fair view of the financial position of Fugro N.V.
as at 31 December 2013 and of its result for the year then
ended in accordance with Part 9 of Book 2 of the
Netherlands Civil Code.
Report on other legal and regulatory requirements

Pursuant to the legal requirements under Section 2:393
sub 5 at e and f of the Netherlands Civil Code, we have
no deficiencies to report as a result of our examination
whether the Report of the Board of Management, to the
extent we can assess, has been prepared in accordance
with Part 9 of Book 2 of this Code, and whether the
information as required under Section 2:392 sub 1
at b – h has been annexed. Further, we report that the
Report of the Board of Management, to the extent we
can assess, is consistent with the financial statements
as required by Section 2:391 sub 4 of the Netherlands
Civil Code.
Amstelveen, 6 March 2014
KPMG Accountants N.V.
R.P. Kreukniet RA

10.2 Subsequent events All Board members, with the exception of Mr. Kramer,
Reference is made to note 5.60. are independent of Fugro. Mr. Kramer is member of the
Supervisory Board of Fugro and he owns (directly and
10.3 Foundation Boards indirectly) a 5.4% interest in Fugro’s share capital as per
Stichting Administratiekantoor Fugro 1 March 2014.
(‘Fugro Trust Office’)
The Board of the Fugro Trust Office, Leidschendam, 10.4 Statutory provisions regarding the
The Netherlands, is composed as follows: appropriation of profit
The provisions regarding the appropriation of profit are
Name Function Term contained in article 36 of the Articles of Association of
Fugro and, as far as relevant, read as follows:
R. van der Vlist, Chairman Board member 2016 36.2 a. The profit shall, if sufficient, be applied first in
L.P.E.M. van den Boom Board member 2017 payment to the holders of protective preference
J.F. van Duyne Board member 2015 shares of a percentage as specified below of the
J.A.W.M. van Rooijen Board member 2017 compulsory amount paid on these shares as at
the commencement of the financial year for
The (Board of the) Fugro Trust Office operates completely which the distribution is made.
independent of Fugro. b. The percentage referred to above in
subparagraph a. shall be equal to the average of
Stichting Beschermingspreferente aandelen Fugro the Euribor interest charged for loans with a
(‘Foundation Protective Preference Shares’) term of one year – weighted by the number of
The Board of Foundation Protective Preference Shares, days for which this interest was applicable –
Leidschendam, The Netherlands, is composed as follows: during the financial year for which the
distribution is made, increased by at most four
Name Function Term percentage points; this increase shall each time
be fi xed by the Board of Management for a
M.W. den Boogert, Chairman Board member 2014 period of five years, after approval by the
M.A.M. Boersma Board member 2014 Supervisory Board.
R.J.A. van der Bruggen Board member 2016 36.3 a. Next, if possible, a dividend shall be paid on the
J.C. de Mos Board member 2017 financing preference shares of each series and
on the convertible financing preference shares
The (Board of the) Foundation operates completely of each series, equal to a percentage calculated
independent of Fugro. on the amount effectively paid on the financing
preference shares of the respective series and
Stichting Continuïteit Fugro (‘Foundation Continuity’) the convertible financing preference shares of
The Board of Foundation Continuity, Curaçao, the respective series, including a share
is composed as follows: premium, if any, upon the first issue of the series
in question, and which percentage shall be
Name Function Term related to the average effective return on ‘state
loans general with a term of 7 – 8 years’,
G.E. Elias, Chairman Board member B 2016 calculated and determined in the manner as
A.C.M. Goede Board member B 2017 described hereinafter.
R. de Paus Board member B 2015
M. van der Plank Board member B 2014
G.-J. Kramer* Board member A 2017
* In capacity as a member of the Supervisory Board of Fugro.

b. The percentage of the dividend for the financing 36.6 After application of paragraphs 2 to 5 no further
preference shares of each or for the convertible distribution of shall be made on the protective
financing preference shares of each series, as the preference shares, the financing preference
case may be, shall be calculated by taking the shares or the convertible financing preference
arithmetic mean of the average effective return shares.
on the aforesaid loans, as published by 36.7 Of any profit remaining after application of the
Bloomberg, or if Bloomberg does not publish paragraphs 2 to 5 such amount shall be
this information, by Reuters, for the last five allocated to the reserves by the Board of
stock market trading days preceding the day of Management with the approval of the
the first issue of financing preference shares of Supervisory Board as the Board of Management
the respective series or the convertible financing shall deem necessary. Insofar as the profit is not
preference shares of the respective series, as the allocated to the reserves pursuant to the
case may be, or preceding the day on which the provisions of the preceding sentence, it shall be
dividend percentage is adjusted, increased or at the disposal of the General Meeting of
decreased, if applicable, by a mark-up or Shareholders either for allocation in whole or in
mark-down set by the Board of Management part to the reserves or for distribution in whole
upon issue and approved by the Supervisory or in part to the holders of ordinary shares pro
Board of at most two percentage points, rata to the aggregate amount of their ordinary
depending on the market conditions then shares.
obtaining, which mark-up or mark-down may
differ for each series, or, if Reuters does not 10.5 Proposal regarding the appropriation
publish this information or if such state loan and of profit
information source that is or are most In accordance with article 36 of the Articles of
comparable thereto as to be determined by the Association, it shall be proposed to the Annual General
board of Management and approved by the Meeting on 6 May 2014 that the net result of EUR 428.3
Supervisory Board. million be appropriated as follows: EUR 121.2 million
36.4 If in any financial year the profit is insufficient to (EUR 1.50 per share) as dividend to holders of
make the distributions referred to above in (certificates of) ordinary shares, to be paid either in cash
paragraph 3 of this article, then in subsequent or in (certificates of) ordinary shares, and the remaining
financial years the provisions of paragraph 3 EUR 307.1 million to be allocated to the reserves.
shall not apply until the deficit has been made The dividend proposal is stated on page 25 and also on
good and until the provisions of paragraph 3 page 81 of the Report of the Supervisory Board.
have been applied or until the Board of
Management, with the approval of the
Supervisory Board, resolves to charge an
amount equal to the deficit to the freely
distributable reserves, with the exception of the
reserves which have been set aside as share
premium upon the issue of financing preference
shares or convertible financing preference
shares.
36.5 If the first issue of financing preference shares or
convertible financing preference shares of a
series takes place during the course of a
financial year, the dividend for that financial
year on the respective series of financing
preference shares or convertible financing
preference shares shall be decreased
proportionately up to the first day of such issue.

REPORT OF STICHTING ADMINISTRATIEKANTOOR FUGRO (‘TRUST OFFICE’)
In accordance with article 19 of the administration terms All the Trust Office’s Board members are independent
and conditions of the Trust Office and best practice of Fugro. The Board may offer holders of certificates the
provision IV.2.6 of the Corporate Governance Code, opportunity to recommend candidates for appointment
the undersigned issues the following report to the holders to the Board. The voting policy of the Trust Office has
of certificates of ordinary shares in the share capital of been laid down in a document that can be found on the
Fugro N.V. (‘Fugro’). website: www.fugro.com/corporate/admkantoor.asp.
The Trust Office is authorised to accept voting
During the 2013 reporting year all the Trust Office’s instructions from holders of certificates and to cast
activities were related to the administration of ordinary these votes during a general meeting of Fugro.
shares against which certificates have been issued.
The Board attended the annual general meeting of Fugro
During 2013 the Board met four times. In the meeting of held on 8 May 2013 as well as the extraordinary general
25 March the Board was updated by the chairmen of the meeting on 27 November 2013. In the annual general
Supervisory Board and the Board of Management on the meeting the Trust Office represented 37% of the votes
actions and developments following the receipt of a cast and in the extraordinary general meeting the Trust
whistleblower letter regarding elements of the company’s Office represented 29.6% of the votes cast. The Trust
financial reporting as set forth in Fugro’s annual report Office voted in favour of all the proposals submitted to
2012. The meeting of 18 April was dedicated, among both meetings. In accordance with the administration
other things, to the preparation for the annual general terms and conditions, holders of certificates were offered
meeting of Fugro on 8 May. In this meeting it was also the opportunity to vote, in accordance with their own
decided to adopt small amendments to some of the opinion, as authorised representatives of the Trust Office.
administration terms and conditions of the Trust Office in This opportunity was taken by holders of certificates
order to align these terms and conditions with changes in representing 55.7% of the votes cast at the annual general
legislation and Fugro’s articles of association. After meeting and by holders of certificates representing 61.5%
approval had been obtained from Fugro and Euronext of the votes cast at the extraordinary general meeting.
Amsterdam N.V. these amendments became effective as
from 4 June 2013. The meeting of 13 September 2013, In accordance with the roster, Mr. L.P.E.M. van den Boom
after the publication of Fugro’s half-yearly results, and Mr. J.A.W.M. van Rooijen stepped down as members
was dedicated, among other things, to general business of the Trust Office’s Board on 30 June 2013. The previous
developments. In both meetings in March and September, report of the Trust Office stated that the Board intended
it was also discussed whether it would be necessary or reappointing Messrs. Van den Boom and Van Rooijen as
useful to convene a meeting of holders of certificates. Board members for a period of four years. In accordance
Both times it was decided that at the moment this was not with article 4.3 of the articles of association, the Board
the case. Prior to both meetings the Board discussed with offered holders of certificates who represent at least 15%
members of the Board of Management and the of the issued certificates the opportunity to request, until
Supervisory Board of Fugro the activities and 8 April 2013, that the Board convenes a meeting of
performance of Fugro on the basis of the annual report holders of certificates in order to recommend a candidate
2012 and the half-yearly report 2013 respectively. to the Trust Office’s Board. As no request for a meeting of
Corporate Governance within Fugro and the Trust Office holders of certificates was submitted, in its meeting of
was also discussed in the meetings. At the meeting of 18 April 2013 the Board, in accordance with its
16 October the Board was informed of the proposal to announced intention, reappointed Messrs. Van den Boom
appoint Mr. P.A.H. Verhagen to the Board of Management and Van Rooijen as members of the Board for a period of
of Fugro at an extraordinary general meeting that would four years.
be held on 27 November. After careful consideration the
Board decided that it in principle would vote in favour of In accordance with the roster no members of the Trust
the appointment of Mr. Verhagen. Office’s Board will step down in 2014.

At present the Board of the Trust Office comprises:
1. Mr. R. van der Vlist, Chairman
2. Mr. L.P.E.M. van den Boom
3. Mr. J.F. van Duyne
4. Mr. J.A.W.M. van Rooijen
Mr. Van der Vlist was Company Secretary of N.V.

Koninklijke Nederlandsche Petroleum Maatschappij.
Mr. Van den Boom was a member of the Board of
Management of NIB Capital Bank N.V. and he is a
Senior Partner of PARK Corporate Finance.
Mr. Van Duyne was Chairman of the Board of
Management of Koninklijke Hoogovens N.V.
and afterwards joint Chief Executive Officer of
Corus Group PLC.
Mr. Van Rooijen was, amongst others, Chairman of KPMG
Corporate finance N.V. and member (CFO) of the Board of
Management of KPMG Holding N.V.
In 2013 the total remuneration of the members of the

Board amounted to EUR 31,000 and the total costs of the
Trust Office amounted to EUR 118,286.
On 31 December 2013, 83,358,125 ordinary shares with

a nominal value of EUR 0.05 were in administration
against which 83,358,125 certificates of ordinary shares
had been issued. During the financial year 12,005
certificates were exchanged into ordinary shares and
735,703 ordinary shares were exchanged into certificates.
A total number of 1,698,687 certificates of ordinary
shares was issued as a result of the stock dividend.
The activities related to the administration of the shares

are carried out by the administrator of the Trust Office:
Administratiekantoor van het Algemeen Administratie-
en Trustkantoor B.V. in Amsterdam, The Netherlands.
The Trust Office’s address is: Veurse Achterweg 10,

2264 SG Leidschendam, The Netherlands.
Leidschendam, 10 February 2014
The Board

HISTORICAL REVIEW
IFRS 2013 5)* IFRS 2012 5)* IFRS 2011 IFRS 2010 IFRS 2009 IFRS 2008
Income and expenses (x EUR 1,000)

Revenue 2,423,971 2,164,996 1,858,043 2,280,391 2,052,988 2,154,474
Third party costs 1,003,441 793,250 617,107 765,587 624,413 722,321
Net revenue own services
(revenue less third party costs) 1,420,530 1,371,746 1,240,936 1,514,804 1,428,575 1,432,153
Results from operating activities (EBIT) 2) 267,020 306,624 352,016 351,479 367,422 385,732
EBITDA 457,438 465,368 481,925 561,083 551,130 535,178
Cash flow 404,271 400,148 431,495 489,757 456,773 438,902
Net result (including discontinued operations) 2) 428,303 289,745 287,595 272,219 263,410 283,412
Net result for continuing operations 224,230 231,535 293,911 – – –
■
Balance sheet (x EUR 1,000)
Property, plant and equipment 1,129,920 1,065,873 981,104 1,291,314 1,043,227 859,088
Investments 318,767 261,687 359,238 446,755 330,244 337,469
of which in acquisitions 65,427 3,371 117,500 2,931 9,882 14,423
Depreciation of property, plant and equipment 179,036 155,619 127,196 201,493 173,593 140,429
Net current assets 1) 413,446 264,477 521,017 253,186 140,301 56,060
Total assets 3,630,602 4,169,716 3,861,595 3,089,991 2,366,317 2,123,306
Provisions 225 1,165 4,215 5,204 6,240 13,155
Loans and borrowings 689,023 1,166,734 1,215,173 590,862 441,339 395,384
Equity attributable to owners of the company 1) 2,024,971 1,956,729 1,655,785 1,508,318 1,187,731 928,329
■
Key ratios (in %) 2)
Results from operating activities (EBIT)/revenue 11.0 14.2 18.9 15.4 17.9 17.9
Profit/revenue 9.3 10.7 15.8 11.9 12.8 13.2
Profit/net revenue own services 15.8 16.9 23.7 18.0 18.4 19.8
Profit/average capital and reserves 1) 11.3 12.8 18.6 22.3 24.9 34.8
Total equity/total assets 1) 58.1 47.4 43.4 49.3 50.7 44.1
Interest cover 22.4 17.1 48.9 29.0 47.8 13.9
■
Data per share (x EUR 1.–) 2) 4)
Equity attributable to owners of the Company 1) 23.94 23.62 20.34 18.79 15.08 12.12
Results from operating activities (EBIT) 3) 3.30 3.82 4.44 4.49 4.82 5.29
Cash flow 3) 5.00 4.99 5.45 6.25 5.99 6.01
Net result 3) 5.29 3.61 3.63 3.47 3.46 3.88
Dividend paid in year under review 6) 1.50 1.50 1.50 1.50 1.50 1.25
One-off extra dividend on connection with the
divestment of the majority of the Geoscience
business 0.50
■
Share price (x EUR 1.–) 4)
Year-end share price 43.32 44.52 44.895 61.50 40.26 20.485
Highest share price 48.81 57.88 63.53 62.06 41.85 59.95
Lowest share price 35.24 37.65 34.47 37.095 19.085 19.32
■
Number of employees
At year-end 12,591 12,165 11.495 13,463 13,482 13,627
■
Shares in issue (x 1,000) 4)
Of nominal EUR 0.05 at year-end 84,573 82,844 81,393 80,270 78,772 76,608
1) As of 2002 no accrued dividend has been incorporated.

2) For 2002 and earlier years, before amortisation of goodwill.
3) Unlike preceding years the figures as from the year 1999 have been calculated based upon the weighted average number of outstanding shares.

Dutch GAAP Dutch GAAP Dutch GAAP Dutch GAAP Dutch GAAP
IFRS 2007 IFRS 2006 IFRS 2005 IFRS 2004 IFRS 2003 2002 2001 2000 1999 1998
1,802,730 1,434,319 1,160,615 1,008,008 822,372 945,899 909,817 712,934 546,760 578,207
604,855 503,096 405,701 364,644 273,372 328,401 331,685 250,132 176,067 197,258
1,197,875 931,223 754,914 643,364 549,000 617,498 578,132 462,765 370,648 380,948
324,813 211,567 144,070 104,236 63,272 111,873 98,470 73,697 61,805 61,669
439,590 295,948 218,833 177,453 124,056 158,814 142,039 113,269 98,334 97,926
337,106 226,130 176,093 125,802 80,480 119,161 105,301 85,596 77,233 74,057
216,213 141,011 99,412 49,317 18,872 72,220 61,732 46,024 40,704 37,800
– – – – – – – – – –
599,298 412,232 262,759 232,956 268,801 192,293 163,298 120,526 114,035 108,181
299,699 203,944 90,414 71,028 123,983 100,036 89,352 49,008 37,301 61,487
8,666 21,041 10,057 2,296 70,888 24,852 11,196 3,686 9,257 6,081
107,684 78,169 69,445 66,139 54,004 46,941 43,569 39,572 36,529 36,257
171,347 150,733 222,485 (95,348) 114,852 129,071 (50,514) 92,269 15,066 7,170
1,700,130 1,405,698 1,138,660 983,350 1,056,003 793,245 814,772 474,741 380,495 338,021
16,278 13,888 398 1,075 584 12,706 8,056 6,746 10,573 8,894
449,957 341,997 300,753 184,268 431,895 273,520 121,450 120,713 23,234 24,368
699,989 562,417 465,460 223,913 211,196 271,698 244,660 101,453 107,909 90,575
18.0 14.8 12.9 10.3 9.2 11.8 10.8 10.3 11.3 10.7
12.0 9.8 8.6 4.9 2.3 7.6 6.8 6.5 7.4 6.5
18.0 15.1 13.2 7.7 8.3 11.7 10.7 9.9 11.0 9.9
34.3 27.4 28.8 22.7 17.6 27.4 35.7 45.4 41.0 45.0
41.6 40.2 41.3 23.2 20.2 34.6 30.4 22.1 29.3 27.9
13.1 10.9 7.2 3.7 2.2 6.1 7.8 8.1 13.1 12.1
9.94 8.08 6.76 3.60 3.48 4.57 4.17 2.10 2.29 1.91
4.67 3.08 2.18 1.76 1.09 1.95 1.86 1.48 1.27 1.30
4.84 3.29 2.67 2.12 1.39 2.08 1.98 1.72 1.59 1.56
3.11 2.05 1.51 0.83 0.33 1.26 1.16 0.92 0.84 0.80
0.83 0.60 0.48 0.48 0.46 0.46 0.40 0.34 0.31 0.28
52.80 36.20 27.13 15.35 10.20 10.78 12.53 17.19 9.23 4.99
62.00 36.64 27.40 16.41 12.86 16.50 18.91 17.81 9.98 10.99
34.91 27.13 15.14 10.05 6.13 9.88 10.75 9.31 4.10 4.06
11,472 9,837 8,534 7,615 8,472 6,923 6,953 5,756 5,114 5,136
70,421 69,582 68,825 62,192 60,664 59,449 58,679 51,048 50,449 48,682
4) As a result of the share split (4:1) in 2005, the historical figures have been restated.
5) On a continued basis, unless otherwise stated.
6) Including a one off extra dividend of EUR 0.50 in 2013
* Including effect charge of presentation multi-client data libraries.

GLOSSARY
Technical terms Footprint a measurement of the size, effect that

something has.
2D (two dimensional) a shape that only has two
dimensions (such as width and height) and no thickness. Gas hydrates mixture of semi-solid methane gas and
water molecules that are created by water pressure and
2D Seismic acoustic measuring technology which uses cold temperatures found deep in the ocean.
single vessel-towed hydrophone streamers. This
technique generates a 2-D cross-Article of the deep Geophysics the mapping of subterranean soil
seabed and is used primarily when initially searching characteristics using non-invasive techniques such as
for the presence of oil or gas reservoirs. sound.
3D (three dimensional) an object that has height, Geoscience a range of scientific disciplines (geology,
width and depth, like any object in the real world. geophysics, petroleum engineering, bio stratification,
geochemistry, etc.) related to the study of rocks, fossils
3D Seismic acoustic measuring technology which uses and fluids.
multiple vessel-towed long hydrophone streamers.
This technique generates a 3D model of the deep seabed Geotechnics the determination of subterranean soil
and is used to locate and analyse oil and gas reservoirs. characteristics using invasive techniques such as probing,
drilling and sampling.
AUV (autonomous underwater vehicle) an
unmanned submersible launched from a ‘mother-vessel’ Glonass global navigation satellite system.
but not connected to it via a cable. Propulsion and control
are autonomous and use pre-defined mission protocols. GPS (global positioning system) a system of
satellites, computers, and receivers that is able to
Bathymetry the study of underwaterdepth of lake or determine the latitude and longitude of a receiver on
ocean floors. Underwater equivalent of topography. Earth by calculating the time difference for signals from
different satellites to reach the receiver.
Brent crude a major trading classification of sweet light
crude oil that serves as a major benchmark price for Gravity precision gravity measurements to detect
purchases of oil worldwide. Brent Crude is sourced from geological and other anomalies.
the North Sea.
HSE health, safety and environment.
Construction Support offshore services related to the
installation and construction of structures such as HSSE health, safety, security and environment.
pipelines, drilling platforms and other oil and gas related
infrastructure, usually involving the use of ROVs. In situ in the original situation, position.
CPT cone penetration test(ing). IRM (inspection, repair, maintenance) IRM services
are a core service of Fugro’s subsea services portfolio.
CPT truck a truck that can be used for estimation of soil
type and soil properties. Jack-up platform Self-elevating platform. The buoyant
hull is fitted with a number of movable legs, capable of
DGPS (differential global positioning system) a raising its hull over the surface of the sea.
GPS based positioning system using territorial reference
points to enhance accuracy. JIP joint industry project.
EM (Electromagnetic) having magnetic and electrical QHSSE quality, health, safety, security and
parts. environment.
FLI-MAP ® Fugro’s airborne laser scanning system for LiDAR a measuring system based on laser technology
obtaining highly accurate topographic data. that can make extremely accurate recordings from an
aircraft.
LNG liquefied natural gas. WTI (West Texas Intermediate) a crude oil
benchmark.
M&A (mergers and acquisitions) the activity of
combining with or buying another company or advising Financial terms
another company on how to do this.
Capital employed total assets minus current liabilities,
Metocean meteorological and oceanographic. full year average (excluding assets and liabilities
classified as held for sale).
Multi-client data data collected at own risk and
expense and sold to multiple clients. Cash fl ow the profit for the period attributable to equity
holders of the company plus depreciation, amortisation of
NOC national oil company. intangible fi xed assets and minority interest.
Node autonomous battery powered component Dividend yield dividend as a percentage of the
recording device deployed bij ROV. (average) share price.
OBN ocean bottom node. EBIT result from operating activities.
OBC ocean bottom cable. EBITDA result from operating activities before
depreciation and amortisation.
OHSAS a British standard for occupational health and
safety management systems. It is widely seen as the Gearing loans and borrowings plus bank overdraft
world’s most recognized occupational health and safety minus cash and cash equivalents, divided by shareholders
management systems standard. equity.
PRM permanent reservoir monitoring. Interest cover result from operating activities (EBIT)
compared with the net interest charges.
ROV (Remotely Operated Vehicle) unmanned
submersible launched from a vessel and equipped with KPI (Key Performing Indicator) an indicator that
measuring and manipulation equipment. A cable to the shows what a situation is like or how it is changing.
mother-vessel provides power, video and data
communication. Net debt comprises loans and borrowings, bank
overdraft, bank guarantees minus cash and cash
Saturation diving a method of prolonged diving, using equivalents.
an underwater habitat to allow divers to remain in the
high-pressure environment of the ocean depths long Net profi t margin profit as a percentage of revenue.
enough for their body tissues to become saturated with
the inert components of the pressurized gas mixture that NOPAT net operating profit after tax.
they breathe: when this condition is reached, the amount
of time required for decompression remains the same, Pay-out ratio of the net result the pay-out ratio of the
whether the dive lasts a day, a week, or a month. net result is defined as proposed dividend, multiplied by
the number of shares entitled to dividend, divided by one
Starfi x DGPS positioning system, specifically for use thousand, divided by the net result.
offshore. This system is intended for the professional user
and, in addition to a high degree of accuracy, is equipped Private placement long-term financing (7 – 15 years),
with a wide range of data analysis and quality control entered into in May 2002 and in August 2011 via private
possibilities. placements with American and British institutional
investors.
Work class ROV large remotely operated vehicle with
the ability to operate multiple tools and sensors. With Return on capital employed NOPAT/full year average
their ability to operate across the depth range required by capital employed.
the client base, these systems operate in support of subsea
operations across all business line segments. Solvency shareholders’ equity as a percentage of the
balance sheet total.

Colophon
Fugro N.V.
Veurse Achterweg 10
2264 SG Leidschendam
The Netherlands
T +31 (0)70 3111422
F +31 (0)70 3202703
E [email protected]
Realisation:
Domani B.V. Weesp
Photography and images:

Fugro N.V.
Karen Kaper
Fugro has endeavoured to fulfil all legal requirements

related to copyright. Anyone who, despite this, is of
the opinion that other copyright regulations could
be applicable should contact Fugro.
A Dutch summary version of this annual report

is available. In matters of any misinterpretation
the English annual report will prevail.

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FUGRO N.V.

ANNUAL REPORT 2013

Cautionary statement regarding forward-looking statements

Message from the chairman 4 Theme pages: Our drivers to success 44

Fugro at a glance 6 Corporate Social Responsibility 60

Proﬁle and strategy 10

Report of the Board of Management 18 Corporate Governance 93

ANNUAL REPORT 2013

FUGRO N.V. ANNUAL REPORT 2013 3

4 Message from the Chairman FUGRO N.V. ANNUAL REPORT 2013

Market leadership Innovation & People Delivery excellence

Standards Multi-market exposure Organic growth plus Global coverage

FUGRO N.V. ANNUAL REPORT 2013 5

Present in over 60 countries with close to 250 ofﬁces

6 Fugro at a glance FUGRO N.V. ANNUAL REPORT 2013

Continued Continued and discontinued

■ Earnings per share was EUR 2.77 (2012: EUR 2.89).

■ Backlog at the beginning of 2014 is EUR 1,800.8 million,

■ Fugro’s ﬁ nancial position is solid with a net debt to

FUGRO N.V. ANNUAL REPORT 2013 Fugro at a glance 7

Result (x EUR million)

Capital (x EUR million)

Assets (x EUR million)

Data per share (x EUR 1.–)

Other key data

1 Attributable to owners of the company.

8 Fugro at a glance FUGRO N.V. ANNUAL REPORT 2013

Revenue (including multi-client) EBIT

2,400 2,400 2,437 500

2011 2012 2013 2011 2012 2013

Net result Cash ﬂow

300 294 288 290 300

2011 2012 2013 2011 2012 2013

KEY FIGURES 2016 TARGETS (EXCLUDING MULTI-CLIENT)

(x EUR million) 2013 Change % 2012

Revenue 2,307.2 7 2,165.0

FUGRO N.V. ANNUAL REPORT 2013 Fugro at a glance 9

VISION AND MISSION ■ Geoscience, which provides seabed geophysical

10 Proﬁ le and strategy FUGRO N.V. ANNUAL REPORT 2013

FUGRO N.V. ANNUAL REPORT 2013 Proﬁ le and strategy 11

Subsea Services division The resulting data on hydrocarbon prospects, reservoir

12 Proﬁ le and strategy FUGRO N.V. ANNUAL REPORT 2013

regarding governance, compliance and corporate

■ The need to adjust the organisational set-up in light 2012 2016

of Fugro’s growth ambition

FUGRO N.V. ANNUAL REPORT 2013 Proﬁ le and strategy 13

Dividend pay-out as per policy remains at 35% to 55% of

Strategy: ‘Growth through Leadership’

In terms of organisation, the goal is to strengthen

14 Proﬁ le and strategy FUGRO N.V. ANNUAL REPORT 2013

FUGRO N.V. ANNUAL REPORT 2013 Proﬁ le and strategy 15

Strategic highlights per division

Geotechnical division: continued growth Subsea Services division: refocus on proﬁtability

Survey division: accelerated growth Geoscience division (Seabed Geosolutions)

16 Proﬁ le and strategy FUGRO N.V. ANNUAL REPORT 2013