Stakeholder dialogue, materiality and reporting

RAI Amsterdam has periodic meetings with its stakeholders to nd out which issues they nd important The overview below shows how and how often these structural dialogues are held.

Stakeholder dialogue

Stakeholder group Dialogue type Frequency Topic

Internal stakeholders, shareholders, clients, suppliers

Extensive stakeholder consultation 2016

1x approx every 3 years

Clients Surveys After event

Visitors

Policy review

Client satisfaction

Social media Continuous Activities related to the RAI, reachability

Neighbourhood residents Programming meeting 8-10x a year Activities in and around the RAI

Suppliers Inspiration and feedback sessions

Regularly Sustainable procurement, realisation of activities and work environment

Employees

Employee satisfaction survey

1x every 2 years

Employee satisfaction

Transport companies (e g , NS, GVB) Meeting Regularly Reachability RAI around events

An extensive stakeholder consultation and materiality determination took place in 2016 The scope was corporate social responsibility and it consisted of three stages: stakeholder mapping; stakeholder consultation (internal and external interviews and surveys), and analysis and reporting

CSR themes

The most common topics named by the consulted stakeholders were: waste and energy, employees, sustainable procurement, social engagement and safety & security Another topic mentioned involved event content – which was deemed as very important by internal stakeholders. The aforementioned topics are the most material and thus form the foundation for the CSR reporting which has been integrated with the nancial report as of the Annual Report 2017

Materiality

The gure below shows the materiality matrix, in which CSR themes are represented in terms of their relative according to stakeholders and RAI Amsterdam.

Reporting

This report was drawn up in accordance with the guidelines version 4 0 (G4) of the Global Reporting Initiative application level ‘core’. The GRI guidelines are available via www.globalreporting.org. changes during the reporting period regarding size, structure or ownership

Externally developed economic, environmental and social charters, principles, or other initiatives to which the organisation subscribes

45 topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting

Report prole

G4-42 Role of the highest governance body in the development, approval and updating of the mission, vision, goals and strategy related to economic, environmental and social topics

G4-43 Measures taken to enhance the highest governance body’s collective knowledge of economic, environmental and social topics

G4-44 Processes for evaluation of the highest governance body’s performance, especially with respect to economic, environmental and social impact, opportunities and risks

Final approval is given by the Executive Board The Board is supported in this by the CSR Board

G4-45 Procedures of the highest governance body for overseeing economic, environmental and social impact, opportunities and risks

G4-46 The role of the highest governance body in reviewing the eectiveness of risk management processes in the eld of economic, environmental and social topics

G4-47 Frequency of the highest governance body’s review of economic, environmental and social opportunities, risks and impact

G4-48 Highest committee or role/position that reviews and approves the annual sustainability report and ensures that all material aspects are covered

G4-49 Process for communicating critical concerns to the highest governance body

G4-50 Nature and number of critical concerns that were communicated to the highest governance body and the manner in which they were addressed

G4-51 Manner in which the remuneration policies of the highest governance body, top managers and senior executives (including severance pay) are linked with the performance of the organisation (including social and environmental performance)

G4-52 Process for determining remuneration Remuneration report

G4-53 How employees’ and shareholders’ views are sought and taken into account where remuneration is concerned

Ethics and integrity

https://jaarverslagen rai nl/en/reports/annualreport-2021/welcome-at-the-rai/strategy-andvalue-creation

Economic performance

Information about the management approach

RAI Amsterdam’s Annual Report and Sustainability Report describe the economic and nancial approach indirect economic impact, including the eects of that impact

Procurement -

Information about the management approach

EO9 Type and sustainability performance of procurement

EO1 Direct economic impact and value creation as a result of sustainable initiatives

Environment

Information about the management approach

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We try to minimise our environmental impact To guarantee a systematic approach in our business operations, we use an environmental management system based on international guidelines and standards. The objectives are established in our CSR policy plan

Energy

Information about the management approach

We invest in reducing the use of fossil fuels and our energy consumption

G4-EN3 Energy consumption within the organisation Niet weergegeven, gezien ontbreken van vergelijkbare data ivm bedrijfssluiting als gevolg van de Coronapandemie

G4-EN6 Reduction of energy consumption https://jaarverslagen rai nl/en/reports/annualreport-2021/executive-board-report/forcommunity-city-and-society

Air emissions, wastewater and waste substances

Information about the management approach

G4-EN15 Direct emissions of greenhouse gasses (GHG) scope 1

G4-EN16 Indirect emissions of greenhouse gasses (GHG) scope 1

G4-EN19 Reduction of greenhouse gas (GHG) emissions

G4-EN23 Total weight of waste by type and disposal method

Transport

Information about the management approach

EO2 Modes of transport taken by visitors as a percentage of total transportation, and initiatives to encourage the use of sustainable transport options

Social

Information about the management approach

Waste is one of the priority areas within the RAI’s CSR policy Our goal is that the RAI's waste management be among the best in the world within the convention and events industry

Not disclosed No comparable data available due to business closure

Not disclosed No comparable data available due to business closure

Not disclosed No comparable data available due to business closure

Not disclosed No comparable data available due to business closure

Not disclosed No comparable data available due to business closure

Not disclosed No comparable data available due to business closure

Work conditions and decent work

Information about the management approach

To improve wellbeing, we focus on creating social value for both internal and external stakeholders RAI Amsterdam has been connecting people since 1893, and as such occupies a central space in its social environment https://jaarverslagen.rai.nl/en/reports/annualreport-2021/welcome-at-the-rai/strategy-andvalue-creation

LA1 Total number of personnel by type of work, work agreement and region

RAI Amsterdam aims to contribute to the wellbeing of current and future employees in an active and visible way We therefore have a sustainable HR policy oriented toward wellbeing, vitality and lifestyle, and invest in the local community https://jaarverslagen rai nl/en/reports/annualreport-2021/welcome-at-the-rai/key-gures https://jaarverslagen rai nl/en/reports/annualreport-2021/executive-board-report/foremployees

Health and safety

Information about the management approach

LA4 Minimum notice periods in case of operational changes, including the specications in collective agreements

LA6 Rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender

LA8 Health and safety topics covered in formal agreements with trade unions

RAI Amsterdam aims to contribute to the sustainable employability of its workers by deploying specic policies that target health, safety and vitality

This indicator is dened by law in the Netherlands https://jaarverslagen rai nl/en/reports/annualreport-2021/executive-board-report/foremployees

In the covenant for the cleaning and window cleaning sector, RAI Amsterdam has established agreements to ensure good working conditions for its employees

LA11 Percentage of employees who receive regular reports on performance and career development per gender and employee category

LA12 Composition of governance bodies and breakdown of employees according to gender, age group, minority group membership, and other indicators of diversity https://jaarverslagen rai nl/en/reports/annualreport-2021/welcome-at-the-rai/compositionof-the-executive-board https://jaarverslagen.rai.nl/en/reports/annualreport-2021/welcome-at-the-rai/compositionof-the-supervisory-board

All employees go through a yearly evaluation and assessment in which individual performances and career development are discussed.

Equal remuneration for women and men

LA13 Ratio of basic salaries and remuneration of women and men per employee category and signicant business location

Local communities (society)

Information about the management approach

G4-S01 Implemented local community engagement programmes, impact assessments, and development programmes

RAI Amsterdam has xed salary scales which do not dierentiate between women and men

To improve wellbeing, we focus on creating social value for both internal and external stakeholders RAI Amsterdam has been connecting people since 1893, and as such occupies a central space in its social environment https://jaarverslagen rai nl/en/reports/annualreport-2021/welcome-at-the-rai/strategy-andvalue-creation https://jaarverslagen rai nl/en/reports/annualreport-2021/executive-board-report/forcommunity-city-and-society

Screening of suppliers for social impact

Information about the management approach

G4-S09 Percentage of new suppliers that were screened using criteria for impact on society

Health and safety of customers/visitors

Information about the management approach

RAI selects local suppliers if possible n/a

G4-PR1 Percentage of signicant product and service categories for which health and safety impacts must be improved

EO7 Numbers and types of injuries, fatalities and incidents involving visitors and other relevant stakeholders

RAI Amsterdam is one of the leading European convention centres as far as safety is concerned The Safe Working Practices Manual describes the relevant rules and procedures n/a

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