Frequently Asked Questions

• A growing geographic imbalance exists, both at a regional as well global level, between the areas of production and (industrial) consumption of oil and gas products and chemicals. As a result, there is a robust demand for the physical transportation and efficient and safe storage and handling of these products. This has led to a growing demand for solid infrastructures in order to seamlessly link up the logistics networks of producers, traders and distributors. The need for storage and handling services at critical locations is further intensified by new players in the market, the liberalization of previously closed economies and a demand that is increasingly becoming more specific for each country. Independent storage and handling facilities can reduce the pressure on logistics systems and contribute towards the reliability and efficiency of regional and global supply chains. The most important requirements for storage are the right logistic locations, a strong focus on sustainability and safety, reliable and efficient services, and the possibility of anticipating changes to the required efficient service in a flexible manner.
• Customers include among others large oil majors and national oil companies, with whom we cooperate in long-term relations. Although Vopak’s services are a small part of our customers supply chain, our contribution to the efficiency of the supply chain can be often significant.
• Vopak often works with long-term contracts stating the agreed number of yearly throughputs allow customers access to one or more tanks at a fixed service fee. In addition, Vopak may charge various handling fees, for example related to blending and the loading and unloading of barges and trucks or trains. Also additional fees might apply above the agreed number of throughputs. Contract durations are robust (45% > 3yr; 81% > 1yr).

• Geographical imbalances in production and consumption are increasing due to new, world-scale oil and bulk chemical production capacity being built in locations such as the Middle East and Singapore for export to the rest of the world.
• More and more countries and states are setting individual specifications for products such as motor fuels. This creates a need for blending services and separate storage of these products as well as the storage of special fuel components.
• A growing demand for environmentally friendlier fuels.
• Liberalization of some previously closed economies, such as in Indonesia, which are raising restrictions and opening-up local markets to world trade.

Vopak’s mission is to make a sustainable contribution to ensure more efficient logistics processes by being the leading provider of an independent, optimum terminal infrastructure at locations that are critical to Vopak’s customers in all regions of the world. To achieve our mission, we shall continue to invest in the further growth of our global network, in our customer service and in continuous operational improvements.

Vopak has developed a strategy to realize that mission. This strategy rests on three pillars:

• customer leadership: to be leading in the field of customer service at all terminals;
• operational excellence leadership: to be the safest and most sustainable and efficient terminal operator by continuously improving our operational processes;
• growth leadership: to be the fastest growing in selected markets by:
• improving and expanding existing terminals;
• developing terminals at new locations;
• collaborating with and acquiring companies;
• building terminals for new products and markets, such as LNG and biofuels.

Vopak’s strategy is executed through focused strategic initiatives and internal ‘excellence programs’ for the further improvement of existing operational processes. All this is supported by an ongoing evaluation process of possible changes to worldwide product flows, intensive collaboration with clients, sharing knowledge within the Vopak network at a global level, strategic collaboration with various partners and consulting experts in wide-ranging areas for improvement.

Vopak was formed through a merger of Koninklijke Van Ommeren N.V. and Koninklijke Pakhoed N.V. in 1999. On 22 April 2002 Vopak completed a strategic review as announced on January 28, 2002. Based on a comprehensive evaluation of all strategic alternatives it was management's preliminary conclusion that it was in the best interest of Vopak and all its stakeholders that the chemical distribution activities were split-off into a separately listed Dutch company called Univar. In this scenario Vopak has continued with tank storage and related logistics activities since July 1 2002.

Read more about our history

Baring exceptional circumstances, the principle underlying Vopak’s dividend policy is the intention to pay an annual cash dividend of 25% to 40% of the net profit excluding exceptional items attributable to holders of ordinary shares.

The net profit excluding exceptional items that forms the basis for dividend payments may be adjusted for the financial effects of one-off events, such as changes in accounting policies, acquisitions, reorganisations, etc.

In setting the amount of the dividend, account is taken not only of the company's desirable capital ratios and financing structure, but also of the flexibility it requires to successfully pursue its growth strategy. At same time, Vopak seeks to assure its shareholders of a stable trend in dividends.

Read more about dividend.