Infrastructure and the Physical Living Environment

The Netherlands faces a substantial and ongoing investment challenge in infrastructure, mobility and spatial development. From maintaining ageing assets such as bridges, quay walls and water defences, to delivering large-scale programmes in housing and urban development, execution capacity and coordination are critical.

Team EIFFEL plays a key role in enabling these programmes. By combining project and process management, engineering expertise and regulatory knowledge, we ensure that complex infrastructure projects remain controllable, predictable and deliverable.

Our multidisciplinary approach allows us to connect technical design, stakeholder management, contract management and project control into one integrated delivery model, reducing risk and increasing execution certainty.

Energy Transition

The energy transition is one of the most complex societal transformations of our time. It requires large-scale investments, long-term planning and coordination across public and private stakeholders, while operating under increasing regulatory and financial constraints.

Team EIFFEL supports organisations in both shaping and executing this transition. We combine expertise in engineering, project management, legal frameworks and financial structuring to accelerate the development and delivery of energy infrastructure and sustainable solutions.

By integrating these disciplines, we help clients move from ambition to execution, ensuring that projects are not only designed, but also realised.

Legal and Regulatory Complexity

Governments and regulated industries are operating in an environment of increasing legal complexity and public scrutiny. New legislation, transparency requirements and societal pressure require organisations to act with precision, speed and accountability.

Team EIFFEL supports clients in managing this complexity. Our legal professionals combine deep domain expertise with a pragmatic, execution-oriented approach and technology as a smart assistant. We assist in handling complex case portfolios, improving legal processes and ensuring compliance with evolving regulations.

In addition, we increasingly support organisations in structuring and standardising legal work, enabling greater efficiency and consistency in high-volume environments.

Financial Crime and Compliance

The financial sector and other regulated industries are facing growing pressure to detect, prevent and manage financial crime. Regulatory requirements continue to increase, while the nature of risks becomes more complex and data-driven.

Team EIFFEL supports financial institutions and large organisations in strengthening their compliance and risk management capabilities. We deploy specialised teams to execute large-scale programmes in areas such as Know Your Customer (KYC), transaction monitoring and remediation.

By combining domain expertise, operational capacity and data-driven approaches, we help organisations improve both effectiveness and efficiency in managing financial risks.

Business Operations and Performance Improvement

Organisations across sectors are under pressure to improve performance, increase efficiency and remain compliant, while continuing to deliver day-to-day operations.

Team EIFFEL supports these organisations at the intersection of advisory and execution. We design and implement improvements in areas such as finance, risk, governance, supply chain and data-driven decision-making.

Increasingly, we deliver these services through integrated solutions and managed services models, taking responsibility not only for advice, but also for implementation and results.

Across all our services, technology is becoming an integral part of how value is delivered. Data, analytics and artificial intelligence are embedded into our ways of working to enhance productivity, standardise processes and improve decision-making.

Rather than offering standalone technology solutions, Team EIFFEL focuses on embedding technology within its domain expertise. This enables the development of repeatable approaches, improved quality and more predictable outcomes for clients.

Add-ons in 2025

In 2025 we added one company to the Team EIFFEL portfolio: Wepro.

With the addition of Wepro, Team EIFFEL strengthened its position in the Dutch engineering consultancy market and took an important next step in expanding its Engineering & Projectmanagement capabilities. Founded in 1998 and headquartered in Wageningen, Wepro has built a strong reputation as a specialised consulting and engineering firm with deep expertise in mechanical engineering, electrical engineering, installation engineering, energy, infrastructure and civil engineering.

Wepro brings a solid and well‑established network of highly qualified consultants who operate at the heart of complex technical and societal challenges. Their experience and domain knowledge further enhance Team EIFFEL’s ability to support clients in the fields of infrastructure development, energy transition and the physical living environment. By combining Wepro’s technical engineering expertise with Team EIFFEL’s multidisciplinary consulting and project management capabilities, the Group is able to deliver more integrated and scalable solutions to clients.

Strengthening commercial execution

A key priority in 2025 was the improvement of commercial effectiveness. A dedicated sales excellence programme was implemented, leading to:

• increased number of client interactions

• improved billability through stronger commercial execution

• better utilisation of large framework contracts, particularly within the public sector

• optimisation of business and staff teams through cost efficiency measures

• better alignment between demand and available capacity

These improvements contributed to a more efficient and resilient organisation and improved performance during the year, despite continued pressure on market demand and less dependent on volume growth alone.

Further progress was made in aligning the organisation to support a more integrated way of working. The continued integration of labels into four Business Lines (Engineering & Projectmanagement, Legal Advisory, Finance Advisory, Financial Services) has improved focus, accountability and collaboration. It formed the basis for a further streamlined structure with three Business Lines introduced in 2026.

A scalable operating model

Team EIFFEL continues to operate through a combination of decentralised execution and centralised enablement. Business Units remain close to clients and markets, ensuring flexibility and ownership. At the same time, central capabilities, such as IT & Technology, HR and commercial support, are further developed to increase consistency and productivity across the organisation.

In 2025, steps were taken to strengthen governance, improve alignment and introduce more standardised ways of working, supporting the organisation’s ability to scale. This included:

• further integration of acquired companies into a unified organisational structure

• investments in technology and data capabilities, including the appointment of a Head of AI and the development of AI-enabled applications within service delivery

• strengthening central functions to support scalability and consistency

Positioned for the next phase

The actions taken in 2025 have strengthened Team EIFFEL’s position in a challenging market. By improving commercial performance, enhancing organisational alignment and investing in future capabilities, the organisation has laid the groundwork for further development with a renewed strategy from 2026 onwards: evolving our model towards integrated, technology-enabled solutions that deliver measurable outcomes for clients.

Talent as a strategic asset

The scarcity of qualified professionals and the increasing demand for multidisciplinary capabilities require a more deliberate approach to talent.

At Team EIFFEL, we focus on identifying and developing professionals not only based on experience, but on their ability to learn, adapt and perform in complex environments. This includes the capability to work across domains, apply technology effectively and take ownership of outcomes.

By organising talent around skills, potential and development rather than fixed roles alone, we create a more flexible and future-proof workforce.

Talent Acquisition

Attracting the right talent is essential to sustaining growth and maintaining quality. Through our Talent Hub, we position Team EIFFEL as a single entry point for talent, providing visibility across domains, brands and career paths. This supports both efficiency in recruitment and a consistent employer proposition.

In a competitive labour market, our focus is on attracting individuals who combine domain expertise with a strong learning mindset and the ambition to contribute to multidisciplinary teams.

Talent Development

Continuous development is a core element of our People Strategy. The Team EIFFEL Academy provides a structured and scalable platform for professional growth. The Academy integrates:

• domain-specific expertise

• soft skills and leadership development

• coaching and performance support

• tech & AI development

This enables professionals to continuously develop their capabilities in line with both client demand and strategic priorities. Our “Team of Teams” model supports collaboration, knowledge sharing and ownership at team level, while the broader organisation provides access to expertise, opportunities and development.

We aim to offer an environment in which professionals can build long-term careers without the need to leave the organisation, by continuously providing new challenges, domains and growth opportunities.

Values and culture

Our culture is guided by four core values:

• Together – We believe that collective strength drives individual growth

• Impact – We focus on contributing to meaningful societal challenges

• Fun – We foster an environment that combines performance with energy and engagement

• Winning – We strive for excellence and continuous improvement, the mentality of ‘playing to win’

These values define how we work together, how we engage with clients and how we develop our people.

Diversity and Inclusion

Team EIFFEL regards diversity and inclusion as an essential driver for sustainable long‑term value creation, effective leadership and sound decision‑making. A diverse and inclusive leadership composition contributes to a broader range of perspectives, strengthens collaboration across teams and supports innovation within the Group. Team EIFFEL believes that diversity and inclusion are important conditions for the proper and balanced fulfilment of tasks by senior management, directors and the Management Board, and have a positive effect on professionals, organisational culture and long‑term performance.

With respect to the composition of the Management Board and senior management, Team EIFFEL applies a diversity policy that focuses on achieving and maintaining a balanced mix of gender, background, experience and perspective. Particular emphasis is placed on gender diversity in leadership positions. The objective of this policy is to foster an inclusive culture and to ensure that leadership bodies reflect both the workforce and the society in which Team EIFFEL operates.

The diversity policy is implemented through recruitment, selection and succession planning processes for management and senior leadership positions. When filling leadership roles, candidates are assessed primarily on their skills, experience and leadership qualities, while diversity considerations, including gender balance, are explicitly taken into account.

At the end of the reporting year, the male‑female ratio within senior management and director roles across the business lines was approximately 60/40. This level of gender balance is considered appropriate and representative of the current leadership population within Team EIFFEL and reflects the outcomes of the diversity policy applied during the year. As at 31 December 2025, the Management Board consisted of five members, of whom one was female. Given the limited size of the Management Board, gender diversity is mainly taken into consideration in succession planning and future appointments.

In accordance with Article 3d of the Decree on the Contents of the Management Board Report (Besluit inhoud bestuursverslag) and Articles 2:166 and 2:276 of the Dutch Civil Code, Team EIFFEL applies a gender balance target for leadership positions. The target is to maintain at least the current male‑female ratio of approximately 60/40 within senior management and director roles.

The plan to achieve and maintain this target consists of continued attention to diversity considerations in recruitment, promotion and succession planning for leadership positions, combined with targeted development and retention initiatives. Progress in relation to gender balance is monitored periodically and discussed at management level.

As the stated gender balance target was achieved during the reporting year, no additional corrective measures were required. Team EIFFEL remains committed to maintaining a balanced and diverse composition of its leadership going forward and will continue to monitor developments in this area.

Condensed statement of profit or loss

In 2025, the EBITDA was 25.7 million euros (2024: 37.4 million) and gross profit was 98.8 million euros (2024: 104.6 million). The gross margin was 30.6% (2024: 32.7%) and the EBITDA margin 8.0% (2024: 11.7%). Revenue increased by 2.9 million euros, gross profit decreased by 5.8 million and EBITDA decreased by 11.7 million. Selling and general administrative expenses, excluding depreciation and amortisation, amounted to 73.1 million euros; 22.6% of revenue (2024: 67.2 million; 21.0% of revenue).

The net result for the year of (38.4) million euros (2024: (41.6) million) is in 2025 negatively impacted by depreciation and amortisation of (41.0) million euros (2024: (50.3) million), an impairment of goodwill of 5.1 million euros (2024: 0.0 million) and finance costs of 26.9 million euros (2024: 36.2 million). The depreciation and amortisation is mainly related to the amortisation of customer relations, brand & trade names and the order backlogs that are acquired in acquisitions in total 19.0 million euros (2024: 35.2 million) and the IFRS-16 related depreciation in total 16.8 million euros (2024: 14.1 million). In 2025, the Group recognised an impairment loss on goodwill of 5.1 million euros (2024: 0.0 million) related to the Financial Services cash‑generating unit. The finance costs include interest on bank overdrafts and loans of 21.5 million euros (2024: 22.0 million), interest on IFRS-16 lease liabilities of 3.4 million euros (2024: 2.9 million), capitalised financing expenses of 1.8 million euros (2024: 8.9 million) and other finance costs of 0.2 million euros (2024: 2.5 million).

On 31 December 2025 the Group employed 2,518 direct professionals (31 December 2024: 2,548) and 417 indirect professionals on FTE basis (31 December 2024: 431). Furthermore, the Group had 84 freelancers under contract on a full-time basis as per 31 December 2025 (31 December 2024: 171). An important ratio is the direct-to-indirect ratio (salaried professionals/internal staff) that is 6.0 as per 31 December 2025 (31 December 2024: 5.9).

Cash flows

The cash generated from operations amounted to 35.9 million euros (2024: 35.7 million) and after deducting the interest and income tax paid the net cash inflow from operations activities amounted to 13.0 million euros (2024: 12.5 million).

On 25 April 2025 the Group acquired 100% of the issued share capital of Wepro Group B.V. and and its subsidiaries resulting in a cash outflow from investing activities of 17.2 million euros (2024: 32.8 million). The purchase price has been financed through the the acquisition and capex facility totalling 15.0 million euros and cash of 3.0 million euros.

Net cash outflow from financing activities amounted to 3.8 million euros (2024: net cash inflow of 26.5 million). In addition to the bond, the Group has a revolving credit facility with Rabobank for working capital purposes, consisting of a bank overdraft facility of up to 20.0 million euros and an acquisition and capex facility of up to 20.0 million euros. As at 31 December 2025, only the acquisition and capex facility was used for an amount of 15.0 million euros to finance the acquisition of Wepro. The available bank overdraft facility remained unused as at 31 December 2025. Lease repayments under IFRS 16 amounting to 18.3 million euros (2024: 16.6 million) were presented as part of financing activities.

Financial position

The net debt position concerns interest-bearing debts minus cash and cash equivalents and amounted to 290.9 million euros at 31 December 2025 (31 December 2024: 267.5). Solvency at 31 December 2025 was 27.5% (31 December 2024: 33.1%). Liquidity was 79.4% at 31 December 2025 (31 December 2024: 121.1%).

Outlook

We will continue our growth strategy, meaning that we will focus on organic growth by mainly increasing our share of wallet on the existing top 50 customers. We will also continue to grow through mergers and acquisitions. We will continue with our Talent Acquisition strategy and welcome new hires in 2026. We will further strengthen the HR foundation with data & analytics to better understand and reduce our churn (mainly 1st year churn). Projects in that area are to obtain assignments that better suit the development of the consultants, more development opportunities in general and more flexible employment conditions.

Further strengthening our brand identity and recognition in the market. We will support the business units in their ambition by enhancing the customer experience through targeted campaigns and personalized interactions.

At Team EIFFEL, we will be heading for growth. Rate increases are important alongside smarter use of available resources. Investments within Team EIFFEL will be mainly in L&D, Recruitment and Marketing. We will work more efficiently within the Business Units, further improving the direct/ indirect ratio's. CAPEX investments mainly relate to IT and housing. Whereby for IT, the integration of the various IT-systems is the key element, so that further harmonisation can take place. To determine cash flow requirements, Team EIFFEL uses liquidity forecasts. On a daily basis, we ensure that sufficient liquidity is available from the currently known operating cash flows and available credit facility to cover expected operating costs and meet financial obligations on a going-concern basis.

Inspiration and performance

Team EIFFEL collaborates with a group of (former) elite athletes and coaches who contribute to the development of our professionals. These talent coaches bring experience from the highest level of international sports and translate this into insights on performance, resilience, teamwork and leadership.

Among them are (former) athletes such as Pieter van den Hoogenband, Jens van ‘t Wout and Harrie Lavreysen, as well as a broader group of athletes and coaches across a variety of disciplines.

Through inspiration sessions, coaching and events, they contribute to strengthening the performance culture within Team EIFFEL. The focus is not on sport itself, but on the underlying principles: setting clear goals, dealing with feedback, maintaining discipline and striving for continuous improvement.

Talent development beyond sports

Team EIFFEL also supports athletes in their transition to a professional career outside of sports. Through tailored programmes, athletes are introduced to the business environment, develop new skills and gain access to a professional network.

This initiative reflects our broader expertise in talent development: recognising potential, supporting growth and enabling individuals to perform in new environments.

The integration of top sports contributes to a culture in which performance, teamwork and enjoyment are closely connected. It reinforces the mindset of continuous development and supports the ambition to deliver high-quality results in a demanding environment.

By embedding the principles of top sports within our organisation, Team EIFFEL strengthens its ability to perform consistently and to develop talent in line with its strategic ambitions.

Risk monitoring and control

The internal control framework is based on the widely applied COSO Integrated Internal Control Framework (IICF). Team EIFFEL deploys guidelines and consultation structures, management reporting and internal control measures to manage and monitor risks. These instruments support the achievement of strategic, operational and financial objectives and enable timely adjustments where necessary. As with any system of internal control, these measures provide reasonable, not absolute, assurance.

Key risks

Team EIFFEL distinguishes strategic, operational, financial and compliance risks. In our risk assessment, we consider the likelihood of occurrence and potential impact, and weigh these against the costs and effectiveness of mitigating measures. The extent to which risks are accepted differs per risk category. The risk matrix shows the key risks that Team EIFFEL faces. It shows which risks (may) have the greatest impact on operations and the probability of their occurrence.

Strategic risks

The key strategic risks stem from economic, technological and societal changes. Being able to respond quickly to developments and client knowledge demands is increasingly important for our operations.

Operational risks

Operational risks involve developments that could negatively impact internal processes, employees, clients and systems.

Financial risks

Providing complete, accurate and timely financial and non-financial information is a prerequisite for adequate corporate governance. Reliability of reporting is a prerequisite for effective governance of the organisation and true accountability to stakeholders.

Compliance risks

Non‑compliance with laws and regulations and integrity violations can result in high fines and significant reputation damage. Team EIFFEL strives for an open and transparent culture in which new and amended laws and regulations are translated into policies, processes and systems in a timely manner. Where relevant, specialist advice is obtained from competent experts (e.g., lawyers, tax specialists and auditors that are not responsible for the statutory audit).

Corporate governance statement

This statement is included pursuant to Article 2a(1) of the Decree on the Contents of the Management Board Report (Besluit inhoud bestuursverslag – the “Bib”). Equipe Holdings 3 B.V. is an issuing entity whose securities, other than shares, are admitted to trading on a regulated market as referred to in Section 1:1 of the Dutch Financial Supervision Act (Wet op het financieel toezicht).

The Bib therefore applies to the Company, with the exception of Article 2a(2), Article 3 and Article 3a(b) and (c). As no shares are admitted to trading and the Company does not make use of a multilateral trading facility for shares, the Dutch Corporate Governance Code does not apply to the Company. As a result, the corporate governance statement is limited in scope.

The information required to be included in this statement pursuant to Article 3a of the Bib, insofar as applicable to the Company, can be found in the sections of the 2025 Management Board Report referred to below and is included and repeated in this statement:

• Main features of the internal risk management and control systems relating to the financial reporting process (Article 3a(a) Bib)

  Information concerning the main features of the internal risk management and control systems in connection with the financial reporting process of the Company and the Group is disclosed in the section Risk management of the Management Board Report.

• Diversity policy relating to the composition of the Management Board and senior leadership (Article 3a(d) Bib)

  Information regarding the diversity and inclusion policy, including objectives, implementation and results during the reporting year, as well as the gender balance within senior management and the Management Board, is disclosed in the section Diversity and Inclusion of the Management Board Report.

• Gender balance, targets and progress (Article 3d Bib in conjunction with Articles 2:166 and 2:276 Dutch Civil Code)

  Information concerning the male‑female ratio, applicable gender balance targets, the plan to achieve or maintain such targets and, where applicable, reasons for not attaining targets is included in the section Diversity and Inclusion of the Management Board Report.

The Decree implementing Article 10 of the Dutch Takeover Directive (Besluit artikel 10 Overnamerichtlijn) does not apply to the Company. Consequently, the disclosure requirements of Article 3b of the Bib are not applicable.

Inherent limitations and unforeseen circumstances

Our aim is to reduce the likelihood of errors, wrong decisions and surprises due to unforeseen circumstances as much as possible. However, we cannot provide absolute certainty regarding the achievement of objectives and the impact of risks. It cannot be ruled out that we may be exposed to risks that are currently considered subordinate or are not recognised or insufficiently recognised. Moreover, no system of risk management and internal control can provide absolute assurance against failure to achieve business objectives, or for the complete prevention of loss, fraud and violations of laws and regulations.

Basis for Preparation

Ahead of the formal adoption of the CSRD into national legislation, we have chosen to implement the directive voluntarily. In 2025, Team EIFFEL prepared its sustainability statement in alignment with the European Sustainability Reporting Standards (ESRS), as adopted by the European Commission on 31 July 2023. As our understanding of the ESRS continues to evolve, future reporting periods may include additional clarifications and refinements. Furthermore, alongside the statutory audit of our financial statements, we voluntarily engaged Deloitte as our auditor to provide limited assurance on our sustainability statement.

We report at the level of Equipe Holdings 3 B.V. for the fiscal year that ended on 31 December 2025. The scope of this sustainability report does not differ from the scope of the financial report.

This CSRD report of Equipe Holdings 3 B.V. includes the Company and its subsidiaries (together “Team EIFFEL” or “the Group”). When we say “we”, “our” or “us”, we are referring to Team EIFFEL. No subsidiary entities within Team EIFFEL are exempt from this report, and we have chosen not to use any exemptions provided under Article 29a of Directive 2013/34/EU in the preparation of these sustainability statements. No relevant pieces of information have been omitted for reasons related to classified or sensitive information or intellectual property.

Furthermore, all entities are covered in the scope of the policies mentioned in this report. Where this is not the case, any exceptions are explicitly noted.

This report builds on the substantive feedback received from our auditor on the 2024 statement and incorporates an updated Double Materiality Assessment (DMA), which is now fully conducted in accordance with ESRS requirements to ensure a robust and transparent approach to identifying material topics. The preparation of this sustainability statement was carried out by Team EIFFEL. No external consultants or third parties were engaged in drafting or developing the content or metrics of this report, unless explicitly mentioned in the text. External involvement was limited to the independent assurance activities described in the chapters. Achieving this milestone reflects our ongoing commitment to high-quality, transparent, and reliable sustainability reporting, and we will continue to strengthen our practices as standards and expectations evolve.

The scope of this year's DMA spans all business activities, including internal operations and tier one suppliers and customers in the value chain. We are currently surveying the company's contractual arrangements, the degree of control it exercises over operations outside the scope of consolidation and its buyer power to gather (more) information from actors in its value chain. Any new learnings will be considered in the next DMA.

Disclosures in relation to specific circumstances

We apply the scoping of time as defined by ESRS 1 section 6.4 definition of short-, medium- and long-term for reporting purposes, which is the following:

• Short term – one year: 2026

• Medium term – two to five years: 2027-2030

• Long term: after 2030

These time horizons are also used for our strategic planning regarding material climate-related impacts, risks and opportunities (IRO).

Most quantitative data is derived directly from our internal data systems. Where alternative methods are applied to estimate or extrapolate data, such as for GHG emissions, this may introduce a degree of uncertainty. In such cases, the basis of preparation, the level of accuracy, and planned actions to further improve data quality are clearly disclosed in the detailed explanation of the relevant metric.

As disclosed in the chapter ‘Environment’, Scope 3 upstream emissions are calculated using a spend-based approach (euros), and no Scope 3 downstream emissions are applicable for Team EIFFEL.

When applying reporting requirements, Team EIFFEL is required to make certain judgements and estimates that may affect the reported data. This includes forward-looking information such as ambitions, objectives, targets and expectations. Actual outcomes may differ from these forward-looking statements, which are therefore inherently subject to uncertainty.

Where relevant, quantitative data in this report are accompanied by comparative information from the previous reporting period to support consistency and transparency. If definitions, methodologies or metric scopes have changed, this is explained in the text or in footnotes. Some changes have been made to metrics to fully comply with the ESRS.

This year’s sustainability statement has been prepared with reference to Article 29a of EU Directive 2013/34/EU, including compliance with the requirements of the ESRS. The EU Taxonomy eligibility and alignment assessments are based on the latest applicable EU Taxonomy Delegated Acts adopted by the European Commission and in force as of 8 January 2026, including the Climate, Environmental, and amending Delegated Acts.

In line with ESRS 1, section 9.1, certain sustainability information is provided by means of references to the consolidated financial statements. Where information is sourced from the consolidated financial statements, this is clearly indicated in the text, including a reference to the relevant section. However, if we incorporate information from other references, we copied them in this sustainability statement, including their original reference. This ensures transparency and accessibility of the relevant sustainability information. We have chosen to incorporate some of the strategy and corporate governance disclosures from the cross-cutting standard ESRS 2 in other sections of this report, as the information is best read in close conjunction with other information in these sections.

Team EIFFEL has the following relevant certifications and/or hallmarks for all or some entities: ISO 9001/14001/27001, CO₂ Performance Ladder (level 5), Safety Culture Ladder (level 3), EcoVadis and FSQS-NL. In this sustainability statement, the ESRS serves as our primary guide.

Figure 1: Certifications and quality marks

Strategy

Team EIFFEL is the largest interim, consultancy and project management organisation in the Netherlands. Our strategy is shaped by our long-term ambition to contribute to a future-proof society, while enabling clients to accelerate performance and impact.

Team EIFFEL’s strategic objectives are influenced by a combination of internal ambitions and external expectations, including those of clients, employees, regulators and broader society. Public-sector clients increasingly expect progress, governance and transparency on ESG-related topics. Clients and contractors request stronger support in reducing greenhouse gas emissions (GHG) and improving environmental performance. Employees look to us to create both professional and societal impact.

Our ESG policy is based on three sustainability pillars: Environment, Social and Governance, aligned to selected UN Sustainable Development Goals (SDGs). These SDGs help structure our sustainability focus areas and guide our long-term ambitions.

Double Materiality Assessment 2025

In 2025, Team EIFFEL conducted a renewed DMA as the core of its sustainability strategy. This year, employees were actively involved in the DMA, giving them a direct voice in determining material topics.

Since we conducted the DMA this year in line with the ESRS, the material topics differ this year compared to last year. The DMA is reviewed annually, and if significant developments occur within the organisation, the assessment will be updated accordingly. This year's assessment provides a structured understanding of the topics most relevant to the governance of the organisation, its environment and the society. By being transparent regarding the IROs associated with these topics, the organisation ensures that efforts and resources are directed towards areas of significance. The scope of the DMA spans all business activities, including internal operations and tier one suppliers and customers in the value chain. This includes both supplier relationships in the upstream and customer engagements in the downstream. This comprehensive approach ensures maximum impact for our stakeholders and reinforces the organisation's contribution to a sustainable future.

The Role of the Administrative, Management and Supervisory Bodies

Effective governance and decision-making in the field of sustainability requires a clear understanding of the composition, responsibilities and expertise of the company's administrative, management and supervisory bodies. The term refers to the key governing structures of Team EIFFEL, including those responsible for day-to-day operations (management), overall strategic direction and decision-making (administrative), and oversight and control functions (supervisory).

Team EIFFEL is governed by a Management Board consisting of five members (40% of our Management Board is independent) and a separate Supervisory Board also consisting of five members. These members bring a broad mix of national and international experience across financial services, the staffing and secondment industry, consultancy, private equity, mergers and acquisitions, legal domains, and organisational strategy and growth; areas in which Team EIFFEL operates.

As at 31 December 2025, the gender balance within the Management Board and the Supervisory Board is 1/9 (female/ male), compared to 0/10 (female/ male) as at 31 December 2024. The balance within the Executive Management Team (10 members) at 31 December 2025 is 2/8 (female/ male), compared to 2/8 (female/ male) as at 31 December 2024. Beyond gender, Team EIFFEL also considers age, educational background, international experience and professional expertise when composing its governing bodies, thereby striving to ensure that its administrative, management and supervisory bodies reflect a diverse and experienced leadership structure.

The CWC represents all the employees of Team EIFFEL and consists of employees from the various labels within Team EIFFEL. The CWC maintains regular dialogue with the Management Board, including on sustainability matters. The Chief Human Resources Officer (CHRO) attends four meetings per year with the CWC. Two of them are also attended by the Supervisory Board. Apart from the CWC, employees are not directly represented within governing bodies.

The Management Board has ultimate responsibility for sustainability oversight, setting the strategic direction, approving related targets, and ensuring alignment with the overall business strategy. In 2025, a dedicated Sustainability Steering Committee was established, composed of members of the Management Board, the Quality Department and Reporting. The committee provides guidance, ensures alignment and integration, and reviews progress on material sustainability topics and IROs within the corporate strategy. The committee is informed monthly by the CSRD Project Team, which leads the implementation of ESRS requirements, including the stakeholder analysis, due diligence, and the development of insights into policies, actions, targets and metrics covered in this sustainability statement. The project team is supported by internal ESG subject-matter experts. The board uses the internal ESG subject matter experts for expertise on overall sustainability topics.

Sustainability performance updates and risk assessments are discussed directly within the Sustainability Steering Committee, in which one member of the Management Board participates, ensuring direct Board-level oversight on a monthly basis.

In 2025, Team EIFFEL created the internal department Mergers & Acquisitions (M&A). This department is responsible for the process of acquiring companies. Team EIFFEL considers acquisitions as major transactions. Part of the process is the due diligence (DD) phase. In this phase, review takes place on ‘hard’ subjects like finance, legal and corporate culture and IT, but also on ‘soft’ subjects like culture and employment conditions.

From 2026 onwards, Team EIFFEL will further formalise how its administrative, management and supervisory bodies monitor and review goals related to material IROs. This will include documentation of the oversight process within internal mandates and governance charters, as well as the introduction of specific management controls, procedures for monitoring ESG-related risks and data quality and individual responsibilities in formal terms of reference.

In addition to the material IROs identified in the DMA, our administrative, management and supervisory bodies also addressed other topics during 2025:

• Integration of new companies
• Employee turnover and absenteeism
• Fraud risk
• Sensitivity to economic cycles
• Increasing competition
• Customer dependency
• Liability for services not (or not properly) delivered
• Credit risk
• Non-compliance with financial reporting guidelines
• Technological developments
• Data leaks, data loss, security and continuity

Statement on Due Diligence

To identify and address potential or actual negative impacts within our value chain, Team EIFFEL conducts due diligence on environmental and human-rights issues. This process involves continuous evaluation of both actual and potential impacts our business may have on people and the environment. It includes integrating and responding to findings, monitoring progress, and transparently communicating how these impacts are managed.

A Supplier Code of Conduct (CoC) is being established to define sustainability expectations toward suppliers, including social and environmental standards.

To enhance transparency, Team EIFFEL provides the following mapping of its due diligence process and where the relevant information can be found within this report:

Table 2: Due diligence process

Due diligence remains a continuous process. Team EIFFEL will continue to refine its approach, engage stakeholders, and disclose progress in future sustainability reports.

Risk Management and Internal Controls

Team EIFFEL recognises that environmental, social, and governance issues can present strategic and operational risks. We actively manage these risks to enhance long-term resilience and create value for our stakeholders. ESG risks are identified through risk assessments, monitoring of industry developments and stakeholder engagement. Each risk is evaluated based on its likelihood and potential impact on our business and stakeholders. Typical risks include those arising from shifting stakeholder expectations and evolving regulation.

The company maintains a structured risk-management and internal-control system related to sustainability reporting. Key features include:

• Clearly defined responsibilities for ESG risk identification and monitoring within the Quality and Finance functions;

• Integrated risk prioritisation methodology aligning with the enterprise risk-management (ERM) framework;

• Documentation and mitigation of key ESG risks, including associated control measures; and

• Periodic internal reporting of control findings to the Board and the Audit & Sustainability Committee

In addition to defining mitigation measures, Team EIFFEL applies specific control mechanisms to monitor the effectiveness of these measures. The progress and effectiveness of improvement actions are monitored on an ongoing basis within the operational line by the responsible managers. Employee-related mitigation measures are periodically evaluated through three-monthly pulse measurements using the employee Net Promoter Score (e-NPS) methodology. Customer-related improvement measures are assessed annually through Net Promoter Score (NPS) measurements to evaluate client satisfaction and the effectiveness of implemented actions. The outcomes of these monitoring activities are used to determine whether mitigation measures remain appropriate or require adjustment.

Findings arising from sustainability-related risk assessments and internal controls are systematically translated into actions and improvements within relevant internal functions and processes. These findings are reviewed through internal and external audit activities, including audits performed in the context of ISO 9001 certification. In addition, management reviews are conducted periodically to evaluate the effectiveness of processes, controls and improvement actions. Outcomes of audits and management reviews are documented and translated into follow-up actions, responsibilities and timelines. Policies, procedures and improvement actions resulting from risk assessments, audits and management reviews are recorded and maintained within the Team EIFFEL Management System. This management system provides a structured framework for documenting processes, monitoring implementation and ensuring consistent application across the organisation.

Robust internal controls are essential to ensure the accuracy, reliability and consistency of sustainability information. Team EIFFEL has implemented standardised procedures for the collection, validation and consolidation of sustainability data. These procedures are applied across our operating entities and business labels and are subject to periodic review through internal control activities and audit processes.

Key findings related to sustainability-related risks, internal controls and the effectiveness of mitigation strategies are periodically reported to the Management Board and the Audit & Sustainability Committee as part of regular governance, risk and performance reporting cycles.

Our Commitment to Climate Responsibility

Climate change is one of the defining challenges of our time, with rising global temperatures, extreme weather events, and regulatory requirements reshaping the business landscape. The ESRS emphasise the need for transparency in climate-related impacts, risks, and opportunities.

At Team EIFFEL, we are committed to ensuring future generations have the same opportunities to develop their talents fully, unhindered by the environmental burden of our current success. Our reduction activities focus on varying solutions, such as adjusting our vehicle fleet, buildings and behavioural changes. We also seek to involve our supply chain in these goals and raise awareness to amplify our impact.

Our Climate Strategy

At Team EIFFEL, we view the transition to a climate-neutral economy not only as a regulatory obligation but as a strategic opportunity to future-proof our operations, enhance our value to clients, and contribute meaningfully to a sustainable society. Our climate strategy is anchored in the principles of transparency, impact reduction, and continuous improvement. 

We have embedded climate considerations into our operations by aligning our environmental management with ESRS. This includes assessing and reducing greenhouse gas emissions (GHG), defining reduction targets, and integrating climate risks and opportunities into our decision-making. The main focus of our emission reduction strategy, with regard to our value chain, is our upstream partners (facility and mobility) and employees in the Netherlands. Our climate strategy does not address matters, nor do we set targets beyond climate change mitigation, energy efficiency and renewable energy deployment. In parallel, we support our clients with sustainability consulting services - enabling them to achieve similar objectives, from regulatory compliance to long-term decarbonisation. This chapter outlines our commitment to:

• Climate Risk & Adaptation
  Assessing transition risks to ensure business resilience and regulatory alignment.

• GHG Emission Reduction
  Through tracking and mitigating our Scope 1, 2, and 3 emissions.

• Decarbonisation Strategy
  Reducing our carbon footprint through adjusting our vehicle fleet, buildings and behavioural changes.

• Our Climate Services
  Through data-driven insights, regulatory expertise, and strategic implementation, we aim to go beyond compliance, helping businesses integrate climate action into their core strategy while driving long-term value creation.

In the paragraph ‘Material topics and IROs’, we disclose which IROs are addressed with our overall climate change management policies. 

EU Taxonomy

Climate Mitigation

Apart from the impact climate change has on our organisation, we acknowledge that our organisation also contributes to CO₂-emissions. By quantifying our emissions, we can identify and implement targeted reduction measures. Therefore, since 2022, we have been annually mapping our CO₂-emissions using the CO₂ Performance Ladder methodology. This approach distinguishes between different types of emissions, almost identical in accordance with the GHG Protocol classification.

Team EIFFEL does not measure CH4-, N2O-, HFCs-, PFCs-, SF6- and NF3-emissions, because these emissions are not material compared to the total CO2-emissions.

In 2022, Team EIFFEL set reduction targets for Scope 1 and Scope 2, as these are the areas where we have the most influence. Our main target is to reduce CO₂ emissions by 23,7% per FTE by 2027 compared to 2022. For scope 1, we want to reduce 42%, and for scope 2, we want to reduce 8% (no specific targets for market and location-based emissions). Regarding Scope 3, the aim is to reduce CO₂ emissions by 8% relative to FTE. When determining the values for our base year, we did not take into account external influences such as temperature anomalies. We also did not consider sectoral decarbonisation pathways, science-based target frameworks or have our targets assessed by a third party.

Team EIFFEL pursues a strong buy‑and‑build strategy, under which the Group aims to acquire at least one company annually. At the time of acquisition, comprehensive information on the CO₂ emissions, as well as the sustainability objectives and measures of the acquired entities, is not always available. Given the Group’s growth strategy and the limited availability of emissions data for newly acquired entities, CO₂ reduction targets are therefore formulated on a relative basis, expressed per FTE, rather than as absolute targets.

In the first half of 2026, Team EIFFEL will re-evaluate their base year. Based on this new base year, we will set new reduction targets for Scope 1, 2 and 3, spanning our relevant business operations in our upstream and downstream value chain. When determining these new reduction targets, the two scenarios from our scenario analysis (‘Net Zero 2050’ and ‘Current Policies’) will be taken into account. There are two main reasons for new reduction targets:

• Team EIFFEL will follow the updated GHG-protocol, where the arrangement of scopes and categories has changed. 

• With the acquisition of Wepro Group B.V. and its subsidiaries and the insights into their CO₂ emissions in 2025, we now have a full picture of the CO₂ emissions of Team EIFFEL. Therefore, we can set realistic, but nevertheless ambitious, reduction targets.

Team EIFFEL's current reduction targets are not aligned with or quantitatively support the 1.5°C pathway in line with the Paris Agreement and are not based on conclusive scientific evidence. However, we want to examine if our new reduction targets could comply with or come close to the Paris Agreement, as we are not excluded from the EU Paris-aligned Benchmarks. Also, part of the new reduction targets are annually pre-set interim benchmarks.

Energy

At Team EIFFEL, we recognise that reducing energy consumption and transitioning to renewable energy sources are essential to achieving our climate goals. Energy usage is a key driver of our Scope 1 and Scope 2 emissions, and as such, we monitor it closely and aim to reduce both absolute consumption and the share of non-renewable energy within our operations.

As mentioned earlier, in the first half of 2026, Team EIFFEL will decide on a new base year. Subsequently, new reduction targets for Scope 1, 2 and 3 will be set, spanning our relevant business operations in our upstream and downstream value chain. In this process, Team EIFFEL will also set targets for energy reduction.

We measure energy use in megawatt-hours (MWh) and report separately on renewable and non-renewable sources. Our report covers electricity, heating, and fuels used for transport and operations.

_{Table 11: Progress annual energy consumption Team EIFFEL}

In recent years, we have taken concrete steps to improve our energy performance. These include switching to certified green electricity in most of our offices, promoting hybrid and electric company vehicles, and introducing stricter energy-use guidelines for leased spaces. We are also exploring opportunities to make our remaining heating sources more sustainable and to further reduce fuel consumption across our operations. Apart from the targets mentioned in this chapter, there are currently no other targets set focusing on environmentally related goals.

Definitions

• FTE (Full-Time Equivalent): FTE outflow / average FTE employed. Expressed over a period of 12 months.

• Gross Scope 1 emissions: Direct greenhouse gas (GHG) emissions from owned or controlled sources, such as company facilities (e.g. natural gas use) and company vehicles (e.g. fuel consumption of lease vehicles).

• Gross location-based Scope 2 emissions: Indirect GHG emissions from the generation of purchased electricity, steam, heating, and cooling consumed by the company, calculated using average emission factors for the regional electricity grid (e.g. Dutch grid).

• Gross market-based Scope 2 emissions: Indirect GHG emissions from the generation of purchased electricity, steam, heating, and cooling, calculated using supplier-specific emission factors or certificates (e.g. GoO – Guarantees of Origin for green electricity).

• Scope 3 emissions: All other indirect emissions that occur in the value chain of the company, both upstream and downstream. The following activities have been identified:

  • Business travel: Number of kilometres travelled for business trips.

  • Fuel- and energy-related activities: Fuel consumption that occurs indirectly as a result of business activities, but not within Scope 1 or 2 (such as WTT – well-to-tank).

  • Waste generated in operations: Weight of various types of waste streams from production or business operations.

  • Purchased goods and services: Expenses related to goods and services acquired by the company, such as employment services, catering, facility services, legal services, financial and professional services (e.g. PR, consultancy, training, telecommunications, leasing).

Employment Conditions

Team EIFFEL's organisational structure consists of a broad network of business lines with close-knit business units designed to foster collaboration. Activities are organised into distinct business lines, enabling sector-specific focus and the prioritisation of key issues. This approach strengthens interpersonal connections for employees and enables the delivery of innovation and excellence to clients.

This collaborative structure also underpins efforts to enhance employee engagement, ensuring that organisational cohesion is complemented by individual well-being. This engagement is continuously monitored and further developed through our feedback survey called “Hey WhatsUp”. This allows all employees to regularly share their experiences and sense of belonging. These insights serve as an underlying indicator within a broader organisational metric. While engagement insights from the survey provide a broad view, the diversity of individual experiences is recognised, ensuring a balanced approach between team dynamics and personal needs.

Team EIFFEL operates with a structure that includes various types of contractual arrangements, such as permanent, temporary, and project-based agreements, depending on what is suitable in each situation. The structure is designed to support stability, flexibility, and clarity regarding career development and working conditions. Within this framework, salaries, allowances, and other employment conditions are aligned with statutory minimum requirements, including the obligation for all employees to receive at least the legal minimum wage. As of the reporting date, the lowest gross monthly salary amounts to €2.495,95, which is set above the applicable statutory minimum wage. In addition, remuneration levels are generally set to remain competitive within the market, which may support the attraction and retention of talent. These developments are linked to the planned implementation of salary structures aligned with role descriptions, in accordance with the EU Pay Transparency Directive, expected to begin in 2027.  This process aims to initiate compliance with the obligations under the EU Pay Transparency Directive. While the exact approach regarding the job classification framework is still being defined, the plan focuses on creating a transparent and fair remuneration structure aligned with regulatory requirements. These contractual arrangements support employees’ development and engagement, contributing to team continuity and reducing unwanted turnover.

To prevent any violation of labour laws, Team EIFFEL upholds the principle of fair labour practices in line with Dutch legislation, ensuring full compliance with regulations governing working hours, employment security, leave entitlements, sickness, and pension contributions.

Results 2025

For the current reporting year, data is sourced from multiple systems, such as Nmbrs and AFAS, used across the various entities operating under Team EIFFEL. All entities are included in the data collection process, and the full employee population falls within the scope of this report. To ensure completeness and accuracy, all data were extracted at the end of the reporting period, thereby capturing all relevant information for the 2025 reporting year. Any deviations from this methodology are disclosed in the relevant table.

The resulting raw dataset is subsequently subjected to a series of filters to derive the specific data points presented in this report. The various terms and definitions used in the tables are explained at the end of the chapter in the definitions section, providing the necessary context for interpreting the tables and the results presented below. To comply with the ESRS, two tables have been merged in comparison with the last reporting year.

_{Table 15: Headcount by gender, employment classification and contract type}

Employee turnover is determined on the basis of employment contracts that were terminated during the reporting year. All contracts that ended between 1 January 2025 and 31 December 2025 are classified as employee departures and are registered as such within our HR systems. Turnover is measured in terms of headcount, ensuring consistency with the broader workforce metrics applied throughout this sustainability statement.

For the calculation of the turnover ratio, we assess headcount outflow in relation to the average headcount expressed over the full twelve-month period. This approach provides a balanced view of annual workforce dynamics and allows for a consistent comparison across reporting periods.

The total outflow amounts to 1,347 employees (41.6%). This turnover appears to be influenced by the general mobility within the professional services sector and the project‑based nature of several roles, which may lead to periodic fluctuations. Most employees hold open‑ended contracts, while fixed‑term contracts are typically used for project‑related needs or temporary capacity. The balance between full‑time and part‑time roles reflects both role requirements and employee preferences for working time arrangements.

_{Table 16: Employee turnover in headcount}

As at 31 December 2025, Team EIFFEL engaged 168 non-employees within its own workforce, reported in headcount. These non-employees consist of self-employed professionals and individuals contracted through intermediary undertakings (brokers).

The use of non-employees is aligned with the project-based nature of the organisation, which requires flexible deployment of expertise depending on client assignments. The number of non-employees may therefore vary in line with project demand and assignment duration.

_{Table 17: Non-employee classification in headcount}

Learning and Development

The continuous enhancement of employees’ knowledge and professional competencies is regarded as a fundamental organisational responsibility, while employees are likewise expected to take an active role in managing their own development. Efforts focus on cultivating a lifelong learning-oriented culture and promoting collective development within the various professional communities. Investments in career and skills development strengthen the overall workforce, while simultaneously contributing to the organisation's profile as an attractive employer and dependable business partner. In addition to these learning and development efforts, the organisation also considers potential changes in its environmental practices and their possible effects on employees.

In light of these changing skill requirements, the organisation focuses on ensuring that employees remain equipped to meet evolving market expectations. Career development and skill enhancement are therefore viewed as essential elements for both individual progression and long-term employability. As part of the annual performance cycle, all employees participate in a performance assessment, which provides a structured review of progress and future development needs. For non-employees who typically work with Team EIFFEL on a project basis, performance is evaluated through a continuous performance cycle. Because their assignments are assessed on an ongoing basis, underperformance may lead to early termination of the project.

Team EIFFEL deploys professionals on secondment to (local) governments and private sectors, where full compliance with legislation and mandatory training is essential, as any oversight could pose significant risks, e.g. losing sales through misalignment with industry standards, losing our talent and reducing organisational growth. To mitigate these risks, the organisation has implemented measures for the employees, such as learning tracks, which are structured paths of lessons, activities, or modules designed to help someone learn a topic step-by-step. These learning tracks are updated as needed, guided by changes, feedback, and evolving requirements. Content owners remain responsible for maintaining their materials, ensuring updates are made when relevant.

These learning tracks are available through the central learning hub, the Team EIFFEL Academy. This platform is designed to inspire, track, and connect talent while enabling employees to take ownership of their professional development. It offers a broad range of learning formats, including classroom training, on-demand digital modules, and resources, supported by strong collaborations that further enhance capability and competitiveness and reinforce this integrated approach. Together, these efforts are intended to support the provision of structured and compliant learning opportunities across the organisation, helping to address the risk that rapid market changes could make training less relevant over time.

We are exploring how people and business data, supported by advanced technology and artificial intelligence, can provide better insight into future skill needs and development opportunities. In 2026, we will build on this exploratory phase by translating these insights into targeted initiatives that strengthen proactive workforce development, long-term employability and our ability to attract new talent. For the business, this approach helps us manage our talent pipeline more effectively and respond to client needs with greater agility. With continuous insight into market developments and our organisation’s capabilities, we remain well prepared for emerging challenges and continue building a future-ready organisation where talent can grow with purpose.

At last, the learning and development metrics for this year are not included, as these disclosures are subject to the phased‑in requirements that apply in this first reporting year.

Work-life Balance

At Team EIFFEL, we understand how important it is to support the well-being of our employees. We believe in promoting a healthy work-life balance and are taking steps to protect physical, mental, and emotional health.

Fundamental Human Rights

Team EIFFEL places immense importance on respecting fundamental human rights. These rights are recognised within the organisation as universal values that guide both company policy and daily operations. In addition to the formal recognition of human rights as foundational principles, these rights are also integral to the way Team EIFFEL engages with its employees and reinforces human dignity. This is reflected in the CoC currently in place for some labels. These rights include protection of all employees working for that label, for example against discrimination based on gender, national origin, race, colour, age, marital status, religion, sexual orientation, and disability, as well as intimidation, abuse of authority, violence, aggression, substance abuse, and any other similar behaviours, in accordance with European and national legislation.

While an existing CoC covering a few labels already addresses many relevant aspects, Team EIFFEL is working towards a single, unified CoC that applies across the entire organisation. The aim is to finalise and widely publish this consolidated CoC in the first half of 2026.

In shaping policies and internal processes, Team EIFFEL adheres to internationally recognised frameworks, including the Universal Declaration of Human Rights, the United Nations Guiding Principles on Business and Human Rights, the ILO Declaration and the OECD Guidelines. These principles form the foundation for a safe, fair, and respectful working environment and align with the organisation’s broader commitment to ethical and sustainable business practices, including fair labour standards, environmental stewardship, and active community engagement. To safeguard these principles, several training programs have been developed that address important topics from the CoC that is currently under development, such as creating a secure working environment. By embedding these standards and training initiatives, Team EIFFEL fosters integrity and leverages employee differentiation to unlock individual potential and strengthen organisational capability. This approach also reduces the risk of reputational harm, ensuring lasting trust among stakeholders.

To complement these principles and training initiatives, Team EIFFEL has established formal mechanisms that allow employees to report and address incidents of undesirable behaviour or potential human rights violations. These mechanisms include a complaints procedure, through which each report is registered, assigned, analysed, resolved, and formally closed, ensuring a consistent and thorough handling process. In addition, a whistleblower policy allows employees to report serious misconduct, including human rights violations, confidentially and is publicly accessible through the designated document. Together, these measures translate the organisation’s commitments into practical protections for employees and support the consistent application of ethical standards across the workforce.

During the reporting period, Team EIFFEL received 18 reports through confidential channels, covering a range of workplace concerns. These included 10 matters related to leadership approach, one matter of interpersonal conduct, and a small number of sensitive issues. All cases were addressed with care and in accordance with established procedures. One case resulted in a formal complaint, with ongoing dialogue maintained between the parties involved. A few reports were primarily supportive in nature, aimed at providing guidance and a listening ear. The organisation continues to monitor these themes closely to foster a respectful and inclusive work environment. No cases of discrimination or harassment were reported through the National Contact Point for OECD national enterprises, and thus no fines, penalties, or compensation were paid in relation to such matters.These findings are based on internal HR and compliance records, compiled in accordance with applicable privacy regulations.

Definitions

• Broker: Headcount of non-employees working for Team EIFFEL through a broker

• Compensation: A sum of money awarded to victims of discrimination to compensate for the losses they have suffered as a result of the harmful effects.

• Complaints: Expressions of dissatisfaction or concern about a specific problem or situation that requires attention or a solution through a predetermined complaints process.

• Discrimination: The unequal treatment of persons based on certain characteristics; based on religion, belief, political opinion, race, gender, homosexual orientation, marital status, social position, or on any other ground.

• Employee Categories: Different groups or types of employees within an organisation or in the labour market, categorised based on specific characteristics or criteria.

• Employees: People with an employment contract with the organisation who receive a salary or bonus payment for their work, such as permanent and temporary employees, part-time employees, flexible employees (zero-hour contract), paid interns, BBL employees/work students (paid) and self-employed professionals.

• Employment: A formal agreement between a worker and an employer, where the worker commits to perform work in exchange for compensation, usually in the form of a salary.

• Family-related leave: Maternity leave, birth leave, parental leave, carers' leave.

• Fines: Fines imposed by regulatory authorities or courts for violations of anti-discrimination laws, aimed at preventing future offences.

• Full-time: Work structure in which the employee works a fixed number of hours per week, i.e., 40 hours.

• Function: Specific role or position within an organisation, in which an individual is responsible for certain tasks, activities, and outcomes. This role is typically associated with a description that includes the required knowledge, skills, responsibilities, and authorities, and contributes to the overarching objectives of the organisation.

• Health and safety management system: Structured approaches that help organisations ensure the health and safety of their employees and minimise risks.

• Incidents: An unplanned event or situation that negatively impacts the environment, society, or the economic sustainability of the company. This includes, but is not limited to, environmental damage, compliance issues with laws and regulations, supply chain disruptions leading to negative social consequences, or other unforeseen circumstances that jeopardise the company's ability to operate sustainably.

• Non-employees: self-employed workers, people provided by undertakings primarily engaged in 'employment activities' (NACE Code N78).

• Non-guaranteed hours: Headcount of employees with a 0-hour contract.

• Other: Non-binary, genderqueer, or other gender identities that fall outside of male/female.

• Own workforce: Employees and Non-employees

• Part-time: A work structure in which the employee works fewer hours per week than a full-time employee, i.e., less than 40 hours per week.

• Pay gap: The difference in median gross remuneration between two groups of employees.

• Penalties: Sanctions, which include punitive measures, are imposed to address discriminatory practices and ensure compliance with legal standards.

• Performance and career development reviews: Structured evaluations that organisations use to assess employee performance and support their career development.

• Permanent contract: Headcount of employees with a contract for an indefinite period

• Professionals: Type 'D' contracts

• Self-employed: Headcount of non-employees working for Team EIFFEL through self-employment

• Social protection: All measures that provide access to health care and income support in cases of challenging life events such as the loss of a job, being sick and in need of medical care, giving birth and raising a child or retiring and in need of a pension.

• Temporary contract: Headcount of employees with a contract for a finite period (usually after one year)

• Turnover rate: FTE outflow/average FTE employed. Expressed over a period of 12 months.

• Unknown: The classification of data is unknown.

• Work-related casualties: Events at work or during working hours that directly lead to health damage or death.

• Work-related ill health: Health problems or illnesses that are a direct result of the work environment, activities, or stress factors related to an individual's profession.

• Work-related injuries: Physical injury or medical conditions that an employee sustains while performing tasks related to their job or during work-related activities.

Corporate Culture

According to our vision, continuous development is essential to maintaining our clients’ trust. We recognise, however, that this does not occur automatically. To support this ambition, we have implemented safeguards to uphold the desired standards and organisational culture. Team EIFFEL secures its key processes through its internal audit team and team quality, supported by clearly defined policies and procedures that give substance to the internal controls required to safeguard the organisation. Where targets have been established, these are disclosed accordingly. For targets that are not yet disclosed in this reporting period, this reflects the ongoing process of further maturing the target-setting framework within Team EIFFEL.

Attachment 1: Reference table

Attachment 2: Datapoints that derive from other EU legislation