Randstad

Reference: page 78; ESRS content index, page 117 (composition and expertise datapoints incorporated by reference to corporate governance, pages 128, 133 and 139).

Randstad N.V. has a two-tier board structure, comprising an Executive Board (solely executive directors) and a Supervisory Board (solely non-executive directors), with four permanent Supervisory Board committees: Audit, Remuneration, Nomination and Technology (page 128).

• Executive Board: Sander van 't Noordende (CEO and Chair), Jorge Vazquez (CFO), Myriam Beatove Moreale (CHRO), Jesus Echevarria (COO) (page 128).
• Supervisory Board: Cees 't Hart (Chair), Annet Aris, Helene Auriol Potier, Laurence Debroux, Jeroen Drost, Dimitra Manis, Philippe Vimard (page 128). There were no changes to its composition in 2025 (page 139).

On roles and responsibilities the statement says: "The Executive Board holds ultimate responsibility for our sustainability strategy, approving global policies that are regularly reviewed to align with stakeholder interests and international standards" (page 78). A dedicated sustainability steering committee, composed of executive and senior leaders, guides progress on the material topics, a global sustainability function coordinates the work, and dedicated working groups steer the three pillars (page 78). Sustainability topics "are discussed annually with the Supervisory Board" (page 78). The Supervisory Board is responsible for overseeing the sustainability reporting process, including the double materiality process (page 242).

Reference: page 78 (ESRS content index, page 117).

"Sustainability performance is reported regularly to management and the Executive Board" and sustainability "topics are discussed annually with the Supervisory Board" (page 78). Randstad describes a governance framework that "outlines roles, responsibilities, and accountability for performance, with internal controls ensuring data reliability" (page 78).

Stakeholder input reaches the boards through defined channels: "The views and interests of stakeholders are regularly communicated to the management and supervisory bodies at Randstad through various channels, including our sustainability committee and executive board meetings, and the way in which this influences our strategy is communicated back to stakeholders" (page 81).

The 2025 double materiality assessment was taken to the top of the house: the final list of material topics was "validated in a workshop with the Executive Board on July 16, 2025" (page 83).

The statement does not set out a formal calendar of the specific sustainability matters addressed at each board meeting during 2025, nor how each material impact, risk and opportunity was covered in board-level decision making.

Reference: remuneration policy, page 146 (ESRS content index, page 117); performance measures, page 150.

"Our executive compensation plan incorporates specific sustainability goals alongside financial targets. These goals are directly linked to key sustainability performance indicators (KPIs) and are detailed within the remuneration report in the governance section" (page 78).

For the 2025-2027 long-term incentive grant (made on April 23, 2025), the conditional grant of performance shares depends on TSR (weight 65% of total at-target LTI) and three strategic targets totalling 35% (page 150):

• ESG target: "the percentage of Employees Working trained by 2027, with 22.0% as the minimum target, 25.0% as 'on target' and 28.0% as maximum target (weight of 11%)";
• Talent satisfaction: development of weighted average talent satisfaction scores in the top 10 operating companies (weight 12%);
• Client satisfaction: development of weighted average client satisfaction scores in the top 10 operating companies (weight 12%).

The exact numerical targets for talent and client satisfaction "cannot be disclosed as these are commercially sensitive" (page 150).

Climate is explicitly absent from the incentive design: "we also note that there are no climate related performance metrics included in remuneration" (page 112). No percentage of variable remuneration linked to sustainability is given for the Supervisory Board.

Reference: page 78, with the due diligence mapping table on page 79 (ESRS content index, page 117).

"Randstad is committed to responsible business practices throughout our global operations and supply chain. We use due diligence as a key element to manage our social and environmental impacts, a process that informs our double materiality analysis" (page 78). The company states it upholds "international standards, including the UN Guiding Principles, ILO declarations, and OECD Guidelines", and that its Supplier Code of Conduct "outlines our expectations and enforces our zero-tolerance policy for modern slavery, human trafficking, and other labor rights breaches" (page 78).

Page 79 carries the mapping required by GOV-4, listing the six core due diligence elements against where each is addressed in the report:

1. Embed in governance, strategy and business model: pages 78, 106, 23, 108.
2. Identify and assess adverse impacts and risks: double materiality process (page 84), risk management (page 78), stakeholder engagement (page 81).
3. Address (cease, prevent, mitigate): social actions (pages 85, 93) and environmental actions (page 112).
4. Track effectiveness: metrics and targets (pages 85, 93, 112).
5. Communicate: the sustainability statements (page 75) and stakeholder dialogue (page 81).
6. Remediate: grievance mechanism and misconduct reporting (pages 106, 107).

Reference: page 78 (ESRS content index, page 117).

Randstad describes an ESG risk management framework that "is a component of our overall risk and opportunity management framework". Risks are identified through "regular ESG risk assessments, monitoring industry trends, and considering stakeholder feedback", then "assessed based on their likelihood of occurrence and potential impact on our business and stakeholders" (page 78). In general the company says it faces "risks related to evolving stakeholder expectations and the changing regulatory landscape" (page 78).

On controls over reporting: "We have established clear procedures for collecting, verifying, and reporting it. These procedures aim to ensure data consistency across different business units and countries where we operate. We conduct internal audits to assess the effectiveness of our internal controls for sustainability reporting" (page 79). Operating companies report non-financial data quarterly through the financial system under global non-financial reporting guidelines, with consolidation, validation and management review at group level (page 4).

The Executive Board's in-control statement records that the systems "provide limited assurance that the 2025 sustainability reporting is free from material misstatements" (page 74), a deliberately lower bar than the reasonable assurance it claims for financial reporting. Findings of the internal audits and the resulting remediation are not disclosed.

Reference: page 80; headcount by country page 95; breakdown by revenue, financial statements page 185 (ESRS content index, page 117).

Randstad delivers its strategy "through four distinct business lines; operational-, professional-, digital-, and enterprise talent solutions, executed by our corporate employees and supported by cutting-edge technology" (page 80). Its stated vision is "to be the world's most equitable and specialized talent company" (page 80).

The value chain map on page 80 places the group "present across the entire value chain": upstream suppliers and business partners; own activities across the four business lines; downstream clients and talent, with society, investors, social partners, regulators and NGOs surrounding it.

Scale in 2025:

• Revenue of EUR 23,077 million (page 116).
• 1,728,000 talent placed (2024: 1,730,000) and an average weekly number of talent of 560,900 (2024: 570,300), 42% female, with 250,000 permanent placements (page 87).
• 38,920 corporate employees at year end (2024: 41,650), 68% female, rising to 40,140 including workers who are not employees (pages 96, 97).

Randstad reports on four geographical segments: North America; Northern Europe; Southern Europe, UK & Latin America; and Asia Pacific (page 77). Impact is framed across five dimensions: talent, clients, employees, society and investors (page 80).

Reference: page 80, with the engagement table on page 81 (ESRS content index, pages 117 and 118).

Randstad names five key stakeholder groups and sets out, for each, how it engages, what they expect and what they say (page 81):

• Talent: Global Delight programme, feedback mechanisms, personalised support, training, works council discussions. They ask for career development, fair treatment and safety measures.
• Clients: regular meetings, feedback surveys, client satisfaction programmes. They want innovative and effective solutions and clear communication.
• Employees: training, internal communication channels, employee surveys, works council discussions. They emphasise career progression, a supportive and ethical environment and fair pay.
• Investors: investor meetings, financial and sustainability reporting.
• Society: partnerships with NGOs and governments, public dialogues, corporate social responsibility programmes.

For the 2025 double materiality assessment the company ran ">40 interviews across Randstad's functions, clients, investors, NGOs, and regulators" (page 83).

Randstad is unusually candid about the limits of this input: "we acknowledge encountering challenges in this initial phase due to the novelty of the CSRD standards. Many stakeholders may not be fully aware of the CSRD and their role in the process," and therefore "the information collected to date may not fully capture the interests and perspectives of all stakeholders" (page 82).

Reference: double materiality, page 82 (ESRS content index, pages 117 and 118).

The 2025 assessment produced 28 material IROs, made up of "10 material impact IROs and 18 financially material IROs", grouped under five material topics (page 83):

Four of the five relate to both talent and corporate employees, "which are considered as 'Own Employees' under the European Sustainability Reporting Standard S1 Own Workforce (ESRS S1). Although talent primarily work at our clients' sites, they have an employment contract with Randstad and are thus included in 'Own Employees'" (page 83).

This is a sharp consolidation: "Compared to 14 headline topics in the 2024 report, the 2025 assessment resulted in five validated material topics" (page 83). Support for the green transition was removed as a standalone topic, with its green-upskilling KPI folded into fair work & talent growth; health and safety was refocused on talent only; client & talent satisfaction was removed (pages 83-84). Environmental topics were concluded not material (page 112).

Reference: double materiality, page 82 (ESRS content index, pages 117 and 118).

"In 2025, Randstad conducted a comprehensive refresh of our double materiality assessment (DMA) in alignment with ESRS 1 & 2" (page 82). The process ran in four iterative steps and the funnel is quantified (pages 82-83):

• An updated longlist of 111 sustainability topics, drawn from prior DMA outcomes, global regulations, ESG trends and stakeholder expectations.
• Topics "screened, clustered, and translated into 75 Impact, Risk, and Opportunity (IRO) profiles".
• Preliminary scoring to a shortlist of 34 potentially material IROs.
• Refinement through validation sessions with internal experts and executive leadership, "Resulting in a final list of 28 material IROs", approved by the Executive Board in July 2025.

Thresholds and criteria are stated: "The impacts were assessed on the scale (1 to 5 with 3.5 being the threshold), scope, irremediably (if applicable) and likelihood; risks and opportunities were assessed on probability and magnitude of financial effect" (page 83).

Scope covers "Randstad's full value chain, including upstream suppliers, our own operations (employees, talents and associates), and downstream impacts on clients and society" (page 83). Internal controls over the DMA include "documented scoring rationale, version control, and periodic reassessments" (page 83).

Climate-related IROs were screened within this process and scored not material (pages 78, 112). Randstad also notes that an external validation is run in years without a full refresh, with the next scheduled for 2026 (page 84).

Climate-specific risk identification is also presented under E1-2 (2025 ESRS numbering).

Reference: annex, pages 117 to 119.

Randstad prints a real ESRS content index. "The accompanying tables present a comprehensive list of the disclosure requirements outlined in ESRS 2 and the topical standards deemed material to Randstad. The tables serve as a navigational aid, directing readers to the specific sections where information related to individual disclosure requirements of the sustainability statements can be found" (page 117).

The index covers three blocks:

• Cross-cutting ESRS 2 (page 117): BP-1, BP-2, GOV-1 to GOV-5, SBM-1 to SBM-3, IRO-1, IRO-2, plus DRR-P (policies) and MDR-A (actions). There is no MDR-T (targets) row.
• ESRS S1 own workforce (page 118): ESRS 2 SBM-2 and SBM-3, then S1-1 through S1-17, all with page references.
• ESRS G1 business conduct (page 118): ESRS 2 GOV-1 and IRO-1, then G1-1, G1-3 and G1-5 only. G1-2, G1-4 and G1-6 do not appear.

There is no environmental table: no E1 to E5 disclosure requirement is listed anywhere in the index, consistent with the conclusion that environmental topics are not material (page 112).

Two footnotes govern the tables. Footnote 1: "Omitted data in the tables relating to the requirements from Appendix B ESRS 2 in cross-cutting and topical standards that derive from other EU legislation are not material." Footnote 2: "Transitional provision applied as per ESRS 1", flagged against S1-8 and S1-11 to S1-15 (page 118). A separate table of datapoints deriving from other EU legislation follows on page 119.

Back-filled from ESRS 2 risk management and resilience analysis (page 78) and the environmental chapter (page 112), where this content is disclosed in the FY2025 report. This disclosure requirement did not exist under the 2023 ESRS the report was prepared against. Note that Randstad's 2025 DMA concluded that environmental topics, including climate, are not material, so this content sits outside a material E1 chapter.

Risk identification and classification (adopted ESRS E1 paragraph 15). Randstad separates physical from transition risk. "In terms of climate-related physical risks, extreme weather conditions present the primary risk for our business activities. Given our global footprint and diversified client portfolio we consider this exposure to be limited except for potential health and safety consequences covered as part of our social - talent chapter." On transition: "the company's business activities are exposed to climate-related transition events but would benefit from a gradual reduction of emissions in line with our net zero initiatives" (page 112).

Methodology (paragraph 16). "Related to the impact of climate change on our supply chain, we have performed a climate risk assessment using a Randstad-tailored framework aligned with the guidelines and standards formulated by the Task Force on Climate-related Financial Disclosures (TFCD) and CSRD and the International Sustainability Standard Board (ISSB). The assessment, also considering our various geographical locations, identified three most relevant climate-related risks: increase client demands for enhanced reporting obligations; unmet demand for green technology talent and business growth driven by green transition; and business disruptions due to extreme weather events" (page 78). The assessment "included extensive internal analysis, specifically a review of our physical and transitions risks and a review of our value chain... as well as external stakeholder validation where we specifically reached out to talent, clients, and external industry members" (page 112).

Scenario analysis (paragraph 17). Randstad does not report a quantified climate scenario analysis. It states that its DMA "currently encompasses scenario analysis through its connection with the company's risk & opportunity management activities" and that "as part of the annual reassessment we will evaluate the benefits of upgrades such as conducting further climate-related scenario analyses" (page 112). No named high-emission scenario, no named 1.5C-aligned scenario, no temperature projection and no dated analysis are disclosed. Because the company reports that it did not carry out ESRS-style scenario analysis, the absence of paragraph 17 content is a description of what it did, not a measurable gap against a claim it made.

Back-filled from ESRS 2 SBM-3 and the resilience analysis under general information - governance (page 78), plus the environmental chapter (page 112), where this content is disclosed in the FY2025 report. This disclosure requirement did not exist under the 2023 ESRS the report was prepared against. Randstad's 2025 DMA concluded that environmental topics are not material.

Results of the analysis (adopted ESRS E1 paragraph 19(a)). Randstad performed and reported a climate risk assessment it calls a resilience analysis (page 78), TCFD-, CSRD- and ISSB-aligned, across its geographical locations. Its conclusion is a nil finding: of the three identified climate risks - increased client demands for enhanced reporting obligations, unmet demand for green technology talent and business growth driven by the green transition, and business disruptions due to extreme weather events - "The impact of all three risks was scored as not material to our current operations and financial planning" (page 78).

The strategy implication is stated plainly: "Overall in our detailed double materiality assessment, we considered and evaluated climate-related impacts and risks, which included extensive internal analysis, and determined that this was not a material topic" (page 79). Randstad frames its business model as inherently low-exposure: "given the nature of our business as a service company in the field of 'work', the associated environmental impacts and risks are not considered material, primarily due to our relatively low direct emissions, limited supply chain impact, and overall focus on social aspects" (page 112).

Uncertainty (paragraph 19(b)). Addressed as forward-looking sensitivity rather than as quantified uncertainty ranges: "We understand that the area of climate-related topics is rapidly evolving. Therefore, we will conduct a careful reassessment annually to determine if changes in conditions warrant a different conclusion" (page 112). Named triggers that could flip the conclusion are "an increase in stakeholder expectations, regulatory developments, changes in risk management, or new business developments", and a possible "shift in our service offerings towards a more green-dominated portfolio... result[ing] from market demand for green jobs" (page 112).

Capacity to adjust (paragraph 19(c)). No disclosure of financial flexibility, asset redeployment or planned investment in resilience terms. Physical exposure is instead routed to the social chapter, where extreme weather is treated through talent health and safety (page 112). No quantified resilience metric, no time-horizon split of adaptive capacity.

Reference: social - talent, page 85; social - corporate employees, page 93 (ESRS content index, pages 118 and 119).

Own workforce policy sits in a set of global HR policies, described as covering "the human rights and fair labor conditions policy, health & safety policy, equity, diversity & inclusion policy, corporate citizenship and philanthropy policy and the misconduct reporting" (pages 88, 98). Alongside these Randstad names a global Health and Safety Policy (page 89), a statement of commitment on training (page 92) and a Human rights & fair labor conditions policy (page 85).

Scope and approval are stated once for the whole statement: "Unless otherwise specified, all sustainability-related policies referenced throughout these sustainability statements are global in scope, applying to all Randstad Group entities and operations worldwide. These policies have been approved by the Executive Board, which retains ultimate oversight" (page 77). Accountability for implementation "lies with the respective Executive Board member or senior functional leader relevant to the specific topic", and material policies "are communicated to relevant stakeholders and are made available through our corporate and local intranets or compliance portals" (page 77).

Randstad refreshed the policy set in 2025: "we issued new versions of our business principles, human rights & fair labor conditions, health and safety and environmental policies, our global supplier code and our misconduct reporting procedure" (page 106).

On human rights specifically: "Randstad upholds high standards of human rights, ensuring no forced or child labor... This includes the prevention of forced labor and strict child labor policies" (pages 91-92). The company is a signatory of the UN Global Compact (page 4).

Reference: social - talent, page 85; social - corporate employees, page 93 (ESRS content index, page 118).

Randstad runs two distinct engagement instruments for its two workforce populations.

Talent are surveyed through the Global Delight programme, "our centralized talent-experience platform", which replaced the Customer Delight programme established in 2018. During 2025 it was rolled out across eight further markets (Argentina, Australia, Hungary, Czech Republic, Romania, Poland, India and Chile), taking the total onboarded to 21 markets (2024: 17); measurement is in place in 24 countries (2024: 23) across 33 operating companies (2024: 39). Randstad aims to add roughly 10 more markets in 2026 (pages 90-91).

Corporate employees are surveyed through Randstad in Touch: "Employees complete quarterly questionnaires, with results displayed on a real-time dashboard. This tool identifies improvement areas, ensuring timely action and positive change" (page 98). Results are "reviewed by global HR, the Executive Board and various management layers, and they are discussed within the departments", with action plans initiated at departmental level (pages 106-107).

Formal worker representation is described at three levels: "We support national works councils, where applicable, and engage in dialogue with trade union representatives, both on a national and international level. In Europe, we have our Randstad European Works Council to promote social dialogue" (page 98). At EU sector level Randstad engaged through the EU Sectoral Social Dialogue Committee on Temporary Agency Work, discussing the Quality Jobs Roadmap, the EU Talent Pool Initiative, AI in employment and the EU Work Programme 2025 in 2025 (page 108).

The statement does not name a single Executive Board member with operational responsibility for engagement, and does not report the frequency of engagement with worker representatives.

Reference: governance, page 103 (ESRS content index, page 118); mechanism described on pages 106-107.

The channel is the Randstad Group Misconduct Reporting Procedure, "a robust integrity and grievance reporting mechanism" that "can be accessed directly via our websites" and "enables stakeholders - including employees, talent (candidates and placed talent) and third parties - to report any suspicions of serious misconduct via dedicated local integrity officers and via the Randstad Group Integrity Line, confidentially and with protection against retaliation for those who report on (suspected) misconduct" (page 106).

Key features disclosed:

• The Integrity Line is "a secure phone line and web portal, managed by an independent provider", allowing anonymous two-way communication (page 106).
• The procedure "was aligned with the EU Whistleblower Directive in 2022" (page 106).
• Reports are assessed and investigated by local integrity officers, supported by global or local functions; where the report concerns local management it is escalated to the central integrity officer and Global Business Risk & Audit (pages 106, 108).
• Remedies "may include apologies, corrective measures, or, in severe cases, disciplinary sanctions, including employment termination" (page 106); in 2025 corrective action ran from written warnings and coaching through to termination, with 18 reports resulting in termination of employment, 11 of them relating to employees (page 108).
• Oversight sits with the Ethics & Compliance Committee, and "The Executive Board and Supervisory Board are informed on a quarterly basis on the high level details of the cases reported" (page 106).

Where talent report an incident occurring at a client, "we support them to the extent possible and will usually engage in conversations with the client about the relevant incident. This may result in discussing certain process improvements with the client, the client performing an investigation or transferring the relevant talent to a different client" (page 108).

Awareness is measured rather than assumed: the group awareness score for the misconduct reporting procedure was 8.5 in 2025 (2024: 8.4) on a 0-10 scale (page 107).

Reference: social - talent, page 85; social - corporate employees, page 93 (ESRS content index, page 118).

Equity, diversity and inclusion - talent (page 88): Randstad Box in Italy, a co-working space offering free orientation, networking and training for youth; the Transcend professional development programme in the US, offering skills training, certification partnerships and support services; and refugee integration support in the Netherlands through personalised guidance, skill-based job matching and a collaborative certification training programme. "These actions are ongoing and are reviewed on an annual basis to ensure their effectiveness."

Health and safety - talent (page 89): a dedicated field-based risk management team in the US running behaviour-based campaigns and an online resource hub; in France, safety diagnostic tools including an accident analyzer plus Randsafe, a risk-awareness platform for talent; in Germany, on-site client inspections, e-learning, a near-miss reporting app and ISO 45001 certification. A health and safety community was launched in 2025 under designated global leadership "to facilitate sharing best practices globally". The management system is currently "numerous local systems based on the legal requirements of each market"; an overarching global system is being implemented, "expect[ed]... to be completed in Q1 2027" (pages 89-90).

Fair work and training - talent (pages 90, 92): Public Interest Group work with the French Ministry of Labor; expert and policy forums in Germany; thought-leadership at Almedalen in Sweden; Randstad Impulsa in Spain (a free gamified platform with resume optimisation, skills tests and training itineraries); Learn4Job and Training for Talent in Belgium; and free access to over 6,000 Udemy Business courses in Canada.

Corporate employees (page 94): a global Equity Committee that met twice in 2025, with key achievements including "the formal integration of equity KPIs into executive long-term goals"; six Executive Leadership Team members sponsoring global Business Resource Groups; and three global events aligned with International Women's Day, PRIDE Month and the International Day of Persons with Disabilities.

Randstad does not quantify the resources allocated to these actions.

Reference: social - talent, page 85; social - corporate employees, page 93 (ESRS content index, page 118).

Talent targets (pages 85, 92):

• Talent satisfaction score >8.0 across all three talent material topics. Achieved: 8.1 across the top 10 markets, with 80% of markets scoring 8 or above (page 91).
• "offer training, upskilling and reskilling to 750,000 talent by 2025" and "25% of our talent trained by 2027". The 2025 target was missed: "We acknowledge that we did not meet our 2025 target of 750,000, this has been considered internally and we transition to using a percentage-based target" (page 92); 532,200 talent were trained.

Corporate employee targets (pages 93, 98, 100):

• 52% women in management positions. Achieved: 52% (2024: 50%).
• Women in senior leadership of 42.5%, 44.0%, 45.5% and 50.0% in 2025, 2026, 2027 and 2030. Missed for 2025: 42.2% (2024: 39.9%), "While we narrowly missed our 2025 target of 42.5%, this outcome was influenced by macroeconomic disruption, organizational restructuring and a hiring approach focused exclusively on critical roles."
• Engagement score above benchmark. Group engagement score 7.7 against a benchmark of 7.6 (page 101).
• Turnover rate for permanent employees 27.8%. Achieved: 22.7% (2024: 23.8%).
• Voluntary turnover rate 16.3%. Achieved: 12.6% (2024: 14.3%).

The baseline for actions and targets "remains 2024, unless otherwise noted" (page 83). Randstad does not disclose whether workers or their representatives were involved in setting these targets.

Reference: social - talent, page 85; social - corporate employees, page 93 (ESRS content index, page 118); data on pages 87 and 96.

Randstad reports two populations, both treated as own workforce.

Talent (page 87). "Talent represents people of working age in the labor market, whom we place in jobs. These include temporary agency workers as defined by the EU directive 2008/104/EC (article 3.1b) and fall under the activities defined under the NACE Code N78" (page 86). In 2025: 1,728,000 talent placed (2024: 1,730,000); average weekly number of talent 560,900 (2024: 570,300); 42% female (2024: 42%); 250,000 permanent placements (2024: 260,300). By segment, average weekly talent was 67,900 in North America, 135,000 in Northern Europe, 235,300 in Southern Europe, UK & Latin America and 122,700 in Asia Pacific.

Corporate employees (page 96). 38,920 headcount at year end (2024: 41,650), 68% female (2024: 67%). Contract type, male/female: permanent 92%/91%, temporary 6%/7%, non-guaranteed hours 2%/2%; full-time 95%/85%, part-time 5%/15%. US headcount was 3,689 (2024: 4,252).

Randstad explains why several standard S1-6 datapoints are not given for talent: headcount of permanent and temporary employees is "less meaningful in our context. The inherent temporary and project-based nature of our business means that this disclosure requirement does not provide relevant insights into employment stability", and employee turnover rate "reflects the temporary and project-based nature of the business... rather than instability in employment practices or employee dissatisfaction" (page 86). No reconciliation of headcount to the financial statements is provided, and no employee turnover figure is given for talent.

Reference: social - corporate employees, page 95 (ESRS content index, page 118); data on page 97.

Randstad reports non-employee workers in its own workforce. The definition given is workers "either engaged directly by the company or via a third party... who perform work for the company but are not in an employment relationship with the company and whose work is controlled by us", including "freelancers and contractors, volunteers or unpaid interns, temporary workers from other staffing companies than Randstad Group companies, workers under an outsourcing contract between a supplier and the company and workers from the company's suppliers, where the company instructs the supplier/workers to use particular materials or work methods" (page 95).

Total headcount including workers who are not employees was 40,140 at the end of 2025 (2024: 42,750), of which 97% corporate staff, 2% engaged by the company and 1% engaged via a third party (page 97). The split is given by segment: Northern Europe 95%/3%/2%, Southern Europe, UK & Latin America 99%/0%/1%, Asia Pacific 98%/0%/2%, North America 93%/7%/0%, Corporate 100%/0%/0%.

Two limitations are worth flagging. First, the figures are percentages of total headcount rather than headcounts or FTEs of non-employee workers, so the absolute number is not stated directly. Second, the ESRS content index prints the S1-7 row title as "Characteristics of the undertaking's employees", duplicating the S1-6 label; the page reference (95) nonetheless points to the non-employee worker definition, and the supporting table is on page 97. Randstad separately reports 2,520 interns hired in 2025 (2024: 2,660) as a non-material disclosure (page 102).

Reference: social - talent, page 90; social - corporate employees, page 100 (ESRS content index, page 118, where the row is flagged "Transitional provision applied as per ESRS 1").

Talent (page 91): "In 2025, 88% of talent were covered by CLA within the EEA, most significantly in France, Italy and Spain where 100% were covered (these countries represent 33% of total number of talent). In the EEA, 100% of talent were covered by social dialogue in each country."

Corporate employees (page 100): "In 2025, 87% (2024: 79%) of our corporate employees were covered by collective labor agreements within the EEA, most significantly in France, Italy and Spain where 100% were covered (these countries represent 27% of total number of corporate employees)."

Both figures are EEA-only, and Randstad states the reason: "Outside of the EEA, we are actively working to enhance our data collection and reporting on this key indicator to provide more granular and insightful information in the future. At this stage, we do not yet have detailed information at this level and will apply the transition relief" (pages 90, 99). The same wording covers the social dialogue metric.

Randstad defines a collective labour agreement as "the result of free negotiations between an employer (or group/association of employers) and representative, autonomous trade union(s), or another autonomous representative workers' body that is directed/empowered by law to represent workers in negotiations on labor and employment conditions" (pages 90, 99). Social dialogue coverage is "Percentage of talent covered by workers' representatives within the EEA... calculated as total number of talent working in establishments with workers' representatives divided by total number of talent multiplied by 100" (page 90).

No country-level breakdown outside the EEA, and no split between employees covered by agreements concluded by the undertaking and those covered by sector agreements.

Reference: social - talent, page 87; social - corporate employees, page 96 (ESRS content index, page 118).

Gender. Talent were 42% female in 2025 (2024: 42%), ranging from 22% in Germany to 46% in North America (page 87). Corporate employees were 68% female (2024: 67%), ranging from 47% at Corporate to 82% in Belgium & Luxembourg (page 96).

Gender in leadership (page 98). Women in management positions: 52% (2024: 50%), highest in France at 60% and lowest in Asia Pacific at 35%. Women in senior leadership: 42.2% (2024: 39.9%), equating to "143 senior leaders defined as Hay Grade 21 and above (2024: 146)". Randstad notes "a 5% increase in women in senior leadership globally over the past three years" (page 94). Management position is defined as grade 17 or above under the Hay Grade; senior leadership as grade 21 or above (page 94).

Age. Corporate employees by age group (page 98): 18-24 5%, 25-29 19%, 30-34 21%, 35-39 17%, 40-49 22%, 50+ 16%. For talent, Randstad reports placements rather than a workforce age split: 533,300 talent younger than 25 (2024: 562,800), 951,400 aged 25-50 (2024: 927,300) and 243,000 older than 50 (2024: 239,700), noting "Although the ESRS refers to the age group under 30, we believe that focusing on the under 25 demographic is more relevant and important for our industry" (page 88).

The under-30 age band prescribed by ESRS S1-9 is therefore substituted for talent, and the top-management gender split is reported through the Hay Grade 21+ definition rather than the ESRS "top management" definition.

Reference: social - talent, page 91; social - corporate employees, page 100 (ESRS content index, page 118).

Randstad anchors the metric on the ILO concept: adequate wages means "A living wage, in accordance with the International Labour Organization (ILO) concept of a living wage. This reflects a wage level sufficient for workers and their families to afford a decent standard of living, covering essential needs like food, housing, and healthcare" (pages 90, 99).

The disclosure is qualitative rather than a percentage of workers paid at or above an adequate wage. "In countries with established minimum wage regimes, compliance with local legislation is of paramount importance to Randstad. In countries where no minimum wage regime is established, we take a general legal compliance approach and advocate for living wages" (page 91). For corporate employees the wording is firmer: "In countries with established minimum wage regimes, Randstad always complies with local legislation" (page 100).

The exceptions are named and sized. "In Singapore there is no national statutory or collective bargaining system for minimum wage setting", with a footnote recording that Singapore represents 0.4% of the total headcount of talent and, separately, 0.4% of the total headcount of corporate employees (pages 91, 100). "In Norway and Switzerland there is no national statutory minimum wage system, however, there is a collective bargaining system for minimum wage setting."

Randstad describes the framework as still forming: the ILO agreed a formal concept of a living wage in February 2024, and "The expectation is to receive guidelines in 2026 from the International Organization of Employers (IOE) to support the implementation of these adopted ILO conclusions" (page 91). "As part of the roadmap developed in 2024, Randstad explores step by step the potential gaps and possibilities to provide living wages... in partnership with those clients that have indicated to join forces" (pages 91, 100). No percentage of employees paid below an adequate wage is disclosed.

Reference: social - talent, page 91; social - corporate employees, page 100 (ESRS content index, page 118, flagged "Transitional provision applied as per ESRS 1").

Randstad states the requirement before answering it: "In accordance with ESRS S1-11, social protection requires entities to disclose whether their employees are covered against income loss due to major life events. The standard identifies the following five major life events for disclosure: sickness, unemployment (starting from when the worker is employed by the undertaking), employment injury and acquired disability, parental leave and retirement. Additionally, entities must disclose any countries where such coverage is not provided" (page 91).

Talent: no coverage data. "We are currently assessing this requirement at both the country level and across major life events. At this stage, we do not yet have detailed information at this level and will apply the transition relief" (page 91).

Corporate employees: the transition relief is also invoked, but a positive statement is given. "While we recognize that further work is required, we wish to disclose that all our corporate employees are covered by social protection against income loss due to at least one major life event - including sickness, unemployment (upon commencement of employment with the company), employment injury and acquired disability, parental leave, and retirement - in full compliance with local labor regulations" (page 101).

The corporate employee statement is coverage against at least one of the five events, not confirmation of coverage against each; and the list of countries where coverage is not provided, which ESRS S1-11 requires, is not given for either population. The talent population, at 560,900 people on an average weekly basis, is by far the larger of the two and is the one with no data.

Reference: social - talent, page 88; social - corporate employees, page 95 (ESRS content index, page 118, flagged "Transitional provision applied as per ESRS 1").

Talent (page 88): "In 2025 we placed 11,000 talent with a disability (2024: 11,600), 0.64% of total talent placed (2024: 0.67%)." Randstad qualifies the number: "These figures are based on voluntary disclosures by the talent, in compliance with local legislative obligations. As a result, the reported numbers may not be complete, and the actual figures are likely higher." Disability is defined as "all types of disabilities confirmed and registered by a medical expert or authority".

Corporate employees (page 95): no figure. "In addition, due to local legal restrictions, we are unable to report the percentage of corporate employees with disabilities."

So the disclosure is a partial answer: a percentage is given for the placed talent population, with an explicit self-selection caveat, and none for the internal corporate workforce, with a stated legal reason. The talent figure is expressed as a share of talent placed rather than as a share of the workforce at a point in time, which is the ESRS S1-12 basis. Persons with disabilities are also named as a group facing unequal access to AI training and opportunities in Randstad's own research (page 105), and the global Equity Committee supported a group event aligned with the International Day of Persons with Disabilities (page 94).

Reference: social - talent, page 92; social - corporate employees, page 101 (ESRS content index, page 118, flagged "Transitional provision applied as per ESRS 1").

Talent (page 92): 532,200 talent trained (2024: 441,000 restated), a 21% increase; 3,819,400 training hours (2024: 3,523,200 restated); an average of 2.2 hours per talent (2024: 2.0 restated); and EUR 166.4 million spent on talent training (2024: EUR 162.1 million). New this year is a breakdown Randstad had pledged in 2024: "total training hours included 1,406,300 for health and safety and 2,413,100 for upskilling and reskilling. Mandatory training accounted for 2,477,800 hours, while non-mandatory training totaled 1,341,600 hours."

Corporate employees (pages 101-102): 41,500 employees trained (2024: 47,300); 697,100 training hours (2024: 772,900); an average of 16.8 hours per employee (2024: 18.6); and EUR 15.2 million spent (2024: EUR 17.0 million). In addition, 27,500 employees received business principles training in 2025 (2024: 17,200), "This means that substantially all of our employees have been trained at least once", and the Frits Goldschmeding Academy trained 168 senior leaders (2024: 104) in 10 global development programmes (2024: 17) with an average rated learning experience of 9.0 (2024: 8.7).

Training hours are prior-year restated: the 2024 comparatives moved from 3,752,800 to 3,523,200 hours for talent, and headcounts trained from 445,100 to 441,000, as part of a definitional refinement disclosed on page 77.

ESRS S1-13 asks for average training hours by gender; Randstad reports averages for each population but no gender split, and gives no percentage of employees participating in regular performance and career development reviews.

Reference: social - talent, page 89 (ESRS content index, page 118, flagged "Transitional provision applied as per ESRS 1").

Coverage: "All our talent are covered by the group's health and safety management system" (page 90). The system "consists of numerous local systems based on the legal requirements of each market we operate in"; an overarching global system is under implementation, "We expect this implementation to be completed in Q1 2027" (page 89).

2025 metrics (page 90): 13,800 work-related injuries among talent (2024: 14,700 restated); 157,000 working days lost to those injuries (2024: 150,600 restated); injury rate (days) 0.11% of overall days worked (2024: 0.10% restated); injury rate (hours) 15.2 per million hours worked (2024: 16.0 restated). Sickness absence was 2.1% (2024: 1.9%) on 3.0 million sickness working days (page 91).

Fatalities: "Much to our regret, we were also confronted with 6 fatal incidents among talent in 2025 (2024: 8). These incidents took place in Chile, India, Italy and Poland (2024: Argentina, Brazil, Germany, Italy, France, India and United States)... We realize that while a zero score may prove impossible to achieve at the scale we operate, this is nevertheless the only acceptable pursuit" (page 90).

Two boundaries are stated. Work-related ill health is not reported: "Due to legal restrictions in relation to asking for and recording of underlying reasons for illness of our talent, we are unable to report the total work related ill health metrics although we do report on total sickness absence" (page 89). And the metrics cover talent only, because in the 2025 DMA "Health and Safety was refocused to cover talent only. Corporate employee safety remains operationally important but was considered not material as a standalone item due to the differences in working conditions for these two distinct stakeholder groups" (page 84). Accidents are treated as equivalent to injuries: "The number of accidents is currently considered materially in line with the number of work-related injuries in our reporting" (page 89).

Reference: social - talent, page 90; social - corporate employees, page 98 (ESRS content index, page 118, flagged "Transitional provision applied as per ESRS 1").

Talent (page 91): "In 2025, 74% (2024: 71%) of our talent was entitled to take family-related leave and 1% of them took this leave (2024: 1%). Among those who where entitled and used family-related leave, 52% were female and 48% were male (2024: 52% and 48%)."

Corporate employees (page 101): "In 2025, 98% of our employees were entitled to take family-related leave (2024: 99%) and 13% of them took this leave (2024: 12%). Among those who were entitle to and took family-related leave, 79% were female (2024: 77%) and 21% were male (2024: 23%)."

Randstad's definition of family-related leave covers "maternity, paternity, parental, and carer's leave" and excludes "short-term leave associated with minor child illness, the death or funeral of a close family member, marriage of the employee or a family member, relocation activities and sabbaticals" (pages 90, 99).

Work-life balance policy is described under working conditions: flexible working arrangements "including work-from-home options and opportunities for reduced working hours, to support employees' personal and professional needs", and compliance with local laws, collective agreements and ILO standards on working hours (page 98).

The gap between the two populations is large and unexplained: 1% of entitled talent took family-related leave against 13% of entitled corporate employees. ESRS S1-15 asks for the percentage of entitled employees who took leave by gender; Randstad gives the gender split of those who took leave rather than take-up rates by gender.

Reference: social - talent, page 91; social - corporate employees, page 100 (ESRS content index, pages 118 and 119).

Gender pay gap - corporate employees (page 100). Unadjusted: 16.19% for 2025 (2024: 18.9%), "ignoring structural factors (e.g. seniority, role)". Adjusted: 1.18% (2024: 0.25%), calculated on base salary as a weighted average across the 10 largest countries (US, Canada, Netherlands, Germany, Belgium, France, Italy, Spain, Australia and Japan) and extrapolated to group level, "Since quality data is not yet sufficiently available for the remaining countries". Full geographic scope is expected "for the financial year 2027", and "we plan to conduct formal equal pay gap analyses starting in 2027" alongside EU Pay Transparency Directive work in 2026 (pages 98, 100).

Annual total compensation ratio (page 100): "The ratio of the annual total compensation of the CEO to the median annual total compensation for all corporate employees (excluding the highest paid individual) was 106:1 in 2025 (2024: 83:1)." The median is "an approximation by identifying the individual with the middle base salary within the Group and adjusting this to include the above-mentioned other compensation items", with part-time compensation annualised (page 99).

Talent are excluded from both metrics, with reasons given (page 86). On the pay gap: "Due to the variability in roles, industries, and assignments determined by client requirements, a standardized metric for gender pay differences fails to capture the nuances of pay structures across diverse sectors. Disclosing the Gender Pay Gap would be more reflective of sectoral mix and differences rather than gender compensation practices." On the ratio: "The diverse and variable nature of talent roles and pay structures, heavily influenced by clients, sector and geographical location, makes the remuneration ratio unrepresentative of Randstad's internal pay practices compared to its leadership."

So the two headline compensation metrics cover roughly 38,920 corporate employees and exclude the 560,900 average weekly talent population. The variable-pay caveat is disclosed: the calculation "only includes base salary", and "the variable components have been estimated to not have a material effect on this ratio" (page 99).

Reference: governance, page 107 (ESRS content index, pages 118 and 119).

Volume (page 107). 430 new reports in 2025 (2024: 465), of which 154 anonymous (2024: 166). 304 were "Concerns referred to other channels/not legitimate" (2024: 334). 111 were "accepted as admissible and investigated" (2024: 122). Outcomes: 56 proven or partially proven (2024: 72), 55 not proven, 15 still under investigation at year end (2024: 10).

Breakdown of the 56 proven complaints (page 108): harassment and intimidation (20) (2024: 24), sexual harassment (8) (2024: 12), non-compliance with internal policies and procedures including breach of confidentiality (8) (2024: 4), discrimination (6) (2024: 6), improper management practices, unprofessional behaviour or breach of business principles (5) (2024: 10), conflict of interest (4) (2024: 4), fraud or theft (2) (2024: 5), health and safety or working conditions (1) (2024: 5), data protection (1), human rights or modern slavery (1).

Severe human rights impacts: "There were no severe human rights issues and incidents connected to our own workforce" (page 108). "In 2025 we had no material fines (2024: no material fines)" (page 108).

Who reports: 260 reports came from talent (candidates, current and former placed workers) (2024: 289); 69 from employees or former employees (2024: 66); 33 from clients, suppliers or other external parties (2024: 31); and in 68 cases the reporter could not be identified (2024: 79).

Remedy: all proven reports were followed up with corrective action "providing remedy to correct any negative impacts", ranging from additional training, coaching and monitoring through enhanced communication and improved controls to disciplinary action; 18 reports resulted in termination of employment, 11 of which related to employees (page 108).

Randstad withholds one element: "Due to the sensitive nature of the information, we do not disclose a further breakdown of the reported misconduct" (page 108). No monetary amount of fines, penalties or compensation for damages is quantified beyond the statement that no fines were material.

Reference: governance chapter, pages 106-107 (ESRS content index, pages 118 and 119).

Corporate culture rests on five core values - "to know, to serve, to trust, simultaneous promotion of all interests and striving for perfection" - operationalised through the Randstad business principles, the group code of conduct, which "incorporate and represent the fundamental principles that are applicable to all employees, officers and directors" (page 106).

Policy set (page 106): "Randstad provides comprehensive policies guiding employees' business behavior in areas such as competition law, human rights & fair labor conditions, anti-bribery, data protection, and digital communications." In 2025 the company "issued new versions of our business principles, human rights & fair labor conditions, health and safety and environmental policies, our global supplier code and our misconduct reporting procedure".

Control: "All corporate policies are part of our key control framework, with compliance certified semi-annually through our internal in-control statement process. All corporate compliance policies are approved by the Executive Board" (page 106).

Culture measurement: understanding of the business principles is measured quarterly through the Randstad in Touch survey and scored 8.4 at group level in 2025 (2024: 8.4), ranging from 7.9 in the Netherlands and Belgium & Luxembourg to 8.9 in North America (page 107). In 2025, 27,500 employees received business principles training (2024: 17,200) (page 102).

Tax conduct is treated as part of business ethics: "Randstad does not undertake transactions or engage in arrangements with the sole purpose of creating a tax benefit"; tax principles are approved annually by the Executive Board; the company has committed to the VNO-NCW Tax Governance Code since 2022; and in the 2025 VBDO tax transparency benchmark "Randstad ranks number 7 out of 116 companies" (pages 106-107). Corporate taxes paid were EUR 96 million (2024: EUR 219 million), with a total contribution through taxes collected and withheld of EUR 9,145 million (2024: EUR 9,573 million) (page 108).

Reference: governance chapter, page 106 (ESRS content index, page 118).

Commitment and membership: "Our Executive Board has endorsed the UN's Call to Action to promote anti-corruption measures. Randstad opposes corruption in all its forms and is a member of Transparency International" (page 106).

Policies: "Supportive of our clear position as included in our Business Principles, we have stringent policies endorsed by the executive board on gifts, hospitality, and anti bribery, prohibiting any political contributions" (page 106).

Training: "All employees, including management, receive training on these policies as part of their mandatory compliance induction and refresher training" (page 106). Compliance training is required at onboarding with refresher training "at least every two years", including modules on data protection, AI and digital communications (page 104). In 2025, 27,500 employees received business principles training, up from 17,200 in 2024, "mostly online, either by webinar and/or by means of our dedicated e-learning program. This means that substantially all of our employees have been trained at least once" (page 102), and Randstad performs "regular fraud and integrity workshops for senior management" (page 107).

Risk-based targeting: Randstad states a nil finding rather than a functions-at-risk breakdown - "Randstad has no functions that qualify as being most at risk in respect of corruption and bribery" (page 106).

Detection and investigation: violations "should be reported via the integrity and grievance mechanism", the Randstad Group Misconduct Reporting Procedure and Integrity Line, run by an independent provider with anonymity and anti-retaliation protection. Investigators are separate from the chain of command where local management is implicated: such reports are "followed up by the central integrity officer and Global Business Risk & Audit" (pages 106, 108). The Ethics & Compliance Committee oversees the procedure, and the Executive Board and Supervisory Board are informed quarterly (page 106).

Randstad does not disclose the percentage of functions-at-risk covered by training programmes, since it reports that no functions qualify as most at risk.

This statement was prepared under the 2023 ESRS, in which business conduct targets fell under MDR-T rather than a standalone G1 targets disclosure requirement. The content below is drawn from the governance chapter, where Randstad sets and reports against measurable business conduct targets. Note that the ESRS content index lists DRR-P (policies) and MDR-A (actions) but carries no MDR-T row (page 117).

Stated targets (page 103):

• Awareness score of the business principles > 8.5.
• Awareness score of the misconduct reporting procedure > 8.5.
• "our tax contribution" (named as a target without a numeric threshold).
• Under digital technology advancements: "data protection score aggregated group level 3.5 by 2025 and level 4 for all markets and verticals by 2027 based on data protection policy and framework".

Performance against them (pages 103, 106, 107):

• Understanding of business principles: 8.4 (2024: 8.4). Missed. Randstad says so plainly: "We acknowledge that we did not meet our target of 8.5 in 2025, however this has been considered internally and we do not believe this will affect our ability to achieve our target related to this in future" (page 107).
• Awareness of the misconduct reporting procedure: 8.5 (2024: 8.4). Met.
• Data protection maturity score: 3.6, "we met our target to reach an aggregated maturity level of 3.5. Our ambition remains to reach an aggregated maturity level 4 maturity by 2027" (page 106).
• Critical security or data protection breaches: zero in 2025 (2024: nil) (page 103).
• Corporate taxes paid EUR 96 million and total tax contribution EUR 9,145 million (page 108).

Effectiveness is also tracked outside the targets: the number of misconduct reports and their outcomes is reported annually (page 107), all corporate policies are certified semi-annually through the in-control statement process (page 106), and Randstad ranked 7 of 116 companies in the 2025 VBDO tax transparency benchmark (page 107). Randstad does not disclose the process by which these targets were set or the stakeholders involved.

Reference: general information - governance, page 78 (ESRS content index, page 118); the substantive content sits in the governance chapter at pages 108-110.

Policy: "Randstad's Public Affairs Guidelines and Principles outline our approach to engaging in public policy through industry associations. Our focus is on shaping the future of work, improving working conditions, protecting work-related rights, and addressing critical issues such as living wages, working hours, and fair employment practices" (page 108).

Political contributions: none are permitted. Randstad's policies on gifts, hospitality and anti-bribery expressly prohibit "any political contributions" (page 106). No monetary or in-kind political contribution figure is reported, consistent with that prohibition.

Lobbying and representation: "We systematically engage with policymakers by securing decision-making roles within employers' organizations, currently holding board or presidency positions in multiple key markets. We use this influence to actively steer social dialogue and co-create regulatory frameworks that balance flexibility with security. This includes our ongoing leadership in the European Sectoral Social Dialogue Committee, where we recently drove consensus on capacity building for temporary agency work" (page 108). At EU level in 2025 Randstad engaged on the Quality Jobs Roadmap, the EU Talent Pool Initiative, AI in Employment and the EU Work Programme 2025 (page 108).

Memberships and cost (page 109): World Employment Confederation EUR 94,630 (2024: EUR 92,770); BusinessEurope EUR 35,000 (2024: EUR 35,000); International Organization of Employers EUR 21,480 (2024: EUR 21,300). Randstad representatives "hold positions on the board, executive committee and on European level are holding the Presidency of WEC Europe". Page 110 tabulates the highest Randstad positions - president, vice-president, board member or member - held in national federations across some 30 markets, including Federgon in Belgium, PRISM'EMPLOI in France, GVP in Germany, Assolavoro in Italy, ABU in the Netherlands and ASA in the United States.

Not disclosed: registration in the EU Transparency Register or an equivalent national register, and whether any administrative or supervisory board member held a comparable position in public administration in the two years before appointment.