RAI Amsterdam | Annual report 2017

annual report 2017

New events and organisers stable turnover and results

Renovation Strandzuid summery venue with value for RAI visitors and Amsterdam residents alike

Start of RAI 2030 spatial development plans exhibition surface expansion and urbanisation of convention centre function

Organisational trajectory: structure and culture investments in innovative strength to increase competitiveness

Contributing to Sustainable Development Goals event content stimulates exhibitors to innovate in their sector in a sustainable way

Cover photo: the most recent ISE (Integrated Systems Europe), February 2018

Disclaimer: Whenever this annual report mentions ‘RAI Amsterdam’, ‘we’, ‘the company’ or similar indications, it refers to RAI Holding B.V. as explained in the ’Corporate governance’ section. Segments of this annual report contain opinions regarding the future. These segments can – without limitations – contain expectations on future realised and unrealised results, profits, payments, government measures, the impact of other regulating measures on the activities of RAI Amsterdam, subsidiaries and macroeconomic trends and the performance of RAI Amsterdam. Such statements are preceded or followed by or include terms such as ‘believe’, ‘expect’, ‘prognosticate’, ‘feel’, ‘anticipate’ or similar. These future-oriented statements are based on current assumptions of future activities and are subject to known and unknown factors and other uncertainties, many of which are outside RAI Amsterdam’s sphere of influence. This means that future results can, in fact, differ substantively from these expectations.

In view of Title 9, Book 2 of the Netherlands Civil Code, the information given in the sections ‘In brief' 'Governance and risk management', 'About reporting' and 'Annexes' is also part of the section ‘Report by the management’. For reasons of presentation, this information is not repeated in this section.

Inhoudsopgave . . . . .

1. In brief

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Profile

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Key figures

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A word of thanks from the Executive Board

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Composition of Supervisory Board and Executive Board

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The power of connections

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How we facilitate meetings

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2. Statement from the Supervisory Board

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Presentation of annual report . . . . . . . . . . .

3. Executive Board report

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Events

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Services

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Facilities

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Strategy

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Personnel and organisation

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Shareholder equity and loan capital

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Prospects

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.79.

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4. Governance and risk management

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Corporate governance

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Risk management

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.87.

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1.1. Consolidated balance sheet (before proposed appropriation of results)

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2.1. Consolidated profit and loss account

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3.1. Consolidated cash flow statement

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Consolidated overview of the overall result

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Notes on the consolidated balance sheet as on 31 December 2017

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Notes on the consolidated profit and loss accounts 2017

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5. Financial statement . . . .

General

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4.1. Company balance sheet (before appropriation of results)

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5.1. Company profit and loss account

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Notes on the company balance sheet as on 31 December 2017

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Proposed appropriation of profit

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Result appropriation in accordance with the statutes

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Independent auditor’s report

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6. Other information

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Stakeholder dialogue, materiality and reporting

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GRI table

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7. About reporting

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Personal information of management and works council

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8. Enclosure

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9. Colophon

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#01

In brief

4

Profile

EXHIBITON AND CONFERENCE ORGANISATION RAI Amsterdam is an international exhibition and conference organisation.

INSPIRING Our specialism is bringing people together to connect and inspire each other.

1.5 MILLION VISITORS Our Convention Centre in Amsterdam welcomes some 1.5 million visitors a year to consumer & trade exhibitions, conferences, shows and other events.

OWNER AND ORGANISER RAI Amsterdam has developed a portfolio of exhibition titles which the RAI owns and organises.

IN AMSTERDAM & ABROAD The RAI also organises similar events outside of the Netherlands based on trade exhibitions which take place in Amsterdam.

Our goal Inspiring people inspiring visitors during Integrated Systems Europe 2017

RAI Amsterdam provides added value for its visitors by bringing them together in an inspiring environment. In doing so way we stimulate the sustainable growth and development of people, markets and our environment, and contribute to successful business, memorable events, pleasant evenings or any other goal that connects our guests.

visitors getting inspired at Integrated Systems Europe 2017

5

National events National consumer and other exhibitions are the bedrock on which RAI Amsterdam’s reputation is built and represent the foundation of our success. Over the coming years, the RAI hopes to enhance the connecting function it fulfils on a local and national level.

International events growth due to international events

Internationally oriented events in high value sectors will be the engine of our future growth. In addition to our facilities and services, the RAI offers its organisers, exhibitors and (international) visitors a unique proposition. Thanks to the city’s good its image in terms of safety, openness & tolerance, the allure of its architecture & atmosphere and easy accessibility via Schiphol, Amsterdam is an exhibition and conference destination par excellence. The central location of the RAI Amsterdam Convention Centre within the city and our outstanding reputation in the field of hospitality ensure that visitors have a pleasant and productive stay.

Stimulating the economy and contributing to a city in balance

daytime at the RAI...

...evenings in the city and hotel

6

RAI Amsterdam stimuleert

RAI Amsterdam stimulates the economy in the city and region. Hotels, restaurants, museums,

stad en regio

transport companies, suppliers and the airport benefit from the large number of exhibitors and

visitors who visit the city due to the many – often international – exhibitions, conferences and events. Business visitors who stay a few days also benefit the city and the surrounding area.

CSR is anchored in our ideas and actions integrated approach to social costs and benefits

Corporate Social Responsibility (CSR) is an integral part of the strategy of RAI Amsterdam. Our events aim to stimulate sustainable development and enhance the wellbeing of people and society, now and in the future. Our corporate activities contribute to the prosperity and development of Amsterdam and the surrounding area. We achieve this by attracting local suppliers, training students and helping them gain work experience, and offering opportunities to local residents who are disadvantaged in the labour market. Another key component of our integrated social focus is limiting the impact of large events on daily life in the city wherever possible and having an active dialogue with all our stakeholders. Finally, we keep a close eye on our ecological impact and contribute to various projects aimed at creating a better world. In all these ways, we aim to ensure that RAI Amsterdam continues to provide a valuable contribution to society, year in year out. Social costs and benefits are a major component in all our decision-making processes.

Aquatech Amsterdam, sustainability

Our strength A warm welcome years of experience in meeting

RAI employees are proud to contribute their experience and expertise, providing a wide range of

the most diverse requirements

services and products which ensure a hospitable welcome. Thanks to the professionalism of these employees all the requirements of our clients are met to their complete satisfaction.

400 employees and around 3,000 flexible workers

RAI Amsterdam employs over 400 people (376 FTEs). Approximately half of these have a commercial position, around a third have an operational role and some 10% are in management.

Temp workers are also deployed for specific events. There is a fixed pool of around 300 regular flexible workers and RAI Amsterdam employs some 3,000 temps a year. Realising events in teams and switching quickly to prepare for upcoming events makes working at the RAI an energetic and inspiring challenge which varies every day.

7

Our building complex around 500 events

The RAI Amsterdam Convention Centre is an innovative, sustainable and cost-efficient complex which accommodates around 500 events a year.

the dynamics of combi-letting:

The strength of our convention centre lies in its multifunctional character, which allows the RAI to

fast and flexible switching

switch quickly and flexibly between the widest possible range of uses. This is one of the reasons

between events

why the weighted average effective occupancy rate of the RAI Amsterdam Convention Centre is one of the highest in Europe.

easy-to-reach location

The Convention Centre is situated on the edge of Amsterdam’s city centre and has its own train and metro station. A second metro station, connected to the North/South metro line, is expected to open in the summer of 2018. Visitors can travel from the Convention Centre to the main hall at Schiphol Airport or the historic centre of Amsterdam in around ten minutes.

the Europa Hall with (behind it) the Amtrium, which was opened in 2016

Own exhibition titles 25 national and international consumer and trade events

We work with a variety of partners who are leaders in their respective sectors in order to develop and maintain communities. We bring members of these communities together during events, which has enabled RAI Amsterdam to create a portfolio containing a wide range of exhibition titles owned and organised by the RAI.

in Amsterdam and abroad

In total, RAI Amsterdam organises around 25 consumer and trade events a year either in Amsterdam or abroad. They focus on various social challenges with which the RAI aims to contribute to the realisation of the Sustainable Development Goals as drawn up by the United Nations.

world market leader in five sectors

With a clear focus on first-class, internationally oriented events and on collating knowledge of markets and target groups, RAI Amsterdam has exhibition titles in five sectors in which it is a global market leader. The growth in lettings for various international and periodical exhibitions and conferences organised by third parties also contributes to our strong international position.

8

Physical and virtual meetings 'year round' contact with communities

RAI Amsterdam develops and maintains communities in the sectors and fields of these events, and facilitates both physical and virtual meetings to enhance the reach of conferences and exhibitions beyond the event itself.

Our shareholders two shareholders

The holding company of RAI Amsterdam is RAI Holding B.V. which has two shareholders: the RAI Association and the City of Amsterdam.

RAI Association: 75%

The RAI Association – the trade association for manufacturers, importers and wholesalers of mobility-related products such as cars, trucks, bicycles and trailers – owns 75% of the shares in RAI Amsterdam. The association, which has around 700 members, has been involved with RAI Amsterdam ever since the bicycle industry started organising an annual trade exhibition in the city in 1893. The name RAI, an abbreviation (in Dutch) for ‘bicycle and automotive industry’, came a few years later when the automotive sector joined.

City of Amsterdam: 25%

The remaining 25% of shares are owned by the City of Amsterdam, an arrangement that dates back to 1956 and has an economic background. The City of Amsterdam decided in 2016 to start the process of selling the municipal interest.

9

Key figures in Amsterdam

Approval ratings

ganisers Or

.

hibitors Ex

Visitors

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.

events

abroad

stage shows other events national exhibitions/ congresses

international exhibitions/ congresses

. million

in Amsterdam

,

abroad

. million

foreign exhibitors

visitors

million

ecopower

â‚Ź

employees ployees Em

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.

Energy

from gas to district heating (last

turnover

â‚Ź million

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operating result

years)

. million

shareholder equity

. million

district heating gas

balance total

.

district heating

solvency

10

Key figures Quality

Approval ratings Satisfaction rating with RAI Convention Centre (from 1 to 10)

2017

2016

2015

2014

2013

Organisers (events for external organisers)

8.1

8.2

7.7

7.8

7.6

Exhibitors (own events)

7.3

7.8

7.5

7.6

7.4

Visitors (own events)

7.5

7.8

7.3

7.6

7.2

Employee satisfaction Rating (from 1 to 10)

2017

2016

2015

2014

2013

Employee satisfaction (biennial)

-

8.2

-

7.9

-

Quantity

Visitors Numbers x 1,000

2017

2016

2015

2014

2013

International events

516

372

330

471

451

National events

652

588

734

1,048

672

Stage shows

42

37

40

62

80

Other events

353

281

327

313

198 1,381

Total in Amsterdam

1,499

1,425

1,745

1,518

Elsewhere in the Netherlands

-

-

7

-

-

Outside of the Netherlands

126

96

83

64

67

Total outside of Amsterdam

126

96

90

64

67

1,625

1,520

1,835

1,582

1,448

2017

2016

2015

2014

2013

17,786

18,464

15,816

18,649

15,389

63%

63%

60%

63%

55%

Total

Exhibitors Number

Exhibitors Exhibitors from outside the Netherlands

11

Organisers Number

2017

External organisers RAI Amsterdam Total

2016

2015

2014

2013

421

458

434

521

464

22

19

24

23

23

443

477

458

544

487

2017

2016

2015

2014

2013

Events Numbers

International events

64

52

41

54

47

National events

29

34

43

43

45

Stage shows

48

35

39

55

85

Other events

293

350

325

383

300

Total in Amsterdam

434

471

448

535

477

Elsewhere in the Netherlands

-

-

1

1

-

Outside of the Netherlands

9

6

9

8

10

Total outside of Amsterdam

9

6

10

9

10

443

477

458

544

487

2017

2016

2015

2014

2013

Total

Personnel Employed by group average

376

371

375

384

390

100%

100%

100%

100%

100%

2017

2016

2015

2014

2013

69,572

68,110

67,961

61,416

63,605

3,034

6,645

43,475

58,557

77,204

61,452

47,990

20,546

12,442

7,577

-

-

-

308

3,432

134,058

122,745

131,983

132,722

151,817

1,482

1,665

1,491

1,409

-

Percentage of green electricity purchased

100%

100%

100%

100%

100%

CO2 emissions by RAI Amsterdam (tonnes)*

2,043

589

5,929

6,345

*See paragraph Facilities

62,336

55,765

66,084

50,253

55,187

Employees, FTE In the Netherlands

Natural resources Energy: used and generated. CO2-emissions: involves scope 1 and 2.

Electricity consumption Gas consumption District heating Energy consumption out of cogeneration Total energy consumption Of which generated by RAI solar panels

Water consumption (m3)

12

Financial

Turnover and results x â‚Ź 1 million

2017

2016

2015

2014

Exhibitions and events

37.5

50.2

56.9

47.5

39.4

Letting to third parties

23.5

19.8

18.1

22.3

23.6

Catering

18.1

14.5

15.5

15.1

17.8

Parking

5.3

5.0

5.9

4.5

4.3

Hotel commission

2.7

2.6

3.3

3.4

3.5

33.3

26.1

24.3

24.8

20.8

2.8

2.0

2.1

2.1

7.2

123.3

120.2

126.2

119.7

116.6

Facility services Other Turnover

2013

Outsourced work

50.9

47.1

58.6

45.4

46.0

Wages and salaries, incl. social security and

29.8

29.0

27.8

29.2

29.1

Amortisation

14.5

15.0

13.8

14.3

15.3

Other operating expenses

18.5

19.7

17.0

17.2

19.1

113.7

110.8

117.2

106.1

109.5

pension contributions

Operating expenses

EBITDA

24.0

24.4

22.7

28.0

22.4

Operating result

9.6

9.4

8.9

13.7

7.1

As % of turnover

7.8%

7.9%

7.1%

11.4%

6.1%

5.3

5.0

4.2

9.3

3.3

2017

2016

2015

2014

2013

Net result

Balance sheet x â‚Ź 1 million

Shareholder equity Balance total Solvency

90.4

87.9

86.7

84.7

77.7

208.3

205.9

201.8

198.0

189.9

43.4%

42.7%

43.0%

42.8%

40.9%

13

A word of thanks from the Executive Board

Paul Riemens (left) and

Dear reader,

Maurits van der Sluis

We are pleased to present you with this annual report for 2017. This has in many respects been a special year for RAI Amsterdam, one in which we have achieved excellent results together with our stakeholders. These included making up for the expected drop in turnover (caused by the absence of AutoRAI and BedrijfsautoRAI) by expanding existing events and attracting new ones.

In addition to our commercial efforts, we have invested considerable time and energy in renewing the RAI’s structure and corporate culture. This has involved moving from the previous division structure (Convention Centre and Exhibitions) to an organisation oriented around three core processes: event, innovation and management. This change in structure was a prerequisite for the subsequent cultural change. Together, these evolutions are designed to further increase customer satisfaction and strengthen the RAI’s innovative dynamism, allowing us to maintain our competitive edge in the future.

With the development and elaboration of our master plan for 2030, we are gradually expanding the RAI to facilitate the growth of our largest events. At the same time, this planning explicitly ensures a better integration of the RAI complex within the surrounding area while improving our infrastructure for logistical processes.

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In addition to an impressive operational performance, 2017 was also a year in which we focused our attention on the future by reinforcing both the organisation and the physical RAI complex. As guardians of one of Amsterdam’s primary meeting places, we see this expansion and creation of multiple types of added value as our most important task. This is why, starting with this edition, our annual report will also discuss our social and ecological performance. By including these topics, we implement in reality our conviction that corporate social responsibility should be an integral part of our business activities.

The Executive Board report takes a more detailed look at the events of 2017, realised in partnership with many people – perhaps including you. We would like to express our sincere gratitude to all stakeholders: visitors, exhibitors and organisers, as well as shareholders, employees, the Supervisory Board and the works council. We would also like to thank the city of Amsterdam and its inhabitants. All in all 2017 was a successful year that we are proud to now share with you by means of this report.

Amsterdam, 22 March 2018

RAI Holding B.V.

Paul Riemens, CEO Maurits van der Sluis, COO

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Key points 2017

our results

Organisers gave our convention centre a mark of 8.1 out of 10 (in 2016 the average was 8.2). Our own exhibitions received 7.5 (7.8 in 2016) from visitors and 7.3 (7.8 in 2016) from exhibitors.

Despite what a cursory reading of the last two annual comparisons might suggest, the scores in 2017 were in fact around the same level as they had been for the previous editions of these exhibition titles.

Employee satisfaction, which is measured every two years, reached a new high point at the end of 2016, when the score was 8.2 (the equivalent in 2014 had been 7.9).

Operating profit was €9.6 million, slightly higher than that achieved the previous year (€9.4 million).

Turnover was €124.7 million (€120.2 million in 2016).

growth, expansion and sustainability

We hosted a total of 64 international events in 2017 (52 in 2016). These include both third party titles and the RAI’s own events, which strengthened the portfolio. Almost all events performed at or above expectations. Of the RAI’s own events, nine took place abroad (compared to six in 2016).

The Convention Centre was expanded in 2017 with the refurbished Strandzuid city beach, where the wooden pavilions were replaced by a permanent complex on the lake. In winter, Strandzuid will be transformed into Zuidpool, a location for atmospheric winter events.

The RAI began a new spatial development with its RAI 2030 plan which anticipates the expected future growth of large events. The plan also looks to improve the appearance of the Europaplein area and reduce logistical movements around the complex.

The RAI’s strategy and business model are focused on finding a healthy balance between the creation of social (people), environmental (planet) and economic (profit) value. The RAI aims to promote sustainability and corporate social responsibility beyond its own operations: a study was conducted in 2017 to find out how the various RAI events contribute to the United Nations Sustainable Development Goals. The RAI plans to invest strongly in sharing sustainable content and stimulating sustainable innovation as part of our event programming.

important developments in our environment

The skyline of the local district will change thanks to the construction of the iconic new nhow Amsterdam RAI hotel, where exhibition and conference visitors will be able to book a luxury stay from 2019.

At the same time, the municipality is finishing the construction of the new North/South metro line, which will be taken into use in 2018. The metro will soon provide an even faster connection between the RAI and Amsterdam city centre, making a visit to the RAI even easier to combine with a visit to the Dutch capital. Visitors will also be more likely to use public transport to go into the city.

Our parking facility of over 4000 places will therefore continue to contribute to the accessibility of the city centre outside of major event times.

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building on our organisation

In early 2017, the RAI appointed a new management team. A reorganisation was prepared during the year and was implemented at the end of 2017.

working on good governance

In 2017, we welcomed MariĂŤlle de Macker as a new member of the Supervisory Board, thereby completing the Board with the exception of the member designated on the recommendation of the municipality. This appointment has been cancelled for the time being, as the municipality has declared it wishes to sell its shares in the RAI.

In 2017, the RAI modernised its Supervisory Board regulations and adapted them to the Governance Code 2016.

17

Composition of Supervisory Board and Executive Board Supervisory Board The Supervisory Board formatively consists of five members. One position is currently unfilled, which involves a member to be proposed by the City of Amsterdam.

R.H. (Roelf) de Boer (1949), chair. Also chair of the Selection and Appointment Committee and member of the Remuneration Committee appointed 23 April 2015, first

Male, Dutch national. Additional commissionerships: chair of the

term of office until 23 April

Supervisory Board of Zeeland Seaports, chair of the Supervisory

2019. Chair since 24 April

Board of De Beijer BV. Other functions: chair of the Dutch

2015

delegation of the International Council for Game and Wildlife Conservation (CIC).

J.W.Th. (John) van der Steen (1954), vice-chair and chair of the audit committee appointed 7 April 2011,

Male, Dutch national. Additional commissionerships: chair of the

second term of office until 7

Supervisory Board of BinckBank N.V., chair of the Supervisory

April 2019, vice chair since

Board of Princess Sportsgear & Traveller BV. Other functions:

2014

Board member of the foundation Donateurs van het Koninklijk Concertgebouworkest, Board member Stadhold Insurances S.A., Owner Ansteen Holding B.V., member of AEGON association.

Ms A.M.H. (Annemarie) Macnack-van Gaal (1962), chair Remuneration Committee and member of the Selection and Appointment Committee, both until 17 March 2017. Member of the Audit Committee appointed 15 September 2015, first term until 15 September 2019

Female, Dutch national. Moderator and speaker, columnist for De Telegraaf. Additional commissionerships: member of the Supervisory Board of PathĂŠ, member of the Supervisory Board of Value8. Additional functions: Board member of Start Foundation, member of the committee of recommendation for the foundation Het Vergeten Kind, ambassador for SOS Kinderdorpen.

Ms M. (MariĂŤlle) de Macker (1967), chair of the Remuneration Committee and member of the Selection and Appointment committee, both as of 17 March 2017 appointed 17 March 2017, in

Female, Dutch national. Human Resource Director and member

first term of office until 17

of the Management Board of HEMA. Other Commissionerships:

March 2021

Board member of Talent to the Top foundation, Advisory Board member of Transformation Forums.

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Executive Board The Executive Board consists of two people

Dr. Ir. P. (Paul) Riemens, CEO appointed on 7 April 2016, in first term until April 2020

Male, Dutch national. Focal areas: Finance, HR, ICT, Legal, Hospitality and Venue. Additional commissionerships: member of the Supervisory Board of Twynstra Gudde, chair of the Supervisory Board of St. Jansdal Ziekenhuis, chair of Jumping Amsterdam, chair of the advisory council of DDA, member of the advisory council of the foundation Hoogvliegers.

M. (Maurits) van der Sluis, COO appointed on 7 April 2016, in first term until April 2020

Male, Dutch national. Focal areas: Marketing & Digital, Commercial, Clients and Operations. Additional commissionerships: chair of The Leading Centers of Europe, treasurer of the foundation Voorfinanciering- en Garantie Fonds, vice-chair of Nederlandse Ski Vereniging, vice-president EMECA (European Major Exhibition Centre Association), Board member of Stichting Vrienden Stadsarchief Amsterdam.

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The power of connections

‌ in Amsterdam Our central location means that RAI Amsterdam can offer visitors a truly inspiring experience.

Historic city centre welcoming to international visitors

The Dutch capital is famous for its unique canals, with the 17th-century canal belt being added to the UNESCO World Heritage list in 2010. The open culture and atmosphere of Amsterdam ensure that all international guests feel welcome.

Amsterdam city centre

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Compact city, everything within easy reach only four kilometres from exhibition venue to the city centre

A major benefit for international visitors is that Amsterdam is much more compact than other European cities. With a distance of only four kilometres from the exhibition complex to the heart of the city centre, visitors can easily combine their business trip with a pleasant, urban experience.

‌ to Amsterdam The RAI Amsterdam Convention Centre is highly accessible from both a European and global perspective.

Over 320 direct flights hub of transport networks

Amsterdam Schiphol Airport is known for its quality and accessibility. Thanks to an impressive 322 direct flights to other cities operated by 111 airlines, the airport is a major transport network hub.

With 4,861 direct flights a week, it has the highest number in all of Europe, and its 68.4 million passengers make Schiphol the third largest airport in Europe.

Short distance from airport to RAI Amsterdam only 10 km

The runway at Amsterdam Schiphol Airport is just ten kilometres from the RAI Amsterdam Convention Centre. There is a direct and very frequent connection from the railway station in the airport. Once the train departs, it takes no more than ten minutes to reach the Amsterdam RAI station.

10 minutes from airport to RAI

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How we facilitate meetings International • Develops and operates around 15 international trade exhibitions in and outside of Amsterdam • World market leader in Amsterdam with five RAI-organised exhibitions/brands • Spin-offs of the ‘mother brands’ in Mexico, China, Turkey and the United States • International network of offices and agents

National • Develops and operates around ten national trade and consumer exhibitions in Amsterdam • Portfolio includes some of the largest (paid) public events in the Netherlands

Organiser Services • Offers knowledge and networks related to the Netherlands, Amsterdam and the RAI • Solutions in the field of IT, hotel accommodations, catering, logistics, audio-visual and media • Exhibition management; advice and support • Visitor/exhibitor registration systems • Oversees various event-related licensing issues

Exhibitor Services • Webshop with products and services for exhibitors. Integration of event organiser in website • Service desk for last-minute orders • Extensive range: stand construction, meeting rooms, lounges, ICT and more • Exhibitor catering, flexible availability

Visitor Services • Hotel Service arranges over 140,000 hotel bookings a year • Guaranteed availability of rooms for large events • Special conditions for flights via partner KLM • Parking, cloakrooms and other visitor services • Various types of visitor catering: wide range of bars, lounges, 9 restaurants and 28 concession stands; from buffet to à la carte and take away venues • Transfers, excursions, car and bicycle rental, boat tours and more

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Catering, Visitor Services

Certificates RAI Amsterdam has the following certificates: • 5-hamers • AIPC Gold • EarthCheck Gold • Green Key Gold • ITs (Integral accessibility standard; for entire Convention Centre) • ISO-9001 (quality management) • ISO-14001 (environmental management) • ISO-20121 (event sustainability) • OHSAS-18001 (occupational health & safety) • BREEAM-Excellent certificering (for Amtrium building) • Top Employer (participation in this initiative was ended in 2017)

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#02

Statement from the Supervisory Board

24

Presentation of annual report

SUPERVISORY ROLE RAI Amsterdam performed well in 2017, especially from a commercial perspective. It welcomed a relatively high number of new clients, and made up for the expected turnover drop caused by the cancellation of the AutoRAI and BedrijfsautoRAI events.

EMPLOYER ROLE RAI Amsterdam took major steps forward in its organisational trajectory with changes to the culture and structure of the company. The Executive Board and works council are working on establishing this new organisation via a constructive working relationship.

ADVISORY ROLE The Supervisory Board closely oversaw the process of the sale of shares from the City of Amsterdam and discussed it with the Executive Board.

GOVERNANCE In the year of reporting, the Supervisory Board changed its regulations to align them to the Corporate Governance Code 2016.

The Supervisory Board hereby presents the annual report of RAI Holding BV.

audit statement from accountant

The annual report was compiled by the Executive Board and includes the financial statement for 2017. BDO Audit & Assurance BV (BDO) checked the financial statement and provided it with an approved audit statement.

Our supervisory role

results of the year-to-date

The responsibilities of the Supervisory Board include internal supervision of the Executive Board

reports, reports to

and the general affairs of the company. This involves activities such as the monitoring of the

shareholders, business

achievement of intended results. For this purpose, the Supervisory Board makes use of two

updates

progress reports submitted by the Executive Board: the year-to-date results (YTD) and the report to shareholders. The discussion of these reports is regularly on the agenda of both the Audit Committee and the full Supervisory Board. The report to shareholders follows non-financial goals as well as financial reports. In addition to following reports, the Executive Board transmits to every meeting of the Supervisory Board a business update that looks at the most important occurrences related to customers, markets and events.

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Extension of the vision and strategy 2018-2020 extension of the horizon strategy

Based on a range of presentations and updates, the Executive Board has included the Supervisory Board in the process in which the current vision and strategy, which were defined until 2017, are now being extended to 2020. The Executive Board expects to complete these process around the summer of 2018.

Acquisition of new titles & growth of the RAI’s capacity for larger clients discussing various paths for growth

The Supervisory Board has discussed with the Executive Board the possibility to acquire new exhibitions.

In the framework of the growth of large exhibitions organised in the RAI, the Executive Board has informed the Supervisory Board on the progress of the spatial vision plan for 2030. This anticipates a further expansion of the exhibition surface area in the coming years.

Security Integrated security policy integration of physical and virtual security

The Supervisory Board has discussed with the Executive Board the best way to approach the security of the RAI – both physical and virtual – in a comprehensive manner. There will be a periodical consultation led by the CEO, in which IT and physical security will be discussed and developed.

Evaluation of security incident incident discussed and evaluated

A specific security incident that occurred during an event, and the follow-up by the RAI and the local authorities, has been discussed and evaluated.

New floor construction in part of Amtrium evaluation of BubbleDeck floors in light of nationwide construction defects

The Supervisory Board has discussed with the Executive Board the handling of the publications in national press regarding the construction defects in BubbleDeck floors, which found that prefab floor slabs may connect insufficiently to the concrete poured over them. This construction technique was used in part of the Amtrium. In addition to an investigation into possible national solutions, the RAI has also chosen to commission independent studies into possible solutions and to take temporary measures that will allow the facility to continue to be used normally.

Integrated reporting step towards integration in reporting 2017

The Supervisory Board has discussed with the Executive Board how the annual report and the CSR report can be merged into an integrated publication. A first phase of this combination will take place during the reporting year 2017.

Risk management Supervisory Board agrees with

RAI Amsterdam has systems for risk analysis and control, and periodically informs the Supervisory

Executive Board’s estimations

Board of risk-related developments via the Audit Committee. The risk aspects of relevant topics are

of risks, likelihood of risks and

also explicitly mentioned by the Executive Board for all matters where a decision of the Supervisory

consequences

Board is requested. The Audit Committee has indicated to the Supervisory Board that the

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Executive Board has correctly estimated the risks. The Supervisory Board agrees with the indicated risks and estimated consequences. The Executive Board has clarified this risk analysis in the Governance and Risk Management section of this report.

Our advisory/sounding board role the process of the sale of shares by the Municipality of Amsterdam has been followed and discussed throughout the year

In its advisory role, the Supervisory Board acts as a sparring partner for the Executive Board. A range of topics were discussed both within the Supervisory Board and with the Executive Board, and advice and comments provided. A major topic was the intention of the Municipality of Amsterdam to sell its shares in the RAI and the position, interests and involvement of the company regarding this process.

Our employer role Remuneration report 2017 considered and agreed

The Supervisory Board has created a remuneration report for 2017 which explains both the remuneration policy and its implementation during the year. The remuneration report was processed and confirmed by the Supervisory Board in 2018 and is published on the RAI website (www.rai.nl).

Culture and structure the Executive Board has

The progress of the changes to culture and structure at the RAI have been discussed in several

efficiently approached the

meetings. The Supervisory Board has requested and received information on the evolution from a

change in culture and the

division structure to a process-oriented organisation, and has received relevant reports from

organisational adaptations

management as well as from several members of the policy team. The Supervisory Board finds that the Executive Board has taken an efficient approach to the organisational adaptations. The cooperation with the works council also went well in 2017, with the council agreeing to the suggested structural changes on 10 November. The Supervisory Board shares the opinion of the Executive Board that it is important to work on improving the RAI’s innovative dynamism to allow it to maintain its leadership position. In the HR section of its proposal, the Executive Board provides a detailed description of the changes that have been implemented to date. The Supervisory Board has requested that the Executive Board pay special attention to ensuring that the desired culture becomes part and parcel of the company’s functioning. The risks of the whole process, and the importance of maintaining a focus on normal operational activities, were discussed with the Executive Board in the meetings of the Audit Committee.

Assessment interviews assessment interviews held

Assessment interviews were held with the two Executive Board members regarding the year 2017 in March 2018.

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General meeting one general meeting during the year

The general meeting was held on 20 April 2017 to discuss issues such as the 2016 annual report, the setting of the dividend in 2016, the 2017 annual plan (including budget) and the report to shareholders. Other topics included the importance of the RAI for the Amsterdam region, the company’s vision and strategy, the process of the Municipality of Amsterdam in selling off its shares, the appointment of the internal auditor and the status of the pension provision. The general meeting discharged the Supervisory Board for its supervision and to the Executive Board for its management. The whole Supervisory Board was present at the general meeting.

About the Supervisory Board Composition of the Supervisory Board The Supervisory Board formatively consists of five members and had three on 1 January 2017. The appointment of a member on the recommendation of the Municipality of Amsterdam as shareholder has been postponed due to its intention to sell off its shares. Another vacancy arose on 31 December 2016 as a consequence of the departure of Ferry Houterman.

appointment of Mariëlle de

Both shareholders have, outside the context of a formal meeting, agreed to the naming of Mariëlle

Macker on 17 March 2017

de Macker as a member of the Supervisory Board effective 17 March 2017. Ms De Macker was selected based on her international HR experience, and will be part of the Remuneration Committee (as chair) and the Selection and Appointment Committee (as member).

There were no other changes in the composition of the Supervisory Board. The personal details of members are indicated in the ‘In Brief’ section under ‘Composition of Supervisory Board and Executive Board’.

Supervisory Board regulations revision of regulations

The regulations for the Supervisory Board of RAI Holding BV were revised in December 2017, bringing them in line with the Corporate Governance Code 2016. The regulations of the Supervisory Board and the committees and profiles of the Supervisory Board can be found in their entirety on the RAI Amsterdam website (www.rai.nl).

Exemption exemption agreement

All Supervisory Board members and Executive Board members have been declared exempt by the company.

Meetings four scheduled meetings

In 2017, the Supervisory Board held four scheduled meetings in the presence of the statutory board, the financial director and the company secretary. All Supervisory Board members were present during each of the board’s meetings. All members of committees were also present at the meetings of each committee. In other words, each member was present 100% of the time. In

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principle, pre-consultation between the Supervisory Board members takes place prior to the regular meetings. In addition, the members of the Supervisory Board keep in contact where necessary outside of the meetings.

meetings without the presence of the Executive Board

regular consultations with CEO

visits to several RAI events

In addition to the abovementioned meetings with the Executive Board, the Supervisory Board has also met in closed sessions.

The chair of the Supervisory Board and the CEO met regularly to discuss progress on various topics in the year under review.

The members of the Supervisory Board visited several RAI events to inform themselves about recent developments and gain an impression of the relevant exhibitions.

Committee reports three Supervisory Board committees

The Supervisory Board has established an Audit Committee, a Remuneration Committee and a Selection and Appointment Committee from among its members.

Audit Committee composition

task

The Audit Committee consists of Mr Van der Steen (chair) and Ms Van Gaal.

The Audit Committee prepares the Supervisory Board’s decision-making and advises the board and the statutory directors on its findings in fields such as finance, internal risk management and control systems, risk analysis, applications of information technology (IT) and the activities and recommendations of the accountant.

four meetings

The Audit Committee held a total of four meetings during the year under review. The CEO, COO and financial director attended all meetings.

reporting and

The concept report of the Audit Committee was a fixed agenda item on each following meeting of

recommendations provided

the Supervisory Board. In each of these meetings, the Supervisory Board received advice on the

during Supervisory Board

decisions to be taken by the Supervisory Board as prepared by the Audit Committee.

meetings

The Audit Committee has discussed the following topics:

The accountant’s report on the 2016 financial statement and the annual report; The dividend policy, liquidity, the 2018 annual plan (including budget and investments); The risk analysis; The internal audit plan; The security policy (fixed point on the agenda); The dashboard, the organisation of reports; The improvement of the administrative organisation; The pension agreement: process and results; The process of approving the management declarations; The business case of the RAI, the returns criteria and the necessity to expand the exhibition

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surface area available for large events; The liability insurance for exhibitions abroad.

regular consultation with the financial director

The chair of the Audit Committee and the financial director met regularly during the year under review to discuss the progress of various matters.

Remuneration Committee composition

Until 17 March, the Remuneration Committee consisted of Ms Van Gaal (chair) and Mr De Boer.

On 17 March 2017, Ms De Macker replaced Ms Van Gaal as member and as chair.

task

The task of the Remuneration Committee includes making proposals to the Supervisory Board and preparing accountability regarding the recommended remuneration policy and the actual remuneration of the members of the company’s statutory board.

The most important topics covered by the Remuneration Committee in the reporting year were formulating a remuneration policy, continuing the chosen policy within the company in order to achieve better alignment of remuneration with the market, and following market developments.

Selection and Appointment Committee composition

Until 17 March 2017, the Selection and Appointment Committee consisted of Mr De Boer (chair) and Ms Van Gaal. On 17 March 2017, Ms Van Gaal was replaced by Ms De Macker in this committee as well.

task

The duties of the Selection and Appointment Committee include drawing up selection criteria and appointment procedures for members of the Supervisory and Executive Board, assessing the size and composition of both boards and making proposals on the profile of the Supervisory Board at least once a year, reviewing the functioning of individual Supervisory and Executive Board members and reporting on it to the Supervisory Board at least once a year, making suggestions for appointments and reappointments, and supervising the policy of the Executive Board with regards to selection criteria and appointment procedures for senior management.

on the agenda

In the year under review, the Selection and Appointment Committee examined the management structure of the RAI, the profile of the Supervisory Board, and the recruitment and selection of a new member of the Supervisory Board.

Self-evaluation of Supervisory Board evaluation of Supervisory Board

At the end of 2016 the Supervisory Board performed a self-evaluation under the supervision of an external party. The evaluation has shown that the composition of the Supervisory Board is appropriate and the cooperation within it runs smoothly.

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Annual report and financial statement for 2017 considered at length in Audit Committee, discussed with Executive Board

Supervisory Board accepted financial statement and dividend payment of €2.293 million

The Audit Committee discussed at length the financial statement and annual report with the Executive Board and the external accountant BDO. The Supervisory Board then discussed the annual report with the Executive Board.

The Supervisory Board accepted the financial statement and agreed with the Executive Board’s proposal to pay a dividend of €2.293 million including dividend tax over the year, and add the remaining profit to ‘unappropriated profit’ under shareholder equity. The dividend was determined in accordance with the 2013-2018 dividend policy, established at the General Meeting on 17 April 2014.

request to determine financial

The 2017 financial statement will be presented for approval to the general meeting of shareholders

statement, request discharge

on 10 April 2018. The Supervisory Board proposes that the Executive Board be given discharge for its management and that the Supervisory Board be given discharge for its supervision.

In conclusion The Supervisory Board compliments the employees and Executive Board of RAI Amsterdam on their performance. In commercial terms, we have successfully increased the turnover from both existing and new customers. The organisation has furthermore prepared itself, in terms of both culture and structure, for a new phase of development in which innovation will become even more important. We would like to thank everyone for their contribution in 2017 and wish the Executive Board and all RAI employees in 2018 every success in implementing the company plans. We look forward to the future with considerable confidence.

Amsterdam, 22 March 2018

Supervisory Board of RAI Holding BV

Roelf de Boer, chair John van der Steen, vice chair Annemarie van Gaal Mariëlle de Macker

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#03

Executive Board report

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Events

1.6 MILLION VISITORS RAI Amsterdam realised 443 events in 2017, which attracted a combined total of over 1.6 million visitors.

FROM INTERNATIONAL TRADE EVENTS TO A NIGHT AT THE THEATRE The RAI hosted a wide range of inspiring events for professionals and consumers.

9 EVENTS ABROAD Nine successful RAI-organised exhibitions were exported to other continents.

STIMULATING SUSTAINABLE DEVELOPMENT RAI Amsterdam focuses on eco-friendly content at trade and consumer events in order to stimulate ‘green’ innovation. We contribute to 13 of the 17 Sustainable Development Goals.

facilitating and/or organising

Three categories of event can be distinguished based on the role played in them by RAI Amsterdam:

421 events were organised by our clients in the Convention Centre in Amsterdam with RAI Amsterdam playing a facilitating role. Together these events accounted for nearly 1,124,000 visitors; Thirteen events were organised by the RAI itself in the Convention Centre in Amsterdam with RAI Amsterdam having an organising and facilitating role. Some 375,000 visitors were welcomed to these events; The remaining nine events were organised by the RAI abroad; RAI Amsterdam only had an organising role here. Around 126,000 visitors attended these events.

Events in Amsterdam

The tables below show the largest events that took place at the Convention Centre in Amsterdam during the reporting year per type of event. Please see the websites provided for more information about each event.

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Trade exhibitions in RAI Amsterdam Exhibitions with 10,000 visitors or more, listed alphabetically

Event

sector / field of interest

website

Aquatech Amsterdam

Water technology

https://www.aquatechtrade.com/

Building Holland

Construction

https://www.buildingholland.nl/

European Utility Week

Energy

https://www.european-utility-week.com/

Horecava

Hositality & catering

https://www.horecava.nl/

IBC

Media, entertainment &

https://www.ibc.org/

technlogy ISEurope

Audiovisual systems

https://www.iseurope.org/

MARKET by kleine fabriek (2*)

Fashion & lifestyle

http://www.marketbykleinefabriek.nl/

Metstrade

Maritime equipment

https://www.metstrade.com/

Modefabriek (2*)

Fashion & clothing

https://www.modefabriek.nl/en/

Offshore Energy

Energy

https://www.offshore-energy.biz/

Passenger Terminal Expo

Airports & aviation

http://www.passengerterminal-expo.com/

PLMA

Production private label

https://www.plmainternational.com/

Provada

Real estate

https://www.provada.nl/

Wine Professional

Wine

http://www.wine-professional.nl/

Consumer exhibitions in RAI Amsterdam Exhibitions with 10,000 visitors or more, listed alphabetically

Event

sector / field of interest

website

Comic Con

Entertainment related to comics

http://www.comiccon-europe.com/nl/amsterdam/

HISWA

Watersports

https://www.hiswarai.nl/

Huishoudbeurs

Home & household

https://www.huishoudbeurs.nl/

KunstRAI

Art

http://www.kunstrai.nl/

Masters of LXRY

Luxury products

https://lxry.nl/

Nationale Carrièrebeurs

Work & career

https://www.carrierebeurs.nl/

Negen Maandenbeurs

Pregnancy & young children

https://www.negenmaandenbeurs.nl/

PAN Amsterdam

Art

http://www.pan.nl/

VT Wonen & Design beurs

Living, interior & design

https://www.vtwonen.nl/wonen-design-beurs/

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Conferences Conferences with 2,500 visitors or more, listed alphabetically Event

sector / field of interest

website

doTERRA Convention

Oil sourcing

https://www.doterra.com/

ECCO

Cancer

www.eccocongress.org/

European Academy of Neurology Congres

Neurology

https://www.ean.org

European Congress of Pathology

Pathology

http://www.esp-congress.org/

European Congress of Psychology

Psychology

https://psychologycongress.eu/2017/

EWMA

Wound treatment

http://ewma.org/nl/ewma-conference-dutch/2017-nl/

HR Tech World

HR

https://hrtechcongress.com/amsterdam/

International Conference on Magnet

Magnet technology

http://www.mt-25.org/

International Liver Congress

Liver disease

https://ilc-congress.eu/

Jeunesse Regional Convention

Youth

https://www.jeunesseglobal.com

Microsoft Tech Summit

IT

https://www.microsoft.com/nl-nl/techsummit/

Radiodays Europe

Radio & media

https://www.radiodayseurope.com/

Salesforce Worldtour FY 18

IT

https://www.radiodayseurope.com/

SAP Insider

IT

https://sapinsiderevents.com/

Summit EMEA

IT

https://www.summitemea.com/

Tattoo Expo NL

Tattoos

https://www.tattooexpo.eu/

WindEurope Conference & Exhibition 2017

Wind energy

https://windeurope.org/confex2017/

Technology

Stage shows Events in the RAI Theatre

Event

sector / field of interest

Atif Aslam Bollywood Show

Concert

Charlie Chaplin

Musical

Checkpoint

Entertainment show

Chippendales ! Best Night Ever Tour

Entertainment show

Game Grumps and Jacksepticeye - Live

Performance

Hamed Homayoun Concert

Concert

JC Superstar

Musical

Marthas Institute for Performing Arts

Performance

Miranda Sings

Stand-up show

Mohsen Yeganeh Concert

Concert

Mr. Moein Concert

Concert

Nieuwjaarsconcerten

Concert

Revivo Project Benefit Concert

Concert

Romeo & Juliet (Suzhou Ballet)

Ballet

Shadmehr & Aref Concert

Concert

Sleeping Beauty (Nat. Ballet OekraĂŻne)

Performance

Tina de musical

Musical

Zwanenmeer

Musical

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Other events With over 2,500 visitors

Title

sector / field of interest

website

Amsterdamse Winterparade

Outdoor event

https://winterparade.amsterdam/

Disney on Ice

Musical on ice

https://www.rai.nl/nl/disney-on-ice/

Jumping Amsterdam

Equestrian

https://www.jumpingamsterdam.nl/

Kingsland Festival

Festival

http://kingslandfestival.nl/

Martin Garrix All Ages / Special

DJ/music

http://www.martingarrix.com/

Turkse Verkiezingen

Election

-

Valhalla

Stand-up show

http://www.valhallafestival.nl/

the Negenmaandenbeurs is the largest event in the Benelux region focused on pregnancy and babies. It offers young parents and parents to-be offers and products from around 200 exhibitors, masterclasses, workshops and fashion shows

How does the RAI stimulate the sustainable growth and development of people, markets and our local environment?

RAI Amsterdam aims to have all its events linked to the Sustainable Development Goals. By itemising the social challenges from the related sector/community for every exhibition, we stimulate the sustainable growth of people, markets and the local environment.

InnovationLAB generic concept that can be

Innovation is one of the top three reasons why people visit an exhibition. RAI Amsterdam

applied to any exhibition and

responded to this fact in 2015 by developing the InnovationLAB, a central platform for ideas,

stimulates sustainability and

innovations and news to take shape on the exhibition floor and online. The fruit of cooperation with

innovation

our external partners TNO, 3TU Federatie and Accenture Innovation Awards, the InnovationLAB ensures that new products and services have a clear and prominent place among RAI Amsterdam’s exhibition titles. A rich and interesting platform like the InnovationLAB enables RAI Amsterdam to stimulate exhibitors to showcase their innovations at exhibitions. Moreover, it offers knowledge centres, research institutes and innovation partners a platform to bring their innovations to the market, enriching RAI Amsterdam’s exhibitions. The InnovationLAB is a platform where visitors can see and experience innovations in their market online and in person. Furthermore, the

36

platform can be used by the exhibition medium to distinguish and profile itself in this crucial perspective. The RAI’s InnovationLAB, creates a prominent place for sustainability and stimulates sectors and markets to work and innovate in a sustainable way.

Innovationlab at Intertraffic 2017

Stimulating the use of public transport By offering public transport deals, the RAI stimulates the use of public transport. It also allows us to reduce congestion around the RAI during large events and minimise CO2 emissions.

Public transport deals Percentage of visitors with a combi-ticket for public transport and exhibition access

Current

Edition -1

Edition -2

edition

(previous)

(second to

last)

Huishoudbeurs

5%

5%

5%

HISWA

5%

9%

11%

Horecava

19%

23%

25%

METS

41%

39%

38%

Aquatech

34%

31%

21%

Rematec

37%

26%

16%

Total

23%

22%

19%

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In the spotlight: Horecava stimulating sustainability among professionals in the food service sector

Horecava has been the inspiring and innovative platform of choice for professionals in the food service industry for sixty years. It provides professional visitors with a broad and comprehensive overview of industry products, services and trends. Horecava supports Strategic Development Goal 12 (responsible consumption and production). The following initiatives were prepared in 2017 for the Horecava 2018 event (which has already taken place):

Partnership with the Vegetarian Restaurant Week which takes place yearly in March. Our our communications called on chefs and food service professionals to participate and place extra focus on vegetarian recipes; In partnership with a foundation (Stichting Verantwoorde Voeding Basisonderwijs), signatures were collected for a petition urging the government to invest in responsible food consumption in elementary schools. Horecava also hosted a press conference with a member of parliament and a university professor; Innovation & TrendLAB: one of the themes was ‘circularity’. Various speakers at the seminar (including author and politician Jan Terlouw) discussed sustainable solutions. The TrendLAB also hosted various circular businesses and applications, including issues such as cradle-tocradle work clothing, equipment for the longer preservation of cooked food, waste reduction (including La Place), the Worm Hotel (organic composting solutions), and making the city greener (urban gardens for food service companies); AdviceLAB: consultants provided advice on sustainable solutions (energy, water, waste); Innovation Award: the winner in the Sustainability category is a new cleaning agent without chemicals and based on natural minerals; There were various sustainable pavilions at the exhibition: Veggie & fruit market: stimulating the use of vegetables and fruit.

Source to Plate in the Netherlands: top chefs demonstrating the preparation of culinary dishes with local seasonal products from the region.

Luuk Scholte, Food Exhibitions Director of the RAI, explains how Horecava 2017 contributes to sustainable development (in dutch)

https://youtu.be/DmXHVxo7i30

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In the spotlight: Aquatech stimulating sustainable

While water is now becoming a problem in some places in the world, this is already the case in

developments in the field of

many others. Sometimes there’s too little, sometimes there’s too much or the water is polluted.

water

Aquatech Global Events comprises a series of trade exhibitions in the Netherlands (Amsterdam) and abroad (China and Mexico) where the global water industry comes together to resolve these issues. The exhibition programme features a complete overview of the most recent developments in the field of drinking water, waste water and process water. Aquatech is focused on professionals active in all aspects of the water industry and brings together policy makers, specialists, scientists, the industry and other relevant parties.

Floodex Europe, an event that takes place at the same time, is focused on professionals in flood prevention. Although floods have been a major issue in Europe for many years, the increasing awareness and proof of the impact of climate change has put flood management higher on the agenda of local and national governments.

Aquatech contributes to various Strategic Development Goal (SDGs). The core lies in solutions for water and sanitation (SDG 6) and generating energy via water treatment (SDG 7). Aquatech contributes to other goals as well. The exhibition stimulates constant, inclusive and sustainable economic growth, for instance, by providing the Young Water Professionals with their own pavilion to help them improve their knowledge and skills (SDG 8). Aquatech also focuses on improved water management and water quality, which in turn contributes to reducing inequality between countries, with several delegations from developing countries being invited to Aquatech and the AIWW (Amsterdam International Water Week) conference (SDG 10). The launch of Floodex Europe was themed around resilient and safe cities (SDG 11). The preservation and sustainable use of oceans, seas and maritime resources is one of the topics of the AIWW conference (SDG 14).

Moreover, Aquatech organised the Aquarun, the proceeds of which were donated to Aqua4all and AMREF Flying Doctors.

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Aquatech Amsterdam

The Dutch Prime Minister Mark Rutte opens Aquatech 2017

https://youtu.be/S-3rjvXpIBI

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Contribution to Sustainable Development Goals (SDGs) The Sustainable Development Goals (SDGs) or aimed to put an end to poverty, inequality and climate change by 2030.

The RAI exhibitions contribute to 13 of the 17 Sustainable Development Goals, as indicated in the tables below.

Contribution of RAI titles to SDGs

Contributing RAI-event

1 No Poverty

Huishoudbeurs

2 Zero hunger

Greentech, Horecava

3 Good health and well-being

Interclean, Negenmaandenbeurs

5 Gender equality

Huishoudbeurs

6 Clean water and sanitation

Aquatech, Interclean

7 Affordable and clean energy

Greentech, Aquatec

9 Industrie, innovatie en infrastructuur

Intertraffic, MobiliteitsRAI

11 Sustainable cities and communities

Greentech, Intertraffic, Aquatech, Amsterdam Security

12 Responsible consumption and production

Greentech, Horecava, Aquatech, Rematec

13 Climate action

Greentech, Aquatech, Intertraffic, Rematec, Huishoudbeurs

14 Life below water

Mets, Hiswa

16 Peace, justice and strong institutions

Greentech, Aquatech

17 Partnerships for the goals

Alle titels

Importance for city and society RAI Amsterdam stimulates the economy in the city and region. Hotels, restaurants, museums, transport companies, suppliers and the airport benefit from the large number of exhibitors and visitors who visit the city due to the (many international) exhibitions, conferences and events.

Business visitors who stay a few days also represent a boon for the city and the surrounding area.

The fact that they spend the day at an exhibition or conference means that our city stays balanced, while their stay contributes to the local economy. The economic value of RAI Amsterdam to the Amsterdam metropolitan region was reassessed in late 2014, showing a further increase over previous years. RAI Amsterdam was found to generate a total turnover in the Amsterdam region of over 600 million euros as well as 7,000 jobs on a full time basis.

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Events abroad

The RAI organises exhibitions abroad which are based on trade exhibitions that take place in Amsterdam.

In the spotlight: Aquatech China for the waste and drinking water industry

Aquatech China is part of Aquatech Global Events. The Asian exhibition programme offers a comprehensive overview of the most recent developments in the field of water and wastewater treatment, transport & storage, process control & automation and Point of Use. The exhibition in China grew by approximately 20 per cent and attracted over 83,500 visitors and more than 1,200 exhibitors.

In the spotlight: IBEX acquisition of complementary event in the US

RAI Amsterdam purchased a 50 per cent share in the American exhibition IBEX (International Boatbuilders Exhibition and Conference) in 2016. This trade event for professionals in yachtbuilding is the American version of the RAI-organised exhibition METSTRADE.

In the spotlight: Intertraffic Mexico for professionals in the traffic industry

Intertraffic Mexico is the platform for professionals in the traffic industry seeking business opportunities or business continuity in Mexico. The 2017 event included 183 exhibitors and their products and services. The second edition, again in partnership with EJ Krause, attracted around 4,100 visitors and featured national and international companies showcasing solutions to some of the major traffic issues in Mexico.

RAI events abroad Event

Visitors

Aquatech China

83,584

Aquatech Mexico

6,460

IBEX

3,475

Intertraffic China

5,529

Intertraffic Istanbul

4,747

Intertraffic Mexico

4,057

ISSA Interclean Istanbul

1,995

ISSA Interclean Latin America WaterEx Beijing totaal

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1,815

14,138

125,800

Kwadijk

Heart-warming Amsterdam Kwadijk

Beemster

typical Amsterdams 'ossenworst' from Hesseling

apple vinigar and basil olive oil from Abma’s

Amsterdam

IJ-haven

extraordinary mushrooms from Mycophilia

sausage from Brandt & Levie Amsterdam

Purmerend Amsterdam

noord

veal from Waterlants Weelde

Jordaan

liqueur & genever from Van Wees

Amsterdam

centrum

Osdorp

sustainable and seasonal fish from Jan van As

homemade ketchup from the greenhouse Osdorp Amsterdam

centrum

fresh pasta from Al Dente, an authentic pasta factory

NieuwVennep

cheese from Kees & Elly van Wees

herbs, eatable flowers and small fruits from the vertical greenhouse

Haarlemmermeer

RAI Amsterdam

Amtrium

biological fruits from De Olmenhorst

Passion for sustainable catering with good-quality, pure ingredients Amsterdamse

Muiden

bos

goat cheese from Ridammerhoeve farm

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mini rondeel eieren

Services

ORGANISER, EXHIBITOR & VISITOR SERVICES Based on years of experience in meeting the most diverse requirements, RAI Amsterdam provides dedicated services to clients and visitors before, during and after events.

CATERING Various restaurants and catering points and a wide range of options for catering on the exhibition floor ensure a comfortable stay in RAI Amsterdam. The RAI has an ambitious culinary team with a drive to work locally and sustainably wherever possible.

HOTEL SERVICES By acting as an intermediary in hotel bookings, car rentals, transfers, excursions and flight bookings, the RAI guarantees capacity and availability during large-scale events.

Organiser Services know-how and services to make an event run smoothly

RAI Amsterdam provides know how and dedicated services which ensure that organisers’ events go as smoothly as possible. Our specialists provide advice and support to organisers on setting up the exhibition floor or preparing for their event. Expertise and networking are deployed to ensure that organisers make the most of the opportunities provided by the Netherlands, the city of Amsterdam and RAI Amsterdam and facilitate a successful event. Solutions are also offered in the field of ICT, registration, logistics, audio-visual and media. We work closely with clients to help them achieve the best possible ROI.

RAI Amsterdam provides event-related licenses directly

RAI Amsterdam was the first private company in the Netherlands to be allowed to regulate and enforce various event-related licenses. This cooperation, now in its ninth year, has simplified and accelerated the license procedures.

Exhibitor Services broad range of services for exhibitors before, during and after events

RAI Amsterdam Exhibitor Services supports exhibitors in their preparations to make their event participation a success. They can order products and services for their stands via a special webshop, including shell scheme stands, hostess services, furniture, catering, flowers & plants, telecommunication & ICT facilities, parking tickets, and stand cleaning. There are now contracts in place with preferred suppliers.

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RAI Insights knowledge sharing focused on

How can organisers ensure that an event actually does what it was initially intended to do? What

increasing exhibitors’’ success

can they do to offer visitors the best possible experience? How can they increase the success of their event? RAI Amsterdam has examined into these issues and others, taking the customer journey before, during and after an event as a guideline. Our findings are shared in the RAI Insights report, which is focused on increasing the impact of trade events.

RAI Insights: customer journey

Visitor Services focus on the visitor experience

RAI Amsterdam Visitor Services offers services to visitors designed to optimise their experience.

This includes arranging hotels and transport, parking, courtesy lounge, help desk, work and meeting places, and visitor catering.

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Catering catering: self-catered or in partnership with third parties

Catering is an important pillar of all RAI Amsterdam events and we work both independently and in partnership with specialist third parties. RAI Amsterdam remains responsible for quality control in all cases.

catering point at Aquatech 2017

5 restaurants, various catering

RAI Amsterdam has five restaurants of its own - the Grand Café, First Floor Restaurant, Holland

points

Restaurant, Café Amsterdam and the Amtrium restaurant - all of which are opened when required

for an event or conference. There are another two restaurants in the Convention Centre which are operated by third parties: THE ROAST ROOM and Strandzuid (see report section on Facilities). In addition to the restaurants there are various catering points in each complex which are operated during exhibitions and conferences by cafés and eateries such as La Place, Sunday’s, Sushi Time and various other concepts.

the culinary team is made up of hundreds of cooks during large events

The RAI’s culinary team is called Basement Chefs, a name intended to motivate colleagues to become more involved in what is happening in and around the kitchen. The Basement Chefs operate at the nexus of underground corridors and cellars where RAI Amsterdam’s kitchens are located. From gala dinner to catering for a conference or exhibition, the RAI’s chefs have the facilities, logistical capacity and flexibility to turn any event into a gastronomic success. There can be several hundred cooks active in the kitchen at a given time during large events.

Heart-warming Amsterdam

The ‘Heart-warming Amsterdam’ concept used in our kitchens reflects a deliberate choice made by RAI Amsterdam to work with regional products and remove vulnerable ingredients from the range.

Where possible, the products have an added value for the region or society in general. Care farms for outings or education, small local farms, urban greenhouses and dairy farms in the region are seen both as suppliers and a key source of inspiration. This supports local producers, while offering the possibility to enjoy unusual products grown in the region and dependent on the season.

Sustainable alternative

RAI Amsterdam aims to expand each product group with a sustainable alternative and eventually provide sustainable products as standard. The inclusion of sustainable alternatives ranges from furniture, carpet, lighting and plants and modular stand construction to catering. The catering is not

46

realised entirely by RAI Amsterdam itself; with a part being provided by sub-contractors. In addition to innovating in our own kitchens, we have therefore entered into a dialogue with suppliers about increasing their level of sustainability. As a result, all concession holders include as standard an organic product in their range at all events in which they are active.

Added value

The choices within the concept vary. The products should always have an added value for the society of region so that we can support vulnerable producers in our urbanised region. It also gives us the opportunity to use unusual products from the region and season. Moreover, limiting the route and distance between production and consumption minimises CO2 emissions.

Hotel Services meeting the demands of international organisers

The ability to attract large international events to Amsterdam is strongly dependent on the availability of sufficient hotel rooms at attractive prices which are set long in advance. The increase in the number of rooms available in recent years to 36,000, along with good cooperation with hotels and Amsterdam Schiphol Airport, places RAI Amsterdam in a much better position to meet this requirement from international organisers.

Intermediary for 142,000 overnight stays

RAI Hotel Services is the largest accommodation intermediary in Amsterdam and the surrounding region, and takes care of hotel reservations as well as additional services such as car rental, transfers, excursions and booking flights to and from Amsterdam for visitors of (mostly international) events. In 2017, over 33,000 reservations were processed, comprising 142,000 overnight stays (2016: 129,000).

‘I Amsterdam Approved’ quality label

RAI Hotel Services only works with hotels that have the ‘I Amsterdam approved’ quality label. This is granted by Amsterdam Marketing to hotels that agree to reserve available rooms at a fixed rate for organisers, visitors and exhibitors during large city-wide events.

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Sustainable venue

100% Green Power

LED and T5 Energy-saving lighting

Sedum moss roof Swill tank

1.806

Compost and biogas

solar panels

133,000 tonnes

38 electric charging stations

Electric waste transport Natural smoke and heat extraction

ijzer 1%

papier 6%

glas 2%

tapijt 7%

hout 25%

swill 4%

Waste separation 100% recycling = zero waste & 0% landfill

Water-free urinals

The Basement Chefs

Serve local, healthy and sustainable catering

Daylight scheme

Central electric cooling

90% energy reduction

The Amtrium

Combined Heat & Power (CHP)

City Farm

BREEAM-NL Excellent certification

Herbs, edible flowers, fruit from own greenhouse. Contributes to climate control and humidification

P+R location

Frequencyregulators

Lots of bicycle parking Come by bike!

Electrically-driven internal logistics

District heating

reduced gas consumption >95% over the last 5 years

Thermal storage

Taxi Electric en TCA

underground

Escalators

with motion sensors

RAI Amsterdam

stimulates the economy

1 Euro in the RAI is 7 Euro in the region

All main entrances have revolving doors for optimal climate control

RAI Amsterdam generates around

Focus on the health, development and sustainable deployment of

7,000 jobs

employees

in Greater Amsterdam

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Social return

tackling youth unemployment, RAI as approved training company

Facilities

CONVENTION CENTRE With its 23 hectares, the RAI Amsterdam Convention Centre provides all the facilities required for large modern events at the very heart of Amsterdam.

OPENING OF STRANDZUID Entirely renovated, and as popular as ever: Strandzuid combines the pulse of the city and the buzz of the RAI with a relaxed beach vibe.

CONSTRUCTION OF CONFERENCE HOTEL PROCEEDS APACE Once completed, its 650 rooms and 91 metres of height will make nhow Amsterdam RAI the largest hotel in the Benelux.

Convention Centre multifunctional complex, the largest in the Netherlands

The convention centre in Amsterdam is a sustainable high-end location for conferences, exhibitions, meetings, parties, theatre shows and every other event imaginable. Its 112,200 m² of floor space make the RAI the largest exhibition and conference centre in the Netherlands.

The spaces available for hire consist of 12 multifunctional halls, a conference and theatre room with 1,750 seats, a ballroom in the Elicium, 24 exclusive conference rooms, 46 meeting rooms and covered parking garages with a total of 4,000 parking spots.

All interior spaces are air-conditioned, highly flexible and multifunctional, and can be adapted to a wide range of needs. Furthermore, much of the outdoor areas is suitable for setting up temporary pavilions.

Sustainability is taken very seriously by RAI Amsterdam during the ongoing development of the convention centre as we invest each year in making our buildings, products and services more ecofriendly.

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the 23-hectare grounds

RAI Amsterdam Convention Centre with the Europa Hall in the foreground during the VidCon Conference 2017

Reopening of Strandzuid completely renovated location open to RAI visitors and Amsterdammers

Strandzuid reopened officially on Tuesday 9 May 2017. After 12 successful seasons, the wooden pavilions of the city beach were replaced with a new, permanent building. Inspired by Balinese architecture, the new location provides a beautiful spot to unwind for all Amsterdammers and visitors to the RAI. A joint initiative by RAI Amsterdam and Unlimited Label (operator of such Amsterdam landmarks as Vondelpark3 and Caffe Esprit), Strandzuid is located between RAI Amsterdam and the Beatrixpark.

The new and improved Strandzuid is suitable as an event location which can be used independently or in combination with RAI facilities. The restaurant, named simply The Restaurant and serving food Ă la carte, has a capacity of 300 places. The other establishments at Strandzuid are The Boat House, The Beach House, The Jetty Bar, The Beach Bar and the Playground.

Strandzuid is a perfect example of the public function the RAI wishes to add to its presence in the city. By offering services valued both by visitors to the complex itself and inhabitants of the city at large, the RAI wishes to make an even greater contribution to the urban community.

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as popular as ever: the new Strandzuid

beach for Amsterdammers and relaxing spot for visitors to the RAI

RAI Amsterdam Convention Centre facilities Eigenschap

Faciliteiten

Total surface

112,200 m2

Congress centres

4

Halls

12 connected halls, option to extend with two semi-permanent halls

Rooms

2 auditoria, 1 large ballroom with 2,000 seats. 69 congress and meeting rooms. Space for 10 to 10,000 people per hall, with a total capacity of 250,000

Foyers en lounges

multifunctional spaces for expositions, parties and events

Entrances

9 separate entrances: 1 dedicated entrance for every event

Restaurants en bars

9 restaurants, bars and lounges, from buffet to Ă la carte

Parking garages

capacity of 4,000 places on the RAI premises

Harbour

dedicated marina with direct connection to Amsterdam’s canals

Train and metro stations

especially the Amsterdam RAI station, immediately adjacent to the Convention Centre

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Traffic, accessibility and parking 4000 parking spots

The RAI has 4000 parking spots on its premises. The concentration of parking space on site strengthens RAI Amsterdam’s market position by boosting customer satisfaction, promoting traffic flows and reducing any nuisance to the surrounding neighbourhood.

Multifunctional parking garage the latest parking garage is

The latest expansion in the number of parking places available on site took place in 2016 with the

the epitome of multifunctional

opening of a new parking garage with 1000 spots. This sustainable multifunctional parking garage

use

is on the section of the RAI’s premises closest to the motorway, between halls 8 and 10.

The ground floor of this building has ample ceiling height, which makes it suitable for use as an extension hall. When adapted for such a purpose, it can expand the floor capacity of adjoining exhibition halls by up to 2,800 m². Thanks to its height, the ground floor can also be used as a buffer space for trucks during the build-up and breakdown of events. In addition, the height of the parking decks is 3.60 metres on the other floors, allowing vans and small trucks to park alongside passenger cars. The extra height means that the parking garage can even be converted to alternative purposes such as office space if so required in the future. Finally, a pavilion can be placed on the roof to create even more exhibition space. In other words, this parking garage exemplifies the flexibility for which the RAI strives in all its activities.

the multifunctional parking garage

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the ground floor of the multifunctional parking garage can be used for exhibitions or events

North/South Line new metro line in 2018

The North/South Line is a new line of the Amsterdam metro which will open in 2018. It will run from Amsterdam Zuid station (itself within walking distance of the RAI), via the new metro station Europaplein (located right in front of the RAI), under the city centre, through the central station and across the IJ waterway to Amsterdam North. This new connection will enable RAI visitors to get from the entrance lobby of the Convention Centre to the central station in less than 10 minutes – and the metro will run every six minutes.

Park and ride the RAI’s P+R location enables people to reach the city centre more easily

RAI Amsterdam is a designated P+R location for the municipality of Amsterdam. On days when there is little or no event-related traffic, drivers can park their cars in the garages on the RAI’s premises. This reduces traffic pressure in the city centre. The RAI welcomed its 100,000th P+R user in 2017.

Once the North/South Line is operational, it will be faster to get to the city centre via the RAI’s parking and public transport than with a car directly. This will make the P+R route via RAI Amsterdam even more competitive with respect to driving, increasing the popularity of the RAI’s P+R facility.

Reducing excessive traffic RAI Amsterdam deploys various measures to reduce periods of excessive car traffic around the complex:

To encourage people to use public transport, RAI Amsterdam offers customers alternatives to driving. Deals that combine tickets to exhibitions and transport, offered in partnership with the public transport companies NS and GVB, are both convenient and cheaper for visitors; Use of neighbourhood traffic controllers to ensure that only residents park in local streets on busy days; Partnerships with NS, GVB and Taxicentrale Amsterdam; Facilitating electric transport: RAI Amsterdam now has 38 charging stations for electric cars; During exhibitions for which busy build-up and/or breakdown periods are expected, external

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premises in Westpoort (outside the Amsterdam ring motorway) are used as a buffer zone.

Incoming traffic is directed to this area, where the vehicles are registered and then invited to drive through to RAI Amsterdam in an orderly fashion. This significantly reduces lorry traffic around the RAI; Using the boat services of Mokum Maritiem to transport waste over the canals as an environmentally friendly alternative to trucks. This decreases road use, reduces transport movements around the RAI and lowers air and noise pollution in the city centre. The barge sails twice a week and when it is full, each trip – including the bringing of return cargo – eliminates 10 to 12 trips by lorry.

ITS certificate easy accessibility for visitors with disabilities

Following a series of structural adaptations to RAI Amsterdam over recent years, the complex has now received official ITS certification. Previously, only the RAI Theatre had satisfied the requirements of this standard. A multiannual investment programme was completed in June 2017 to comply with the ITS norms and make the whole RAI complex accessible for visitors with disabilities. The certificate reflects the specifications of the Americans with Disability Act (ADA), which defines what constitutes proper accessibility in buildings, especially for visitors with disabilities. RAI Amsterdam is the first company of its size to achieve this certification.

Information and communication technology high-value IT

High-value IT facilities are an increasingly important factor for the success of an event and sound business operations. The rapid growth of virtual applications on and around the exhibition floor, and the need for exhibitors, visitors and RAI staff to be connected 24/7, requires continuous attention.

RAI Amsterdam therefore prioritises the renewal and further development of its ICT services and service provision, with an emphasis on three key areas: data, connectivity and indoor navigation.

Safety & Security

completion of a range of projects

A range of security-related project have been completed, including placing cameras at all strategic and overview locations. By mapping all access points to the RAI, we can always monitor what is happening in and around the complex during large events, the build-up and breakdown period, and at quieter moments. Another project involved the purchase of a new system with accompanying software that enables us to map the escape behaviour from the RAI during events, and will even help us predict visitor behaviour in general. Finally, in 2017 we also introduced a quick scan for all our events and prepared for the arrival of the North/South line in cooperation with various municipal services.

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Sustainable use of natural resources Energy consumption and CO2 emissions

year

Energy consumption

2013 2014 2015 2016 2017 0

50.000

100.000

150.000

200.000

TJ (terajoule)

District heating

Gas

Electricity, purchased

Electricity, generated

dealing with energy in a responsible way

The total energy consumption of the convention centre increased from 123 TJ (terajoule) in 2016 to 134 TJ in 2017.

We deliver the power that our customers ask for so in that sense cannot directly influence total consumption. What we can do is ensure that we help our organisers and exhibitors in the most sustainable way possible.

Electricity consumption For the cooling of our buildings, we have gradually been switching from gas absorption machines to electric cooling since 2014. The RAI no longer needs natural gas for cooling purposes, making the process at least eight times as efficient as before.

We offer our customers a sustainable and energy-efficient range of products such as LED lighting, and tackle unnecessary consumption with smart meters and presence sensors. We also offer day and night connections, which means that stands no longer need to be powered continuously: the electricity is switched off in the evening after the exhibition closes, except for exhibitors who have specifically ordered night power. This saves a great deal of unnecessary standby consumption at stands, which is beneficial for the environment and cost effective for exhibitors.

All the power consumed in the RAI is green power without a CO2 footprint.

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solar panels on the roof provide some 1500 GJ of energy

The RAI uses 1806 solar panels, of which 174 on the Amtrium building and 1632 on hall 8. Hall 8 measures 12,000 m² and more than 60% of its roof surface is covered in panels – the maximum proportion allowed given its structure and use. The RAI’s solar panels produced more than 1482 GJ in 2017 (the corresponding figure for 2016 was 1665 GJ).

It was agreed in 2016 that 2500 solar panels would be fitted on the Holland Complex for use by the nhow Amsterdam RAI hotel. This expansion is expected to be carried out during 2018.

Gas consumption Gas consumption has dropped abruptly in the past few years: in 2017 it was just four per cent of the figure in 2013 when the RAI started switching over to more sustainable district heating. NUON’s mains have a capacity of up to 18 MWh, which is sufficient for the RAI to switch entirely to district heating in the future.

CO2 footprint Switching from gas to district heating has led to a major reduction in our CO2 footprint. District heating is a more sustainable energy source than natural gas, based on the residual heat produced during industrial processes, power generation and/or waste separation.

Water consumption RAI Amsterdam used 62,336 m3 of water in 2017, with the corresponding figure for 2016 being 55,765 m3. This represents an increase of 11%. The number of visitors rose by 7% over the same period.

Water consumption

year

54.000

56.000

58.000

60.000

62.000

64.000

m3

2016

2017

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Waste Waste is one of the priorities within RAI Amsterdam’s CSR policy. We aim to be among the leaders

waste management: 'best in

in terms of waste management in the global conference and events industry.

class', zero waste

The principles underlying the RAI’s waste management for the period 2013-2017 were formulated as follows:

RAI Amsterdam’s waste management is among the global best within the industry; The polluter pays; The separation percentage for all waste is improved by 10% in five years (it was 57% in 2017); The recycling percentage is higher than 99.0% (zero waste); Waste management process in the entire chain is clear and transparent; Yearly innovation; Making the most of waste.

zero waste: 100% recycling.

Together with its waste processing partner Renewi, RAI Amsterdam recycles 100% of its waste.

62% waste separation at the

Zero waste is the basic principle. Seeing waste as material looking for a new use, we try to recycle into new end products as much as possible and do our best to reuse the products ourselves,

source

turning waste to art, clothing or biofuel. In this process, we involve the entire product chain so as to inspire as many people as possible to reduce, reuse and recycle. Waste separation at the RAI’s facilities was 62% in 2017 compared to 58% in 2016.

Waste streams

Residual Wood Carpet Paper Plastic Swill Organic Iron Glass Construction & demolition Other specialist waste 0

500

1.000

2016

2017

57

1.500

2.000

Noice four noise exemptions to RAI environmental licence requested, careful monitoring of noise standard

We try to prevent excessive noise as much as possible by using a so-called acoustic map. This enables RAI Amsterdam to predict when we need to apply for a noise exemption permit – four such permits are allowed per year. This way, we monitor the standards and can take preventive measures when necessary.

We made use of the noise map eight times is in 2017. Noise exemption permits were required for four music events, for which we eventually received 23 complaints. All other events were within the noise standards of the RAI environmental permit and caused no disturbances to our neighbours.

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On-site hotel construction of conference hotel continues

RAI Amsterdam had for many years wished to have a four-star hotel on its premises that would allow us to offer tailored accommodation to conference and exhibition visitors. With the development and realisation of the nhow Amsterdam RAI hotel, this wish is becoming a reality.

A hotel on the RAI site with 650 rooms and parking for around 200 cars is a strategic addition to RAI Amsterdam’s core activities. Responding to the needs of the market by creating a nearby ‘headquarters hotel’ where event organisers and important exhibitors, speakers & visitors can all stay thoroughly strengthens the international position of RAI Amsterdam.

The construction officially started in late October 2016. The basement was completed and the sheet pile wall removed from the ground at the end of 2017. The construction has been rising ever since.

The developers COD and Being Development have sold the nhow Amsterdam RAI hotel to the investor AXA Investment Managers – Real Assets. The building will largely be leased by the NH Hotel Group and the restaurant unit on the ground floor by a catering business. A 20-year lease agreement was made with the RAI for the operation of the parking garage.

The hotel is located in the triangle between the RAI complex, the Europaboulevard and the A10 motorway. This site is highly strategic thanks to the proximity of the railway station Amsterdam RAI (which allows quick connections to key places such as Schiphol airport), the metro stations and the A10 junction.

The hotel is slated for delivery in 2019.

impression of the nhow Amsterdam RAI hotel

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RAI 2030: building on the future

We have started a new spatial planning as part of the RAI 2030 plan, including goals such as:

anticipating the expected future growth of large events. As the RAI can expand on its existing site in phases, it can increase available exhibition space. Our larger events increasingly require the installation of temporary exhibition halls. For the largest ones, we are even reaching the limit of available space. improving the quality of the public space around the plinth (outer contours of the ground floor) of the RAI. improving the sustainability of the organising and facilitating of events, including reducing the nuisance caused by logistical movements around the RAI, particularly in the build-up and breakdown period of large exhibitions. Optimising the in & outflows and logistical processes minimises the inconvenience caused by freight traffic.

temporary halls in the RAI’s front courtyard provide extra exhibition space during large events

Importance for city and society The RAI aims to contribute to the prosperity of Amsterdam and its hinterland, and to society as a whole. While the events obviously bring revenue into the city, RAI Amsterdam would like to be involved in other ways as well: by attracting local suppliers and offering opportunities to local residents with a disadvantage on the labour market; by limiting the impact of large events on daily life in the city wherever possible; and by having an active dialogue with all our stakeholders. In all these ways, we aim to ensure that RAI Amsterdam continues to provide a valuable contribution to society.

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Waste management â‚Ź

â‚Ź

Consulting role from the RAI helps reduce waste from organisers and exhibitors

Environmental inspectors help reduce waste during setup and breakdown

stand

stand

stand

supplier

organisers

Food waste from the kitchen

133.000 tonnes

wood 25%

carpet 7%

Waste separation events

paper 6%

swill 4%

metal 1%

glass 2%

Swill tank

residual waste

18%

separated waste

provides new raw material in compost and biogas

62% in 2017 58% in 2016

Electric waste transport on canals: 1 trip = 6 truck rides

100% recycling = zero waste & 0% landfill

38% residual waste is filtered and processed at Renewi into ecopower and other products

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Strategy

INSPIRING PEOPLE Bringing people together, connecting and inspiring them is the core of our mission.

MEETINGS The RAI strategy is aimed at increasing the value of meetings.

CORPORATE SOCIAL RESPONSIBILITY We aim to do business in a responsible way, and hope to stimulate and inspire visitors by providing a major platform for sustainable innovations during events.

OUR BRAND The RAI Roadmap provides a guideline both for our brand and for the implementation of our strategy.

In 2017 RAI Amsterdam worked on enriching its mission and strategy, which will be presented in the summer of 2018. Below is an overview of the mission and strategy as they relate to the reporting year.

Mission driving force: Inspiring people

The mission of RAI Amsterdam is as follows: RAI Amsterdam brings people together, connecting and inspiring them by organising and facilitating meaningful meetings. In short, our driving force can be formulated as, 'inspiring people'.

RAI Amsterdam achieves this by developing communities, organising high-quality events and making use of a modern and sustainable exhibition and conference venue in a prime location.

Strategy increasing the value of meetings

RAI Amsterdam’s strategy can be summarised in a single sentence: we increase the value of meetings. We have formulated five supporting statements to fully reflect the breadth of the concept of ‘meeting’ in all its aspects.

...in terms of quality and quantity RAI Amsterdam does not only focus on the number of visitors and meetings, but also (naturally) on their quality as well. Visitor and customer satisfaction are decisive for the success of our activities and regularly surveyed.

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...physical and virtual In addition to organising physical meetings in a conference centre, RAI Amsterdam also stimulates virtual meetings in online communities. Creating a platform which inspires visitors and lets them maintain a dialogue both before and after the exhibition further boosts the value of an event.

Interested parties who cannot take part in an event physically can follow parts on the event website instead.

...at the event location and elsewhere The contacts in the communities which arise around an event are not limited to the location of the event. Even in faraway corners of the globe, RAI Amsterdam brings people together to share knowledge regarding specific exhibitions and the disciplines in which they operate. These contacts increase the visitors’ networks and their interest in an event.

‌ in revenues and costs This dimension emphasises a structural focus on how things can be approached in a more efficient way and how costs can be cut for our organisers, our exhibitors and ourselves.

‌ during events and throughout the year Visitors to an exhibition or conference also increasingly meet each other outside the period in which the event takes place, RAI Amsterdam aims to provide added value for the target groups of its exhibitions throughout the year. The internet portal of each exhibition and the activities organised through it can extend the usefulness of an event in time and can even become a permanent medium for added value.

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Corporate Social Responsibility People & society We want people to perform to their best, serve as a safe place to meet and generate social return in order to stimulate the growth and development of those with whom our business interacts.

Sustainable organisation & facilitation RAI Amsterdam and its clients and suppliers make a positive contribution to prosperity by organising and facilitating events in a sustainable way. In doing so we carefully weigh the interests of the stakeholders involved while aiming for multiple value creation. While realised at all levels, it can be categorised in two types of approach: We stimulate the use of public transport by selling combined tickets for our consumer events that include public transport tickets.

While keeping a constant eye on the professional quality expected by our clients, we involve local suppliers and initiatives who strive for a better world in our operations wherever possible. We make a special effort to give a chance to initiatives we believe need it most.

We purchase environmentally friendly products when possible and try to offer clients a sustainable alternative to the products they traditionally order.

We are creative in trying to prevent waste and see it as a sport to reduce our waste to zero.

We try to use natural resources as sustainably as possible. Not only does the RAI use green power and have one of the largest solar roofs in Amsterdam, we also literally closed the gas pipeline for heating and cooling, and now only use some 4% gas compared to five years ago thanks to our switch to district heating. This has also led to a reduction in our CO2 emissions. We will always supply power when our clients need it and, in that sense, cannot influence the total consumption. What we can do, however, is ensure that all the facilities for our organisers and exhibitors are as sustainable as possible.

The same applies to waste. Via optimal separation, RAI Amsterdam and its waste partner ICOVA have been realising 100% recycling (zero landfill) for years. In addition, waste is removed from the premises by boat to reduce pressure on the roads around the Convention Centre. We also advise our clients about waste at the ’start’ of the process because we believe that preventing waste is always better than recycling it.

Both the RAI itself and our employees contribute to a better world by supporting charities and charitable institutions.

Organising and facilitating events has a positive impact on the prosperity of the local area, creates economic spin-offs and stimulates employment in the region. It is also a polluting activity, however: the transport movements, accommodation and consumption of visitors impact the environment and liveability in the surroundings, as do the build-up and breakdown of the event itself. RAI Amsterdam aims to reduce this impact as much as possible and has structural meetings with stakeholders to discuss the issue.

A major platform for sustainable innovations: stimulating and inspiring visitors contributing to future

RAI Amsterdam has a large reach, and uses this where possible to stimulate the sustainable

innovations, focus on

growth and development of people, markets and our local environment. The world’s largest trade

sustainable developments

exhibitions in their sector, such as Aquatech (water technology) and Intertraffic (traffic technology), are examples of events in which the RAI can make the difference by providing a platform for

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sustainable innovations. We programme topics that stimulate and inspire participants to develop new innovations. To address global priorities, the RAI has aligned itself to the Sustainable Development Goals of the United Nations for various exhibitions. The Events section of this report discusses this further and provides various examples.

Brand values

RAI Amsterdam has the following six brand values.

Hospitable the RAI is for everyone

At RAI Amsterdam you will be received personally, professionally and, above all, with a warm welcome. Our doors are always open, whoever you may be and whatever drives you. RAI Amsterdam is for everyone. Whether joining us at our Convention Centre in Amsterdam or at one of our events elsewhere in the world, or taking part via virtual channels, you will feel welcome at RAI Amsterdam.

Customer-oriented focused on service, including total solutions

RAI Amsterdam appreciates who you are and what you need. Any challenges are dealt with as smoothly as possible. Whether you are an organiser, exhibitor or visitor, we aim to respond to your needs before you even ask. We gladly offer you a complete solution. We think along with you, look ahead and are dedicated to being of service so that you feel supported.

Innovative driving sustainable innovation

RAI Amsterdam is a stage for creativity and innovation. Through our concepts, products and services, RAI Amsterdam ignites new ideas. In a modern and innovative setting, we enhance the experience of your physical or virtual presence. We can push the window of innovation in a significant way because our applications are widely applicable. This ensures that you get ahead.

Enterprising creating the perfect conditions for success

The quality of our location, concepts, products, facilities, services and people ensures that you encounter all the elements of success at RAI Amsterdam. You can rely on an enterprising organisation that has the experience required to create the ideal conditions for achieving maximum added value for every customer. RAI is ready to make the most of every opportunity, thinks along with you, offers its partnership and actively contributes to your success.

Professional a deal is a deal

RAI Amsterdam understands like no other that the quality of an event depends on solid preparation and sticking to agreements. Our goals are ambitious yet realistic. Forecasts and commitments are based on a responsible realisation. We carefully manage expectations and offer you peace of mind.

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Involved connected to society

RAI Amsterdam is embedded in the community, committed to sustainability and takes seriously its responsibility towards people, our city and the world. The passion and emotional involvement of our employees and all the other stakeholders determine our success. We ensure that everyone is heard and feels connected.

“Our driving force: 'inspiring people�

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The power of connecting in the Netherlands and abroad:

443

events

inspiring each other

1.6 million visitors

376

full time staff

rai

stand

stand

stand

online virtual meetings

hotel

connecting communities

€

€

€

100,000

25

P&R-visitors

RAI exhibition titles in the Netherlands and abroad

€1 = €7

€

in the RAI

in the Amsterdam region

142,000

overnight stays in hotels (via RAI hotel service)

RAI Amsterdam stimulates the economy

Schiphol airport:

68 million

RAI Amsterdam generates

7,000 jobs

passengers

in the greater Amsterdam region

>320

direct flight connections

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Personnel and organisation

CONNECTING TALENTS AND ENERGY We are able to ensure the highest standard of hospitality thanks to the synergy between the talents and energy of our employees and our company’s objectives.

EVOLUTION IN CULTURE AND STRUCTURE The RAI’s management and employees went through an intensive cultural transformation in 2017. The division into departments was replaced by a reorganisation of the company’s activities around the three main processes of event, innovation and management.

SUSTAINABLE HR POLICY The RAI deploys a sustainable HR policy designed to improve the well-being, fitness and lifestyle of its staff.

CONTINUED REDUCTION IN ABSENCE DUE TO ILLNESS There has been a further reduction of 2.5% in the number of sick days taken this year compared to the last.

Our employees ‘for people, by people’

RAI Amsterdam is a company for people, by people. Our employees are the outward face of the RAI and function as hosts during events. The RAI realises its company goals in large part by empowering its employees with responsibilities, streamlining their tasks and enabling them to make the most of their talents.

general employee satisfaction: 8.2. latest survey (end of 2016) confirms improvement

Employee satisfaction is a crucial yardstick and an important instrument for the continuous improvement of our company. The RAI undertakes a large-scale survey of employee satisfaction every two years: the last time this took place was in November 2016. The goal was to identify the most important areas that could be improved and understand the effects of the personnel policy.

After already reaching a relatively high 7.9 in 2014, the overall score was even higher in 2016, arriving at 8.2. The evaluation of specific topics such as activities, colleagues and managers was also equal to or higher than in 2014. There was one aspect which only received an overall mark of 5.9 in 2016, however: satisfaction with how well RAI Amsterdam is organised. We have subsequently worked hard on this theme, tackling it in terms of both culture and structure. The level of pressure at work was considered to be satisfactory by 71% of the respondents, compared with 62% in 2014. At 80%, the response rate at the end of 2016 was higher than in 2014. A new employee satisfaction survey will be carried out at the end of 2018.

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Cultural and structural transformation of the company changes in culture and

The RAI started transforming the way it is organised in the summer of 2016. A change to the

structure go

corporate culture was seen as an important step in staying successful in the long term and

hand in hand

continuing to innovate sufficiently to stay ahead of the competition. There were also several processes that were ripe for improvement and bottlenecks that could be removed. A structural change was initiated to achieve these improvements. The planned process involves changes to both the culture and structure of the company.The process chosen involved a parallel change in corporate culture. The transformation is based on the following principles:

What is our raison d'ĂŞtre?

Over its more than 120 years of existence, RAI Amsterdam has organised first-rate events for millions of people. From concept and drawing board to collecting jackets at the cloakroom: together, we have made great things happen. But the world around us is changing rapidly. New players are turning markets upside down. Technological evolution is moving fast. Responding to this requires a different way of thinking and doing. To ensure we remain a market leader, the RAI therefore started to review and adapt its structure, culture and processes. We are continuously working towards a future-proof RAI which places flexibility, agility and innovation front and centre of its operations in order to respond to the changing needs of our customers in the fastest and smartest way possible.

What are our starting points ?

RAI Amsterdam: is a single company with a core business that covers everything from organising to facilitating; strives towards more synergy, less micromanagement and greater flexibility; is organised around three main processes: event, innovation and management.

Activities are organised primarily around event teams and processes, and the departments consist of recognised specialists responsible for their own development and innovation. The staff has a supportive role in these main processes.

When will we consider ourselves to have succeeded?

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Once we have improved employee satisfaction (higher scores in particular for cooperation, fast decision-making, learning from each other, space for own initiatives); Once we have improved customer satisfaction (through faster response times and better service provision); Once we are innovating even more (a fast lead time improves the likelihood of success); Once we are generating even more new business.

adapting structure

The sessions have led to an adaptation of the RAI’s management structure. In February 2017, the works council formally approved the proposed changes. A new management team structure was introduced at RAI Amsterdam on 1 April 2017, with the CEO and COO overseeing directors/managers within the focal areas Finance, HR, ICT, Legal, Hospitality and Venue (reporting to the CEO) and Marketing & Digital, Commercial, Clients and Operations (reporting to the COO).

left to right: Inge Vermeulen (Manager HR), Jan van den Bosch (Director Venue), Bret Baas (Manager IT), Bas Dalm (Director Commerce), Pauline Bottema-Sanders (General counsel & Company secretary), Paul Riemens (CEO), Menno Roodenburg (Director Finance), Martin van Nierop (Director Hospitality & Executive relations), Maurits van der Sluis (COO), Eline Deijs (Director Marketing & Digital), Bart van der Heijden (Director Clients) en Jules Broex (Director Operations)

from departments to processes

Over the course of 2017, the new management team worked together with the RAI’s employees to move from a structure divided into the departments RAI Exhibitions and RAI Convention Centre toward a process-oriented structure.

drie kernprocessen vormen de rode draad

Each new organisational segment has its own responsibility with regards to the RAI’s three core processes:

EVENT

Events are leading in all our activities; Each department provides a contribution (direct or indirect) to events; The organisation and the tasks are set up in a way that ensures that the interests of departments are subordinated to the event process;

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The RAI works with a single uniform event process during both its own and third-party events.

INNOVATION

Innovation is a responsibility of the business; The focus needs to shift to pioneering instead of merely improving; It is crucial to increase the value of meetings; Innovation specialists support the business and stimulate the process; We focus on short cyclical steps by initiating small projects; We work outside-in by bringing in external knowledge. To make this happen, we are continuously expanding our innovation ecosystem.

MANAGEMENT (including new business, HR, IT, etc.)

New business fills and manages the pipeline of new initiatives. In this context, the RAI aims to have an open partnership with third parties; The new business process is managed and given substance by ‘tables’ around which departments and experts jointly make choices and bring together results; Portfolio Management, Revenue Management and Capacity Management are active on a tactical level. Portfolio Management coordinates the event portfolio while Revenue Management optimises turnover and Capacity Management prevents bottlenecks; RAI services ensure a smooth and efficient handling of demand; The costs of RAI services (fixed and variable) are charged through to the relevant event; We use a uniform reporting structure for all events.

consequences of structural

We have been working on translating these starting points into a new structure throughout 2017.

changes approval by works council

The works council agreed to the proposed structural adaptations of the RAI on 10 November 2017.

Consultations and information sessions with employees and managers were organised in November and December 2017.

changes for RAI employees

Over two thirds of RAI employees saw no changes to their job description. Around one third have, however, experienced a modification of their place in the company. Around 10% of the 420 positions were even greatly modified. Some employees left the company due to this reorganisation.

start of intensive cultural change programme

An intensive programme of cultural change for managers and employees was rolled out in 2017. In consultation with staff, it is based on a 'bottom up' approach. Several so-called fish bowls (employee meetings) were held in 2017 in which employees discussed the desired changes.

Managers took part in a Change Leadership programme focused on personal leadership, allowing them to supervise the changes from their roles. In addition, there were several Leader Days. The employee input was used to define the following seven habits to help orientate the values of the company: I am curious; everyone counts; I am connected; I am entrepreneurial; everyone makes mistakes; you can count on me; hard on content, soft on relations.

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The cultural change programme will be continued in 2018 with more fish bowls with employees, various team sessions and a follow-up to the Change Leadership modules. The cultural values will also be defined in further detail.

switching over to event

The new organisational configuration of the RAI went live on 1 February 2018. The new process

process

organisation will, however, not apply to events taking place within three months of this date. This will ensure a smooth, gradual introduction of the new event process.

The company reorganisation involved scores of internal moves, which took place over February 2018. This was preceded by an adaptation of the Elicium (floors 6-9) and Amtrium (floors 3-4).

extensive training and

Training and education

education plan deployed

An extensive training and education plan was implemented based on the findings and improvement proposals from the work floor. Employees and managers participated in job and/or disciplinespecific training, especially in the period from December 2017 to February 2018. There was also a simulation game which considered several situations in the new event process. A basic Finance course will take place in 2018 focusing on the management process, an Innovation Bootcamp targeting the innovation process, a training in modern project management, and a range of inspiration sessions looking at the innovation and new business process.

Vitality initiating, facilitating and promoting fitness campaigns

RAI Amsterdam aims to promote the vitality of its employees so that they can all be fit, energetic and healthy at work. A dedicated programme initiates, facilitates and promotes vitality campaigns among employees. A variety of possibilities were offered within this framework in 2017, which help employees in the field of health & fitness, work enjoyment & work-life balance, and stress & absenteeism prevention.

Diversity diverse teams; target for

RAI Amsterdam strives to ensure the diversity of its departments in terms of age, experience,

Talent to the Top charter

gender and competencies. RAI Amsterdam is convinced that diverse teams lead to more positive

achieved

results. With 53% women and 47% men, RAI Amsterdam has a balanced staff. The objective in the field of gender diversity as described in the Talent to the Top charter has been amply achieved: the share of women in the group directors and executive key personnel is 35%.

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Personnel composition Below are some cross-sections of the composition of personnel at RAI Amsterdam.

Personnel At the end of the year

EMPLOYEES

2016

2015

Male

181

44%

185

46%

Female

228

56%

219

54%

Total

409

100%

404

100%

FTE

Male

178.2

47%

182.3

49%

Female

197.9

53%

188.4

51%

Total

376.1

100%

370.7

100%

2017

2016

BY AGE

2%

2%

26 to 35

26%

26%

36 to 45

34%

35%

46 to 55

24%

25%

56+

13%

12%

100%

100%

Personnel by age Percentage/FTE (at the end of the year)

25 and under

Total

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Personnel by discipline Percentage/FTE (at the end of the year)

2017

2016

BY DISCIPLINE

Commercial

53%

51%

Operational

35%

36%

Financial/staff

12%

13%

100%

100%

Total

Absence due to illness

further decrease, to 2.5%

Absence due to illness, an important variable for the RAI, was 2.5% in 2017, a further improvement over the already low figures of 2.9% in 2016 and 3.2% in 2015.

Absence due to illness Percentage

2017

Total

2016

2015

2014

2013

2.5%

2.9%

3.2%

3.4%

3.6%

Social engagement more opportunities for unemployed youth and young people with occupational disabilities

more opportunities for youthful unemployes

The HR policy related to social engagement reflects an aim to generate more social return for the city of Amsterdam. In 2017, RAI Amsterdam cooperated in a range of major initiatives to create better opportunities for unemployed youth (work agreement for tackling youth unemployment) and young people with occupational disabilities.

RAI Amsterdam has been participating in the work agreement for tackling youth unemployment since 2015, creating better opportunities for unemployed youth in the following ways:

Deployment and training of around 3,000 flexible workers: opportunities include participating in hospitality training or obtaining a certificate as traffic controller; Tours: some 300 students from various schools visit the RAI each year to learn about possible work environments; 90 internships: a dedicated traineeship office attracts students from the intermediate and higher vocational (MBO and HBO) levels to participate in BBL (vocational learning track), BOL (vocational training) and combined work/education. They are trained in issues such as job applications, personal branding, time management and Office skills. We organise a RAI Discovery at the start of the traineeship as well, allowing the students to explore the entire company. Later on, the trainees can participate in DiscoverRAI and spend a day in different departments to gain knowledge and expand their skillset.

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recognised work training company

RAI Amsterdam has been active as a recognised work training company for people with a distance to the labour market since October 2015. To find places for the RAI students, we have worked closely with the Employee Insurance Administration (UWV), the ROC College in Amsterdam and WSP Groot-Amsterdam since 2015. The youngsters work three days a week and go to school one day a week to be trained as ‘hospitality and service employees’ based on an internal company training course custom-made for RAI Amsterdam by ROC Amsterdam. The trainees are supported by a job coach, and a work supervisor from the department in which they are active. RAI Amsterdam aims to use the experiences from this project to provide suitable work opportunities for the target group of the Participation Act on a structural basis in the future.

In the summer of 2017 four students obtained their MBO-1 diploma. Two students continued on to MBO-2 Hospitality, and one student was included in our permanent pool of flexible workers.

charity

RAI Amsterdam’s and its employees’ social involvement are also illustrated by the charities they support

Cooperation with the RAI works council frequent and constructive dialogue

There was frequent and constructive dialogue with the works council in 2017. In addition to the structural changes in the company and the cultural evolution that accompanied them, the diverse topics discussed included the financial results, construction developments, consent requests, innovation & new business, and working conditions. In addition to these formal consultations, the dialogue continued in a number of subcommittees, such as the HRM Committee, the Financial Committee, the Working Conditions Committee, the Terms of Employment Committee, the Pensions Committee and the Temps Committee.

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Shareholder equity and loan capital

VALUE CREATION RAI Amsterdam is transparent in the way it combines social value and stakeholder value.

DIVIDEND A dividend payment of € 2.293 million to be paid in 2018 is proposed for 2017.

FINANCING The RAI has a small portfolio of long-term financing and current accounts of which the club deal financing agreement with Deutsche Bank and Rabobank Amsterdam is the largest. This finances the RAI at an interest rate of 3.24% until 2020.

RATIOS All financing ratios were easily met.

Value for stakeholders and society RAI Amsterdam combines its financial and social objectives. The starting point for the formulation of the business model is therefore to create a proper long-term balance between social value and shareholder value. RAI Amsterdam applies the following two goals to achieve this:

shareholder performance

1. Creating shareholder value by maximising a durable financial result, in combination with reaching the financial result in the short term and in conformity with the annual budget, with an EBITDA greater than 15% and a minimum net result of €3 million. This goal safeguards the financial continuity of the RAI.

social performance for city and region

2. Creating as much economic spin-off as possible for the city and region from which RAI Amsterdam receives its ‘licence to operate’.

If the (projected) net annual results are below €3 million, realising the shareholder value takes precedence. In all other cases the goal is to create a balance between the two starting points. In both cases, the RAI will do its utmost to realise the business operations as sustainably as possible and stimulate the relevant sectors and communities in sustainable innovation via its events.

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Dividend Dividend policy €2.24 million per year to be indexed

The current dividend policy applies to the period 2013-2018. It determines that RAI Holding B.V. will pay its shareholders a fixed dividend of €2.24 million a year (price level 2014; annual revaluation will be based on the consumer price index determined by Statistics Netherlands). In case of an insufficient net result, the dividend will not exceed this net result, and the shortfall will be added to next year’s dividend inasmuch as the net result in that year allows for it. The cumulative dividend owed over previous accounting years will never exceed the (indexed) fixed dividend of the latest accounting year.

Dividend A dividend payment of € 2.293 million is proposed for 2017.

The dividend over 2016 at an amount of € 2.284 million was paid in the reporting year. The second part of the one-time interim dividend over 2015 was also paid.

Shareholder Municipality of Amsterdam Municipality of Amsterdam started selling its 25% interest in 2016

In 2016 the Municipality of Amsterdam, which owns 25% of the shares in RAI Amsterdam, decided to start selling its partial interest to a third party under specific conditions. These conditions aim to guarantee the continuity of RAI Amsterdam and the cooperation between the Municipality of Amsterdam and the RAI with regard to the acquisition of international conferences, accessibility and the organisation of events. The RAI facilitated the Municipality in this process in the reporting year.

Financing equal club deal, ratio determined via intercreditor agreement

RAI Amsterdam entered a club deal for financing with Deutsche Bank and Rabobank Amsterdam in 2013. The banks participated on equal terms in the new financing scheme; the new bank financing is founded on two identical credit agreements with these banks, with the exact same rates, covenants and standard conditions. The ratio between the two banks is decided by means of an intercreditor agreement.

three facilities: long-term loan and current account credits

A long-term loan agreement for €26 million has been made with each bank, along with an agreement for a current account facility of €15 million (each). In 2016 this was complemented with an additional credit facility of US$3.35 million in connection with the acquisition of a stake in IBEX (International Boatbuilders Exhibition and Conference). The overview below shows the features of the facilities.

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Financing scheme Facility A (€)

Facility B (€)

Facility C (US$)

• long-term loan

• current account credit

• current account credit

• principal amount € 52 million

• amount € 30 million

• amount US$ 6.7 milion

• ends in 2020

• ends in 2020

• ends in 2020

• Repayment:

• increase 2017 + € 2,5 million

• rate 1M Libor +1.30% surcharge

- 2017: none

• reduction 2018 - € 2,5 million

• Facility Fee 0.25% over unused portion

- from 2018: € 4,0 million per year

• rate 1M Euribor +1.00% surcharge

• rate: 3M Euribor +1.70% surcharge

• Facility Fee 0.25% per year

Two credit agreements for solar panels were concluded in 2014: one with Triodos Bank and one with the Amsterdam Investment Fund of the Municipality of Amsterdam. The amount of both loans together is less than € 0.5 million.

interest swap: interest fixed at

An interest swap agreement was concluded with the Rabobank and Deutsche Bank in late 2013.

3.24%

Based on this, RAI Amsterdam pays interest of 1.54% over Facility A, with a surcharge of 1.70%.

On balance, this means that RAI Amsterdam is financed at a fixed interest of 3.24% up until and including 2020.

Financial covenants and conditions The following table provides an overview of the financial covenants. The second table shows the conditions and securities linked to the financing.

Financing scheme Convenant

2017

2018

2019

2019

<4.5

<4.0

<3.5

<3.0

solvency

>30%

>30%

>30%

>30%

EBITDA € 1 million*

>17.5

>17.5

>17.5

>17.5

senior Next Debt/ EBITDA

* Reviewed annually. reference date 31 December

Financing conditions Conditions and securities

Conditions

Securities

• No expansion of loan capital

• Mortgage on existing and new real estate

• Change of Ownership • Biennial reassessment of RAI buildings • Max. Capex 12 million per year (excl. new construction) • Max. dividend up to net profit in financial year • Max. on intercompany loans against minority participations • Insight over top 10 events/occupancy rate

For more details on the financing positions, see the notes on the consolidated balance sheet in the financial statement (1.1.7 and 1.1.8).

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Prospects Market and events There are clear signs of growth in the market for international trade exhibitions and conferences.

Although the revitalisation and development of national consumer events in the Netherlands still requires special attention, we have seen a number of positive changes during 2017. The year 2018 promises to be a very busy one for the RAI and, seen from an historical perspective, one with good financial prospects.

For the national exhibitions (both the trade events and those aimed at the general public), RAI Amsterdam expects modest growth with a significant increase in turnover and visitor numbers.

While the national exhibitions continue to recover, all the signs are that the international events will again show strong growth figures. Sustainable innovations will play an increasingly important part in the content of events, and the RAI will further expand its contribution to achieving the United Nations Sustainable Development Goals.

RAI Amsterdam Convention Centre During the course of 2018 we will continue to work on the RAI 2030 plan and the vision it showcases for the future development of the RAI Amsterdam Convention Centre and its Europaplein location. Key aspects include an increase in the surface area available for exhibitions within the contours of the RAI grounds, modern event logistics, and an even better integration of the RAI within the local district with regards to care functions and atmosphere, including when no events are being held.

Neighbourhood developments The new North/South metro line will open in 2018, enabling people to travel from the Europaplein station in front of the main entrance of the RAI to the city centre and central train station in less than 10 minutes. We expect this brand-new connection to give an additional stimulus to the area around the Europaplein and the RAI, making it a livelier part of the city. RAI Amsterdam will also be able to make an even greater contribution to reducing traffic in the city as the new metro line is likely to further increase the popularity of our P&R facilities. While Amsterdam remains a very compact city compared to the other great European capitals, this extraordinarily short travel time will add to the attractions of the RAI Amsterdam Convention Centre, including for international events of shorter duration.

The construction of the adjacent conference hotel will become increasingly visible, transforming the skyline of the area around the RAI as the towers between the RAI and the A10 motorway reach new heights. The planning is that the largest hotel in the Benelux will open its doors in 2019.

Strategy Throughout 2017 we have been working on an update of the strategy for the period up to and including 2020, and the results will be presented this spring. While the foundations of the strategy

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remain the same, there will be changes in terms of priorities and management. Strengthening and accelerating innovation and developing new events are major spearheads in the new strategy. To stimulate this innovation, we will be seeking even greater cooperation with market parties.

Organisation In 2017 we invested a great deal of energy into the culture and structure of the organisation. We hope to be able to successfully implement our new approach in 2018 and, at the time of writing this report, have already made a good start. We will continue to work on the organisational culture throughout 2018, and gradually move from our previous programmatic approach to the new operational management structure.

Results RAI Amsterdam expects to see better financial results in 2018 compared to 2017.

In conclusion As mentioned in the foreword, we thank all stakeholders for their efforts and commitment. We extend our special gratitude to the employees who delivered a stand-out operational performance in 2017 and are currently hard at work in the field of strategy, culture and structure in order to shape our future. The resulting ideas and energy give us great confidence in the years to come and make us very proud of our team.

Amsterdam, 22 March 2018

The Executive Board of RAI Holding B.V.,

P. (Paul) Riemens, CEO M. (Maurits) van der Sluis, COO

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The power of connecting in the Netherlands and abroad:

443

events

inspiring each other

1.6 million visitors

376

full time staff

rai

stand

stand

stand

online virtual meetings

hotel

connecting communities

€

€

€

100,000

25

P&R-visitors

RAI exhibition titles in the Netherlands and abroad

€1 = €7

€

in the RAI

in the Amsterdam region

142,000

overnight stays in hotels (via RAI hotel service)

RAI Amsterdam stimulates the economy

Schiphol airport:

68 million

RAI Amsterdam generates

7,000 jobs

passengers

in the greater Amsterdam region

>320

direct flight connections

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#04

Governance and risk management

82

Corporate governance

RAI HOLDING B.V. RAI Holding B.V. is a private limited company in accordance with Dutch law.

BASIS Our governance is based on Book 2 of the Dutch Civil Code, the statures and various internal regulations, and the corporate governance code 2016.

STRUCTURE The governance structure of RAI Holding B.V. includes a general meeting, Supervisory Board, Executive Board and works council.

Legal structure RAI Holding B.V. and its group companies

RAI Holding B.V. is a holding. The Financial Statement states which companies are part of RAI Holding B.V. Wherever this annual report states â&#x20AC;&#x2DC;RAI Amsterdamâ&#x20AC;&#x2122; it refers to RAI Holding B.V. and all its group companies. Group companies are participations in which RAI Holding B.V. plays a policy-deciding role.

Statutes The most recent statutes of RAI Holding B.V. are dated 18 July 2008. The latest statutes of subsidiary RAI Amsterdam B.V. are dated 2 June 2015.

Corporate Governance code 2016 code fully recognised

The Executive Board and Supervisory Board recognise the Dutch Corporate Governance code 2016. They apply the principles and best practice definitions therein, insofar as they apply to RAI Holding B.V.

'explain'

In some cases the principles and best practice definitions do not apply because RAI Holding B.V. is not quoted on the stock exchange and only has two shareholders. The following recommendations from the code are not applied (in full):

provision 2.8.3 (publication of standpoint in takeover situations); principle 4.2 (supplying information to the general meeting).

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Governance of Supervisory Board Supervisory Board regulations in accordance with Dutch Corporate Governance Code

The Supervisory Board regulations and the regulations of its committees were reviewed in December 2017. The regulations refer to chapters, principles and provisions from the Corporate Governance Code 2016 in two ways. First, a large part of the code has become part of the actual regulations, and second, the regulations state that the Supervisory Board and Executive Board recognise the Corporate Governance Code. By making the chapters, principles and provisions part of the regulations, the code has effect in hindsight (with regard to accountability) and can also be implemented as determined by the regulations. The Supervisory Board regulations are published on www.rai.nl.

Supervisory Board tasks supervising and realising employer and advisory role

The task of the Supervisory Board is supervising the policy of the Executive Board and the general course of affairs within the company and the associated companies. In addition, the Supervisory Board acts as employer to the Executive Board and abides by the remuneration ratios and culture of the organisation. Finally, the Supervisory Board has an advisory role with which it assists the Executive Board. In fulfilling its duties, the Supervisory Board is focused on the interests of the company and the associated companies, taking into account the relevant interests of all those involved in the company. The Supervisory Board is also responsible for the quality of its own activities.

Size and composition five persons, two four-year

The Supervisory Board preferably consists of five members. Because the Municipality of

terms at most

Amsterdam as a shareholder has indicated its intention to sell its interest, the vacancy of Supervisory Board member with preferential right from this shareholder has been kept open, and the Supervisory Board performed its tasks with four members.

profile determines composition

The profile is related to the composition of the Supervisory Board. It is discussed at the general meeting and with the works council whenever there are any changes. The profile is published on www.rai.nl.

safeguarding independent and

The Supervisory Board is composed in such a way that, in accordance with the governance code,

critical functioning

its members can function independently and critically with regard to other members, the Executive Board and any other partial interest. Each Supervisory Board member should be able to evaluate the outlines of the total policy. Additionally, all members have a specific expertise and related competences required for fulfilling their duties. The Supervisory Board aims to be composed in such a way that continuity is guaranteed and membership well-balanced with regard to the age, experience and male/female ratio.

Committees three committees

As the Supervisory Board in its complete configuration has more than four members, there are three core committees (in accordance with the regulations), namely an Audit Committee, Remuneration Committee and Selection and Appointment Committee. The committees are established and composed by the Supervisory Board. The (full) Supervisory Board remains

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responsible for all decisions, whether or not they were prepared by one of the committees. The regulations of the committees are published on www.rai.nl. The composition of the committees is indicated in the Statement of the Supervisory Board, under ‘Committee reports’.

Step-down roster The step-down roster is shown below and is also published on www.rai.nl.

Step-down roster Maximum of three terms (4+4+2+2)

Name

Date of first appointment

Current

Upcoming proposal for

term

stepping down or (re)appointment: first General Meeting after:

R.H (Roelf) de Boer

23.04.2015

1st

23.04.2019

A.M.H. (Annemarie) van Gaal

15.09.2015

1st

15.09.2019

M. (Mariëlle) de Macker

17.03.2017

1st

17.03.2021

J.W.Th. (John) van der Steen

07.04.2011

2nd

07.04.2019

Training introductory programme for new Supervisory Board members

After appointment, every member of the Supervisory Board follows an introductory programme designed and financed by RAI Amsterdam. This focuses on general financial and legal affairs, financial reporting by the company, specific aspects of RAI Amsterdam and its business activities, and the responsibilities of the Supervisory Board members.

supplementary education and training

Once a year, the Supervisory Board also discusses any desirable/required (additional) education during the terms of the individual members.

Shares, options, loans no personal loans and/or securities provided to

The Supervisory Board members were not provided with shares and/or options or similar rights for obtaining shares in the capital of the company, nor did they acquire any loans and/or securities.

Supervisory Board members

Remuneration included in Financial Statement and remuneration report

The remuneration is described in the financial statement in the section ‘notes on the consolidated annual accounts'. The remuneration report is published on www.rai.nl, including the policy and application thereof in 2017.

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Governance of the Executive Board The regulations for the Executive Board were last changed on 25 June 2014. They are based on Article 13, section 3 of the company statutes and serve as a supplement to the regulations and instructions that apply to the Supervisory Board in accordance with Dutch legislation and company statutes. The task of the Executive Board and its working methods are included in the regulations, which are published on www.rai.nl.

Shares, options, loans no personal loans and/or securities provided

The Executive Board members do not receive any shares and/or options or similar rights for obtaining shares in the capital of the company, nor did they acquire any loans and/or securities.

Remuneration included in Financial Statement and remuneration report

The remuneration of the Executive Board is also included in the financial statement in the section â&#x20AC;&#x2DC;notes on the consolidated annual accounts'. The remuneration report including more detailed information on the remuneration of the Executive Board, and the policy and application thereof in 2017 are published on www.rai.nl .

Employee governance Code of conduct applicable standards

RAI Amsterdam is aware of its social role and the resulting responsibilities towards all parties. The actions of RAI Amsterdam and its employees are founded on the core values and business principles formulated by RAI Amsterdam. The Code of Conduct provides clarity by describing standards related to the actions of everyone who represents RAI Amsterdam. The instructions given by the code of conduct are unconditional and not influenced by financial goals. The Code of Conduct was implemented on 1 September 2006 and is published on www.rai.nl.

Whistleblower scheme procedure for reporting

The whistleblower scheme determines how employees can report suspected violations to their

suspected violations

employer. The scheme details the procedure to be taken by the employer and determines that employees who report suspected violations and who act in accordance with the provisions and in good faith will not be put at any disadvantage in their position as a result of any report. The whistleblower scheme was implemented on 1 September 2006 and is published on www.rai.nl.

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Risk management

RISK ANALYSIS AND CONTROL RAI Amsterdam has systems for risk analysis and control in place and distinguishes between strategic, financial/administrative and operational risks.

STRATEGIC RISKS Strategic risks are related directly to events that can structurally undermine the position of the company.

FINANCIAL/ADMINISTRATIVE RISKS Financial/administrative risks are associated with developments in the financial market and financial & administrative management.

OPERATIONAL RISKS Operational risks are related directly to business activities.

RISK APPETITE RAI Amsterdam applies a maximum risk appetite of €10 million.

Risks strategic risks

We recognise ten strategic risks:

S-1 exploitation risk: the loss of one of the RAI’s own major titles S-2 market development: letting to third parties S-3 traffic: the accessibility of RAI Amsterdam (city of Amsterdam, Schiphol) S-4 exploitation risk; the risk that a major third-party event is cancelled S-5 security against the risk of terrorism S-6 market development: the risk that our own concepts become smaller due to online business models S-7 [this risk isn’t clarified for competition reasons] S-8 loss of outbound sales agents S-9 market development: growth of own events is limited S-10 market development: exhibitors use other channels to reach their target groups in the future

The first five strategic risks have not changed from the previous year, while the second five were added in the reporting year.

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financial / administrative risks

We recognise ten financial/administrative risks:

F-1 financing risk (including not being able to comply with bank agreements) F-2 interest risk F-3 currency risk F-4 debtor risk F-5 administrative organisation: integrity, availability, monitoring of automatic data processing and storage financial control F-6 financial control F-7 cash flow risk F-8 potential excessive reimbursement of expenses (fiscal) F-9 accounting fraud F-10 risk related to activities abroad: different laws & regulations than in the Netherlands

These financial/administrative risks are the same as in 2016.

operational risks

We recognise 19 operational risks:

O-1 safety while working in the halls O-2 construction risks: risks not covered by licenses that can occur when placing temporary installations and structures O-3 major health risks (Legionella) O-4 hazardous substances O-5 hygiene and food O-6 product liability related to RAI services O-7 crowd control (e.g., in case of fire) O-8 national strike O-9 failure of installations essential to an event (cooling, heating, power etc.)

O-10 failure of in-house operational ICT systems (administration, operations) O-11 failure of event network for exhibitors O-12 third party demands on ICT infrastructure and public services at RAI Amsterdam grow faster than we are able to upgrade/expand O-13 organisers, exhibitors and/or visitors use the (public) infrastructure differently than expected, resulting in major disruptions O-14 privacy violations due to misuse of data O-15 data theft by hackers O-16 presence of asbestos in old building O-17 developments in the market and demands from the organisation go faster than the IT infrastructure O-18 lower profits from connectivity services O-19 damage to reputation (going viral via socialmedia)

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Two risks were removed from the 2016 list of operational risks: lengthy malfunction of ticket websites, and database integrity. Risks O-17 to O-19 have been newly added.

Risk evaluation method current risk and consequences

Evaluating the actual risks for RAI Amsterdam involves both the current risk of an incident occurring and the current consequences (measured in financial terms) this might have on RAI Amsterdam.

evaluation of risk impact

The combination of the current risk and current consequences determines whether the current risk level is seen as low, medium or high. The evaluation explicitly takes into account the prevailing monitoring procedures and measures/actions taken to mitigate the intended risk. The determination of risk and consequence is indicated in the matrix table. The letters in the matrix indicate the type of risk, with S representing strategic risks, O operational risks, and F financial/administrative risks.

The associated numbers refer to the risks as indicated above. The colours represent the following risk levels: low risk level (blue) medium risk level (grey), and high risk level (red).

Risk matrix Risk and consequence determine risk level

Risk (%) >90%: extreme

75-90%: high

S-7

50-75%: medium

F-3 O-6 O-14 O-6

F-8 F-8 O-17

S-3 S-6 S-3 F-10 F-10 O-18 O-16 O-18

S-1

S-5 S- 5 S-10

25-50%: low

F-4 O-1 O-5 O-1 F-4 O-5

O-10 O-13 O-10 O-13 O-15 O-16 O-14 O-15 O-17

S-9 F-9 F-9 O-19

S-2 O-7 S-1 S-2 O-9 O-7 O-11 O-9 O-11 O-12 O-12

S-4 S-4

< 25%: very low

O-2 F-3 F-5 F-6 F-5 F-6 F-7 O-2 F-7 insignificant < € 250,000

O-3 O-3 O-4 O-4 minor € 250,000 € 500,000

F-1 F-1 F-2 F-2

S-8 O-8 O-8

major moderate severe € 50 0,0 0 0 - € 1,000,000 - > € 2,500,000 € 1,000,000 € 2,500,000 Consequences (€)

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risk appetite

risk management system

RAI Amsterdamâ&#x20AC;&#x2122;s Executive Board has set a maximum risk appetite of â&#x201A;Ź10 million. The company has a sufficient buffer to deal with the effects should an impact of this magnitude occur.

The risk management system for 2017 is the same as in 2016.

The matrix shows that only some strategic risks are marked as high risk. These are: S-4 (exploitation risk: the loss of a major exhibition organised by a third party) S-5 (security against terrorism) S-7 [not clarified for competition reasons] S-10 market development: exhibitors use other channels to reach their target groups in the future

Risk S-1 (exploitation risk: the loss of one of the RAIâ&#x20AC;&#x2122;s own major exhibitions) is no longer considered a high risk. The risk became a reality in 2017 when the AutoRAI and BedrijfsautoRAI were cancelled and we were able to scale up the mitigating measures in time while making up for lost turnover by attracting new events and expanding existing events.

Discussed with the Supervisory Board The risks, internal risk management and control systems along with the realised and planned actions were discussed in the September meeting of the Supervisory Board.

Internal risk management and control systems Below is an overview of which checks and actions were undertaken related to the four largest risks with regard to their impact on RAI Amsterdam.

limiting risks related to third party events

S-4 exploitation risk: the loss of a major exhibition organised by a third party) Relation management of the A accounts has been placed at the Executive Board level in order to prevent a large third party-organised exhibition or conference from being cancelled (risk: low, consequences: severe). Long-term contracts are implemented where possible. To minimise the consequences of the loss of a major third-party title on the results of RAI Amsterdam, priority in terms of both time and funds is given to attracting alternative exhibitions and conferences for the future.

calamities

S-5 (security against terrorism) RAI Amsterdam has a Safety & Security Board that monitors and, where necessary, adapts the measures related to protection against calamities.

S-10 market development: exhibitors use other channels to reach their target groups in the future This risk is limited by intensifying innovation and product development. The RAI aims to integrate new channels and connect them to exhibition titles, and also develop them autonomously to reach communities and inspire people in this way.

share price risks

There is no risk linked to share prices as RAI Holding B.V. does not hold any shares listed on the stock exchange.

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liquidity risks

Liquidity risk refers to the danger of having insufficient funds to cover direct obligations. Active monitoring of cash flow and setting up of a multi-year forecast which assesses the cash flow and thereby forecasts the available liquidity limits the liquidity risk to which RAI Amsterdam is exposed.

If the liquidity risk increases, RAI Holding B.V. has formulated measures which lead to an immediate lowering of expenditures.

currency risks

There are no major currency risks given that the operational cash flows and financing activities are principally denominated in euros.

interest risks

Interest rate risks relate mainly to loans taken out for the long term. RAI Amsterdam B.V. hedges the interest rate risk by fixing interest rates through interest rate swap contracts: such contracts were concluded in 2013 for the period up to 2020 for an amount of €44 million at the end of 2017.

RAI Amsterdam pays an interest rate of 1.54% on the interest rate swap it signed with Deutsche Bank AG/Coöperatieve Rabobank Amsterdam U. A. On bank overdrafts the RAI pays a variable rate of three months Euribor plus an individual surcharge. The amounts hedged through interest rate swaps are smaller than or equal to the outstanding principal amount of the loans from Deutsche Bank AG/Coöperatieve Rabobank Amsterdam U. A. The interest rate swaps had a fair value of negative € 1,801,264 (ultimo 2016: negative € 2,696,262) on 31 December 2017. The nominal value of the interest rate swaps will be decreased during their remaining life (to 2020) down to zero.

uncertainty about the possibilities to attract financing

The current financing agreement will last until 2020. The uncertainty about the possibilities to attract financing is mitigated by maintaining an active relationship with providers of loan capital, a proven track record of maintaining the agreed ratios, and keeping to a clear strategy. The current financing agreement, which runs up until and including 2020, will be followed up long before it expires.

competition rules

RAI Amsterdam has a tender board which tests all purchase orders above a given threshold amount for compliance with regulations and, where necessary or desirable, formulates calls for tender.

environmental legislation

RAI Amsterdam has various event-related permits and the following certificates: ISO-9001 (quality management), ISO-14001 (environmental management), ISO-20121 (sustainability of events) and OHSAS-18001 (occupational health and safety). A unique cooperation with the City of Amsterdam has meant that RAI Amsterdam is the first private company in the Netherlands to be given the authority to regulate and enforce event-related permits in a number of fields. To ensure compliance with legislation, RAI Amsterdam has an internal permit office which is charged with applying the policy and issuing and enforcing permits.

tax legislation

To ensure compliance with tax laws, RAI Amsterdam makes use of advisors, some of whom are affiliated with the accountant and some who are not, who assess RAI Amsterdam’s processing of tax legislation. The two most important types of tax for RAI Amsterdam are VAT and corporate tax.

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#05

Financial statement

92

General RAI Holding B.V. has its registered office in Amsterdam (Europaplein 24), Chamber of Commerce number 33093880. The companyâ&#x20AC;&#x2122;s financial year runs from 1 January to 31 December.

Activities RAI Holding B.V. is a holding company. The main activities of the RAI are accommodating RAI-organised events, and providing facilities to third parties for exhibitions, conferences, corporate events, theatre productions and niche events.

Continuity These consolidated financial statements have been prepared assuming that the company will continue as a going concern.

General principles for valuations The annual accounts were drawn up in accordance with the generally accepted principles for financial reporting in the Netherlands and meet the legal provisions regarding the annual accounts as recorded in Part 9, Book 2 of the Netherlands Civil Code (BW). The principles for the valuation of assets and liabilities were applied consistently during the previous and current year. The principles for valuation and result determination apply to both the consolidated and company annual accounts.

Shareholder structure The RAI Association has a 75 per cent interest in RAI Holding B.V. The remaining 25 per cent of the shares are held by the Municipality of Amsterdam.

Principles of consolidation The financial data of RAI Holding B.V. and all its group companies are consolidated. Group companies are participations over which RAI Holding B.V. has decisive control. The other participating interests are not consolidated.

The financial information of companies acquired during the year under review is consolidated from the moment that RAI Holding B.V. acquires decisive control over the companies concerned until the moment this control is terminated. Transactions between companies that are consolidated are eliminated.

The company owns 100% of the shares in the following participations: RAI Amsterdam B.V., Amsterdam; Arfora B.V., Amsterdam.

These group companies include the results of the following indirect participations (100%): RAI Solar Energy B.V., Amsterdam; Amsterdam RAI Catering B.V., Amsterdam; RAI USA, Inc., Delaware; Rui Ang Exhibition and Convention Co., Ltd., Shanghai; RAI TURKEY ULUSLARARASI FUARCILIK VE GOSTERI HIZMETLERI ITHALAT IHRACAT TICARET LIMITED SIRKETI, Istanbul. The company in Turkey was established in 2016. In addition, the result of the following indirect participation (50%): IBEX LLC, Maine USA.

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Functional currency The items in the annual accounts of the group companies are valued in accordance with the currency of the economic environment in which the group company mainly performs its activities (the functional currency). The consolidated annual accounts were drawn up in euros; the functional and presentation currency of RAI Holding B.V.

Transactions, receivables and liabilities Transactions in foreign currencies are converted at the exchange rates at the time of the transaction.

Monetary assets and liabilities are converted into the functional currency at the exchange rates on the balance sheet date. The resulting exchange differences are included in the profit and loss account, unless hedge accounting is applied.

Non-monetary assets that are valued in a foreign currency at acquisition cost are converted at the exchange rates valid at the time of transaction.

Non-monetary assets valued in a foreign currency at the current value are converted at the exchange rates which applied at the time the current value was determined.

Conversion differences in long-term inter-group loans which are actually an expansion or reduction of the net investment of foreign participations will be credited or charged directly to the equity in the statutory conversion differences reserve.

If loans were entered into in a foreign currency to finance or cover the net investment in a foreign participation, the exchange rate differences that result from the loan will be processed in the statutory conversion differences reserve insofar as the loan is effective as coverage for the exchange rate differences on the net investment in the foreign participation.

The assets and liabilities of the participations included in the consolidation at a functional currency that is different than the presentation currency will be converted at the exchange rates on the balance sheet date. The profits and losses are converted at the exchange rates at the time of transaction.

The resulting conversion differences will be credited or charged directly to the equity in the statutory conversion differences reserve.

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Use of estimates In order to help determine the included figures when drawing up the annual accounts, the management of RAI Holding B.V. makes certain estimates and suppositions in accordance with the generally accepted principles of financial reporting. The factual results can deviate from these estimates.

The estimates and underlying suppositions are regularly evaluated. Revisions of estimates are recorded in the period in which the estimate is revised and in future periods that are affected by the revision.

Financial tools Financial tools include both primary financial tools such as receivables or debts, and financial derivatives. For the principles of the primary financial tools, see the description per balance sheet item.

RAI Holding B.V. applies hedge accounting based on documentation for each individual hedge relation, and documents how the hedge relations fit in with the goals of the risk management, hedge strategy and the expectations regarding the effectiveness of the hedge.

The effective part of the financial derivatives assigned to cost-price hedge-accounting is valuated at cost value and the ineffective part is valuated at fair value. The valuation changes of the fair value of the ineffective part are immediately processed in the profit and loss account.

Principles for the valuation of assets and liabilities Assets and liabilities are stated at their nominal value, unless otherwise indicated in the separate items in the explanatory notes.

Intangible fixed assets Externally obtained exhibition titles are valued at cost price or market value if lower, and are depreciated over their economic life, which is assumed to be 20 years at most.

The economic life for the IBEX exhibition title is assumed to be 15 years at most.

Software is valued at historic cost and is depreciated over its economic life, which is assumed to be ten years at most. Operating rights are valued at acquisition price and depreciated annually based on the term of these rights.

Tangible fixed assets Tangible fixed assets are valued at their acquisition price, minus straight-line depreciation based on their economic life and minus any special depreciation.

Maintenance costs for buildings owned are immediately charged to the results, or entered as assets and depreciated if the asset criteria allow it. The depreciation calculation takes the residual value into account. This residual value is expected to be nil in all cases.

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Financial fixed assets Participating interests over which significant control is exercised over their business and financial policy are stated at their net asset value determined on the basis of the accounting principles of RAI Holding B.V. Participating interests over which no significant control is exercised are stated at the acquisition price or current value if lower.

Receivables from and loans to participating interests as well as other receivables are stated at the fair value in the first processing, and then valued at the amortised cost minus the necessary provisions.

Special depreciation of fixed assets An evaluation is made each year to see whether there are any indications that intangible, tangible or financial fixed assets are subject to special depreciation. Special depreciations apply when the balance sheet value of the asset is higher than the realisable value. If there is a case of special depreciation, then the relevant asset is devalued to the realisable value. The loss is immediately processed as expense in the profit and loss accounts.

Receivables Receivables are stated at the fair value in the first processing, and then valued at the amortised cost, which is the same as the nominal value minus any provisions for doubtful debts. These provisions are determined based on an individual assessment of the receivables.

The receivables have an expected term of up to one year, unless stated otherwise.

Stock The stock mainly involves food & beverage products of which the valuation is determined at acquisition costs, minus a provision for obsolescence, where necessary.

Securities Securities are stated at their cost or market value on the balance sheet date, whichever is the lower. The market value is in principle equal to the value quoted on the stock exchange. If a sale is expected in the short term, the directly realisable value is considered the market value.

Liquidities Liquidities are at the disposal of the company.

Provisions Provisions are included for all rightful enforceable or factual obligations resulting from an event before the balance sheet date, which are expected to require an export of capital for the fulfilment thereof and of which the scope can be reliably estimated.

A provision for long-service payments is included based on the valid long-service regulations per balance sheet date, taking into account the likelihood of continued employment, future labour cost developments and discount provisions.

A provision is included for bonus schemes and participations based on relevant performance schemes. This provision is included under current liabilities.

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Pension provision The company has two active pension schemes for its employees. Employees who started working for the company before 1 January 2013 are subject to a pension provision that qualifies as a defined benefit plan, in which the defined pension payments are based on average pay. This pension scheme has been placed with a pension insurer, and is processed in the financial statement as a defined contribution scheme due to the fact that the obligations for realising this pension scheme are entirely reinsured.

Employees who started working for the company since 1 January 2013 or those who have voluntary switched to the new pension scheme are subject to a premium scheme with the nature of a defined contribution agreement in which the company obligations are limited to making an annual contribution to the insurance company. Future payable contributions will partly depend on the development of the employment conditions and the yield on the invested contributions achieved by the insurer.

Long-term liabilities Long-term liabilities include debts with a remaining term of over one year. These debts are stated at the fair value in the first processing, and then valued at the amortised cost.

Short-term liabilities Short-term liabilities are stated at their fair value in the first processing and then at the amortised costs. They an expected term of less than one year. A provision is included for bonus schemes and participations based on relevant performance schemes. There is also a provision included for contractual agreements with employees.

(Deferred) corporation tax Temporary differences between the determination of profit for commercial and tax purposes are stated at their nominal value in the balance sheet as a tax deferral or asset. Deferred claims for corporation tax on account of tax-deductible losses are valued at the future tax rate known on the balance sheet date in so far as it can reasonably be expected that the claims are realisable.

RAI Holding B.V. is the leading company of a group that is treated as a single entity for tax purposes. The other members of the group are : RAI Amsterdam B.V., RAI Solar Energy B.V., Amsterdam RAI Catering B.V. and Arfora B.V.

Principles for determination of results Revenue The financial statements have been prepared on the basis of the historical cost convention. The revenue recognition applies to all categories as specified under 2.1.1. The net turnover includes the revenue from the delivery of goods and services as specified under 2.1.1 minus discounts and the like, and turnover taxes. Revenue and expenses are accounted for in the period in which the activity is performed. For exhibitions and events this is the period in which the event takes place. Profits are accounted for in that period. Losses and risks that originated before the end of the financial year are processed if and insofar as they became known before the annual accounts were drawn up.

For participations in which the RAI plays a deciding role, the revenue and expenses are consolidated proportionally. For participations in which the RAI does not play a deciding role, the result attributable to RAI Holding B.V. is included.

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Costs for outsourced work Costs for outsourced work and other external costs involve the direct and indirect costs, including purchasing costs of catering stock that can be attributed to the turnover.

Depreciation The depreciation on tangible fixed assets is calculated on a linear basis by reference to the expected economic life.

The applied depreciation rates are between 2% and 20%. The depreciation of the intangible fixed assets is related to the acquisition value, and ranges between 5% and 20%. Possible residual values of tangible and/or intangible fixed assets are not taken into account.

Financial revenue and expenditure The financial revenue and expenditure involve the exchange differences, interest revenue and costs attributable to the period concerned.

Participating interest results The participating interest results concern the share of the company in the results of the net asset value of the participating interests. The share that the company is due is stated as the result of a specific participating interest in the participating interest results.

Corporation tax The corporation tax is calculated on the commercial pre-tax profit, taking into account the tax facilities. The mutation in the provision for deferred corporation tax is taken into account in the calculations.

Cash flow statement The cash flow statement has been drawn up in accordance with the indirect method. The resources in the cash flow statement consist of liquidities.

98

1.1. Consolidated balance sheet (before proposed appropriation of results) Consolidated balance sheet, assets Amounts x â&#x201A;Ź 1,000

Ref.

ASSETS

Fixed assets

Intangible fixed assets

1.1.1.

8,464

10,239

Tangible fixed assets

1.1.2.

165,653

170,787

Financial fixed assets

1.1.3.

1,134

1,134

175,251

182,160

Current assets

Stock

469

315

Receivables

1.1.4.

27,086

22,637

Securities

41

41

Cash

5,473

742

33,069

23,735

208,320

205,895

99

2017

2016

Consolidated balance sheet, liabilities Before the appropriation of results, amounts x € 1,000

Ref.

LIABILITIES

Shareholder equity

1.1.5.

Subscribed capital

2,730

2,730

Share premium

22,006

22,006

Statutory exchange reserve

‑397

‑

Other reserves

60,834

58,070

Unappropriated profits

5,271

5,048

90,444

87,854

Provisions

1.1.6.

Deferred taxes

180

535

Other provisions

1,457

1,506

1,637

2,041

Debts

Long-term liabilities

1.1.7.

55,603

61,395

Short-term liabilities

1.1.8.

60,636

54,605

208,320

205,895

100

2017

2016

2.1. Consolidated profit and loss account Consolidated profit and loss account Amounts x € 1,000

Ref.

Net turnover

2.1.1.

Sum of operating revenues

Costs of outsourced work and other external costs

2.1.2.

Wages and salaries

2.1.3.

Social security contributions

Pension contributions

Depreciation on intangible and tangible fixed assets Other operating expenses (including other

2017

2016

123,287

120,202

123,287

120,202

50,901

47,084

24,306

23,547

3,338

3,257

2,197

2,177

2.1.4.

14,470

14,979

2.1.5.

18,507

19,718

personnel costs)

Sum of operating expenses

113,719

110,762

Operating results

9,568

9,440

Interest received and similar income

284

16

Interest costs and similar costs

‑2,572

‑2,608

Interest costs and similar costs in the profit and

2.1.6.

‑2,288

‑2,592

Profit on ordinary activities before tax

7,280

6,848

Taxes on profit on ordinary activities

2.1.7.

‑2,009

‑1,800

Results after tax

5,271

5,048

loss accounts

101

3.1. Consolidated cash flow statement Consolidated cash flow statement Amounts x € 1,000

Cash flow from operational activities

Operating profit

9,568

9,440

Adjustments for:

Depreciation on intangible and tangible fixed assets

12,867

14,979

Changes in long-term liabilities

-

1,459

Changes in provisions

‑404

‑67

12,463

16,372

Changes in stock and receivables

‑4,603

6,613

Changes in short-term debts (excluding bank credit)

6,625

‑2,513

2,022

4,100

Paid interest

‑1,939

‑1,936

Paid taxes on profit on ordinary activities

‑2,062

‑1,783

‑4,001

‑3,719

Total cash flow from operational activities

20,052

26,192

Cash flow from investment activities

Net investment in tangible fixed assets

8,835

‑18,270

Net investment in intangible fixed assets

‑565

‑3,916

Net disinvestment in financial fixed assets

‑

‑

Total cash flow from investment activities

8,271

‑22,186

Cash flow from financing activities

Dividend payment

‑2,953

‑3,207

‑6,423

‑571

Payment of long-term loans in financial year

‑15

‑15

Total cash flow from financing activities

‑9,391

‑3,793

Changes in cash and bank credit

18,932

213

Cash and bank credit as at 1 January

742

529

Cash and bank credit as at 31 December

19,674

742

102

2017

2016

Consolidated overview of the overall result Consolidated overview of the overall result Amounts x â&#x201A;Ź 1,000

Ref.

2017

2016

Consolidated net results after tax allocated to the

5,271

5,048

legal entity

Transation differences foreign participations

â&#x20AC;&#x2018;397

-

Total of the direct mutations in the equity capital of

â&#x20AC;&#x2018;397

-

Total results of the legal entity

4,874

5,048

the legal entity as part of the group equity

103

Notes on the consolidated balance sheet as on 31 December 2017 1.1.1. Intangible fixed assets

Intangible fixed assets Amounts x € 1,000

Exhibition

Software

Other

7,012

8,610

1,684

376

17,682

-

316

-

‑316

‑

Additions

‑

179

‑

385

565

titles

Cost as at 1-1-2017

Work in

Total

progress

‑

328

‑

‑328

‑

‑51

‑93

‑

‑

‑144

6,961

9,340

1,684

116

18,102

Depreciation and amortisation as at 1-1-2017

434

1,055

53

‑

1,542

Depreciation

‑10

‑78

‑

‑

‑88

Translation differences

‑28

-

-

-

‑28

Amortisation on disposals

‑10

‑78

‑

-

‑88

Depreciation and amortisation as at 31-12-2017

386

899

53

‑

1,337

6,578

7,555

1,631

376

16,140

6,576

8,441

1,631

116

16,764

Finished work in progress Disposals Cost as at 31-12-2017

Net Book value as at 1-1-2017

Net Book value as at 31-12-2017

Investments in exhibition titles are depreciated over a maximum period of 20 years. An impairment test on titles that were externally acquired in the past is performed annually. Software is depreciated over a period of ten years at most, calculated from the time it is first used.

The ‘other’ category primarily concerns the use of a lounge in the Amsterdam ArenA. These rights will be depreciated until the year 2026. Disinvestments are related to assets that are no longer used.

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1.1.2. Tangible fixed assets

Tangible fixed assets Amounts x € 1,000

Buildings,

Inventory

installations

Work in

Total

progress

and land

Cost as at 1-1-2017 Additions Finished work in progress

3,973

184

‑4,157

‑

‑8,475

‑642

282

‑8,835

3,973

184

‑4,157

‑

‑34

‑642

‑28

‑704

‑562

‑917

‑8,060

‑9,539

Disposals Cost as at 31-12-2017

Depreciation and amortisation as at 1-1-2017

‑5,243

‑621

‑

‑5,864

Depreciation

10,185

2,667

‑

12,851

‑34

‑621

‑

‑656

4,908

1,424

‑

6,331

9,216

805

‑4,157

5,864

Amortisation on disposals Depreciation and amortisation as at 31-12-2017

Net Book value as at 1-1-2017

Net Book value as at 31-12-2017

‑5,470

‑2,341

‑8,060

‑15,871

Buildings and land are depreciated over a period of 50 years, the Convention Centre over a period of 20 years, and installations over a period of 10 to 20 years. The other fixed assets are depreciated over a period of five to 20 years.

In 2017 the RAI renewed its long-term land lease retroactively from 1 November 2016. The paid land lease until 2066 amounts to € 3,223,443 (2016: € 3,289,452).

Disinvestments are related to fixed assets that are no longer used.

1.1.3. Financial fixed assets

Financial fixed assets Amounts x € 1,000

Total

1,134

Other changes

‑

1,134

Balance as at 1-1-2017

Balance as at 31-12-2017

The financial fixed assets refer to a capital interest in Stadion Amsterdam CV of 1/9 share of the limited capital. The valuation of this capital interest is valued at the acquisition price or current value if lower.

105

1.1.4. Current assets, receivables

Current assets, receivables Amounts x € 1,000

2017

2016

15,839

14,233

Trade receivables Allowance for doubtful debts

‑1,280

‑1,833

14,559

12,400

4,449

4,315

384

‑

‑

136

7,694

5,786

Other receivables Receivables from shareholders Corporate tax Accrued assets

27,086

22,637

The other receivables include, among other items, yet to be billed invoices to an amount of € 3,700,756 (2016: € 2,918,384).

The accrued assets include, among other items, costs paid in advance to the amount of € 1,004,825 (2016: € 926,020) and paid personnel costs for future exhibitions to an amount of € 5,833,054 (2016: € 4,877,950).

1.1.5. Shareholder equity

For an explanation of the mutations in the shareholder equity in 2017 and 2016, see the notes on the company annual accounts of RAI Holding B.V. (see 4.1.2.).

1.1.6. Provisions

Provisions Amounts x € 1,000

Deferred

Other

Total

taxes

Balance as at 1-1-2017 Allocation Withdrawal

535

1,506

2,041

396

237

634

‑369

‑331

‑701

562

1,412

1,974

Balance as at 31-12-2017

The passive deferred tax consists of the differences between commercial and tax-based valuation.

The other provisions mainly involve individual redundancies, a provision for long-service payments and other personnel-related provisions. The above provisions are mainly of a long-term nature.

106

1.1.7. Long-term liabilities

Long-term liabilities Amounts x € 1,000

2017

2016

Loans Deutsche Bank AG

24,000

26,000

Loan Coöperatieve Rabobank Amsterdam U.A.

24,000

26,000

Loan Triodos Bank

239

253

Loan Klimaatfonds Amsterdam

100

100

7,264

9,042

Other liabilities

55,603

61,395

Principle

Payment in

Amount

book year

remaining

Loan Deutsche Bank AG

26,000

‑

26,000

Loan Coöperatieve Rabobank Amsterdam U.A.

Overview of long-term loans Per 31 December 2017, amounts x € 1,000

26,000

‑

26,000

Loan Triodos Bank

268

15

253

Loan Klimaatfonds Amsterdam

100

‑

100

8,207

164

8,043

Other liabilities

60,575

179

60,396

Minus short-term part of long-term liabilities

4,793

55,603

In 2013 the RAI entered into a credit agreement with Deutsche Bank AG and Coöperatieve Rabobank Amsterdam U.A. This credit agreement comprises an overdraft facility of € 31.25 million as well as two loans totalling €52 million (50% Deutsche Bank AG and 50% Coöperatieve Rabobank Amsterdam U.A.) until 2020.

In 2016 the RAI established an additional credit facility with Deutsche Bank AG and Coöperatieve Rabobank Amsterdam U.A., consisting of a current account of US$ 6.7 million at Coöperatieve Rabobank Amsterdam U.A. As part of this agreement, it was agreed that the current account of Coöperatieve Rabobank Amsterdam U.A. is reduced by €3 million and the current account of Deutsche Bank AG is increased by €3 million. This way both banks are a 50% credit provider. The current account of US$ runs until 2020.

The rate of interest on the loans is Euribor + 1.70%.

In 2013 the RAI entered into an interest swap agreement, based on which RAI Holding B.V. pays an interest rate of 1.54% over an amount of €48 million.

The business premises at Europaplein have been mortgaged as security for the repayment of the long-term debts and overdraft facility.

107

A credit agreement with the Triodos Bank for the financing of solar panels was concluded in 2014. It consists of a loan of €0.29 million for the period until 1 January 2034. The loan is being repaid in 79 quarterly terms, starting 1 July 2014. The interest rate is 3.5% on an annual basis for the period until 17 January 2026.

A credit agreement to finance solar panels was concluded with the Amsterdam Investment Fund of the Municipality of Amsterdam in 2014. It consists of a loan of €0.1 million for the period until 5 March 2029. The loan will be repaid at the latest by 5 March 2029 and the interest rate is 0%.

The other long-term debts consist of a lump-sum payment received in 1988 from the Municipality of Amsterdam for the operating losses of the Convention Centre in the period until 2038. This lump-sum payment was acquired in the past for an interest of 7.46%. This lumpsum payment is mainly of a long-term nature. The release benefits the operational costs. The annual interest increase is at the expense of the financial revenue and expenditure.

Of the long-term liabilities, a total of € 6.8 million has a term of over five years.

1.1.8. Short-term liabilities

Short-term liabilities Amounts x € 1,000

2017

2016

Bank overdrafts

3,777

10,200

Short-term part of long-term liabilities

4,793

793

‑

670

Advance payments

25,134

20,284

Debts to suppliers

4,459

5,694

175

‑

Debts to shareholders

Corporation tax Other taxes and social security contributions

1,732

1,876

20,566

15,088

60,636

54,605

Accruals and deferred income

The accrued liabilities largely consist of receivable invoices for costs made to an amount of € 9,447,463 (2016: € 6,099,937) and accrued liabilities related to personnel to an amount of € 3,658,216 (2016: € 3,364,665).

108

Off-balance sheet information

1. In 2017, COD/Being Development and the RAI entered into a rental agreement related to the parking garage of the NHOW Hotel.

It will be implemented as soon as the parking garage is delivered in 2019 and is valid for 20 years. The initial rental price is € 650,000 a year and the rent will be indexed annually. The total contractual obligation amounts to € 13,000,000. Based on the expected delivery date of the parking garage, an amount of € 0 is due within one year, and an amount of € 2,275,000 is due within five years. The remaining part relates to the period from 2023 to 2039 (2016: none).

2. No bank guarantees were issued (2016: none).

3. There are operating lease commitments for 38 cars (2016: 44). At the end of the financial year the contractual commitments totalled € 955,680 (2016: € 910,091), of which € 432,025 is due within one year. The remainder is due within five years.

4. A total of € 569,671 (2016: € 588,686) in lease payments was made in 2017.

5. In 2017 an agreement was reached with the Municipality of Amsterdam, Land Lease and Land Issuance and Development department on an advanced change of the long-term land lease agreement. The new agreement has a term of 50 years until 30 October 2066. The available part of the capitalised acquired long-term land lease as of 1 November 2016 will be depreciated over the new term of 50 years. The total liability for long-term land lease (until 2066) is €12,976,314 of which an amount of €259,526 is due within one year. An amount of €1,297,631 is due within five years. The remainder involves the period 2023 to 2066.

6. RAI Holding B.V. is the leading company of a group that is treated as a single entity for corporation and turnover tax purposes.

The other members of the group are: RAI Amsterdam B.V., RAI Solar Energy B.V., Amsterdam RAI Catering B.V. and Arfora B.V. 7. Each company is severally liable for the liabilities of the fiscal entity.

Financial tools

The risks associated with the financial tools are clarified below.

Credit risk In order to manage the credit risk, exposure is constantly monitored and acted upon. There was no major concentration of credit risks at the end of the financial year. Credit risks relate to debtors and other short-term receivables. Sufficient provisions were included accordingly.

Currency risk There are no substantial currency risks as the operational cash flows and financing activities mainly take place in euros.

There is an overdraft facility agreement with Coöperatieve Rabobank Amsterdam U.A. to a maximum amount of US$ 6.7 million for which the company faces a currency risk.

Interest risk Interest risks mainly concern long-term loans. RAI Amsterdam B.V. has interest rate swap contracts to cover interest risks. In order to cover the interest risk RAI Amsterdam B.V. has concluded interest swap contracts. In order to fix the interest rates, interest rate swaps amounting to € 44 million at the end of 2017 were concluded in 2013 for the period until 2020. RAI Amsterdam B.V. pays an interest rate of 1.54% on the interest swap with Deutsche Bank AG/Coöperatieve Rabobank Amsterdam U.A. A variable interest rate of three months Euribor plus an individual surcharge is paid on the bank overdrafts. The amounts covered by the interest swaps are smaller than or

109

equal to the outstanding principle of the loans from Deutsche Bank AG/Coöperatieve Rabobank Amsterdam U.A. On 31 December 2017, the interest swaps had a fair value of minus € 1,801,264 (2016: minus € 2,696,262). The nominal value will be reduced to zero over the remaining interest swap period (until 2020).

110

Notes on the consolidated profit and loss accounts 2017 2.1.1. Turnover

Turnover Amounts x â&#x201A;Ź 1,000

2017

2016

By geographical area

116,720

116,143

6,567

4,059

123,287

120,202

By activity

37,519

50,236

Letting to third parties

23,511

19,787

Catering

18,129

14,461

Parking

5,335

5,036

Hotel commissions

2,743

2,555

33,250

26,130

2,800

1,997

123,287

120,202

2016

The Netherlands Other countries

Exhibitions and events

Facility Services Other

2.1.2. Costs of outsourced work or other external costs

Costs of outsourced work or other external costs Amounts x â&#x201A;Ź 1,000

2017

Exhibitions and events

22,014

16,894

Letting to third parties

2,149

2,401

Outsourcing costs

5,199

7,131

Catering

5,580

5,179

Personnel

8,121

7,487

Marketing costs

3,807

3,300

Other

4,031

4,692

50,901

47,084

111

2.1.3. Personnel costs

The salary (including benefits) paid to Board members (2) in 2017 totalled € 716,323. In 2016 the salary paid to (former) Board members totalled (3) € 660,074.

The salary paid to Supervisory Board members (average of 4) amounted to € 92,713 (in 2016: € 104,125, average of 4).

Average number of employees In FTE, working for the group

2017

2016

376

374

2017

2016

BY DISCIPLINE

Commercial

53%

51%

Operational

35%

36%

Financial/staff

12%

13%

100%

100%

In the Netherlands

Personnel, by discipline Percentage / FTE (balance at the end of the year)

Total

2.1.4. Depreciation on intangible and tangible fixed assets The depreciation on intangible and tangible fixed assets consists of € 14.1 million in regular depreciations and € 0.1 in book losses on disinvested tangible fixed assets.

2.1.5. Other operational costs

Other operational costs Bedragen x € 1.000

2017

2016

Building costs

8,622

9,552

Agency costs

708

694

Automation costs

4,678

4,404

Consultancy costs

2,523

2,490

667

916

1,033

1,253

276

409

Travel, accommodation and representation costs Other personnel costs Other general operational costs

18,507

19,718

112

Auditors’ costs In accordance with Article 382a Book 2 of the Netherlands Civil Code, an amount of € 103,399 (2016: € 93,260) is due to BDO Audit & Assurance B.V., of which € 100,000 (2016: € 90,000) relates to the annual audit, and € 3,399 to other audit assignments.

2.1.6. Interest revenue and expenses and similar

Interest revenue and expenses and similar Amounts x € 1,000

2017

Interest received and similar income Interest costs and similar costs

284

16

‑2,572

‑2,608

Interest costs and similar costs in the profit and loss

2016

‑2,288

‑2,592

accounts

The interest costs and similar consist of € 2,571,986 in owed interest and € 283,906 in revenue from exchange revenue.

2.1.7. Taxes

Taxes Amounts x € 1,000

Tax charged based on the commercial result Tax deferral changes Settled taxes and other securities

Tax charged in the profit and loss account

2017

2016

‑352

‑369

2,317

2,133

44

36

2,009

1,800

The effective taxation rate over 2017 is 27.6% (2016: 26.2%) which is in line with the generally applicable tax rate in the Netherlands.

113

4.1. Company balance sheet (before appropriation of results) Company balance sheet Before appropriation of results, amounts x € 1,000

ASSETS

ref.

2017

2016

Fixed assets

Financial fixed assets

4.1.1.

4.1.3.

80,340

105,462

11,367

-

91,707

105,462

LIABILITIES

Shareholder equity

4.1.2.

Issued capital

2,730

2,730

Share premium

22,006

22,006

Statutory exchange reserve

‑397

‑

Other reserves

60,834

58,070

Unappropriated profit

5,271

5,048

90,444

87,854

Debts

Debts to credit institutions

1,263

-

Debts to group companies

4.1.3.

‑

17,608

91,707

105,462

114

5.1. Company profit and loss account Company profit and loss account Amounts x € 1,000

2017

2016

Company result after taxes

‑

‑

5,271

5,048

5,271

5,048

Result from participating interest after taxes

Net result

The corporate profit and loss account has been drawn up in accordance with Article 402 of Book 2 of the Netherlands Civil Code.

The financial data of RAI Holding B.V. is included in the consolidated annual account. As a result, the profit and loss account of RAI Holding B.V. only states the share in profits after taxation of participating interests and the other result after taxes, in accordance with Article 402 of Book 9 of the Netherlands Civil Code.

115

Notes on the company balance sheet as on 31 December 2017 4.1.1. Financial fixed assets

Financial fixed assets Amounts x € 1,000

Participation in

group companies

Balance as at 1-1-2017

105,462

Dividend

‑30,000

‑397

4

5,271

80,340

Statutory exchange reserve Other mutations Result

Balance as at 31-12-2017

The company owns 100 percent (unless otherwise stated) of the shares in the following major participations: RAI Amsterdam B.V., Amsterdam; Arfora B.V., Amsterdam.

The results of these group companies include those of the following indirect participations (100%): RAI Solar Energy B.V., Amsterdam; Amsterdam RAI Catering B.V., Amsterdam; RAI USA, Inc., Delaware; Rui Ang Exhibition and Convention Co., Ltd., Shanghai and RAI TURKEY ULUSLARARASI FUARCILIK VE GOSTERI HIZMETLERI ITHALAT IHRACAT TICARET LIMITED SIRKETI, Istanbul.

116

4.1.2. Shareholder equity

Shareholder equity Amounts x € 1,000

Share

Share

Statutory

Other

Unapprop.

capital

premium

exchange

reserves

profit

Total

reserve

2,730

22,006

‑

57,733

4,214

86,683

Appropriation of profit

‑

‑

‑

4,214

‑4,214

‑

Result book year

‑

‑

‑

‑

5,048

5,048

Dividend

‑

‑

‑

‑3,877

‑

‑3,877

2,730

22,006

‑

58,070

5,048

87,854

Balance as at 1-1-2016

Balance as at 31-12-2016

2,730

22,006

‑

58,070

5,048

87,854

Appropriation of profit

‑

‑

‑

5,048

‑5,048

‑

Statutory exchange reserve

‑

‑

‑397

‑

‑

‑397

Result book year

‑

‑

‑

‑

5,271

5,271

Dividend

‑

‑

‑

‑2,284

‑

‑2,284

2,730

22,006

‑397

60,834

5,271

90,444

Balance as at 1-1-2017

Balance as at 31-12-2017

The authorised capital is €13,650,000, divided into 225,000 ordinary ‘A’ shares and 75,000 ordinary ‘B’ shares, each having a nominal value of €45.50. Of these, 45,000 ‘A’ shares and 15,000 ‘B’ shares have been issued and fully paid up.

117

4.1.3. Receivables from group companies

Receivables from group companies Amounts x € 1,000

Debts to group companies

‑17,608

Dividend uitkering

‑2,284

Dividend

30,000

1,259

11,367

Balance as at 1-1-2017

Overige mutaties

Balance as at 31-12-2017

As was the case last year, no interest is charged on receivables from group companies.

Personnel

As was the case in 2016, the company did not employ any staff in 2017.

Off-balance sheet information

Letters of liability in accordance with Article 403 of Book 2 of the Netherlands Civil Code have been issued and deposited for the participating interests in RAI Amsterdam B.V., RAI Solar Energy B.V. and Amsterdam RAI Catering B.V.

Amsterdam, 22 March 2018

Executive Board of RAI Holding B.V.

P. (Paul) Riemens, CEO M. (Maurits) van der Sluis, COO

Supervisory Board of RAI Holding B.V.

R.H. (Roelf) de Boer, chair J.W.Th. (John) van der Steen, vice-chair A.M.H. (Annemarie) van Gaal M. (Mariëlle) de Macker

118

Proposed appropriation of profit Proposed appropriation of profit

The general meeting of shareholders is proposed to pay a dividend of â&#x201A;Ź 2.293 million over 2017. The result after tax over 2017 is included in the unappropriated profit item under shareholder equity.

Events after the balance sheet date

None.

119

#06

Other information

120

Result appropriation in accordance with the statutes Article 24 of the company statutes states the following regarding the appropriation of profit.

Article 24.

1. In addition to several other reserves, the company can keep a general reserve, a share premium reserve A, a share premium reserve B, a dividend reserve A, and a dividend reserve B in its books. The respective rights to these reserves go to owners of shares A and shares B, pro rata to the number and type of shares they own.

2. Payments to shares A and shares B that exceed the nominal value of those shares are added to the share premium reserve concerned.

3. Without prejudice to that determined elsewhere in this article, the distributable profit is freely at the disposal of the general meeting for the payment of dividend, reservations or other such purposes within the companyâ&#x20AC;&#x2122;s goal as determined by the general meeting.

4. The general meeting can determine, with the prior approval of the owners of shares of the type concerned, to not pay profit on those shares but to reserve that part of the profit and add it to the dividend reserve A or B respectively. Payment against dividend reserve A or B respectively can only be made to the owners of the type of shares concerned if the general meeting determines as such after prior approval by a meeting of those owners.

5. Without prejudice to that determined elsewhere in this article, if the general meeting decides to reserve profit or pay dividend on all shares regardless of the type, equal amounts of the profit will be reserved or paid as dividend.

6. The company can only make payments to shareholders and other parties that have a right to the payable profits insofar as the shareholder capital is larger than the paid and requested part of the capital increased by the reserves that must be applied in accordance with the law or statutes. The shares kept in the capital of the company are not included in the calculation of the appropriation of profit.

7. Appropriation of profit will occur after the determination and approval of the annual accounts which show that payment is permissible.

8. The general meeting is authorised to determine payments on one or multiple interim dividends, with due regard to point seven.

9. Unless the general meeting determines another date, dividends are payable immediately after determination.

10. The right to claim for payment of dividend lapses after a period of five years.

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Independent auditorâ&#x20AC;&#x2122;s report To: the shareholders and Supervisory Board of RAI Holding B.V. A. Report on the audit of the financial statements 2017

Our opinion We have audited the financial statements 2017 of RAI Holding B.V., based in Amsterdam. The financial statements include the consolidated financial statements and the company financial statements.

In our opinion, the enclosed financial statements give a true and fair view of the financial position of RAI Holding B.V. as at 31 December 2017 and of its result for 2017 in accordance with Part 9 of Book 2 of the Dutch Civil Code.

The financial statements comprise:

1.

the consolidated and company balance sheet as at 31 December 2017;

2.

the consolidated and company profit and loss account for 2017; and

3.

the notes comprising a summary of the applicable accounting policies and other explanatory information.

Basis for our opinion We conducted our audit in accordance with Dutch law, including the Dutch Standards on Auditing. Our responsibilities under those standards are further described in the â&#x20AC;&#x2DC;Our responsibilities for the audit of the financial statementsâ&#x20AC;&#x2122; section of our report.

We are independent of RAI Holding B.V. in accordance with the Wet toezicht accountantsorganisaties (Wta), the Verordening inzake de onafhankelijkheid van accountants bij assurance-opdrachten (ViO) and other relevant independence regulations in the Netherlands.

Furthermore we have complied with the Verordening gedrags- en beroepsregels accountants (VGBA).

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

B. Report on other information included in the annual report

Next to the financial statements and our opinion thereon, the annual report consists of other information, including:

In Brief section; Statement from the Supervisory Board; Executive Board report; Governance and risk management; Other information.

Based on the procedures as mentioned below, we are of the opinion that the other information:

is consistent with the financial statements and contains no material deficiencies; includes all information as required by Part 9 of Book 2 of the Dutch Civil Code.

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We have read the other information and based on our knowledge and understanding obtained from the audit of the financial statements or otherwise, we have considered if the other information contains material deficiencies.

With these procedures, we have complied with the requirements of Part 9 of Book 2 of the Dutch Civil Code and the Dutch Auditing Standard 720. These procedures do not have the same scope as our audit procedures on the financial statements.

Management is responsible for the preparation of the management board report and the other information in accordance with Part 9 of Book 2 of the Dutch Civil Code.

C. Description of responsibilities for the financial statements

Responsibilities of management and the Supervisory Board for the financial statements Management is responsible for the preparation and fair presentation of the financial statements in accordance with Part 9 of Book 2 of the Dutch Civil Code. Furthermore, management is responsible for such internal control as management determines is necessary to enable the preparation of the financial statements that are free from material misstatement, whether due to errors or fraud.

As part of the preparation of the financial statements, management is responsible for assessing the companyâ&#x20AC;&#x2122;s ability to continue as a going concern. Based on the financial reporting framework mentioned, management should prepare the financial statements using the going concern basis of accounting unless management either intends to liquidate the company or to cease operations, or has no realistic alternative but to do so. Management should disclose events and circumstances that may cast significant doubt on the companyâ&#x20AC;&#x2122;s ability to continue as a going concern in the financial statements.

The Supervisory Board is responsible for overseeing the companyâ&#x20AC;&#x2122;s financial reporting process.

Our responsibilities for the audit of the financial statements Our objective is to plan and perform the audit assignment in a manner that allows us to obtain sufficient and appropriate audit evidence for our opinion.

Our audit has been performed with a high, but not absolute, level of assurance, which means we may not have detected all material errors and fraud.

Misstatements can arise from errors or fraud and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. The materiality affects the nature, timing and extent of our audit procedures and the evaluation of the effect of identified misstatements on our opinion.

We have exercised professional judgment and have maintained professional skepticism throughout the audit, in accordance with Dutch Standards on Auditing, ethical requirements and independence requirements. Our audit included e.g.:

Identifying and assessing the risks of material misstatement of the financial statements, whether due to errors or fraud, designing and performing audit procedures responsive to those risks, and obtaining audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from errors, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control; Obtaining an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the

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circumstances, but not for the purpose of expressing an opinion on the effectiveness of the company’s internal control; Evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management; Concluding on the appropriateness of management’s use of the going concern basis of accounting, and based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the company ceasing to continue as a going concern; Evaluating the overall presentation, structure and content of the financial statements, including the disclosures; and Evaluating whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

Because we are ultimately responsible for the opinion, we are also responsible for directing, supervising and performing the group audit.

In this respect we have determined the nature and extent of the audit procedures to be carried out for group entities. Decisive were the size and/or the risk profile of the group entities or operations. On this basis, we selected group entities for which an audit or review had to be carried out on the complete set of financial information or specific items.

We communicate with the Supervisory Board regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant findings in internal control that we identify during our audit.

Amstelveen, 30 March 2018

For and on behalf of BDO Audit & Assurance B.V.,

P.M. Belfroid RA

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#07

About reporting

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Stakeholder dialogue, materiality and reporting To gain insight into issues important to the stakeholders RAI Amsterdam has periodic meetings with its stakeholders. The overview below shows how and how often RAI Amsterdam has these structural dialogues.

Stakeholder dialogue Stakeholder group Internal stakeholders, shareholders, clients, suppliers

Dialogue type

Frequency

Topic

Extensive stakeholder

1x approx. every

Policy review

consultation

3 years

2016 Clients

Surveys

After event

Client satisfaction

Visitors

Social media

Continuous

Activities related to the RAI,

Programming meeting

3-4x a year

Activities in and around the RAI

Inspiration and feedback

Regularly

reachability Neighbourhood residents Suppliers

sessions

Sustainable procurement, realisation of activities and work environment

Employees

Employee satisfaction survey

1x every 2 years

Employee satisfaction

Meeting

Regularly

Reachability RAI around events

Transport companies (e.g., NS, GVB)

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 security. Another topic mentioned involved event content â&#x20AC;&#x201C; which was deemed as very important by internal stakeholders. As the aforementioned topics are the most material, they form the foundation for the CSR reporting which has been integrated within the financial report starting with the 2017 Annual Report.

Materiality The figure below illustrates the relative importance according to the stakeholders and to RAI Amsterdam.

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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.

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GRI table Part 1 GRI code

GRI G4 Information directives

Clarification

Strategy and analysis

G4-1

Statement from the Executive Board about the relevance of

https://2017raijven.sites.kirra.nl/in-vogelvlucht/voorwoord

sustainability to the organisation and its strategy

Organisation profile

G4-3

Name of the organisation

RAI Amsterdam B.V.

G4-4

Primary brands, products, and/or services and events

https://2017raijven.sites.kirra.nl/in-vogelvlucht/profiel

G4-5

Location of the organisation’s headquarters

RAI Amsterdam

Europaplein

ML 1078 GZ Amsterdam

G4-6

Number of countries where the organisation operates (as relevant to

RAI Amsterdam is active within several countries.

sustainability issues) G4-7

Nature of ownership and legal form

https://2017raijven.sites.kirra.nl/in-vogelvlucht/profiel

G4-8

Markets served (including geographic breakdown, sectors served, and

https://2017raijven.sites.kirra.nl/in-vogelvlucht/profiel

types of customers) G4-9

Scale of the reporting organisation

https://2017raijven.sites.kirra.nl/in-vogelvlucht/profiel

https://2017raijven.sites.kirra.nl/in-vogelvlucht/kerncijfers

G4-10

Details of workforce by type of work, work agreement and region

https://2017raijven.sites.kirra.nl/verslag-van-de-directie/personeel-enorganisatie

G4-11

Percentage of total employees covered by collective bargaining

RAI Amsterdam has its own work conditions package and is not

agreements

covered by a collective labour agreement.

G4-12

Description of the supply chain

-

G4-13

Significant changes during the reporting period regarding size,

No significant changes to size, structure or ownership have occurred

structure or ownership

during the period under review.

Whether and how the precautionary approach or principle is

-

G4-14

addressed by the organisation

G4-15

Externally developed economic, environmental and social charters,

https://2017raijven.sites.kirra.nl/in-vogelvlucht/de-kracht-van-

principles, or other initiatives to which the organisation subscribes

verbinding-2

G4-16

Membership in associations

Not included

G4-17

A list of all entities included in the organisation’s consolidated financial

https://2017raijven.sites.kirra.nl/jaarrekening

statements G4-18

Process for defining report content

https://2017raijven.sites.kirra.nl/bijlagen-2

G4-19

Material aspects

https://2017raijven.sites.kirra.nl/bijlagen-2

G4-20

Report the Aspect Boundary within the organisation

https://2017raijven.sites.kirra.nl/bijlagen-2

G4-21

Report the Aspect Boundary outside the organisation

https://2017raijven.sites.kirra.nl/bijlagen-2

G4-22

The effect of any restatements of information provided in previous

n/a

reports G4-23

Significant changes from previous reporting periods

n/a

G4-24

Stakeholder groups engaged by the organisation

https://2017raijven.sites.kirra.nl/bijlagen-2

G4-25

Basis for identification and selection of stakeholders

https://2017raijven.sites.kirra.nl/bijlagen-2

G4-26

Approach to stakeholder engagement, including the frequency of

https://2017raijven.sites.kirra.nl/bijlagen-2

contacts per type and group of stakeholders G4-27

Key topics and concerns that have been raised through stakeholder

RAI Amsterdam listens to its stakeholders. Feedback from the 2017

engagement, and how the organisation has responded to those key

consultation will be included in the recalibration/adaptation of the

topics and concerns, including through its reporting.

policy.

Report profile

G4-28

Reporting period for information provided

1 January-31 December 2017

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G4-29

Date of most recent previous report

March 17

G4-30

Reporting cycle

Annual

G4-31

Contact point for questions regarding the report or its contents

Corporate Communication Department via corcom@rai.nl

GRI table of contents

G4-32

The ‘in accordance’ option chosen

Core

G4-33

Policy and current practice with regard to involving external assurance

RAI Amsterdam has not had the sustainability report verified

for the report

externally by an accountant

Governance, commitments and engagement

G4-34

Governance structure of the organisation, including committees under

https://2017raijven.sites.kirra.nl/in-vogelvlucht/samenstelling-rvc-en-

the highest governance body

directie

https://2017raijven.sites.kirra.nl/verslag-van-de-directie

G4-35

Process for delegating authority for economic, environmental and

https://2017raijven.sites.kirra.nl/bijlagen-2

social topics G4-36

Executive roles/positions for economic, environmental and social

https://2017raijven.sites.kirra.nl/bijlagen-2

topics G4-37

Mechanisms which give shareholders and employees the opportunity

https://2017raijven.sites.kirra.nl/bijlagen-2

to make recommendations or exercise joint authority with the highest governance body on economic, environmental and social topics G4-38

The number of members of the highest governance body who are

0

independent and/or non-executive members G4-39

Chair of the highest governance body

CEO

G4-41

Processes in place for the highest governance body to ensure

https://2017raijven.sites.kirra.nl/governance-en-risicomanagement

conflicts of interest are avoided G4-42

Role of the highest governance body in the development, approval

Final approval is given by the Executive Board. The Board is

and updating of the mission, vision, goals and strategy related to

supported in this by the CSR Board.

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

https://2017raijven.sites.kirra.nl/governance-en-risicomanagement

performance, especially with respect to economic, environmental and social impact, opportunities and risks G4-45

Procedures of the highest governance body for overseeing economic,

https://2017raijven.sites.kirra.nl/governance-en-risicomanagement

environmental and social impact, opportunities and risks G4-46

The role of the highest governance body in reviewing the effectiveness

http://jaarverslag2016.rai.nl/governance-en-risicomanagement

of risk management processes in the field of economic, environmental and social topics G4-47

Frequency of the highest governance body’s review of economic,

Monthly

environmental and social opportunities, risks and impact G4-48

Highest committee or role/position that reviews and approves the

https://2017raijven.sites.kirra.nl/governance-en-risicomanagement

annual sustainability report and ensures that all material aspects are covered G4-49

Process for communicating critical concerns to the highest

https://2017raijven.sites.kirra.nl/governance-en-risicomanagement

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

Remuneration report on RAI.NL

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 on RAI.NL

G4-53

How employees’ and shareholders’ views are sought and taken into

https://2017raijven.sites.kirra.nl/bijlagen-2/stakeholderdialoog

account where remuneration is concerned

130

Ethics and integrity

G4-56

Internally developed mission statement or statement of principles,

https://2017raijven.sites.kirra.nl/verslag-van-de-directie/strategie

norms of behaviour and assumptions which are important for economic, environmental and social performance

Part 2 GRI code

GRI G4 Information directives

Clarification

Economic performance

Information about the management approach

RAI Amsterdamâ&#x20AC;&#x2122;s Annual Report and Sustainability Report describe the economic and financial approach

G4-EC1

Direct economic value generated and distributed

https://2017raijven.sites.kirra.nl/verslag-van-de-directie

G4-EC8

Significant indirect economic impact, including the effects of that

https://2017raijven.sites.kirra.nl/verslag-van-de-directie

impact

Procurement

Information about the management approach

https://2016raidven.sites.kirra.nl/duurzaam-organiseren-en-faciliteren

EO9

Type and sustainability performance of procurement

https://2016raidven.sites.kirra.nl/duurzaam-organiseren-en-faciliteren

EO1

Direct economic impact and value creation as a result of sustainable

https://2016raidven.sites.kirra.nl/vergroten-welzijn

initiatives

Environment

Information about the management approach

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 five-year objectives are established in our CSR policy plan 2013-2017.

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

G4-EN6

Reduction of energy consumption

https://2017raijven.sites.kirra.nl/verslag-van-dedirectie/dienstverlening-2 https://2017raijven.sites.kirra.nl/verslag-van-dedirectie/dienstverlening-2

https://2017raijven.sites.kirra.nl/in-vogelvlucht/voorwoord

Air emissions, wastewater and waste substances

Information about the management approach

Waste is one of the priority areas within the RAIâ&#x20AC;&#x2122;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.

G4-EN15

Direct emissions of greenhouse gasses (GHG) scope 1

https://2017raijven.sites.kirra.nl/verslag-van-de-

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

directie/dienstverlening-2 https://2017raijven.sites.kirra.nl/verslag-van-dedirectie/dienstverlening-2 https://2017raijven.sites.kirra.nl/verslag-van-dedirectie/dienstverlening-2 https://2017raijven.sites.kirra.nl/verslag-van-dedirectie/dienstverlening-2

131

Information about the management approach

RAI Amsterdam welcomed about 1.5 million visitors in the concention centre in 2017. We ensured that their visits proceeded in a safe and efficient way so as to minimise the impact on the environment. We focus on preventing traffic jams, stimulating alternatives to cars, and limiting or preventing emissions, hindrance and noise pollution.

EO2

Modes of transport taken by visitors as a percentage of total

https://2017raijven.sites.kirra.nl/verslag-van-de-

transportation, and initiatives to encourage the use of sustainable

directie/dienstverlening-2

transport options

Social

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://2017raijven.sites.kirra.nl/verslag-van-de-directie/strategie

Work conditions and decent work

Information about the management approach

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.

LA1

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

https://2017raijven.sites.kirra.nl/in-vogelvlucht/kerncijfers

region

https://2017raijven.sites.kirra.nl/verslag-van-de-directie/personeel-enorganisatie

Health and safety

Information about the management approach

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

LA4

Minimum notice periods in case of operational changes, including the

This indicator is defined by law in the Netherlands.

specifications in collective agreements LA6

LA8

Rates of injury, occupational diseases, lost days, and absenteeism,

https://2017raijven.sites.kirra.nl/verslag-van-de-directie/personeel-en-

and total number of work-related fatalities, by region and by gender

organisatie

Health and safety topics covered in formal agreements with trade

In the covenant for the cleaning and window cleaning sector, RAI

unions

Amsterdam has established agreements to ensure good working conditions for its employees.

LA11

Percentage of employees who receive regular reports on performance

All employees go through a yearly evaluation and assessment in

and career development per gender and employee category

which individual performances and career development are discussed.

LA12

Composition of governance bodies and breakdown of employees

https://2017raijven.sites.kirra.nl/in-vogelvlucht/samenstelling-rvc-en-

according to gender, age group, minority group membership, and

directie

other indicators of diversity

Equal remuneration for women and men

LA13

Ratio of basic salaries and remuneration of women and men per

RAI Amsterdam has fixed salary scales which do not differentiate

employee category and significant business location

between women and men

Local communities (society)

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.

G4-S01

Implemented local community engagement programmes, impact assessments, and development programmes

132

https://2017raijven.sites.kirra.nl/verslag-van-de-directie/strategie

https://2017raijven.sites.kirra.nl/verslag-van-de-directie/evenementen

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 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.

https://2017raijven.sites.kirra.nl/verslag-van-de-

G4-PR1

Percentage of significant product and service categories for which

directie/dienstverlening-2 n/a

health and safety impacts must be improved EO7

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

133

-

#08

Enclosure

134

Personal information of management and works council As at the end of 2017

RAI Amsterdam management team Name

Title

Paul Riemens

CEO

Maurits van der Sluis

COO

Jan van den Bosch

Director Venue

Jules Broex

Director Operations

Eline Deijs

Director Marketing & Digital

Bas Dalm

Director Commerce

Bart van der Heijden

Director Clients

Martin van Nierop

Director Hospitality & Executive relations

Menno Roodenburg

Director Finance

Bret Baas

Manager IT

Inge Vermeulen

Manager HR

Pauline Bottema-Sanders

General counsel & Company secretary

RAI Amsterdam Works Council Naam

Functie

Edo Kayser

chair

Kees van Gastel

vice-chair

Jorn Bom

Jean-Paul ten Kleij

Robin van Os

Hugo Rosenberg

Rocco Stokvis

Judith Verresen

Jolanda Visser

Paulien van Waegeningh

HÊlène Schouten

official clerck

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Colophon Published by RAI Amsterdam, Corporate Communication

Concept and realisation Toebosch Consult

Photography OTTI Fotografie Julie Blik Fotografie Ad Bogaard Fotografie MRPEREZIDENT Fotografie Bastiaan Aalbersberg

Website Developed in Kirra Jaarverslag

Contact RAI Amsterdam welcomes reactions to its annual report via corcom@rai.nl

Copyright The information presented in this annual report may be quoted with the source reference â&#x20AC;&#x2DC;RAI Holding B. V. annual report 2017â&#x20AC;&#x2122;.

136

137

RAI Amsterdam Europaplein 1078 GZ Amsterdam P.O.-box 77777 1070 MS Amsterdam The Netherlands Tel. +31 20 549 12 12 Fax +31 20 646 44 69 www.rai.nl

138