RAI Amsterdam | Annual report 2020 by RAI Amsterdam

Annual report 2020

A challenging year How a pandemic changed our best event year into a lengthy lockdown

Four-track policy Commercial, operational, financial and innovation: dealing with the COVID crisis

Full event calendar after the summer of 2021 Most events postponed, confidence in physical meetings stronger than ever

Cover photo: nHow RAI Amsterdam Convention Centre, concept: “The stage is yours!”

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 macro-economic 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 ‘welcome to the RAI!' '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.

Contents . Welcome 1. . . . . to. the . RAI! . . .

. 4.

. . .a challenging 2020: . . . . year . . .

. 5.

. . . Profile

. 8.

. . . .and Strategy . value . . creation . . . .

.11.

. . figures Key . . .

.19.

. . . . . of. the Composition . Supervisory . . . . .Board . .

.22.

. . . . . of. the Composition . Executive . . . . Board . . .

.23.

. 24.

. . COVID-19 The . . . . crisis . . and . RAI . . Amsterdam . . . . .

.25.

. . organisers For . . . . and . exhibitors . . . .

.29.

. . visitors For . . .

.40.

. . community, For . . . . city . and . . society . . .

.47.

. . employees For . . . .

.58.

. . shareholders For . . . . .and . financers . . . .

.64.

. . . . for Prospects . 2021 . . .

.67.

. Statement 3. . . . . by . the . . Supervisory . . . . .Board . . .

. 70.

. Executive 2. . . . . Board . . .report . . .

. . . . . Foreword

.71.

. . . . . Board Supervisory . . statement . . . .

.72.

. Governance 4. . . . . . and . .risk . management . . . . . .

. 78.

. . . . governance Corporate . . . . .

.79.

. . management Risk . . . . . .

.84.

. . . . . management Compliance . . . . .

.90.

. 92.

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

.93.

. . Consolidated 2.1. . . . . . profit . . and . loss . . account . . .

.94.

. . Consolidated 3.1. . . . . . cash . .flow . statement . . . .

.95.

. . . . . overview Consolidated . . . .of the . . total . result . . .

.96.

. . . . General

.97.

. . . on. the Notes . consolidated . . . . . balance . . .sheet . . as. on. 31. December . . . . 2020 . .

. 103 . .

. . . on. the Notes . consolidated . . . . . profit . .and . loss . . accounts . . . 2020 . . .

. Financial 5. . . . . statement . . . .

. 110 . .

. . Company 4.1. . . . .balance . . .sheet . .(before . . appropriation . . . . . of. results) . . .

. 115 . .

. . Company 5.1. . . . .profit . .and. loss . .account . . .

. 116 . .

. . . on. the Notes . company . . . .balance . . sheet . . .as .of .31 .December . . . 2020 . . .

. 117 . .

. . . . appropriation Proposed . . . . . of.result . .

. 121 . .

. 122 . .

. . . appropriation Result . . . . .in .accordance . . . . with . the . .statutes . . .

. 123 . .

. . . . to Reference . the . audit . . statement . . . . by. the . independent . . . . . accountant . . . . .

. 124 . .

. Other 6. . . .information . . . . .

. About 7. . . . this . report . . .

. 126 . .

. . . . . dialogue, Stakeholder . . . materiality . . . . and . .reporting . . .

. 127 . .

. . table GRI . . .

. 129 . .

. 134 . .

. . . . details Personal . . management . . . . . and . .works . . council . . .

. 135 . .

. Annex 8. . . . .

#01

Welcome to the RAI!

"RAI Amsterdam enables people to come together at events in a safe way” Ferdinand Grapperhaus, former Minister Security and Justice 4

2020: a challenging year

Paul Riemens (CEO) and Maurits van der Sluis (COO) discuss one of the most challenging years in the history of the RAI. The COVID-19 pandemic affected the entire event sector in an exceptionally hard way. What started out promising to be a top year ended up with us having to keep our doors firmly closed for much of 2020. How did the directors experience this strange time and what choices did they have to make? How do they see things now more than a year since the pandemic began? And last but certainly not least, how is the RAI preparing for an event calendar that shows a very busy second half of 2021?

2020 promised to be the best year ever: How did it start? “With so many events booked, 2020 was indeed set to be an extraordinarily busy year,” says Paul. "That’s why we worked so hard in 2019 to complete Hall 5 and brought various planned renovations and improvements forward. The nhow Amsterdam RAI hotel was completed and opened at the start of 2020. RAI Amsterdam equipped and made ready the underground parking garage to ensure we could make the most of this exciting new development. Proud of our new neighbour and such a landmark building, we were ready to perform to our max in 2020. But COVID-19 made for an entirely different year altogether, one in which we had to make many farreaching decisions based on uncertain developments. In a way, 2020 was a bit of a paradox. The more we knew about the virus and how to handle it within the RAI, the less we were given the opportunity to use this knowledge for our clients, exhibitors and visitors. But the actual start of the year proceeded as usual when we opened the exhibition calendar with Horecava."

Then the outbreak. When did this begin to play a role for the RAI? Maurits: "In view of our international exhibitions and conferences, the RAI quickly started establishing new protocols and effecting new safety measures against COVID. The virus really started to have an impact in the run-up to ISE 2020. A number of exhibitors from Asia were experiencing issues due to flight restrictions, while some originally Asian businesses adapted their travel policy and withdrew from participation. In collaboration with the organisers and exhibitors of ISE we took additional measures to guarantee the safety and welfare of all those involved. This resulted in a successful final edition of ISE in the RAI, with over 1,250 exhibitors and more than 50,000 unique visitors.

“The pandemic wasn’t as much a factor for the national events that immediately followed, such as the Huishoudbeurs and Nine Month Fair, as the virus had not yet been detected in the Netherlands. This was not the case for the 65th and last edition of the HISWA boat show, however. The spread of the COVID-19 virus led to all events in the Netherlands being shut down, which meant that on the second day of the exhibition the government ordered the event to be suspended.”

How did you manage the impact of COVID-19? Maurits: "Our crisis team coordinated the process and communication from the very beginning. A commercial taskforce was dedicated to client relations and managing the postponement and cancellation of events, while an operational taskforce focused on the further development of COVID protocols and managing the consequences for employees and the venue. Our innovation platform accelerated the development of new revenue models such as digital and hybrid events.

“We developed special studios for hosting these events, and the financial taskforce supervised the various programmes, developed scenario analyses, enhanced the focus on managing cash flows, and succeeded in continuing and extending the financing of the RAI.”

Paul: "To get through the pandemic we established a crisis management organisation focused on four tracks: (1) the fast reopening of the RAI, (2) the accelerated development of new revenue models, (3) securing financial continuity, and (4) the further modernisation of the venue into an attractive multifunctional location. In concrete terms, these points were translated into the further development of COVID protocols, a focus on cash management, cutbacks and a reorganisation, early refinancing, making use of COVID-related government support schemes such as NOW and GO-C, a maximum focus on digital and hybrid events, and the further development of our local area and the logistical concept for the RAI. While the latter may seem less relevant at this time, nothing could be further from the truth. The impact of the COVID crisis, both economically and socially, has intensified debate on the topic. We are on the city’s investment agenda and motivated to put our words into actions. Our goal is to create an area that adds sustainable value to Amsterdam as a city.”

Shops remained open at the start of the crisis while the RAI had to stay closed. Did you understand this decision? Maurits: "We have a century of experience in organising large-scale events and all the facilities in-house to do so safely. It is our core business! Our registration is automated, and we know who is where and when. We suddenly found ourselves in a situation in which department stores were welcoming a thousand people, while we had to keep our doors closed. We understand that choices need to be made, but this was a case of double standards.”

Paul: "Of course we recognised that contacts should be limited. But it was a shame that we didn’t even get the chance to prove that it could be done well, not even on a smaller scale. It was also a missed opportunity for gaining experience and sharing this with clients and suppliers."

When clients and suppliers are suffering, how do you keep yourself energised? Paul: "It hasn’t always been easy. You see everyone in the organisation working hard on initiatives that then had to be cancelled due to newly announced measures. And this happened multiple times. Having to constantly shift your horizon is difficult, but we have a clear responsibility and giving up is never an option. In accordance with the motto Never waste a good crisis we tried to utilise the developments wherever possible.”

“The extent to which valuable meetings are missed in all markets just confirms that our business model is solid,” Maurits adds. “These firm foundations is further underlined by an agenda that is well-filled until beyond 2025. 2020 was a year in which I made personal developments myself that would otherwise not have happened, helping me maintain a positive outlook.”

How do you look back on 2020 personally? Paul: “For the RAI, 2020 was the most intense year ever in terms of adapting our business and organisation. The crisis hit the RAI hard, and we went through some very difficult times. The reorganisation meant saying goodbye to many much-loved colleagues as we reduced our personnel by around thirty percent. At the same time, we’ve proven our resilience. The staff grew closer in a new way, despite the physical distances.”

Maurits: "We are fighting together on our comeback. Like us, our clients and suppliers have been suffering too. We have tried to share the pain where possible and join forces to lessen the blow. Our tenants on the premises, The Roast Room and Strandzuid, were given discounts on their rent. In the events sphere we focused on maintaining our portfolio – mainly by postponing events to a later date. In addition, we facilitated the municipal health services (GGD) in the COVID testing process in any way we could. And we are still doing so today by accommodating the testing facilities and vaccination areas.”

Looking back at 2020, what would you like to say to the RAI staff? Paul: "I genuinely want to thank and compliment them for their resilience and close relations. We worked fantastically well together in 2020 in a spirit of solidarity and perseverance. We supported each other when it was needed most and stayed creative. We saw a high level of engagement, despite people being afraid of losing their jobs and facing uncertain futures. This was even the case during the reorganisation. And in this regard would like to express my gratitude to the works council, too.”

Maurits: "I couldn’t agree more. The reorganisation has seen a shift from specialists to generalists, a deliberate choice as we tried to transfer the specialist knowledge as well as possible and anchor it within the organisation. From the employees’ perspective, the time ahead promises to be both interesting and educational.”

Testing and vaccinations are giving new perspectives for 2021. What will this mean with regard to events? Maurits: "The vaccinations and the arrival of spring and summer should help us get the green light, and we hope to see people gathering on Europaplein as soon as possible. Our agenda is as good as filled from September onwards. We have never had so many events in a six-month period as we are planning to host in the second half of 2021. We will be using the spring to learn from events with smaller groups, including in field labs. This will allow us to practice and further perfect our roadmap."

And looking further ahead...Will the new normal be physical events, like before? Or will everything be going virtual? Paul: "To me, 2020 is also a year in which we became even more convinced of our vision that physical meetings cannot be replaced by a PC monitor and online connection. The past year made abundantly clear that people are simply not as happy when we cannot have close contacts with others. At the same time, digital options will improve. A lot is already possible, technically speaking, but the application often needs work. And I don’t mean with regards to airing a webinar – matchmaking is where the added value is. Although algorithms and smart technology can definitely contribute, for those times that we choose to meet physically, quality will become ever more important.”

Maurits nods in agreement and starts counting his fingers: "Easy to reach, a comfortable and modern venue, an interesting city and a hospitable welcome… All in all: a top-quality experience. Amsterdam and the RAI both excel in these long-lasting values.”

Profile

RAI AMSTERDAM

Is an international exhibition and conference company. Our venue, the RAI Amsterdam Convention Centre, is at the service of organisers and facilitates the successful realisation of events from A to Z. Has a range of its own public and trade events and organises them at its site as well as in other cities outside of Europe. Conducts its business in a socially responsible manner. Aims to redevelop the RAI premises, improve the connections to the city centre and make the logistic process for the build-up and breakdown of events more sustainable. Stimulates the sustainable development of people, markets and its neighbourhood through its business activities, creating value for the city and its stakeholders.

Events RAI Amsterdam Convention Centre all facilities in place for a hospitable welcome

Our venue on the Europaplein square in Amsterdam hosts around 500 events every year and welcomes a total of some 1.5 million visitors on average. From trade shows and congresses that fill the RAI with 50,000 people to meetings of ten, from entirely virtual to fully physical, everything is taken care of down to the smallest detail as the RAI guarantees a hospitable reception. All the multifunctional facilities one could need are available and we continuously strive to increase sustainability and enhance our business operations, products and service provision.

a pleasant stay in the city centre

The convention centre is located at the edge of the city centre, next to the A10 ring road. The Amsterdam RAI train/metro station and Europaplein metro station are adjacent. It takes just ten minutes to get to the central hall of Schiphol Airport and even less to the heart of the Dutch capital – at only four kilometres, the distance from the RAI to the heart of the city centre is very short. Visitors can efficiently combine their business trip with a pleasant urban stay in Amsterdam.

> For organisers and exhibitors > For visitors

RAI events in the Netherlands and abroad market leader in six sectors

RAI Amsterdam has a portfolio of its own events that are organised in Amsterdam and in other convention centres outside of Europe. We are active in the professional cleaning, remanufacturing, traffic technology, maritime, water technology and horticulture sectors..

national events: trade exhibitions and consumer events

We also have our own national events, including trade exhibitions such as Horecava (food service and hospitality) and consumer events like the Huishoudbeurs (lifestyle). All in all, the RAI has a well-rounded portfolio of titles. The events organised in Amsterdam provide turnover for the convention centre, while those held abroad reinforce our market share.

>For visitors

Stimulating the economy, complementing a city RAI visitors contribute to the local economy

The (international) meetings we organise and the networks created as a result are very important for the exchange of knowledge, information and capital. They stimulate the economy in Amsterdam and the wider region. Hotels, restaurants, museums, transport operators and suppliers all benefit from the exhibitors and visitors who come to the city for the (often international) exhibitions, conventions and events in RAI Amsterdam. Business visitors who stay for a few days are also good for the city and the wider region, contributing more to the local economy, on average, than tourists. The added value of exhibitions and conferences for the capital was measured on behalf of the city council to help determine the RAI’s economic significance for Amsterdam. According to the most recent research report, published in 2020, the RAI provides an added value of 580 million euros and the equivalent of 6,300 FTEs. On average, one euro of turnover for the RAI equals eight euros for the region.

> For neighbourhood, city and society

CSR is integral to the way we think and act care for our ecological and social environment

We aim to stimulate the sustainable development of people, markets and the society at large, with a constant focus on our ecological and social environment. Any (in)direct damage created by our activities is reduced or prevented as much as possible. At the same time, we are continually looking for ways to increase our contribution to society, for instance by working with local suppliers and social partners, and by helping organisers develop a sustainable, responsible event. We also increase the sustainability of our operational processes and stimulating eco-friendly innovations at our own events by contributing to new ideas and greater sustainability in a range of sectors.

> For neighbourhood, city and society

"RAI Amsterdam brings people together, connects and inspires by organising and facilitating meaningful meetings. These business activities help stimulate the sustainable development of people, markets and our neighbourhood, creating value for the city and our stakeholders"

RAI employees: a warm welcome putting together an event is a satisfying experience and new skills

Our employees are proud of being able to offer a wide range of services which guarantee a hospitable reception. At the end of 2020, RAI Amsterdam had 418 employees (385 FTE). It is energising for employees to work in teams to set up events and quickly switch from one event to the next. Working at the RAI is always a challenge. We are also proud of our staff members and the volunteers who help us with our various donation programmes, and the many students who come to us to learn (and from whom we learn in turn). Every day brings something new at the RAI!

> For employees

Our shareholders the RAI Association and the City of Amsterdam

RAI Holding BV has two shareholders: the RAI Association and the City of Amsterdam. The RAI Association is a trade association which owns 75% of the shares. The remaining 25% of shares are owned by the City of Amsterdam.

>For our shareholders and financers

The year 2020 is not included in this profile as fewer events took place due to the COVID-19 pandemic.

Strategy and value creation

STRATEGY The strategy for the period from 2019 to 2022 was formulated in 2018. The strategy has six pillars and aims to strengthen the core business and create an optimal balance between social benefits and costs. It identifies issues and goals for each calendar year up to and including 2022.

OUR BRAND The RAI Roadmap gives direction to our brand and the implementation of the strategy.

Mission ambition: inspiring people

We aim to contribute to the sustainable development of people, markets and the local neighbourhood. We implement this mission by:

Organising and facilitating high-quality events which bring together, connect and inspire people and communities. Being an ideal, attractive meeting place for everyone. Conducting business in a socially responsible manner and creating both economic and social value.

Strategy strengthening core business

The strategic objectives help us attain our ambition. Until 2022 we will:

& social balance

Strengthen our core business by helping events and communities grow. We will become more future-proof by anticipating changing client needs and investing in even greater flexibility and cost control. In doing so we will create an optimal balance of social costs and benefits in the framework of our business activities, increasing our social value. We will continue to integrate corporate socially responsibility (CSR) within our operations, stay in constant contact with our stakeholders, remain valuable and indispensable for the city of Amsterdam, and make a substantial contribution (relative to our size) to the UN’s Sustainable Development Goals.

We have defined six pillars to help us achieve strong, stable results within a social balance of costs and benefits.

Client solutions: We provide our clients with an even better service by constantly expanding our service portfolio. Portfolio development: we work on the (continued) development, purchasing and acquisition of (new) titles, focusing on business-to-business events both in Amsterdam and abroad; Data & digitalisation: we apply technological developments to create value for our clients and work more efficiently. We also use it to develop new business models. Multifunctional area development: we are a meeting place for everyone. We want to facilitate business meetings and spontaneous encounters at our unique location in the heart of Amsterdam. RAI Amsterdam should be an attractive environment, before, during and after events. Building & infrastructure: we offer an accessible and safe place for valuable meetings. We increase the available square metres of exhibition space within the existing options and substantially improve logistics and traffic management. The location is fully equipped for business and leisure purposes. A learning organisation: we challenge ourselves to constantly work in smarter ways and ensure an optimal working environment for our employees.

policy for surviving the COVID-19 crisis

A four-track policy was implemented in April 2020 to help RAI Amsterdam to withstand the effects of the COVID-19 crisis. The policy was compared to and aligned with the starting points of the aforementioned strategic pillars. The foreword and the Executive Board report describe which initiatives resulted from the four-track policy and which activities were performed in 2020.

no essential strategy changes due to COVID

Taking into account a full event calendar from mid-2021 for the years to come, our starting point is that no essential changes will be needed to our strategy. We are and will continue to be an event business and a valuable meeting place for everyone. As an essential aspect for future activities, the ‘Client solutions’ pillar was extended with making events in the RAI ‘COVID-proof’. In addition, the focus of the ‘Learning organisation’ pillar has shifted toward the further development of leadership and competence management.

RAI Vision 2030 improving the connection to the city

To many (inter)national visitors, RAI Amsterdam one of the main central meeting places and business cards of the city of Amsterdam. We plan to improve our connections with the city. More so than is currently the case, we aim to be a place where the people of Amsterdam eat, play sports and take part in cultural activities. The idea is to better serve visitors to and residents of Amsterdam and to improve the overall quality of life in our neighbourhood.

One part of the transition plan is to adapt the logistics involved in supplying our location, including the construction of a tunnel under part of the RAI complex. The idea is for emission-free vehicles to enter the tunnel on the side of the A10 ring road, while the actual deliveries are made to transfer centres outside the city. In addition, we wish to add public functions to our site in order to create

more urban space for restaurants, sport centres and cultural experiences. The plans also envisage much more public green spaces for cyclists and pedestrians. The facilities of the RAI are already being widely used due to the social sponsoring policy. We remain open to the social needs of the city and want to stay connected to current developments and demands.

Partly due to the COVID crisis, our meetings with the city council about these plans intensified throughout 2020. The lack of events has only underlined the importance of creating a high-quality multifunctional meeting space. We aim to enhance our position and the added value for our local surroundings by being a place where Amsterdam and the rest of the world come together, now and in the future. Social, ecological and economic value creation have been major aspects of our meetings with the council.

Brand values RAI Amsterdam has the following six brand values.

Hospitable the RAI is there 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. The RAI is for everyone.

Customer-oriented comprehensive service solutions

RAI Amsterdam appreciates who you are and what you need. We think along with you, look ahead and are dedicated to being of service so that you feel supported.

Innovative spurring sustainable innovation

RAI Amsterdam is a stage for creativity and innovation. 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 right conditions for success

The quality of our location, concepts, products, facilities, services and people ensures that you find all the elements for success at RAI Amsterdam. We are ready to make the most of every opportunity, working together as partners and making an active contribution to your success.

Professional sticking to deals

RAI Amsterdam understands well that the quality of an event depends on solid preparation and sticking to agreements. We carefully manage expectations and offer you peace of mind.

Involved connected to our society

We are embedded in the community and committed to sustainability. We take seriously our responsibilities towards people, our city and the world.

Sustainable business reducing negative impact,

Corporate social responsibility (CSR) is an integral part of our strategy and we always aim to

increasing social value

perform our activities in a socially responsible way. We work with our clients and suppliers to integrate CSR within our business on a daily basis.

We are proud that many of our activities make a genuine contribution to society. At the same time, we also realise that our activities consume natural resources, take up space, produce sound and have other impacts on people. We are working to minimise these aspects and continue to search for ways to increase our social value. Our efforts are focused on four main aspects:

The venue In the maintenance and development of the building, we constantly seek options for making it fully climate-neutral. We increase the sustainability of our facilities, products, services and operational processes, and focus on the reduction and management of logistical movements in and around the RAI.

The business We actively stimulate the sustainable development of the sector related to each event that takes place in the RAI. This is achieved by highlighting social challenges, often linked to the Sustainable Development Goals of the United Nations, on the exhibition floor.

Society We connect the demands of society to what we can provide through our everyday activities, and search for ways to add social value to any (unused) value of the business. We refer to this process as social matchmaking.

The organisation Our employees are challenged to perform their tasks in a socially responsible way and provided with opportunities to use their knowledge, expertise, time and skills for the greater good. We have a socially responsible and sustainable HR policy that focuses on inclusivity, wellbeing, vitality and a healthy lifestyle among employees.

The related efforts made in 2020 are described in the Executive Board report and on rai.nl/mvo.

Contributions to the Sustainable Development Goals The 17 development goals set by the United Nations are the international reference point for sustainable development for all countries in the world. As an organisation that aims to be at the heart of society, we are also committed to these SDGs. The overview below explains our contribution.

SDGs (Sustainable Development Goals) Worldwide objectives of the United Nations to which the RAI contributes

SDG

RAI strategy

8 Work and economic growth

We stimulate business and create spinoffs via the growth of our core activities

9 Industry, innovation and infrastructure

Our events and operational management provide a platform for industry, innovation and infrastructure

11 Sustainable cities and communities

We create value for the city of Amsterdam and the Netherlands

12 Responsible consumption and production

As an early adopter of proven technology/processes, we help build a circular economy and climate action

13 Climate action

See 12

17 Partnerships

Meetings in the RAI contribute to partnerships to achieve the SDGs. . In addition, RAI Amsterdam establishes partnerships that contribute to these goals via social matchmaking.

Value creation The diagram on the next page indicates how we create value for our stakeholders.

exhi bi t or sf r om abr oad

ev ent s

abr oad

s hows ot her ev ent s Dut ch ev ent s

i nt er nat i onal ev ent s

 . ml n

i nAms t er dam

abr oad

v i s i t or s

gr een el ect r i ci t y

t ur nov er

oper at i ngr es ul t

gr oupequi t y empl oy ees ( FTE)t ot al domes t i cand abr oad

t ot al as s et s

s ol v ency

18 di s t r i ctheat i ng

empl oy eesaf t er r eor gani s at i on

Key figures

Quality

Customer satisfaction Score (from 1 to 10) for satisfaction about RAI Amsterdam Convention Centre

2020*

2019

2018

2017

2016

Organisers (events for third parties)

Exhibitors (RAI events)

Visitors (RAI events)

Employee satisfaction Percentage of scores 4 ('agree') and 5 ('agree strongly') on a five-point scale of overall satisfaction. Biennial survey.

Employee satisfaction

2020

2019

2018

2017

2016

82%

81%

91%

Quantity

Visitors Numbers x 1,000

International events National events

2020

2019

2018

2017

2016

444

616

372

330

291

719

725

734

1,048

Stage shows

Other events

645

209

353

281

327

1,013

1,449

1,715

1,425

1,745

Total in Amsterdam Elsewhere in the Netherlands

Outside of the Netherlands

106

169

109

Total outside of Amsterdam

106

169

109

1,119

1,618

1,824

1,520

1,835

2020

2019

2018

2017

2016

3,836

16,694

20,769

17,786

18,464

38%

64%

65%

63%

Total

Exhibitors Number

Exhibitors Exhibitors from outside the Netherlands

Organisers Number

2020

2019

2018

2017

2016

External organisers

386

387

421

458

RAI Amsterdam

Total

406

405

443

477

2020

2019

2018

2017

2016

Events Numbers

International events National events Stage shows

Other events

227

281

293

350

Total in Amsterdam

396

399

434

471

Elsewhere in the Netherlands

Outside of the Netherlands

Total outside of Amsterdam

406

405

443

477

2020

2019

2018

2017

2016

Total

Personnel Employed by the group, average

Employees, FTE In the Netherlands

433

389

383

376

371

99%

100%

2020*

2019

2018

2017

2016

68,103

75,085

69,572

68,110

Natuurlijke bronnen Energie: verbruikt en opgewekt. CO2-uitstoot: betreft scope 1 en 2.

Elektraverbruik (GJ) Gasverbruik (GJ) Stadsverwarming (GJ) Energieverbruik uit warmtekrachtkoppeling (GJ) Totaal energieverbruik (GJ)

5,617

6,613

3,034

6,645

51,371

57,395

61,452

47,990

125,091

139,093

134,058

122,745

Waarvan opgewekt uit eigen zonnepanelen (GJ)

3,273

1,697

1,482

1,665

Ingekocht percentage groene elektriciteit

100%

CO2-uitstoot RAI Amsterdam (ton)

4,491

2,128

2,043

57,255

64,631

62,336

55,765

Waterverbruik (m3)

Financial

Turnover and result x € 1 million

2020

2019

2018

2017

2016

Letting to third parties

Exhibitions and events

Catering

Hotel commission

Parking

Facility services

Interior

Building-related letting

Other

Turnover

135

152

122

120

Outsourced work

Wages and salaries, incl. social security and

pension contributions Amortisation NOW government wage subsidy

-19

Other operating expenses

Operating expenses

127

137

113

111

-19

EBITDA Operating result

-34

As % of turnover

‑81,3%

6,5%

10,2%

7,9%

-29

2020

2019

2018

2017

2016

Net result

Balance sheet Group equity and balance sheet total x € 1 million

Shareholder equity Balance total Solvency

245

219

211

208

206

25,3%

41,9%

46,6%

43,4%

42,7%

Composition of the Supervisory Board The Supervisory Board consists of five members. One position is currently vacant, namely the member to be proposed by the City of Amsterdam.

Ms A.M.H. (Annemarie) Macnack-van Gaal (1962), chair, member of Audit Committee appointed 15 September

Dutch national. Additional commissionerships: member of the

2015. Reappointed 16

Supervisory Board of Pathé Holding BV. Additional functions:

December 2019 in second term until 1st general meeting after 16 December 2023

member of the Board of Governors of VNO-NCW, board member of Start Foundation, member of the Committee of Recommendation for the foundation Het Vergeten Kind, member of the Advisory Board of Dienst Uitvoering Onderwijs (DUO), ambassador for SOS Kinderdorpen.

Mr J.W.Th. (John) van der Steen (1954), vice-chair. Also chair of the Audit Committee appointed 7 April 2011. Vice-

Dutch national. Additional commissionerships: chair of the

chair as of 2014. Reappointed

Supervisory Board of BinckBank NV, chair of the Supervisory

16 April 2019 in third term until

Board of Princess Sportsgear & Traveller BV, chair of the

first general meeting after April

Supervisory Board Coöperatie DELA, DELA Holding NV and

Position ended on 20 April 2021

Dela Natura- en levensverzekeringen NV. Other functions: board member of Stadhold Insurances SA, board member of AEGON association. Owner of Ansteen Holding BV.

Mr O. (Otto) Ambagtsheer (1969), member of the Remuneration Committee appointed 29 October 2020 in first term until first general meeting after 28 October 2024

Dutch national. Additional commissionerships: none. Otto Ambagtsheer has been working at VIA Outlets, known from premium fashion outlets such as Batavia Stad, since 2018. He was previously active as regional managing director Benelux at Unibail-Rodamco-Westfield and held various positions in the Schiphol Group, including for Schiphol Real Estate.

Mr M.P. (Michiel) Boere (1982), member of the Audit Committee appointed 29 October 2020 in

Dutch national. Additional commissionerships: none. Michiel

first term until first general

Boere has held various positions at Uber since 2016, and is

meeting after 28 October

currently Finance Director for Uber Eats. He was previously

2024

active as CFO at Greetz and an Associate at McKinsey.

Ms W.C.M. (Mariëlle) de Macker (1967), chair of the Remuneration Committee. Chair of the Selection and Appointment Committee appointed 17 March 2017 in first term until 1st general meeting after 17 March 2021

Dutch national. Other functions: board member of Talent to the Top foundation, advisory board member of Transformation Forums, member of the Supervisory Board of Maastro Clinics, partner in VOOR, owner of MCKR-in-business.

Composition of the Executive Board Executive Board The statutory Executive Board consists of two people.

Mr P. (Paul) Riemens (1962), CEO appointed in first term on 7 April 2016. Reappointed on 16

Dutch national. Areas of expertise: finance, HR, ICT, legal and venue. Additional functions: member of the Supervisory Board of

December 2019 in second

Twynstra Gudde, chair of the Supervisory Board of St Jansdal

term until 16 December 2023

Ziekenhuis, chair of Concours Hippique International 'Jumping Amsterdam', member of the Supervisory Board of NEMO Science Museum, member of the Advisory Board of the University of Amsterdam, Economics & Business.

Mr M. (Maurits) van der Sluis (1965), COO appointed in first term on 7 April 2016. Reappointed on 16 December 2019 in second term until 16 December 2023

Dutch national. Areas of expertise: marketing & digital, commercial, clients and operations & CSR. Additional functions: chair of The Leading Centers of Europe, treasurer of the Voorfinanciering- en Garantie Fonds foundation, vice-chair of Nederlandse Ski Vereniging, president of EMECA (European Major Exhibition Centre Association), board member of Stichting Vrienden Stadsarchief Amsterdam, member of the Supervisory Board of Stichting Cardiologie Centra Nederland, ambassador for Ambassadeurs tegen Armoede.

#02

Executive Board report

“The RAI played an important role in the rapid upscaling of the number of corona tests as well as in facilitating us with the vaccination programme. I am happy to have such a good partner to cooperate with for our city" Simone Kukenheim, Councillor Health and Wellbeing of Amsterdam 24

The COVID-19 crisis and RAI Amsterdam

With a nearly full event calendar, 2020 initially promised to be an exceptional year for RAI Amsterdam. The fast spread of the COVID-19 virus swiftly disrupted this prospect. Taking our international visitors into account we started taking measures to protect all stakeholders against the virus as early as January – well before the first cases were detected in the Netherlands. This allowed us to safely and responsibly organise and facilitate a number of large events in the first months of the year. Until Thursday 12 March, that was, the day when the Dutch government unveiled measures to combat the further spread of COVID-19. All events in the Netherlands were cancelled for the foreseeable future.

RAI open for municipal health service tests and vaccination preparations

Although major exhibitions and conferences were unable to proceed from March 12, we were far from shut down entirely during 2020. June saw various spaces in the RAI taken into use for COVID testing by the municipal health service GGD. Initially this was only available to residents of Amsterdam and the Amstelland region who were tested from their cars, bicycles or on foot by appointment. Later anyone who wanted to get tested could make an appointment with the GGD.

The GGD counted on our support to ensure that the organisation related to the testing facilities and rapid tests ran smoothly. Our efforts were noticed by the Mayor of Amsterdam Femke Halsema, who expressed her appreciation when she visited the venue on 30 September 2020: "I want to particularly thank the RAI for being so creative despite its own uncertain future and many redundancies.”

Approximately 400,000 people were tested for COVID at the RAI, an average of over 1,900 tests a day since the testing facilities were opened. On 11 January 2021 the GGD also started vaccinating healthcare employees in the RAI.

We were also open to other valuable social initiatives during the year. These included the RAI being used as a classroom, as a parking location for educational staff, as a gym for students and as a logistic hub for packing food parcels for vulnerable Amsterdam residents. Moreover, our employees contributed their expertise, time and network to society in various ways while any leftover provisions from our kitchens were provided to initiatives that needed them most.

Approximately 400,000 people were tested for COVID-19 at the RAI in 2020

Four-track policy In April we formulated a four-track policy to come through the crisis and reinforce the organisation against its effects. The policy is focused on (1) the fast reopening of the RAI when events are once again possible and the market is ready, (2) the accelerated development of new revenue models, (3) securing financial continuity, and (4) the further modernisation of the venue into an attractive multifunctional location.

ready for fast reopening of the RAI

In cooperation with trade associations and partners in the sector, we worked on a safety protocol to enable events in a time of COVID-19. The protocol was confirmed by the Dutch government, and the related regulations and guidelines were translated into roadmaps for events in the RAI with broad measures to ensure the safety and wellbeing of all stakeholders. Under the umbrella of ‘RAI Amsterdam – safe, responsible and hospitable’ we took measures and shared future options with clients, suppliers and other stakeholders.

The Dutch Minister of Justice & Security, Ferdinand Grapperhaus visited the RAI on 3 July 2020 to learn about the new measures. "I am very impressed by the smart ways in which the RAI has set up its halls and spaces within the current social distancing society,” he said. “They enable people to come together at events in a safe way.”

The protocols were updated throughout the year based on the latest information about the spread of the virus and the measures implemented and/or imposed by the Dutch government. Combined with these updates, we made the necessary adaptations; from our cleaning policy and fixed routing

to enhancing the ventilation systems based on the latest guidelines from the National Institute for Public Health and the Environment (RIVM). Our policy did not go unnoticed and was one of the reasons why the RAI was nominated for Best Venue Event Safety Plan by Exhibition News.

We are also an active partner of Fieldlab Events. Fieldlab was established to develop validated building blocks as burden of proof for the accelerated return of full event operations in co-creation with companies, government bodies, science, interest groups and the general public. Since the start of 2021, there have been test events at various events in the Netherlands under the umbrella of 'Back to Live!'. These range from business meetings to festivals and football matches.

accelerated development of

Within the framework of the government measures, the RAI started developing various ‘COVID-

new revenue models

proof’ concepts, four of which were launched last year. For small-scale events such as business meetings we developed ‘all-in packages’ that allowed a select number of participants to come together and use our facilities.

Safe meetings for up to 1,175 individuals were realised via the 'The stage is yours!' plug & play concept. This modern, attractive concept includes a ready-made set-up that is ideal for corporate events, conferences and live entertainment. The concept was launched in August 2020 and enthusiastically welcomed by our (potential) clients. Due to stricter measures being implemented right after the launch, 'The stage is yours!' has yet to be taken into use.

In mid-October, we provided the space for a COVID-proof hospitality setup on the square in front of the venue. The so-called wheel-of-flavours (Smakenrad) a 50-metre high ferris wheel with 27 heated gondolas offered the public a unique experience: safe dining in a gondola with panoramic views over the city of Amsterdam. The Smakenrad was only open for two days: on the night after opening, a measure was implemented that ordered all hospitality venues to close their doors the next day.

We accelerated the development of an online portfolio in 2020 – on the one hand to support our titles and the related communities at a time when events were impossible, on the other to organise and facilitate independent virtual events. Although our own titles played a crucial role in this development, we also worked closely with other event organisers.

All our trade exhibitions were active online through the organisation of webinars for the related communities. In collaboration with ACS audio-visual solutions, we built two complete professional studios in the venue from where we could air online seminars and conferences. The studios accommodated virtual editions of Greentech, Interclean and Amsterdam Drone Week and an additional studio was added soon after.

securing financial continuity

The main source of income for the RAI disappeared after our core activities were suspended by the government. Compensation schemes from the Dutch government were implemented for affected companies. In 2020 we made use of the NOW and GO-C schemes to cover part of the wage costs.

A cost-savings programme, partly initiated by employees from all layers of the organisation, was started in April 2020. This resulted in over 160 proposals for saving costs in the short and medium term, of which approximately half were realised throughout the year.

Due to concerns about whether any events would be taking place over the course of 2020, we started to perform cashflow-based management, although this alone would prove insufficient for the long term. In collaboration with the works council, research was carried out into the effects of a reorganisation on the future perspective of RAI Amsterdam. The decision to implement this reorganisation was made with approval from the works council on 7 August 2020 and led to a reduction of 154.1 FTEs in accordance with the budget.

In December 2020 we agreed to additional financing for a total of € 20 million with our house banks. This financing has a term of three years and is based on the Corporate Financing Guarantee (GO-C financing). This GO-C scheme is a facility in which the state guarantees 80%. Clarification is provided in the consolidated balance sheet as on 31 December 2020, under 'longterm loans.

modernising the venue into an attractive multifunctional location

Discussions with the City of Amsterdam about the modernisation of our venue into an attractive multifunctional location were boosted in 2020. The lack of exhibition and conference visitors was clearly noticeable in the city, especially for hospitality businesses, public transport and cultural institutions. The economic and social value of a convention centre at our location was therefore more tangible than ever.

We aim to be a place where the world meets Amsterdam and vice versa. A sustainable location, connected to the city and its surroundings. We have plans to improve our links to the city while simultaneously making our logistical processes more sustainable. These include improving the look & feel on and around Europaplein by generating a public, urban character with lots of green spaces.

For organisers and exhibitors

Initially our event calendar for 2020 was full, and the year started as normal with the Horecava show. This was followed by a variety of events, such as the Musical Award Gala, Jumping Amsterdam, Modefabriek, Integrated Systems Europe, Huishoudbeurs & the Nine Month Fair, Don't let Daddy know! and the 65th – and last – edition of the HISWA Amsterdam Boat Show.

We provided our comprehensive service package to organisers and exhibitors until 13 March 2020. A new aspect was the provision of advice and support to organisers and exhibitors in improving the welfare and safety of all those present in the framework of COVID-19. After closing our doors, we shifted our focus to postponing events and intensive client contact. Major developments in the Netherlands with regard to event-related measures were actively communicated to organisers and exhibitors to ensure any consequences for events were clear in good time.

RAI Amsterdam Convention Centre facilities The following table shows the facilities we offer.

RAI Amsterdam Convention Centre facilities Properties

Facilities

Total surface area

116.600 m2

Conference centres

3 interlinked conference locations

Halls

12 interconnected halls, expandable with two semi-permanent halls

Rooms

2 auditoriums, one large ballroom with 2,000 seats. A total of 70 conference and meeting rooms. Accommodation for 10 to 10,000 people per room.

Foyers and lounges

Multifunctional space for exhibitions, parties and celebrations

Entrances

9 separate entrances: own entrance for each event

Restaurants and bars

9 restaurants, bars and lounges. From buffet to à la carte

Parking garages

Capacity for 4,000 spaces on the premises

Marina

Own marina directly connected to the Amsterdam canals

Train station

Called Amsterdam RAI, right next to the RAI Amsterdam Convention Centre

Two metro stations

Amsterdam RAI Station connects to the metro line that forms a circle around the city. The new Europaplein metro station is situated just 50 m from the entrance to the RAI and connects the RAI to the city centre

Hotel (nhow)

On-site congress hotel with 650 rooms and 200 parking spaces

authorised to issue eventrelated licenses

Thanks to our umbrella licence and associated covenant with the Amsterdam South district council, the RAI is authorised to issue various event-related licences. This was extended in 2020 for a period of three years.

The umbrella covenant is an integrated license based on the General Municipal By-law (APV) and other specific legislation that include regulations based on which we facilitate our core business, namely exhibitions and conferences. The associated covenant gives us the option to issue licenses independently and monitor compliance within the frameworks provided by the municipality.

The covenant makes us unique as we are the only (private) company in the Netherlands authorised to issue and enforce licenses independently in order to regulate activities related to our core business.

The extension of the umbrella covenant further strengthens the partnership between Amsterdam South district council and RAI Amsterdam, the results of which are assessed annually by both parties.

Organiser Services know-how and services that

RAI Amsterdam offers know-how and a wide range of services to ensure that organisers’ events

ensure events run smoothly

run as smoothly as possible. From virtual representations of the exhibition floor to hotel services for the visitors, our specialists provide organisers with advice and support on every aspect. Expertise and networking are deployed to ensure that the opportunities provided by the Netherlands, the city of Amsterdam and RAI Amsterdam as a convention centre are used to the max on behalf of the success of the event. We also offer solutions in the field of IT, registration, logistics, audio-visual and media. Our staff work closely with clients to look at ways to achieve the highest possible return on investment. The experience our employees gain during the events we organise ourselves are often developed into a proposition for clients.

intensive client contact

We had extensive contacts with organisers during 2020, supporting and assisting with the necessary COVID-related safety precautions and in postponing events due to the event prohibition in the Netherlands. These close contacts meant that only a minimal number of events were cancelled altogether with most being postponed to 2021 and beyond.

RAI Amsterdam – Safe, Responsible and Hospitable

The ‘RAI Amsterdam – Safe, Responsible and Hospitable’ protocol presents our regulations and guidelines for anyone involved in the organisation of (trade) exhibitions, conferences, stage shows and meetings. It describes how events can take place in a safe and responsible way in the framework of COVID-19. The realisation of the protocol involved a wide range of activities, such as:

Reviewing maps and floor plans. Making aisles COVID-proof. Implementing hygiene measures. Establishing and realising a supervision plan. Setting up a People Counting system Making the (pre-)registration of visitors COVID-proof. Researching temperature tests and rapid testing options. Enhancing the ventilation systems. Making the standardised F&B range COVID-proof.

Reviewing payment methods for catering points and parking garages (etc.). Our COVID-19 protocol is based on the protocol that was co-created with the event industry and confirmed by the Dutch Ministry of Economic Affairs and Climate Policy. The Ministry issued a statement which underlines that the starting points in this document were a solid basis for business meetings.

The Stage is Yours!

Our new 'The Stage is Yours!' plug & play concept provides custom experiences in accordance with the regulations and guidelines described in the RAI Amsterdam – Safe, Responsible and Hospitable protocol. Fully COVID-proof, the concept can bring together up to 1,175 individuals for corporate events, conferences and live entertainment. It was developed with our partners Unlimited Productions, Mansveld Expotech and ACS in the framework of the current measures in the Netherlands.

Amsterdam Alderman of Economic Affairs Victor Everhardt visited The Stage is Yours! and was impressed by the innovative concept for bringing people together in a safe and responsible way. “Let us use the insights and smart concepts of the entrepreneurs in the city to adjust the roadmap in collaboration with the national government,” he commented. “It is essential that Amsterdam residents once again have the opportunity to get together, and businesses need future perspectives. While the national government determines the pace, we can try and find even smarter solutions locally.”

nominations and awards

Our efforts to be safe, responsible and hospitable in times of COVID-19 did not go unnoticed in the sector. In addition to being nominated as Best International Venue, Exhibition News also nominated us for Best Venue Event Safety Plan in 2020. In view of the COVID-19 pandemic, the award presentation in London was postponed until 2021.

In early 2020 we won the bronze M&IT Award for Best Overseas Conference Centre. The nominees and eventual winners of these awards were selected by event organisers from the UK and readers of Meetings & Incentive Travel Magazine.

exploring RAI Amsterdam with the RAI Virtual Tour

Travel restrictions and COVID measures made it difficult to visit our venue in 2020, especially for organisers based abroad. The RAI Virtual Tour was launched at exactly the right time. Since June organisers have been able to take a virtual tour of our venue to see whether the location meets their event requirements.

All 178 spaces were digitised. In total there are hundreds of 360-degree images, photos, factsheets and summaries about dimensions and facilities to present the spaces in a variety of setups. This has resulted in a complete 360-degree overview and interactive 3D map of the entire venue.

Our customer journey surveys show a considerable demand for an online guide that easily shows people through the RAI. For this reason, we have also made the application available to exhibitors and visitors so they can prepare for their event participation or visit.

RAI Studios and online events

The prohibition on physical events in the Netherlands helped virtual events really take off in 2020. Throughout the year we gained a wealth of experience in the successful organisation and facilitation of various types of event. All RAI titles organised online events to maintain contact with their related communities and connect participants. Visitors came together to interact via a virtual platform and attend various events organised by companies and prominent speakers from the related sectors.

With our audio-visual partners we built two complete professional studios in the Amtrium, with the largest being ideal for talk show settings and other TV formats. It was from here that we recorded and aired GreenTech, Interclean and Amsterdam Drone Week 2020 across various time zones. In early 2021 Horecava joined the list and organisers are increasingly coming forward to use the facilities for hybrid or fully virtual events.

Greentech Live & Online 20-22 October 2020 - International trade exhibition of RAI Amsterdam Domain: Horticulture technology

While there was no opportunity to facilitate Greentech live in the Netherlands or Mexico during 2020, the global platform for the horticultural sector nonetheless managed to reach and serve its community throughout the year. A webinar in May was followed by a three-day virtual event in June with prominent figures from the industry. A total of 2480 interested people from 108 countries registered and gave some very positive feedback.

Another three-day virtual event was held in October called Greentech Live & Online. This was the first event to be aired from the newly built RAI Studios and involved an extensive programme of 70 exhibitors, 53 knowledge sessions and 121 speakers. No fewer than 6,300 horticultural professionals from 140 countries registered and the event facilitated over 3,400 new connections between visitors, exhibitors and speakers.

Greentech is maintaining its link to the community under the title Greentech Webinar Talks and expects to organise two live events in 2021. Greentech Americas is scheduled for 15-17 August 2021 in Querétaro Centro de Congresos, Mexico, and Greentech Amsterdam for 28-30 September in RAI Amsterdam.

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

RAI Amsterdam Exhibitor Services supports exhibitors in their preparations to make their event participation a success. Exhibitors can order products and services for stands via a special webshop, including uniform stand constructions, host services, furniture, catering, flowers & plants, telecommunication & ICT facilities, parking tickets and stand cleaning. Contracts are in place with preferred suppliers for uniform stands, and the webshop offers a range of sustainable choices and alternatives.

all exhibitor services via one new webshop

The exhibitor webshop was developed further in 2020 and enriched with products and services to guarantee the safety and welfare of participants and visitors. In view of COVID, it was expanded with a 'stay safe' catering range in which certain products were provided with extra packaging options.

selection of modular stands

Standbuilding packages for exhibitors were further optimised in 2020 and we worked on developing a selection of modular stands. Our vision on standbuilding provides for an expansion of modular concepts to increase the possible reuse of materials and reduce the volume of waste.

RAI Amsterdam – Safe, Responsible and Hospitable

In addition to our COVID protocol for the safe organisation of events, we also developed a specific protocol for exhibitors. This protocol is a supplement to the previously developed COVID protocol and describes how exhibitors can safely and responsibly participate in events. In addition to regulations, it also includes guidelines for stand build-up and breakdown, stand setup and cleaning

Integrated Safety Policy

Other safety aspects are also taken fully into account. Cybercrime, fraud and terrorism have become increasingly complex in recent years. Companies cannot resolve these threats alone so a combined and integrated approach is required.

The Integrated Safety policy of RAI Amsterdam contributes to our ambition to organise and facilitate meaningful meetings. It is aimed at creating and ensuring a safe environment, and protecting our property and that of our staff, visitors and clients from (physical and digital) accidents, theft and damage in accordance with all the relevant legal and statutory provisions. In this framework we’ve made agreements with the police, emergency services and control room, the district council, companies in the Zuidas district, public transport bodies and advisors to the Mayor of Amsterdam.

Integrated Systems Europe 11 – 14 February 2020 - International trade exhibition Domain: Information technology

The maximum capacity of RAI Amsterdam was used for the 15th Integrated Systems Europe (ISE) show, the world’s largest trade event in the field of audio and video. With the renewed and expanded Hall 5, inaugurated during ISE, the event occupied nearly 52,000 square metres. The RAI welcomed more than 50,000 unique visitors who came to see what the 1,200-plus ISE exhibitors had to offer.

The impact of the pandemic gradually became clear in the run-up to ISE as exhibitors from Asia were hindered by flight restrictions and companies started changing travel policies. Together with the organisers and exhibitors, additional measures such as optimising hygiene regulations and social distancing were taken to ensure the safety and wellbeing of all stakeholders. ISE became the first event where shaking hands was replaced by a verbal greeting and fist bump.

Meanwhile, a virtual spectacle took place outside the convention centre after sundown, with animations projected on the top five floors of the Elicium building. The event concluded with a special programme whereby exhibitors donated items on a wish list to social organisations in the Amsterdam region.

The Integrated Safety Policy is categorised as follows:

Occupational health & safety Building security Event security ICT/Cyber security How we guarantee safety around the build-up and breakdown of events is described in the ‘Safe working conditions’ policy statement and the Safety at Work handbook. The latter addresses the company emergency plan, the use of modes of transportation, tools for personal protection, standbuilding, working at heights, the use of hazardous substances and the environment, enforcement, and a procedure for activities on the RAI premises to prevent exposure to asbestos. The handbook can be found here.

The safety regulations for the build-up and breakdown of events have been extended in 2020 with regulations to prevent contamination with and the spread of the COVID-19 virus. They involve issues such as pre-registration, presenting health statements, social distancing and frequently disinfecting hands.

Hall 5 taken into use

The new Hall 5 was delivered on 27 January 2020 and can be used individually or in combination with the surrounding halls in the Europa complex. Hall 5 was first used during Integrated Systems Europe on 11 February 2020.

4,000 m² expansion in multifunctional exhibition space

The new Hall 5 is extended by 30 metres, giving it approx. 4,000 m² of extra multifunctional exhibition space. The extension reduced the P9 parking, which is in line with our spatial vision to minimise cargo traffic on that side of the RAI. This traffic will mainly be led via the northside of the venue from the A10 ring road.

The new glass façade showcases a modern and open appearance to local residents. The main entrance for Hall 5 is the main entrance of the Amtrium, Entrance L. Entrance M, between the extension of Hall 5 and the Amtrium, will be renovated at a later time and given an entirely new look with a glass facade and concrete plinth beneath.

The project also included various sound-reduction measures as well as a green strip to create a clear demarcation with the street. Part of the facade of the previous hall has been reused. Any trees felled were used to build wooden benches for the outdoor premises of our convention centre, in the nearby Beatrixpark and for the Food Bank.

Huishoudbeurs and Nine Month Fair 22 February – 1 March 2020 - National consumer exhibition Domain: Consumer

The most popular consumer event in the Netherlands opened its doors for the 75th edition on 22 February 2020. The Huishoudbeurs, which has been taking place in the RAI since 1955, has expanded far beyond household appliances alone. The latest edition also featured mindfulness workshops, vegan food trucks and the Pasar Colours Festival, revolving around cultures from Asia and South America. The exhibition addressed the growing number of male visitors, now some 10 percent of the total, with a man cave and beer bar as well as various dedicated products from the exhibitors. The fact that differences between the genders are becoming increasingly small was clearly visible at the event.

New: Amsterdam Baby Week We also hosted another event during the Huishoudbeurs: the Amsterdam Baby Week. This met demand from the industry for a meeting place for baby professionals in addition to the Nine Month Fair for consumers. Bringing together the general public, companies and politicians, the week featured a variety of debates on issues such as the desire to have children, reduced birth figures and risk factors for a good start for the baby and family alike. The 35th Nine Month Fair was the star event of the Amsterdam Baby Week.

In total, we welcomed some 185,000 people to the RAI on what would ultimately be the busiest week for RAI Amsterdam in 2020.

brain measurements show

Five event organisers carried out unique research measuring the subconscious effect of exhibition

added value of live events

visits. Neuroscience bureau Neurensics compared the value of live events to other types of commercial information exchange such as videos and commercials. As part of the study, 24 visitors to the Huishoudbeurs 2020 were fitted with a NIRS (Near Infra Red Spectography) medical device that measures the subconscious assessment of observations.

The research showed that the value of live contact was entirely different from that of a deferred or digital contact. The scientists saw that the message was processed by the brain in a much more active way during live contacts, both subconsciously and consciously processing information – whether it involves an event visit or interaction between client and salesperson. More details on the research results can be found here

Eber har dj es vanPat i s s er i e Kwekkeboom

For visitors

In the first quarter of 2020 up until 12 March, the 64 events in the RAI welcomed 265,000 visitors. It was during Integrated Systems Europe that visitors were first confronted with the measures aimed at ensuring their welfare and safety in the framework of the COVID pandemic. Hygiene measures were clearly communicated, disinfection units placed in various locations and cleaning was intensified. Shaking hands was replaced by hand signals or fist bumps. Similar measures were applied at all consecutive events while all services remained available to our visitors.

After closing our doors for major events, we hosted a number of different types of activities in the RAI and organised several events abroad. From mid-2020 the RAI was open to people taking the municipal health service (GGD) tests. Events in China were allowed to restart under strict conditions from 15 July, enabling us to organise Aquatech China and Rematec Asia, both of which were postponed to the second half of 2020. From our venue in Amsterdam we hosted various virtual events, including three multi-day online events, where visitors came together to interact via a virtual platform and attend various events organised by companies and prominent speakers from the related sectors.

Visitor Services focus on the visitor experience

RAI Amsterdam offers services to visitors to optimise their experience. We can arrange hotel accommodation and transport, parking, a courtesy lounge (help desk, work and meeting places, etc.) and visitor catering.

new websites for RAI Amsterdam and RAI events

A visit to an event is often preceded by a visit to the related website. Based on the needs of our clients, we rebuilt all our websites in Sitecore SXA in 2020. This change means all RAI websites, including those of our own events, have a fresh new look, are easier to use and operate smoothly on mobile phones and computers alike.

Food & beverage food & beverage: self-catered or in partnership with third parties

The delivery of food & beverages is an important component of every event. We organise this independently or together with external specialists, supervising the quality and realisation in all cases.

Various restaurants and catering points and many catering options on the exhibition floor ensure a comfortable stay. Our culinary team is ambitious and innovative and driven to work in a locally and socially responsible way.

Seven restaurants, two run by third parties Our Convention Centre has five restaurants: the Grand Café, First Floor Restaurant, Holland Restaurant, Café Amsterdam and the Amtrium restaurant. They are opened as required when an

event or conference are taking place. There are another two restaurants which are operated by third parties: Strandzuid and The Roast Room. In addition to the restaurants, various catering points in each complex are operated during exhibitions and conferences by cafés and eateries such as La Place, Sushi Time, Number 1 Catering, Catering Creators and various other concepts.

In 2019, a programme of requirements was established for renovating the Grand Café and First Floor Restaurant, to connect them together and set them up in such a way that they become more accessible to the neighbourhood and city. The realisation of these activities has been postponed indefinitely as a result of the COVID crisis.

Wheel of Flavours

On 13 October, the Wheel of Flavours (Het Smakenrad) opened its doors to the public from the square out front. It offered a COVID-secure restaurant concept with 27 heated gondolas for a maximum of four individuals in a 50-metre high ferris wheel. Guests were offered a Michelin-star meal by renowned Dutch chef Joris Bijdendijk, executive chef of RIJKS® Restaurant, combined with panoramic views over Amsterdam. Unfortunately, new measures against the pandemic by the government forced the Wheel of Flavours to close its doors after only two days.

RAI Hotel Services RAI as accommodation

RAI Hotel Services is the largest accommodation intermediary in Amsterdam and the surrounding

intermediary

region, mainly booking hotel reservations for visitors to international events. The pandemic meant

that we processed considerably fewer hotel reservations in 2020 than is normally the case. In the last year that we were fully operational, some 31,500 bookings were made involving over 105,000 overnight stays.

'I Amsterdam Approved' quality label

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

It has long been a wish to have a four-star hotel on our premises that would allow us to offer nhow Amsterdam RAI: on-site

tailored accommodation to conference and exhibition visitors. With the completion of the nhow

hotel with 650 rooms

Amsterdam RAI hotel on 10 January 2020, this desire became reality. A hotel connected to our convention centre with 650 rooms and parking for around 200 cars is a strategic addition to the RAI’s core activities. Responding to the needs of the market by creating an adjacent ‘headquarters hotel’ where event organisers and key exhibitors, speakers & visitors can all stay seriously strengthens our international position.

Europe’s most Instagrammable hotel

The world-renowned architectural firm OMA created the design of nhow Amsterdam RAI. The hotel has six different room designs and four types of room. Design influences from around the world create a dynamic mix of colours and patterns, while the full-height windows provide a spectacular view of Amsterdam. Luxury Travel Advisor has called nhow Amsterdam RAI the 'most Instagrammable hotel' in Europe.

Because of the lack of events after 12 March 2020 the hotel was only briefly open in 2020. Its reopening is planned for the spring of 2021

nhow Amsterdam RAI, as seen from the RAI

nhow Amsterdam RAI, interior

Events abroad four RAI events abroad

Based upon and inspired by the trade events that take place in Amsterdam we also organise a number of similar events abroad. There were four such events in 2020 and they welcomed around 106,000 visitors.

largest event abroad: Aquatech China

The largest exhibition outside of the Netherlands in 2020 was Aquatech China with over 80,000 visitors and more than 1,000 exhibitors on an exhibition floor of 30,000 square metres. The exhibition complied with strict government regulations for ensuring a safe, responsible and hospitable event. Measures included compliance with hygiene measures, the wearing of masks and a temperature check.

Rematec Asia: 1,300 despite absence of European exhibitors

Rematec Asia was organised in China for the second time. While the COVID pandemic stopped European exhibitors from participating, the event was attended by various multinationals situated in China, ensuring the international character of the exhibition. The event attracted over 22,500 visitors and over 1,300 exhibitors on an exhibition floor of approximately 34,500 square metres.

1. Aquatech China De grootste beurs in het buitenland in 2020 was Aquatech China met ruim 80 duizend bezoekers en ruim 1.000 exposanten op 30.000 vierkante meter beursvloer. Deze beurs voldeed aan strikte overheidsvoorschriften om een veilige, verantwoordelijke en gastvrije bijeenkomst te garanderen. Het volgen van hygiënerichtlijnen, het dragen van een gezichtsmasker en een temperatuurcontrole maakten hier onderdeel van uit. In 2021 staan edities van Aquatech gepland in Shanghai (China), Mexico-Stad en Amsterdam.

2. ReMaTec Asia ReMaTec Asia werd voor de tweede maal georganiseerd in China. Europese exposanten waren er door COVID-19 dit jaar niet bij. Wel multinationals gevestigd in China, waardoor het internationale karakter van de beurs behouden bleef. Deze beurs trok ruim 22.500 bezoekers en ruim 1.300 exposanten en omvatte circa 34.500 vierkante meter beursvloer. In 2021 staan edities van ReMaTec gepland in Guangzhou (China) en Amsterdam.

3. Intertraffic China Het driedaagse evenement Intertraffic China ging 18 november 2020 in Beijing van start. Door corona werd deze editie zonder internationale deelnemers georganiseerd. Desondanks stond er nog steeds een prachtige beurs met 160 exposanten en ontvingen we op de eerste dag ruim 1.500 professionals uit de mobiliteitsindustrie. In 2021 staan edities van Intertraffic gepland in Shanghai (China) en Mexico-Stad. In 2022 in Amsterdam en Istanbul.

Event titles of the RAI The table below provides an overview of the titles of RAI Amsterdam.

Intertraffic is the leading trade exhibition for the traffic and transport industry.

Interclean is the world’s largest and most comprehensive exhibition for the cleaning industry.

GreenTech is the heart of the international horticultural technology sector, with a unique focus on the start of the horticulture chain.

Horecava is an inspiring and innovative platform for professionals in the food service industry.

Metstrade is the world’s largest trade exhibition for marine equipment, materials and systems.

Rematec is the largest and most important trade exhibition in the field of revisions for automotive, industry and heavy duty.

The Nine Month Fair provides everything for soon to be and new parents; from pregnancy to the first steps.

The Huishoudbeurs is the most enjoyable event in the Netherlands for everyone who loves tasting, trying and shopping.

Amsterdam Drone Week features the latest technologies and future applications related to drones.

Aquatech is the world’s leading trade exhibition in the field of process, drinking and waste water.

Hel l oBi ke

Shar eabi ke!

6.  46

For community, city and society

RAI Amsterdam contributes to the prosperity of Amsterdam and its hinterland as well as society as a whole, and the events bring revenue into the city. In 2020, Ecorys was commissioned by the City of Amsterdam to research the economic value of the RAI for the city. Based on the figures of 2019 when we had a turnover of around 690 million euros, the RAI’s added value represented some 580 million euros and employment for 6,300 FTEs. On average, one euro of turnover in the RAI generates eight euros for the region.

At the same time, we are aware that our activities utilise natural resources, take up space, produce sound and effect society in other ways. We try to keep the negative impact of major events on daily life in the neighbourhood, the wider surroundings and society as a whole to a minimum, continue to look for ways to increase our social contribution, and have an active dialogue with our stakeholders. A selection of our many initiatives in this field is provided below.

Surrounding Neighbourhood dialogue about activities and developments around the RAI

Under the name 'RAI council', the City of Amsterdam and RAI Amsterdam organised four neighbourhood meetings for local businesses and residents in 2020, there of which were held online due to the pandemic. Topics discussed included the developments on the Wielingenstraat side of the RAI, the renovated Hall 5, the environmental zoning, the taxi policy and the overall logistics of the RAI.

Neighbourhood letters door-to-door and/or email

Three neighbourhood letters were distributed during the course of the year to inform residents about the latest developments in and around the RAI. They were handed out door-to-door among 12,000 households. Around 600 residents received their newsletter by email.

Topics discussed in 2020 included visitor traffic during events in the first quarter of the year, safety and the application of measures to combat COVID at the RAI, and social initiatives for the neighbourhood.

Traffic and parking 4,200 parking spaces

RAI Amsterdam has 4,200 parking spaces, around 200 of which are under the nhow Amsterdam RAI hotel. Some 38 of our parking spaces at the RAI have charging stations for electric vehicles. Concentrating parking spaces on the premises strengthens our position by increasing customer satisfaction, stimulating smooth traffic flows and reducing any nuisance to the neighbourhood.

The concept of registration-based payment for parking reduces the use of physical tickets. It has already decreased the number of tickets by 50% and stimulates the flow at peak times, which in turn reduces the traffic on surrounding streets.

On days when there are no large events, parking garages P1 to 4 are open as a P+R option for the city. They are accessible at an attractive rate to visitors to Amsterdam who can then travel further into the city by bike, tram, metro, bus or taxi.

park in the RAI garages and

Since the summer of 2020, bicycles provided by Hello-Bike can be booked in the parking webshop

discover Amsterdam by bike

and combined with a parking pass if required. The bikes can be collected at the P4 garage.

In partnership with Stichting Hello Zuidas and Hello-Bike, a corporate Park & Bike membership is also available for business travellers. This allows them to park their car at the RAI and continue to their office on a shared Hello-Bike bicycle.

many activities focused on

We deploy various measures to reduce excessive car traffic around the complex:

stimulating use of public transport, enhancing traffic

Proactively stimulating the use of public transport to offer clients an alternative to driving.

flow and reducing nuisance

Deals that combine tickets to exhibitions and transport, offered in partnership with public transport companies NS and GVB, are more convenient and cheaper for visitors. Smoother service provision via our parking webshop, with more than 100,000 online transactions in 2020. Use of neighbourhood traffic controllers on busy days. Partnerships with NS, GVB and Taxicentrale Amsterdam (TCA). Facilitating bike rentals. During exhibitions for which busy build-up and/or breakdown periods are expected, 15,000 m² of external premises in Westpoort (outside the Amsterdam ring-road) 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 spreads lorry traffic around the RAI and the buffer facilities can accommodate 90 trucks.

better communication on

In 2020 we decided to implement a Truck Appointment System (TAS). This allows us to manage

timing, routes and

truck transport from departure to arrival and help drivers optimise their journey, ensuring they reach

loading/unloading

their final destination at the right time and preventing stagnation when they arrive. The aim is to further reduce the number of vehicles roaming in the neighbourhood and any congestion caused by cargo transport.

environmental zone and RAI

Changes were made to the environmental zones in Amsterdam in 2020 as part of the 'Clean Air’

Amsterdam

action plan designed to make transportation in the city emission-free by 2030. RAI Amsterdam is now situated in an environmental zone except for our access road on the ring road side that leads to garages P1-P6 and nhow Amsterdam RAI. This exception was arranged together with the council to allow vehicles which cannot enter the city from the A10 to turn around. The impact of the environmental measures on the RAI is limited: nearly all cargo transport, buses and taxis comply with the environmental zone regulations.

renovation of Amsterdam RAI train station

The renovation of the Amsterdam RAI train station was completed in 2020, with reopening taking place after completion of the bicycle shed in March. This major public transport hub has been expanded with a spacious, transparent and integrated station hall for metro and train that allows travellers to easily transfer between the various means of transportation.

Noise two noise exemption permits

We try to prevent excessive noise as much as possible using a so-called acoustic map. This

requested, careful monitoring

enables us to accurately predict when we need to apply for a noise exemption permit – four such

of sound standard

permits are allowed per year. Monitoring the standards enables us to take preventive measures when necessary. The acoustic map was used twice in 2020. Two complaints were received (2019: 19) related to two events (2019: 3) for which a noise exemption permit was requested. These complaints were submitted to us, the environmental service and the Amsterdam South district council. All other events were within the noise standards of the RAI environmental permit and caused no disturbance to our neighbours.

City and society While stimulating the economy and development in the city, our influence has a much broader scope than finance alone. Our responsible and sustainable HR policy generates a greater social return for the city of Amsterdam. We are involved in various initiatives focused on creating more opportunities for unemployed youth (work agreement for tackling youth unemployment) and people with occupational disabilities, and our social matchmaking programme is aimed at further increasing our added value to society. Our heartwarming Amsterdam programme purchases local and fair trade ingredients, and our future vision will see us transformed into an attractive meeting place for everyone. A number of initiatives are highlighted below, others can be found via rai.nl/mvo.

Social matchmaking

Linking social issues and demands to suitable solutions resulting from our activities helps us find options for adding social value to the (unused) value of our business.

donation programme

An event is the ideal place to attract attention to social challenges in the sector or community related to that event. We always look for opportunities to link events to relevant social initiatives, and explore the options for organising a donation programme that links demands from associated social initiatives to leftover materials and/or products. In 2020 we organised a Donation Room during Horecava, ISE and the Huishoudbeurs, where exhibitors could donate materials and products for reuse on the final exhibition days.

University of Amsterdam lectures

The UvA Amsterdam Business School used the Forum Centre for lectures for five weeks in November and December 2020. These lectures were attended physically and online. We developed a special educational COVID package with a classroom setup that ensured sufficient distance between attendees, Wi-Fi and a special parking rate of just five euros.

We have accommodated many exams and examinations throughout the years, and have plenty of halls and rooms to ensure safe and responsible education in a time of COVID-19.

long-term relationship with ROC Amsterdam

We actively invest in partnerships with a long-lasting character, including working together with the ROC Amsterdam College in various areas. A good example is the establishment of a hybrid learning environment aimed at securing a high-quality hospitality standard. The co-creation worked on setting up a two-year educational programme (BBL) in Food & Beverage at level 2. The RAI chose to offer the study to refugees with a residence permit. The course was due to start in 2020 after a successful pilot with interns in 2019 but had to be postponed due to COVID-19. Students from the Urban Sport Trainer class were able to benefit from our empty spaces and parking garages for training purposes in 2020.

Discussions to provide space to student chefs to gain practical experience started in late 2020. In early 2021, 16 students from various levels began their training at the RAI. They are taught by their own teachers in a professional environment and supervised by two RAI chefs who are authorised to act as instructors.

Heartwarming Amsterdam sourced from local region and

The ‘Heartwarming Amsterdam’ project deployed in our kitchens showcases a deliberate choice to

city

work with regional products. The concept is aimed at offering RAI visitors a taste of Amsterdam via more organic and regional products. We also support local and sometimes vulnerable producers who depend on clients like the RAI. We now have a substantial network of local suppliers with products that offer added value to the Amsterdam metropolitan 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 vulnerable products in our urban region while enabling us to offer people a chance to enjoy distinctive products grown in the region and dependent on the season. In addition, keeping the route and distance between production and consumption as short as possible helps reduce our CO2 emissions.

long-term relationship with

Our Basement Chefs contribute to the welfare of the city’s residents. They have been preparing a

Salvation Army

weekly three-course lunch, creatively composed of remaining food that can still be used, for up to 50 people in a Salvation Army neighbourhood centre since 2018. From 2020, leftover food products are also being used for a new project with the Salvation Army. Deep-frozen food products that could not be used in time due to the COVID pandemic were instead used to provide around 100 homeless people with a weekly hot meal. The Salvation Army soup bus distributes these meals from three locations in Amsterdam.

The partnership with the Salvation Army is of a long-term nature and our chefs maintain close contact with the organisers in order to provide help whenever possible. “We are constantly looking for ways to deploy our expertise, products and facilities, both for the city and for our partners and local suppliers,” explains RAI Amsterdam executive chef Rientz Mulder. “We recently made tomato soup from tomatoes from the Osdorp urban farm and chicken soup from Rondeel free-range chickens. Both soups were made for the Hogerlust care farm to sell, which is a great way to support local suppliers and the farm at the same time.”

Farmers for Neighbours

Rabobank Amsterdam started the Farmers for Neighbours initiative in partnership with the council to encourage local farmers to provide healthy and affordable potatoes, vegetables and fruit on a structural basis to vulnerable households in the city. This spontaneous initiative arose out of the acute demand resulting from the COVID crisis. Since September the RAI has been providing space to store food, put together the food packages and distribute them throughout the city. By the end of 2020 the initiative had a database of some 1750 clients, and each delivery involved 275 to 375 orders consisting of 400 to 600 crates and boxes.

Farmers for Neighbours

long-term relationship with Regenboog Group

Open houses and homeless shelters like those run by De Regenboog Group in Amsterdam have been busier than ever during the pandemic. The need to ensure sufficient social distancing has led to a lack of space and increased the time that homeless people are forced to stay outside. The RAI made various donations during 2020. In the warm summer months, De Regenboog Group was provided with leftover soft drinks, while the winter saw us supply clean (pre-worn) clothing left in the RAI or donated by our employees. Staff also registered as volunteers for De Regenboog Group.

COVID-19 testing and vaccination programme As of June 2020 - Social interest Domain: Medical

Since 2 June 2020, we have been accommodating the municipal health service GGD while they test people for COVID-19 on their bikes, on foot or from their car. People with mild symptoms could schedule a test at the RAI by making an appointment via the free national helpline.

“Despite the difficult times for event venues, the municipality was able to count on RAI Amsterdam,” said Simone Kukenheim, Amsterdam alderman for Care, Youth, Vocational Education & Training and Sport. “The RAI played an important part in the rapid upscaling in the number of COVID tests, and now, in 2021, facilitating the vaccination process. Moreover, it provides all the facilities the GGD needs to do their work in a COVID-proof way. The city and I are grateful for the excellent cooperation.”

Over 400,000 people were tested for COVID-19 at the RAI in 2020 via the regular PCR or rapid flow tests provided by TNO. During 2021 part of the PCR testing facilities will be replaced by new breathalyser tests. The vaccination of health care workers at the RAI started on 11 January, which marked a major step forward in combatting the COVID pandemic. An extension of the contract with GGD will allow continued COVID-19 testing and vaccinating in the long term.

3,750 dinner boxes for

In partnership with the Resto van Harte restaurant chain we produced 3,750 three-course dinner

Christmas

boxes for ‘The largest Christmas feast in the Netherlands’ just before Christmas. This live online event by the KRO/NCRV broadcasters brought together people virtually who were alone or lonely during the Christmas period. The dinner boxes were picked up on 23 December from various Resto VanHarte locations in the Netherlands.

Sustainable venue Environment reduced energy consumption and CO2 emissions reduced energy consumption due to lack of events

The lack of events due to the pandemic resulted in significant consumption reductions in 2020. The need to make extra savings also saw us shut down as much equipment as possible, excluding anything required to keep the convention centre safely open. In the same year we also returned electricity to the grid via our solar panels for the first time – a total of 8,968 kWh.

All energy consumed by the RAI is green power without a CO2 footprint. We receive certificates from Centriq confirming the purchase from provider Vattenfall of green power generated via water power in Scandinavia.

solar roof supplies approx. 3.14 TJ of energy

We have no less than 1,806 solar panels available, including 1,632 panels on the roof of 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 roof of the Amtrium accommodates an additional 174 panels.

A total of 2,164 panels have been placed on the nhow Amsterdam RAI hotel as part of a system taken into use in the spring of 2019. As the generated energy is provided to and used by the hotel, this does not affect our CO2 footprint.

In 2020, the solar panels produced 3.142 terajoules of energy.

EarthCheck 4.0 certification

Like many other companies, the RAI has previously been subject to energy audits to prove we are implementing sustainable energy savings in relation to the increasingly strict European energy legislation and regulations (EED). The transition to the EarthCheck 4.0 certification means no more energy audits will be necessary.

District heating vs. gas consumption gas consumption nearly ended

Gas consumption has dropped considerably in recent years and was practically zero in 2020 due to the lack of events and pandemic. We have switched to a more sustainable district heating. The NUON pipeline has a capacity of up to 12 MWh, which is sufficient for us to, in time, entirely switch to district heating. On balance, we used 27,865 terajoules of energy from district heating and 20 gigajoules of gas.

CO2 footprint adapted calculation model

We have been calculating our carbon footprint since 2012. The calculation method was evaluated

scope increased

in 2019 under the supervision of an energy consulting firm and various changes were made to the principles. Our total emission is approx. 4,500 tonnes of CO2. Switching from gas to district heating has led to a major reduction in our CO2 footprint. District heating, which is distributed via the city grid, is a more sustainable energy source than natural gas as it is based on the residual heat produced during industrial processes, power generation and/or waste separation.

Waste management waste management: zero waste, reduction, separation and reuse

The RAI aims to consume and produce in a sustainable way, and everything possible is done to prevent waste. Where unavoidable we work closely with partner CSU and subcontractor Beelen to enable high-quality recycling and avoid landfill.

Where possible, the RAI applies the ‘polluter pays’ principle. This means that the parties who produce waste are responsible for its proper separation – separated waste is more sustainable and cheaper than unseparated waste. We also use reusable materials whenever possible and actively search for market demands outside of the RAI to ensure valuable residual streams are identified and repurposed and the entire chain is involved. The donation programme mentioned at the start of this chapter is a good example.

Certifications In 2020 we were successfully recertified for ISO-9001 (Quality management), ISO-14001 (Environmental management) and EarthCheck 4.0 (CSR certification for sustainable operations). A new certification obtained in 2020 was the Platinum EarthCheck, making the RAI the first convention centre in Europe to be awarded this certificate.

In addition to these new developments, one of the certificating bodies, Lloyd’s, carried out surveillance (standard check) audits for ISO-20121 (event sustainability) and OHSAS-18001 (occupational health & safety).

RAI Amsterdam has the following certificates:

Recognised conference venue 5-hammers Green Key Gold* AIPC Gold EarthCheck 4.0 Platinum ITs (Integrated Accessibility Standard) ISO-9001 (Quality management) ISO-14001 (Environmental management) ISO-20121 (Event sustainability)* OHSAS-18001 (Occupational health & safety)* Envirometer* UN Global Compact BREEAM-Excellent certification (for construction of the Amtrium) Recognised training company (Samenwerkingsorganisatie Beroepsonderwijs - Bedrijfsleven) * Having critically assessed our current certificates from an efficiency perspective we have concluded that the goals of some national certificates overlap with internationally recognised certifications and have decided to let them expire in 2021.

2020

was t er at i o i sequal t o201 9

For 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. We realise our company goals in a large part by empowering employees with responsibilities, streamlining their tasks and enabling them to make the most of their talents. The fact that the RAI is for everyone is also clear from our HR policy.

STAYING CONNECTED DURING A PANDEMIC In March 2020 the Dutch government implemented an urgent recommendation to work from home whenever possible in view of the COVID-19 pandemic. Employees are connected remotely and actively participate in savings programmes and new initiatives.

FIT FOR THE FUTURE In the summer months we implemented a reorganisation to ensure the health of the RAI in the future.

SATISFACTION WITH ORGANISATION AND APPROACH Satisfaction within the organisation is high despite the considerable impact of the COVID crisis and resulting internal changes.

OUR VALUES In 2020, we focused on three of the seven habits: ‘everyone matters’, ‘we are connected’, and 'we are entrepreneurial’.

A pandemic crisis team was established well before COVID-19 was first detected in the COVID crisis team manages and connects the organisation

Netherlands. Its initial goal was to support and assist international events in the first quarter. From March the primary focus switched to keeping the organisation engaged and connected while working from home. This resulted in a range of initiatives managed by the crisis team over the months that followed:

The Board hold two-weekly webinars to inform employees of developments in the Netherlands, in the event sector as a whole and at the RAI. In addition, the Board and its members share brief video messages on specific initiatives and activities in the RAI at a time of COVID. There are periodic virtual meetings with team members, managers (management days) and the organisation as a whole. Social interaction is stimulated via virtual coffee breaks, social gatherings and a virtual Christmas celebration. Virtual taskforces focus on specific fields to which employees can actively contribute. The intranet, available via an app for smartphones (among others), is actively used by employees to retrieve information and share tips about issues like working from home.

participation in changes

The COVID-secure project group was established by the crisis team in April to prepare us for the safe organisation and facilitation of events. It performed a range of activities throughout the year and delivered various products, from a COVID protocol for the entire organisation to signage for visitors. The project group was supported by working groups with a varying composition to ensure the required knowledge and expertise was available for each specific task.

We are proud to report that 82 employees contributed to devising and realising savings for the RAI. All of them were part of a taskforce that processed the proposals in an advisory report in April and June. Over 70 of the 160-plus proposals to save on ongoing business were realised directly in the summer period, from an extension of the recruitment freeze and the exchange of support in carrying out activities to cutting back on energy costs and cancelling agency costs.

A brainstorm session by this taskforce also led to (the documentation of) new business ideas, resulting in the establishment of a second taskforce that developed these business concepts into concrete plans. Outcomes included spaces being used as classrooms and the Wheel of Flavours.

reorganisation demands reduction by 33% FTE

Regardless of the savings on ongoing business, a reorganisation as a result of the COVID pandemic in mid-2020 was unavoidable. The forced postponement of exhibitions, conferences and meetings to the following years and an uncertain perspective for 2021 promised to result in significant losses. A reorganisation to ensure the continuity of the RAI and employment was announced in July.

In the months leading up to the reorganisation the works council was kept well-informed about the situation and the scenarios being considered to survive the crisis. As a result, the works council was able to perform its role towards the staff very well, including via virtual meetings and Q&A sessions.

The works council provided advice on the reorganisation plan and helped develop a social plan for employees who had to leave the RAI. It was decided to develop the most personal approach possible to inform and support employees regarding the consequences of the reorganisation. Various spaces in the RAI were set up in a COVID-secure way so that employees could meet and support each other. There were virtual meetings to discuss the social plan and selection & placement process as well as express interest. External agencies helped organise virtual meetings so that employees could find new jobs.

A suitable focus was given to saying goodbye and helping employees find their way in their new positions and/or departments via transition plans during the last months of 2020.

As a result of the reorganisation, the budgeted number of FTEs for 2020 fell from 472 FTE to 317.9 FTE; a reduction of 33%. Because many employees were still employed by the RAI at the end of 2020, the tables on the next page indicate different numbers.

Multi-tasking Multi-tasking among employees was initially suggested as a savings concept by the taskforce and was added to the advice request for the works council regarding the reorganisation. Using our own staff for operational activities in these difficult times saves on seconded staff. It also strengthens the mutual cooperation and the collaboration with clients.

Since June 2020, various operational employees have been working shifts for the municipal health service GGD. In all cases this involves services that cannot be performed by the GGD itself, such as traffic and crowd control at the test sites and hosting services at the entrances.

Multi-tasking will remain an important spearhead in 2021 and we will appeal to the flexibility of employees to contribute in this way during events and other activities.

Employee satisfaction general employee satisfaction 82%

Employee satisfaction is a crucial yardstick and instrument for the continuous improvement of our company. In view of the major internal changes in the organisation aimed at ensuring a healthy RAI for the future it was decided to increase the frequency of our employee satisfaction surveys. Instead of biennially, we will now measure satisfaction every quarter and combine each survey with research into a limited number of other themes.

The goal of the survey is to map the experience of the employees and collect their suggestions for improvement. This input is then used to try and increase the satisfaction, involvement and enthusiasm levels of our staff.

The first survey took place in late 2020 after the reorganisation was fully concluded. Due to the high level of unity and chosen approach, which involved a significant focus on both leaving and remaining employees, a high satisfaction score was achieved: 82% of all employees were (very) satisfied overall with working at the RAI, compared to 81% in 2018. This figure is exceptionally high considering the developments in 2020 and can be largely attributed to the enormous engagement among employees and the high level of interconnectedness (78% feels (very) strongly connected) to the RAI. The willingness to help other employees also scored very highly (96%), which is especially important with multi-tasking being one of our spearheads.

In cooperation with Human Resources and the works council, managers will start working with business unit-specific points for improvement. The latest survey took place in March 2021.

Vitality initiating, facilitating and promoting vitality actions

RAI Amsterdam’s goal to promote the vitality of its employees so that they can be fit, energetic and healthy at work has become even more challenging with so many working from home. Over the course of 2020, the RAI promoted exercises to keep employees fit and energetic, including desk exercises, facilitated bike and walking tours with employees who live in the same area, and organised online bootcamps via My Intensity Training which could be realised in people’s own living room.

Diversity diverse teams; target for

We strive to ensure the diversity of our departments in terms of age, experience, gender and

Talent to the Top charter

competencies, and aim to further broaden the concept of diversity in the years to come. We are

reached and surpassed

convinced that diverse teams also have a positive influence on our results. In collaboration with the works council, this was taken into account in the 2020 reorganisation. In late 2020 the RAI employee database was well-balanced, with 51% female and 49% male staff (on an FTE basis). The objective in the field of gender diversity as described in the Talent to the Top charter was also met: the share of women in the policy team and second echelon of managers is 33%.

Composition of personnel Below are some cross-sections of the composition of the RAI’s employees.

Personnel Balance at the end of the year

2020

2019

EMPLOYEES Male

192

46%

205

48%

Female

226

54%

224

52%

Total

418

100%

429

100%

Male

185

48%

200

50%

Female

200

52%

198

50%

Total

385

100%

398

100%

2020

2019

26 to 35

26%

27%

36 to 45

26%

30%

46 to 55

28%

26%

56+

16%

14%

100%

2020

2019

Commercial

46%

48%

Operational

39%

38%

Financial/management

15%

14%

100%

FTE

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

BY AGE 25 and under

Total

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

BY DISCIPLINE

Total

Absence due to illness absence due to illness 5.1%

The absence due to illness rate in 2020 was 5.1% (4.3% in 2019). In view of the reorganisation and working circumstances we consider this figure to be reasonable.

Absence due to illness Percentage

Total

2020

2019

2018

2017

2016

5,1%

4,3%

3,2%

2,5%

2,9%

Organisation setup and pay ratios lean organisation

In implementing the reorganisation in 2020 we have applied a horizontal organisational structure without too many intermediary management layers. The statutory Executive Board heads the management team comprised of business unit directors and business support managers. They manage departments with managers (depending on the scope) and employees. Directors, managers and employees are paid salaries in line with the market average. The pay ratio that reflects the total remuneration of the best-earning director compared to the average employee is 7.4 (end 2019: 6.8). The pay ratio increased in 2020 with the hiring of new employees in accordance with the Balanced Labour Market Act (WAB). This mainly added employees with a lower than average salary to our personnel database. Another reason is the reorganisation implemented in 2020, which meant that a number of employees with a higher than average salary left the organisation before 31 December 2020. These are the factors that shifted the median compared to 2019.

Cooperation with RAI works council frequent and

A frequent and constructive dialogue was held with the works council in 2020. In the previous year,

constructive dialogue

the dialogues mainly involved the four-track policy of the company in view of the COVID crisis. The works council was actively involved in the reorganisation trajectory and consented to its implementation. It also held ten virtual meetings for employees itself before, during and after the reorganisation to offer a sympathetic ear and inform them about the process and employee options.

In addition to formal meetings with the Board, the dialogue continued in a number of subcommittees, such as the HRM Committee, Financial Committee, Working Conditions Committee, Terms of Employment Committee, Pensions Committee and Temps Committee.

For shareholders and financers

SHAREHOLDERS RAI Amsterdam has two shareholders: the RAI Association and the City of Amsterdam.

FINANCING In April 2020 we agreed to a new financing scheme with three banks, which concluded the refinancing process. This means that for the coming years we continue to be assured of a portfolio of long-term financing and current accounts. The club deal financing agreement with Deutsche Bank and Rabobank Amsterdam established in 2013 was hereby completely amortised.

COVID-19 PANDEMIC SUPPORT SCHEMES We applied and received funds from the NOW 1, 2 and 3 government support schemes. We were also given a tax deferral and benefit from the GO-C corporate financing guarantee.

Shareholders RAI Amsterdam (RAI Holding BV) has two shareholders: the RAI Association and the City of Amsterdam. The RAI Association owns 75% of the shares in RAI Amsterdam. It is a trade association that promotes the interests of 700 manufacturers and importers of passenger cars, trucks, trailers, bodywork and special vehicles, motorcycles and scooters, mopeds and bicycles. The remaining 25 percent of the shares is owned by the City of Amsterdam.

There was intensive contact with shareholders in the reporting year due to COVID-19 and its consequences on the organisation, and the 2030 masterplan. Two extraordinary shareholder meetings were held in 2020.

Dividend Dividend policy fixed, indexed amount with carry forward of up to one year

The most recent dividend policy was determined for the period 2013-2018 and included the provision that we pay our shareholders a fixed dividend per year of € 2.24 million (price level 2014; indexed annually based on the consumer price index CBS). Should the net result be lower, the dividend is reduced to at most the net result, and the unpaid dividend paid in the following year, if the net result was sufficient. The cumulatively owed dividend over the previous book years will therein never be higher than the (indexed) fixed dividend over the last book year.

dividend 2019 not fully paid, no further decisions taken

By way of derogation from the aforementioned policy, we determined a one-off dividend in 2019 of € 9.9 million to be paid over 2019 (€ 2.4 million) and 2020 (€ 7.5 million). Only part of the 2020 payment was made due to the situation in which we found ourselves as a result of the COVID

pandemic: in January 2020 we provided € 3.75 million in payments. In view of the pandemic, it was decided in the spring of 2020 not to make any dividend decisions for 2019. A similar decision will have to be made for 2020: not paying a dividend is one of the conditions of the government’s corporate financing guarantee (GO-C). Dividend payments are not possible before the GO-C has been fully paid off in December 2023 or as early as possible.

Financing financing scheme with three banks paid off in 2020

The club deal financing with Deutsche Bank and Rabobank Amsterdam set up in 2013 ended in 2020. The banks had an equal participation in the financing arrangement, which was based on two identical credit agreements with both banks, with the exact same rates, covenants and standard agreements. The ratio between the banks was arranged via an intercreditor agreement.

refinancing scheme, with three banks

In April 2020 we agreed to a refinancing scheme consisting of a financing arrangement with three banks: ING Bank NV, Deutsche Bank AG and Coöperatieve Rabobank UA, in equal parts. The scheme consists of three parts:

Facility A: with a value of € 24 million Facility B: Bullit loan with a value of € 36 million Facility C: current account with a value of € 30 million

additional financing under Corporate Financing Guarantee

As a result of the COVID-19 pandemic, RAI Holding BV agreed to additional financing worth € 20 million with the aforementioned banks in December 2020. This loan has a term of three years and is based on the corporate financing guarantee (GO-C) by which the state guarantees 80%. Further information is provided in the notes of the consolidated balance sheet.

Two loans were taken out in 2014 for the financing of solar panels with Triodos Bank and the Amsterdam Investment Fund of the City of Amsterdam. The scope of both loans amounts to € 0.3 million by the end of 2020.

For further clarification of the financing positions please see the notes on the consolidated balance sheet in the financial statement (1.1.7 and 1.1.8).

COVID-19 support schemes GO-C financing, NOW

The GO-C financing is one of the support schemes we used to survive the COVID pandemic. The

schemes, deferred tax

other schemes we benefitted from are:

payment

NOW 1, 2 and 3: a support scheme in which part of the wage costs are covered. This is intended for employers facing a turnover loss of at least 20%. Special tax deferral due to the COVID crisis. The tax authorities have now confirmed that we will receive special tax deferral for those taxes to which it applies. In 2021 we will also be eligible for the reimbursement of fixed costs scheme (TVL). This is intended as a reimbursement for fixed costs for employers suffering a turnover loss of at least 30%. The relevant request has now been submitted.

Prospects for 2021

As 2021 began the eyes of the world were on the vaccination rollout. Would delivery be fast and sufficient? Are the vaccines as effective as the first large-scale research indicated? Will the Netherlands succeed in vaccinating rapidly? With new and more infectious mutations lurking around the corner, it appears that large-scale vaccination is a precondition for leaving the pandemic behind us structurally. We hope that the summer will contribute to society’s recovery, and its social recovery in particular. We have focused our efforts on postponing events that were planned in the lockdown period, and counting on a very busy second half of the year.

Upscaling The first Fieldlab test event organised by the Dutch event sector, a business meeting with 500 participants, took place at the Beatrix Theatre in Utrecht in February. Various test events have been held at multiple locations since then and the results so far are hopeful: visitor behaviour was carefully monitored and measures thoroughly tested.

We are ready Our The Stage is Yours! concept is ready to welcome 1,175 visitors in a safe and responsible way. Upscaling to larger events with a lettable floor space of more than 116,000 m² is possible. Our COVID protocol covers all required regulations and guidelines and helps organisers, exhibitors, suppliers and visitors ensure the welfare and safety of all stakeholders.

Scenario Based on the insights currently deemed realistic, we expect business and consumer events to be allowed and organised again after the summer of 2021. We also expect additional COVID measures to remain a necessity. The starting points applied for our future expectations are explained on the following page. We will continue to apply our four-track policy until the RAI can operate in a normal situation.

In conclusion The Board thanks all stakeholders for their involvement, efforts and understanding. We also thank our employees for their hard work, creativity and perseverance. Thankfully, many of the employees whom we had to let go in the reorganisation have already started jobs elsewhere. And we wish every success in particular to those colleagues still seeking a new post.

A special word of gratitude goes to John van de Steen, active as Supervisory Board member since 2011. The Board thanks John for the way he fulfilled his role as vice chair and Supervisory Board member.

Amsterdam, 6 april 2021

Executive Board of RAI Holding BV P. (Paul) Riemens, CEO M. (Maurits) van der Sluis, COO

The Stage is Yours! concept

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

The outbreak of COVID-19 has led to one of the greatest global crises since WWII. The lockdowns in the Netherlands have limited the spread of the virus to reduce pressure on healthcare and limit the number of deaths. They also significantly affected corporate activities in many sectors and changed our daily lives. The government is constantly looking for the right balance between what is possible and what is not, and the situation can change from day to day. At the time of writing this report we are still in lockdown and no events will be

held until May. Nobody knows what will happen in the months after. Even after the introduction of successful vaccinations in early 2021, the economic recovery will take time and the impact will remain visible. The consequences for a large proportion of Dutch companies are enormous – and that includes the RAI.

Four-track policy At the start of 2020 we were looking forward to an especially successful year with an annual calendar that was as good as full. The fast spread of COVID-19 disrupted these prospects. Throughout 2020, the Board, management and employees focused their efforts on the four-track policy explained in the first part of the Executive Board report.

Analysis The Board and management have made an analysis to substantiate the continuity assumption. Based on the insights currently deemed realistic they show that, after the current government support schemes end, we will be able to meet our obligations again next year. In view of the pandemic, banks have issued a waiver for non-compliance with previously agreed conditions which is valid at least until the third quarter of 2021. The starting points applied in the analysis are:

Business and public events will be possible again after the summer of 2021. Organising events will still be subject to additional measures in 2021. A turnover of approximately € 77 million is assumed for 2021 – around 55% of that achieved in comparable year 2019. Support measures worth around € 8.4 million are assumed for 2021. Events will be allowed and organised throughout 2022. No support schemes will be available in 2022. The payment of long-term liabilities are based on the agreed payment plan after concluding the GO-C financing. In line with the bank financing requirements, dividend will not be awarded nor paid.

Scenarios To calculate the impact of other scenarios on the continuity of the company, we also made an analysis in which we cannot start until October 2021 (scenario Q3) or January 2022 (scenario Q1).

Conclusion An organisation like RAI Amsterdam that has largely come to a standstill regarding turnover due to government measures must consider its continuity – as should any company in a similar situation. The current conclusion of the Board, based on the analysis and current insights, is that the RAI will be able to deal with the consequences.

#03

Statement by the Supervisory Board

"I want to particularly thank the RAI for being so creative despite its own uncertain future and many redundancies” Femke Halsema, Mayor of Amsterdam 70

Foreword Dear RAI stakeholder, dear reader, The year 2020 has also been a unique one for the Supervisory Board. The first two months promised excellent annual results until the impact of COVID-19 on the RAI’s activities became clear in early March. From then on we increased the frequency of our meetings (especially informal ones), constantly monitored the situation as it developed, and supported the Executive Board where necessary. The changing circumstances required a substantial reorganisation and enhanced financial control and supervision, making our role as sparring partner to the Executive Board more relevant than ever.

Although the financial result of 2020 was very poor as a result of COVID-19, the year also had its positive sides as the RAI rapidly introduced technological innovations and developed new revenue models that will help us in the future. We can also conclude that the Executive and Supervisory Boards work very well together – even in times of crisis. The innovative strength and ambition of the Executive Board gives us confidence in the future.

We also maintained our focus on issues such as diversity and equal pay for similar positions in the RAI.

Composition of the Supervisory Board and committees With the departure of Roelf de Boer in 2019 and the planned departure of John van der Steen in 2021 in mind, we searched for two Supervisory Board members to complement the talents of the two remaining members Mariëlle de Macker and Annemarie Macnack-van Gaal. Our search resulted in the appointment of Michiel Boere and Otto Ambagtsheer as members of the Supervisory Board on 1 November 2020. Michiel is CFO of Uber Eats and has a wealth of experience in the field of data technology, innovations and finance. Otto is CEO of VIA Outlets with extensive experience in real estate, retail, mergers and takeovers, and in working with strategic partners and investors. These two new members have brought the Supervisory Board back to full strength.

With these appointments, the Audit Committee now consists of Michiel Boere and John van der Steen, while the Remuneration Committee and Selection and Appointment Committee is made up by Otto Ambagtsheer and Mariëlle de Macker.

The past year was very difficult for all RAI employees – for those who lost their jobs due to the reorganisation and those who remained but had to bid farewell to their colleagues and see one event or conference after another cancelled. We would like to thank them all for their support, efforts and trust.

We also thank the Executive Board for its relentless ambition to make the RAI the best exhibition and event venue in the world, in good times and bad.

Finally, thanks to the shareholders and other stakeholders for their understanding, involvement and support.

On behalf of my fellow Supervisory Board members,

Annemarie Macnack-van Gaal, chair

Supervisory Board statement The Supervisory Board hereby presents the Annual Report of RAI Holding BV.

The annual report was compiled by the Executive Board and includes the financial statement for 2020. Deloitte Accountants BV has checked the financial statement and provided it with an approved audit statement.

Our supervisory role The responsibilities of the Supervisory Board include internal supervision of the Executive Board and the general affairs of the company. Throughout the year we fulfil our supervisory activities with several fixed agenda items, including:

Discussing the year to date (YTD) and shareholder report, two progress reports that monitor financial and non-financial goals with the Executive Board. Walking through a business update from the Executive Board that highlights the main developments related to events and clients in every Supervisory Board meeting. In addition to the fixed agenda items, the Supervisory Board tackles many specific subjects throughout the year, both during regular Supervisory Board meetings and at individual informal meetings and meetings with the Board. This was especially the case in 2020: from the start of the pandemic in March, the Supervisory Board and Executive Board had regular contact about the status of the company, the possible scenarios and how to survive the crisis.

The main issues as discussed by the Supervisory Board are listed below, with an indication of whether they were previously prepared in one of the separate Supervisory Board committees: the Audit Committee (AC), Selection and Appointment Committee (SC) or Remuneration Committee (RC).

Business and venue The status of the business as a result of the COVID crisis. Alternative revenue models. The scenarios for reopening the RAI (AC). Strategy The Executive Board’s four-track policy aimed at surviving the COVID crisis. The enhancement of the Masterplan 2030 for the shareholders. Financial The 2019 accountant’s report (AC). The 2019 Annual Report, discussed with the external accountant (AC). The decision regarding the 2019 dividend. The turnover development and cost savings (AC), based on the year to date reports, among others.

The audit plan 2020 (AC). The 2021 annual plan, including budget & investments (AC). The refinancing for 2020 and the GO-C financing (AC). Safety Developments related to the safety & security policy (AC). Organisation The reappointment of the Executive Board. The reorganisation. Employee satisfaction. The pension scheme for RAI staff. Risk and compliance management The process of and developments in Risk & Compliance management (AC). The status of the occupancy notification and licenses. Governance The Supervisory Board regulations, which were evaluated and remain unchanged.

Our advisory/sounding board role In its advisory role, the Supervisory Board acts as a sparring partner for the Executive Board. This role was extra important in the book year due to the challenges the company faced from the COVID crisis. In this framework the Executive Board and Supervisory Board met many times to carefully monitor developments and constantly test the various scenarios for topicality and proportionality.

Our employer role The Supervisory Board has discussed the following topics based on our employer role:

Executive Board In February 2020 there were evaluation meetings with the two Executive Board members about the reporting year of 2019 (RC). Agreements on paying the Executive Board a bonus over 2019 in view of the COVID crisis. Supervisory Board Appointment of Otto Ambachtsheer and Michiel Broere. Proposal for the reappointment of Marielle de Macker. The annual self-evaluation (RC/SC). Additional training for the Supervisory Board.

General meeting The general meeting was held on 24 April 2020 and the topics discussed included:

Confirming the Annual Report and Financial Statement of 2019. Deciding to add the entire result after taxes from book year 2019 to the general reserves in RAI’s own capital. Deciding to discharge the Executive Board and Supervisory Board. Update on the impact of the COVID crisis. The shareholder report Q4 2019. The annual plan 2020, including budget. The general meeting discharged the Supervisory Board for its supervision and the Executive Board for its management. The entire Supervisory Board and Executive Board were present at the general meeting.

There was an extraordinary meeting of shareholders on 18 June 2020 in which the following topics were discussed:

Vacancies in the Supervisory Board. The Executive Board’s four-track policy in the framework of the COVID crisis (including the proposed reorganisation). Another extraordinary meeting of shareholders took place on 10 November 2020 in which the attendees were updated on the Executive Board’s four-track policy.

In addition to the aforementioned meetings, the Executive Board maintained informal contact with the shareholders throughout the year to provide them with updates on the status of the company. Shareholders were also sent regular written updates.

About the Supervisory Board Composition of the Supervisory Board and its committees The Supervisory Board formatively consists of five members and had three on 1 January 2020. The appointment of a member on the recommendation of the City of Amsterdam as shareholder was postponed due to the council’s intention to sell its shares. Otto Ambachtsheer and Michiel Broere were appointed as Supervisory Board members on 1 November 2020. The personal details of the members, including their membership in the committees, are included in the chapter 'Welcome to the RAI!', under ‘Composition of the Supervisory Board'.

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

Consultations between Supervisory Board and committees The Supervisory Board held four scheduled meetings in 2020. Each was attended by all Supervisory Board members, statutory Executive Board members, the Financial Director and the company secretary. In addition to regular meetings, there were four meetings of the AC and two of the RC and SC. All members of committees attended the meetings of each committee as well. The attendance of each Supervisory Board member was 100 percent.

Pre-consultation between the Supervisory Board members usually takes place in advance of the normal meetings. Supervisory Board members also keep in touch outside of meetings where necessary. In addition to the aforementioned meetings with the Executive Board, the Supervisory Board also met behind closed doors. Those meetings mainly involved the impact of the COVID crisis and the related scenarios and approach.

The chair of the Supervisory Board and the CEO met regularly to discuss progress on various topics in 2020. The chairman of the Supervisory Board met with the works council in July and November. The Audit Committee prepares the Supervisory Board’s decision-making and advises the Supervisory and Executive Boards of its findings in fields such as finance, internal risk management & control systems, risk analysis, applications of information technology (IT) and the activities and recommendations of the accountant. The committee members, the CEO and the financial director attended all meetings, while the COO attended most. The concept report of the Audit Committee was a fixed agenda item in each subsequent meeting of the Supervisory Board. In all these meetings the Supervisory Board received advice on the decisions to be taken by the Supervisory Board as prepared by the Audit Committee. The chair of the Audit Committee and the financial director met regularly during the year under review to discuss the progress of various matters.

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 Executive Board. The Remuneration Committee met twice, mostly to discuss the reorganisation and contacts with the CEO and COO.

The task of the Selection and Appointment Committee includes drawing up selection criteria and appointment procedures for members of the Supervisory and Executive Boards, 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. The Selection and Appointment Committee met twice.

Annual report and financial statement 2020 The Audit Committee has discussed the financial statement and annual report with the Executive Board and the external accountant Deloitte at length. The Supervisory Board then discussed the annual report with the Executive Board.

The 2020 financial statement was approved by the Supervisory Board during the general meeting on 20 April 2020. The Supervisory Board proposes that the financial statement be approved, that the Executive Board be given discharge for its management and that the Supervisory Board be given discharge for its supervision.

In conclusion As indicated in the foreword of this report, the Supervisory Board thanks the employees and the Executive Board for their efforts in 2020. We are also grateful to all stakeholders for their involvement.

Amsterdam, 6 april 2021

Supervisory Board RAI Holding BV

A.M.H. (Annemarie) Macnack-van Gaal, chair J.W.Th. (John) van der Steen, vice-chair O. (Otto) Ambagtsheer M.P. (Michiel) Boere W.C.M. (Mariëlle) de Macker

#04

Governance and risk management

“Let us use the insights and smart concepts of the entrepreneurs in the city to adjust the roadmap in collaboration with the national government. It is essential that Amsterdam residents once again have the opportunity to get together, and businesses need future perspectives” Victor Everhardt, Councillor Economic Affairs of Amsterdam 78

Corporate governance

RAI HOLDING B.V. RAI Holding BV is a private company in accordance with Dutch law. Our governance is based on Book 2 of the Dutch Civil Code (BW), the statues, various internal regulations and the Corporate Governance Code 2016.

STRUCTURE The governance structure of RAI Holding BV includes a general meeting, a Supervisory Board, an Executive Board and a works council (OR).

Legal structure RAI Holding BV and its group companies

RAI Holding BV is a holding. The financial statement indicates which companies it comprises. Wherever this annual report mentions ‘RAI Amsterdam’, this should be understood to refer to RAI Holding BV and all its group companies.

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

Corporate Governance Code code fully recognised

The Executive Board and Supervisory Board of RAI Amsterdam recognise the Dutch Corporate Governance Code 2016. They apply the principles and best practice definitions therein insofar as they can be said to apply to RAI Holding BV.

explanation

The principles and best-practice definitions do not apply in some cases as RAI Holding BV is not quoted on the stock exchange and only has two shareholders. The following recommendations from the code are not applied or not fully applied:

Provision 2.8.3 (publication of standpoint in takeover situations). Principle 4.2 (supplying information to the general meeting). In addition, RAI Holding BV deviates from the code regarding the term of the employment contracts of the Executive Board. The Executive Board has an indefinite employment contract, but the management agreement applies for a period of four years, which means that the code is recognised:

Provision 2.2.1 (appointment and reappointment terms for management).

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

IThe regulations of the Supervisory Board and its committees refer to the chapters, principles and provisions of the Corporate Governance Code 2016 in two ways. First, a large part of the code has become part of the regulations themselves. Secondly, the regulations state that the Supervisory Board and Executive Board endorse 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 be implemented by authorities as determined by the regulations. The Supervisory Board regulations are published on the website www.rai.nl.

Task supervising and carrying out employer and advisory role

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

Size and composition five members

The Supervisory Board should have at least three but preferably five members. The City of Amsterdam had, until October 2019, planned to sell its shares in RAI Holding BV so the position of Supervisory Board member with preferential rights from this shareholder had been kept vacant.

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 the RAI Amsterdam website.

safeguarding independent and critical functioning

The Supervisory Board is composed in such a way that its members can function independently and critically with regard to other members, the Executive Board and any other partial interest, in accordance with the Corporate Governance Code. Each Supervisory Board member should be able to evaluate the outlines of the overall policy. Additionally, all members have a specific field of 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 gender 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, a remuneration committee, a selection & appointment committee and a dividend committee. The committees are established and composed by the Supervisory Board. The full Supervisory Board remains responsible for all decisions, whether or not prepared by one of the committees. The

regulations of the committees are published on the RAI Amsterdam website. The participation of Supervisory Board members in the committees (compositions of the committees) is indicated in the segment in the ‘Composition of the Supervisory Board and Executive Board’ section.

Step-down roster Supervisory Board members are appointed for a period of four years, and can be reappointed for another period of four years. After eight years, Executive Board members can be reappointed two more times for terms of two years – however, the reasoning behind this must be explicitly explained in the Supervisory Board report.

The step-down roster is indicated below and is published on the RAI Amsterdam website.

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

Name

Date of (re)appointment

Current

Upcoming proposal for

term

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

J.W.Th. van der Steen

07-04-2011 (1st term)

3rd

16-04-2021

2nd

16-12-2023

07-04-2015 (2nd term) 16-04-2019 (3rd term; 2 year) A.M.H. (Annemarie) Macnack-van Gaal

15-09-2015 (1st term), 1612-2019 (2nd term)

O. (Otto) Ambagtsheer

01-11-2020 (1st term)

1st

01-11-2024

M.P. (Michiel) Boere

01-11-2020 (1st term)

1st

01-11-2024

W.C.M. (Mariëlle) de Macker

17-03-2017 (1e term),

2nd

17-03-2025

17-03-2021 (2nd term)

Training new members follow an

After their appointment, every member of the Supervisory Board follows an introductory

introductory programme

programme designed and financed by RAI Amsterdam. This focuses on general financial and legal affairs, financial reporting by the company, topics specific to RAI Amsterdam and its business activities, and the responsibilities of the Supervisory Board members. Taking the COVID outbreak into account, Mr Ambagtsheer and Mr Boere were gradually introduced to the Board during 2020.

Once a year, the Supervisory Board also discusses any additional education that is determination of

desirable/required during the terms of the members.

supplementary education

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

No Supervisory Board member was provided with shares and/or options or similar rights for obtaining shares in the capital of the company. No personal loans or securities were provided to Supervisory Board members.

Remuneration policy & remuneration in 2020 included in financial statement and remuneration report

The remuneration is described in the financial statement in the section ‘notes on consolidated annual account'. This describes the remuneration policy and accounts for its application in 2020.

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 Executive 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 and loans no shares, options, loans or securities provided

No Executive Board member received any shares and/or options or similar rights for obtaining shares in the capital of the company. No personal loans and/or securities were provided to Executive Board members.

Remuneration policy & remuneration in 2020 The remuneration of the Executive Board is also included in the financial statement in the section ‘notes on the consolidated annual account' as well as in the remuneration report.

Management structure The RAI Amsterdam policy team consists of two members who form the statutory Executive Board with six titular directors and three business support managers. The organigram below shows the policy team, with the statutory board and Executive Board members and directors in red and business support managers in grey.

Organisational chart RAI Amsterdam

Employee governance Code of conduct applicable standards

RAI Amsterdam is aware of its social role and the resulting responsibilities towards all parties. Our actions and those of RAI 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 and statements of everyone who represents RAI Amsterdam. The instructions given by the code of conduct are unconditional and not influenced by financial objectives. The code of conduct was implemented on 1 September 2006 and is published on www.rai.nl.

Whistleblower scheme procedure for reporting suspected violations

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

Risk management

RISK ANALYSIS AND MANAGEMENT

RAI Amsterdam further enhanced its risk management activities during 2020, with policy steps taken in relation to the structural and systematic control of risks. Risk management is embedded in the strategic and operational processes. The integrated risk management system covers all levels of the operational management and all parts of the company. Risk and control measures are periodically analysed, recorded in a register and monitored. A risk & compliance board oversees progress every quarter, with the Executive Board, senior management and risk & compliance officer taking part.

The Board monitors the effective functioning of the system and, together with the company, aims for continuous improvement and strengthening. COVID-19 obviously led to a great deal of attention being paid to acute crisis management alongside the structural developments in integrated risk management. While the pandemic was an unforeseen crisis for the RAI in 2020, the company could leverage on previously developed risk control measures which certainly made the situation and impact more manageable.

Focus on realising goals reducing chances and/or impact

Risk management and internal control are dynamic processes. RAI Amsterdam aims to analyse and manage the risks that may arise in realising strategic, tactical and operational goals with a reasonable level of certainty. Management measures taken in this framework are focused on reducing the chance that the risk will occur and/or reducing the impact that the risk might have when it occurs.

operational processes properly embedded and integrated

uncertainties

Risk management needs to be solidly embedded in the operational processes and fully applied in order to properly function. The risk management system set up by the RAI is based on the principles and starting point of standards such as ISO 31000 and COSO.

Although we try to limit them as much as possible, it cannot be excluded that certain risks not currently identified or considered significant may later have a negative effect on the capacity of the RAI to realise its goals. The COVID-19 pandemic has once again reinforced this point.

Risk attitude and tolerance taking risks is part of business

Entrepreneurship is one of the core values of the RAI. This involves the tolerance to take risks in a controlled way. The goal of risk management is therefore not to exclude risks, but to gain insights that enable us to properly address opportunities and threats.

RAI Amsterdam risk attitude

RAI Amsterdam does limit its risk tolerance. Financial risks, for instance, may not threaten the financial resilience of the RAI. The RAI always aims for a healthy safety margin with regard to its main financing ratio (net debt/EBITDA) of 15%. This implies a continuous availability of contracted financing capacity of at least 10 million euros as a liquidity buffer. This buffer has certainly proven its value in 2020.

RAI Amsterdam aims to be a safe place to meet and is aware of its responsibilities in keeping our locations and events secure, healthy and accessible. In addition, we limit all safety and health risks as much as possible. Compliance with laws and regulations is the starting point. The RAI seeks to minimise the risks of non-compliance and applies a very low tolerance in this field. Integrity is important and the RAI applies a zero-tolerance policy with regard to bribery and corruption. The risk attitude of RAI Amsterdam can be schematically represented as follows:

Risicohouding RAI Amsterdam

Organisation in accordance with 'three lines of defence' model In setting up its risk management system, RAI Amsterdam applied the 'three lines of defence' model, a structure of measures comprised of an operational line, risk management function and internal audit function.

first line: operational management

The first line of defence is primarily responsible for the operational management and takes ownership of controlling related risks. This is realised via a proper set-up of the organisation, which involves both structure and processes as well as culture.

second line: risk & compliance function

The second line of defence consists of the risk & compliance function that supervises the set-up and functioning of the risk management system. The second line reports to the Board and line management.

third line: internal audit

The third line of defence comprises an independent internal audit function. Based on an internal audit plan that is updated annually, the function supervises the set-up, existence and functioning of the administrative organisation, internal audit and control measures.

At this time, RAI Amsterdam has an internal audit approach that is limited to ISO certifications. The form and definition of the approach will be further broadened in 2021.

'Three lines of defence'-model

Supervision internal: Supervisory Board

The Supervisory Board monitors the operational management of RAI Amsterdam, among others. It approves (changes to) the risk management policy, and risk management is regularly included on the agendas of meetings of the audit committee and Supervisory Board. The Supervisory Board employs the external accountant and approves its audit plan on an annual basis.

external accountant

The external accountant also acts as supervisor and monitors the set-up, existence and functioning of the administrative organisation and internal supervision based on an annually updated audit plan. The external accountant reports to the Supervisory Board via a management letter and an accountant statement in the annual report.

Risks strategic risks

An update of the risk assessment was implemented during 2020 in light of the current developments & crisis situation and adjusted goals of the organisation. Due to the explicit link to the actualised goals of RAI Amsterdam, risk management strengthens the crisis management and performance management. In total there are 18 risks which are considered most relevant.

The uncertainty caused by the COVID situation is described in this chapter under ‘changing environmental factors’.

current risk and consequences

Evaluating the actual risks for RAI Amsterdam involves assessing 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 monitoring procedures and measures taken to mitigate the relevant 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 specific risks as described above. The colours represent the following risk levels: low (blue), medium (grey) and high (red).

Main risks and mitigating measures

Increasing competition strategic portfolio policy and developing new business

The commercial playing field and competitive position of RAI Amsterdam can be affected by activities or developments by competitive parties and potential partners. These market developments have been further strengthened by the pandemic. With this in mind, the RAI has developed a strategic portfolio policy and keep a close eye on the market position of its portfolio. The merits of and conditions related to potential partners are identified. This is translated into a market strategy for each domain. The new business process is aimed at developing new propositions with or without partnerships.

Changing environmental factors

four tracks to survive the COVID pandemic

The pandemic hit the RAI very hard and is therefore the most relevant external environmental factor, one which is having enormous consequences. How the crisis will develop in the future remains uncertain, but the impact on the RAI is clearly long term. While it remains uncertain how and when restrictions related to travel and event visits will be lifted, the RAI continues to believe in the strength of personal meetings. To get through the COVID crisis, the RAI established a crisis management approach focused on four tracks: the fast reopening of the RAI, securing financial continuity, the accelerated development of new revenue models, and the further modernisation of the venue into an attractive multifunctional location. In concrete terms, these points were translated into the further development of COVID protocols, a focus on cash management, cutbacks and a reorganisation, early refinancing, making use of COVID-related government support schemes such as NOW and GO-C, a maximum focus on digital and hybrid events, and the further development of our local area and the logistical concept for the RAI.

Strategy realisation and change management strategic and operational agility

Strategic and operational manoeuvrability are crucial in turbulent times. The RAI addressed this by establishing a crisis organisation at an early stage and applying the existing crisis management protocol. A newly enhanced strategy was translated into a four-track policy, and the related risks and insecurities were systematically mapped. Alignment with the various stakeholders (shareholders, Supervisory Board, municipality and works council) was intensified, and a reorganisation was prepared and realised. Transition plans per department helped make the effects and risks manageable, and the number of flex workers was reduced. This resulted in a major corporate financial contribution to the survival of the company. A commercial task force focused on client relations and managing the postponement and cancellation of events. Relevant conditions in the standard contracts supported their efforts and mitigated the negative effects. An operational taskforce developed COVID protocols and managed the impact on employees and the venue. The innovation platform accelerated the development of new revenue models, such as digital and hybrid events, while the IT infrastructure was adapted to facilitate working from home. Finally, the financial taskforce supervised the various programmes, analysed scenarios, enhanced the focus on cash flows and succeeded in continuing and expanding the RAI’s financing.

Financial risks maximum focus on cashflows

Financial risks usually originate from underlying strategic, operational or compliance risks, and the related control measures take place within the spectrum of financial management and treasury. In 2020, the RAI responded to the COVID crisis via a savings programme with a maximum focus on cashflows. The current loan portfolio was refinanced, resulting in a more flexible commitment and an extension of the term. The RAI also benefited from the NOW government subsidy scheme and obtained GO-C corporate financing in late 2020.

Cash management was intensified and scenario-based planning is helping the organisation through this challenging period.

Cybercrime cyber security policy defined, measures being realised

Cybercrime is one of the greatest threats to businesses worldwide, and RAI Amsterdam is not immune. We have therefore defined a cyber security policy and are taking organisational and physical measures to mitigate this risk as much as possible. A periodical external audit of the

soundness of these measures is part of this approach.

Safety en security integrated safety management system developed

RAI Amsterdam is a multifunctional venue where in normal times lots of people come together. This implies health & safety risks for visitors and employees and the risk of damage to or theft of their property. The RAI has therefore developed an integrated safety management system that involves a risk-based focus on strategic and operational safety management issues. The effective functioning of these measures

is monitored. COVID protocols for safely visiting the RAI venue

were logically a major focal point throughout the year.

Reputation compliance management,

Any damage to the reputation of the RAI can have major long-term consequences so a range of

integrity policy, stakeholder

instruments have been deployed to mitigate these. A compliance management system has been

management &

set up to ensure that laws and regulations are closely observed. An integrity policy helps prevent

communication policy

undesirable or dishonest behaviour. Client reputations are constantly monitored and translated into actions. Intensive stakeholder management is partly focused on consolidating the good reputation of the RAI, while a corporate communication policy ensures effective communication to all stakeholders.

Compliance management

RAI Amsterdam aims to comply with all legal and licence-related requirements and guidelines that apply to the organisation. We also strive to comply with and work in accordance with the standards and guidelines that the RAI itself has established. The RAI aims to minimise the risks of non-compliance as much as possible and has a low tolerance in this respect, hence the establishment of a compliance management system.

In setting up its compliance management system the RAI closely followed the starting points and principles of the ISO 19600 standard for compliance management wherever possible. Key starting points included:

A dedicated, structured approach in a continuous process. A clearly defined scope and a risk analysis-based prioritisation in the context of the specific characteristics of the RAI organisation. A clear division and appointment of tasks and responsibilities, with a leading and committed role for senior management. A cyclical process that enables the RAI to be a learning organisation. A focus on culture and behaviour in line with the core values. Transparency regarding the compliance approach and the way non-compliance is handled.

The compliance management system has integrally mapped the compliance obligations of the RAI and secured compliance via programmes. The progress is constantly monitored and discussed in the risk & compliance board, which includes the Board, senior management and the risk & compliance officer.

further improvement in 2021

In 2021 the RAI aims to update its internal guidelines and further enhance transparency by means of documentation and dedicated reports.

#05

Financial statement

"We are grateful to the RAI for its support of the Farmers for Neighbours initiative, in which local farmers provide proper nutritional value and variation with sustainable and local food.” Eric Traa, Director Market Teams at Rabobank Amsterdam 92

1.1. Consolidated balance sheet (before proposed appropriation of results) Consolidated balance sheet (before appropriation of results) Amounts x € 1,000

Ref.

2020

2019

ASSETS Fixed assets Intangible fixed assets

1.1.1.

7,986

9,174

Tangible fixed assets

1.1.2.

167,525

177,348

Financial fixed assets

1.1.3.

1,134

1,134 176,645

187,656

Current assets Stock Receivables

1.1.4.

Securities Tax deferral Cash

312

443

10,955

30,388

4,830

52,126

654 68,264

31,615

244,909

219,269

LIABILITIES Shareholder equity

1.1.5.

Subscribed capital Share premium Statutory translation differences Other reserves Unappropriated profits

2,730

22,006

-683

-209

67,351

63,789

-29,171

3,562 62,233

Provisions

91,878

1.1.6.

Deferred taxes Other provisions

918

1,397 918

1,397

Debts Long-term liabilities

1.1.7.

78,985

47,205

Short-term liabilities

1.1.8.

102,773

78,789

244,909

219,269

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

Ref. Net turnover

2020

2.1.1.

2019

42,310

Sum of operating revenues

135,438 42,310

135,438

Costs of outsourced work and other external costs

2.1.2.

26,264

55,106

Wages and salaries

2.1.3.

25,198

25,823

Social security contributions

3,783

3,837

Pension contributions

3,361

3,553

-19,291

NOW govt support for wage costs Depreciation of intangible and tangible fixed assets

2.1.4.

15,369

13,648

Other operating expenses (including other

2.1.5.

22,041

24,670

personnel costs) Sum of operating expenses Operating results Interest proceeds and similar Interest costs and similar Sum of financial proceeds and costs

2.1.6.

Profit on ordinary activities before tax Taxes on profit on ordinary activities

2.1.7.

Results after tax

76,725

126,637

-34,415

8,801

-2,272

-2,311

-2,272

-2,311

-36,687

6,490

7,516

-2,928

-29,171

3,562

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

2020

2019

Cash flow from operational activities Operating profit

-34,415

8,801

Adjustments for: Depreciation on intangible and tangible fixed assets

15,371

Changes in provisions

13,647

-479

-70 14,892

13,577

Changes in stock and receivables

14,820

-2,766

Changes in short-term liabilities (excluding bank

13,750

10,684

credit)

28,570 Paid interest

-1,548

Paid taxes on profit on ordinary activities

-1,863

Total cash flow from operational activities

7,918

-3,242 -1,548

-5,105

7,499

25,191

Cash flow from investment activities Investment in tangible fixed assets Investment in intangible fixed assets Divestment in financial fixed assets

-3,791

-22,757

-968

-1,996

Total cash flow from investment activities

-4,759

-24,753

Cash flow from financing activities Dividend payment Change in debts to credit institutions

-9,905

48,732

4,007

Repayment of long-term liabilities in book year Total cash flow from financing activities

48,732

-5,898

Change in financial resources

51,472

-5,460

654

6,114

52,126

654

Financial resources on 1 January Financial resources on 31 December

Consolidated overview of the total result Consolidated overview of the total result Amounts x € 1,000

2020 Consolidated net result after taxes attributable to the

2019 -29,171

3,562

legal entity Exchange differences foreign participating interests

-474

Total of the direct changes in the shareholder equity

53 -474

-29,645

3,615

of the legal entity as part of the group equity Total result of the legal entity

General RAI Holding BV has its registered office in Amsterdam (Europaplein 24), Chamber of Commerce number 33093880. The company’s financial year runs from 1 January to 31 December.

Activities RAI Holding BV 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.

COVID-19 virus: continuity assumption still applies This annual report is published at a time when the COVID-19 pandemic and the measures taken by the Dutch government are still having a major impact on the activities of the RAI. In response to these developments, the RAI has maximised its focus on savings, postponing non-essential investments and focusing on liquidity. Based on the currently available facts and taking into account the measures taken by the RAI and the financial position of the company, management believes that the continuity of the company in the current circumstances is secure.

General principles for valuation 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 Title 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 BV. The remaining 25 per cent of the shares are held by the Municipality of Amsterdam.

Principles of consolidation The financial data of RAI Holding BV and all its group companies are consolidated. Group companies are participations over which RAI Holding BV 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 BV 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 BV and Arfora BV, Amsterdam. These group companies include the results of the following indirect participations (100%): RAI Solar Energy BV, 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. The results of the indirect participation (50%) in IBEX LLC, Maine USA are also included.

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 BV.

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 reserve for exchange differences.

If loans were entered into in a foreign currency to finance or cover the net investment in a foreign participation, the exchange 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 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.

Use of estimates In order to help determine the included figures when drawing up the annual accounts, the management of RAI Holding BV 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 affected by the revision.

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

RAI Holding BV 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 expectations regarding the effectiveness of the hedge.

The effective part of the financial derivatives assigned to cost-price hedge-accounting is measured at cost value while the ineffective part is measured 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 The assets and liabilities are valued at nominal value unless the notes for the individual items indicate otherwise.

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 of 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. The depreciation calculation takes the residual value into account, which is expected to be nil in all cases.

Financial fixed assets Participating interests over which significant control is exercised over business and financial policy are stated at their net asset value determined on the basis of the accounting principles of RAI Holding BV. 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 initial processing, and then valued at the amortised cost minus the necessary provisions.

Special depreciation of fixed assets An evaluation is made each year to check for 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. In such cases the relevant asset is devalued to the realisable value. The loss is immediately processed as an expense in the profit and loss accounts.

Receivables Receivables are stated at the fair value in the initial processing, 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 scheme per balance sheet date, taking into account the likelihood of continued employment, future labour cost developments and discount provisions.

100

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

Pension scheme The company has two active pension schemes for its employees. Those 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 voluntarily 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 returns 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.

Current liabilities Current liabilities are stated at their fair value in the first processing and then at the amortised costs. They have 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 on the balance sheet date in so far as it can reasonably be expected that the claims are realisable.

RAI Holding BV 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 BV, RAI Solar Energy BV and Arfora BV.

Principles for determination of results Revenue The financial statements have been prepared on the basis of historical cost. The revenue recognition applies to all categories as specified under 2.1.1. The net turnover includes revenue from the delivery of goods and services as specified under 2.1.1, minus discounts and the like and turnover tax. Revenue and expenses are accounted for in the period during 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.

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

101

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

NOW wage cost support In the reporting year, the RAI has benefitted from the Dutch government’s COVID-related support schemes, including the NOW scheme. The sum processed as a contribution in 2020 amounts to € 19.3 million in subsidies. The NOW scheme was included in the profit and loss accounts as an individual item.

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 rate differences, interest revenue and costs and similar results 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 tax facilities. The change in the provision for deferred corporation tax is taken into account in the calculations.

A continuous evaluation is made as to whether the financial reporting should or could be adapted in the framework of new fiscal legislation.

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.

102

Notes on the consolidated balance sheet as on 31 December 2020 1.1.1. Intangible fixed assets

Intangible fixed assets Amounts x € 1,000

Exhibition

Software

Other

titles Cost as on 1-1-2020

Work in

Total

progress

6,580

10,400

1,684

1,657

20,321

Finished work in progress

1,589

-1,589

Acquisitions

755

213

968

Exchange differences

-524

Divestments

-180

-1,382

-1,562

Cost as at 31-12-2020

5,876

11,362

1,684

281

19,203

Depreciation and amortisation as on 1-1-2020

1,801

8,013

1,333

11,147 1,630

Depreciation

388

1,189

Exchange differences

-124

Divestments

-180

-1,255

-1,435

Depreciation and amortisation as on 31-12-2020

1,885

7,947

1,386

11,217

Book value as on 1-1-2020

4,779

2,388

351

1,657

9,174

Book value as on 31-12-2020

3,991

3,415

298

281

7,986

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. The latest test gives no rise to depreciate the externally acquired titles. 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 Johan Cruijff ArenA. These rights will be depreciated until the year 2026. Divestments are related to assets that are no longer used. The work in progress concerns investments in software for projects that have not yet been taken into use.

103

1.1.2. Tangible fixed assets

Tangible fixed assets Amounts x € 1,000

Buildings,

Inventory

installations

Work in

Total

progress

and land Cost as on 1-1-2020 Investments Finished work in progress Divestments

349,697

30,682

23,379

403,758

3,752

428

-389

3,791

20,917

975

-21,892

-1,048

-2,279

-3,327

Cost as on 31-12-2020

373,318

29,806

1,098

404,222

Depreciation and amortisation as on 1-1-2020

199,523

26,791

226,410

Depreciation

11,500

1,558

-96

12,962

Divestments

-396

-2,279

-2,675

Depreciation and amortisation as on 31-12-2020

210,627

26,070

236,697

Book value as on 1-1-2020

150,174

3,891

23,283

177,348

Book value as on 31-12-2020

162,691

3,736

1,098

167,525

Buildings and land are depreciated over a period of 5 to 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. Due to the COVID-19 crisis, the RAI performed an impairment analysis of the tangible fixed assets which showed there was no reason for them to be depreciated.

In 2017 the RAI renewed its long-term land lease retroactively from 1 November 2016. The paid land lease until 2066 amounts to € 3,025,416 (2019: € 3,091,425). Divestments are related to fixed assets that are no longer used. The paid land lease is depreciated over the entire canon period until 2066.

1.1.3. Financial fixed assets

Financial fixed assets Amounts x € 1,000

Total Balance as on 1-1-2020 Other changes Balance as on 31-12-2020

1,134 1,134

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.

104

1.1.4. Current assets, receivables

Current assets, receivables Amounts x € 1,000

Trade receivables Allowance for doubtful debts Other receivables Receivables from shareholders Accrued assets

2020

2019

8,195

19,931

-2,422

-1,917

5,773

18,014

3,297

4,458

1,885

7,916

10,955

30,388

The trade receivables include, among other items, receivables for future events to an amount of € 5,043,604 (2019: € 9,416,875).

The other receivables include, among other items, yet to be billed invoices to an amount of € 2,989,182 (2019: € 2,517,309).

The accrued assets include, among other items, costs paid in advance to the amount of € 1,188,110 (2019: € 730,365) and paid personnel costs for future exhibitions to an amount of € 1,156,032 (2019: € 6,514,529).

1.1.5. Shareholder equity

For an explanation of the changes in the shareholder equity in 2020 and 2019 see the notes on the company annual accounts of RAI Holding BV (see 4.1.2.).

1.1.6.Provisions

Provisions Amounts x € 1,000

Deferred

Other

Total

1,397

taxes Balance as on 1-1-2020

1,397

Allocation

282

Withdrawal

-761

Balance as on 31-12-2020

918

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

105

1.1.7. Long-term liabilities

Long-term liabilities Amounts x € 1,000

2020

2019

Loans Deutsche Bank AG

24,000

20,000

Loan Coöperatieve Rabobank Amsterdam U.A.

24,000

20,000

Loan ING Bank

24,000

Loan Triodos Bank

195

209

Loan Klimaatfonds Amsterdam

100

6,690

6,896

78,985

47,205

Other liabilities

Overview long-term loans Per 31 December 2020, amounts x € 1,000

Sum at start

Withdrawn

Payment in

Amount

of book year

in book year

book year

remaining

Loans Deutsche Bank AG

22,000

4,667

333

26,334

Loan Coöperatieve Rabobank U.A.

22,000

4,667

333

26,334

26,667

333

26,334

203

Loan ING Bank N.V. Loan Triodos Bank Loan Klimaatfonds Amsterdam Other liabilities

Minus short-term part of long-term liabilities

221 100

100

7,677

205

7,472

51,998

1,224

86,778

4,793

7,793

47,205

78,985

RAI Holding was refinanced in 2020. After the financing trajectory, a financing agreement with three banks – ING Bank NV, Deutsche Bank AG and Coöperatieve Rabobank UA – was concluded in April 2020.

The credit agreement is a supplement to the current accounts with a value of € 30 million from two loans with a total value of € 60 million (33.3% ING Bank NV, 33.3% Deutsche Bank AG and 33.3% Coöperatieve Rabobank UA).

The interest on the loans is Euribor with a margin of 1.50%.

In December 2020, the RAI entered into an additional financing agreement related to liquidity requirements during the COVID crisis, and based on the government’s Corporate Financing Guarantee C (GO-C). This GO-C was established with the same banks as the refinancing and amounts to € 20 million over a term of 3 years. The interest on the GO-C loan is Euribor with a margin of + 2.65%.

In 2020, the RAI entered into an interest swap contract with ING Bank NV and Coöperatieve Rabobank UA worth approximately € 20 million. Based on this interest swap, RAI Holding BV pays an interest percentage of -0.46% (excluding margin).

106

The GO-C financing issues a waiver for the applicable covenants until Q2 2022. The current covenant involves minimum EBITDA level during the quarters from Q4 2020. The previously existing covenants will be re-established as of 30 June 2022.

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

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 liabilities concern 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 lump-sum 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 € 6.5 million has a term of over five years.

1.1.8. Current liabilities

Current liabilities Amounts x € 1,000

Bank overdrafts Short-term part of long-term liabilities

2020

2019

29,780

12,829

7,793

4,793

Advance payments

31,216

26,557

Debts to suppliers

5,907

7,682

Debts to shareholders

3,774

7,549

928

Other taxes and social security contributions

10,800

-28

Accruals and deferred income

13,480

18,479

102,773

78,789

Corporation tax

The accrued liabilities largely consist of receivable invoices for incurred costs of € 4,719,954 (2019: € 11,802,637) and accrued liabilities related to personnel to an amount of € 5,536,403 (2019: € 4,083,986).

107

Off-balance sheet information

Since the start of 2020 the RAI has had available the parking garage of the nhow hotel. The rental contract started as soon as the parking garage was delivered and has a term of 20 years. The rent for 2021 is € 656,990 a year and will be indexed annually. The total contractual obligation is € 12,381,426 (2019 € 13 million) of which € 651,654 (2019: € 650,000) expired within a year, and a sum of € 3,258,270 (2019: € 3,250,000) in five years. The remainder involves the period 2026 to 2039.

There were bank guarantees issued to an amount of € 219,975 (2019: € 219,975).

There are operational lease commitments for 28 (2019: 33) cars. At the end of the financial year the contractual commitments totalled € 588,594 (2019: € 392,492), of which € 228,153 is due within one year. The remainder is due within 5 years.

A total of € 375,270 (2019: € 567,498) in lease payments were made in 2020.

In 2017 an agreement was reached with the Land Lease and the Land Issuance and Development department of the Municipality of Amsterdam 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 € 12,731,892 of which € 276,780 expires in one year, and a sum of € 1,383,901 expires in five years. The remaining sum involves the period from 2026 to 2066. The amounts due are indexed annually.

RAI Holding BV is the leading company of a group that is treated as a single entity for corporation tax purposes. The other members of the group are RAI Amsterdam BV, RAI Solar Energy BV and Arfora BV. 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 Exposure is constantly monitored and acted upon in order to manage the credit risk. 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.

108

Interest risk Interest risks mainly concern long-term loans. RAI Amsterdam BV has interest rate swap contracts to cover interest risks. In order to fix the interest rates, interest rate swaps amounting to € 20 million at the end of 2020 were concluded in 2020 for the period until March 2024. RAI Amsterdam BV pays an interest rate of 0.46% on the interest swap with ING Bank NA/Coöperatieve Rabobank UA.

The amounts covered by the interest swaps are smaller than or equal to the outstanding principle of the loans from ING Bank NA/Coöperatieve Rabobank UA. On 31 December 2020, the interest swaps had a fair value of minus € 40,000 (2019: minus € 515,496).

The nominal value will be reduced to zero over the remaining interest swap period (until 2024).

A variable interest rate of three months Euribor plus an individual surcharge is paid on the bank overdrafts.

109

Notes on the consolidated profit and loss accounts 2020 2.1.1. Turnover

Turnover Amounts x € 1,000

2020

2019

41,897

130,904

413

4,534

42,310

135,438

6,787

27,966

10,009

29,790

5,148

19,053

629

2,275

Parking

4,052

7,028

Facility Services

7,465

17,126

Interior

3,079

16,397

Building-related letting

3,812

9,723

Other

1,328

6,080

42,310

135,438

By geographical area The Netherlands Other countries

By activity Letting to third parties Exhibition events Catering Hotel commissions

During 2020 the RAI rented out its premises to the Amsterdam health service (GGD) to use as a COVID-19 test location. The GGD is a municipal institution connected to the city council. The RAI gave a significant discount on the normal hire rates in recognition of the social aspect of these services and the demand from society for accessible test locations.

110

2.1.2. Costs of outsourced work and other external costs

Costs of outsourced work and other external costs Amounts x € 1,000

2020

2019

Accommodation

1,467

4,302

Catering

3,160

9,592

Outsourcing costs

3,906

12,606

Marketing costs

1,610

2,262

Organisation costs

5,942

1,384

Safety & security costs

1,366

3,543

Facility

6,841

17,295

Other

1,972

4,122

26,264

55,106

2.1.3. Personnel costs

The salary (including benefits) paid to Board members (2) totalled € 777,027 (in 2019: € 770,720).

The salary paid to Supervisory Board members (an average of 3) amounted to € 99,093 (in 2019: € 105,886 (4)).

Average number of employees In FTE, working for the group

In the Netherlands In other countries Total average number of employees

2020

2019

424

386

433

389

The implementation of the Balanced Labour Market Act (WAB) increased the number of employees as of 1 January 2020. In view of the COVID crisis, the RAI implemented a reorganisation as of 7 August 2020 with permission from the works council. Partly due to the timing of this reorganisation, the effects thereof are not immediately visible in the average FTE overview. They will become fully clear in book year 2021.

111

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

2020

2019

Commercial

46%

48%

Operational

39%

38%

Financial/management

15%

14%

100%

BY DISCIPLINE

Total

2.1.4. Depreciation on intangible and tangible fixed assets The depreciation on intangible and tangible fixed assets consists of € 12.9 million in regular depreciations and € 0.7 million in book losses on divested tangible fixed assets.

2.1.5. Other operational costs

Other operational costs Amounts x € 1,000

2020

2019

Consultancy costs

1,764

2,005

Automation costs

3,999

4,170

Agency costs

756

1,165

6,273

6,557

731

1,049

-9

-8

Maintenance

1,937

4,458

Temporary personnel

1,153

2,700

Other personnel costs

5,291

2,158

146

416

22,041

24,670

Building and accommodation Marketing Other costs

Travel and representation costs

Accountancy costs In accordance with Article 382a Book 2 of the Netherlands Civil Code, an amount of € 141,300 (2019: 167,205) is due to Deloitte Accountants BV in the book year, of which € 125,000 (2019: € 145,000) relates to the annual audit and € 16,300 to other audit assignments.

112

2.1.6. Interest revenue and costs and similar

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

2020

2019

Interest costs and similar

-2,272

-2,311

Interest costs and similar in the profit and loss

-2,272

-2,311

Interest proceeds and similar

account

The interest costs and similar expenses such as financing costs consist of € 2,115,180 in owed interest and € 156,391 in costs from exchange rate results and similar results.

113

2.1.7. Taxes

Taxes Amounts x € 1,000

Deferred corporation tax Acute corporation tax for current book year Corporation tax for previous years Tax charged in the profit and loss account

2020

2019

-7,516

2,928

-7,516

2,928

The effective taxation rate over 2020 is 21.0% (2019: 53%) which is below the generally applicable tax rate for negative results in the Netherlands. The reason for the difference is the implementation of the WOZ write-off restriction for buildings in own use as of 1 January 2019.

The effective tax pressure can be specified as follows.

Taxes, specified Amounts x € 1,000

% Profit before taxes

2020

-35,840

Tax charge base on Dutch nominal rate Application of local, nominal rates (higher/lower rates) Fiscally non-deductible costs Exempt income Tax on non-local activities Effect of compensated fiscal losses and temporary losses Settlement of non-activated carry forward losses

2019 5,525

25,0%

-8,960

25,0%

1,381

‑0,3%

103

2,1%

115

‑0,2%

8,2%

-2,925

Other

-11,7%

4,189

25,9%

1,432

Tax burden in profit and loss account

21,0%

-7,516

53,0%

2,928

Settled tax benefits/(burden) from previous book years Non-refundable losses

114

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

ASSETS

ref.

2020

2019

Fixed assets Financial fixed assets

4.1.1.

64,350

93,995

Receivables from group companies

4.1.3.

1,657

5,432 66,007

99,427

LIABILITIES Shareholder equity

4.1.2.

Issued capital Share premium Statutory exchange reserve Other reserves Unappropriated profit

2,730

22,006

-683

-209

67,351

63,789

-29,171

3,562 62,233

91,878

3,774

7,549

66,007

99,427

Debts Debts to shareholders Debts to credit institutions Debts to group companies

4.1.3.

115

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

2020 Company result after taxes

2019

Result from participating interests after taxes

-29,171

3,562

Net result

-29,171

3,562

The company 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 BV is included in the consolidated annual account. As a result, the profit and loss account of RAI Holding BV 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.

116

Notes on the company balance sheet as of 31 December 2020 4.1.1. Financial fixed assets

Financial fixed assets Amounts x € 1,000

Participation in group companies Balance as on 1-1-2020

93,995

Statutory translation reserve

-474

Other changes

Result

-29,171

Balance as on 31-12-2020

64,350

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

The results of these group companies include those of the following indirect participations (100%): RAI Solar Energy BV, 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.

117

4.1.2. Shareholder equity

Shareholder equity Amounts x € 1,000

Statutory

Other

Unapprop.

capital

premium

exchange

reserves

profit

Total

reserve Balance as on 01-01-2019

2,730

22,006

-262

63,789

9,905

Result appropriation

9,905

-9,905

98,170 -

Statutory exchange reserve

Result book year

3,562

Dividend

-9,905

Balance as on 31-12-2019

2,730

22,006

-209

63,789

3,562

91,878

Balance as on 01-01-2020

91,878

2,730

22,006

-209

63,789

3,562

Result appropriation

3,562

-3,562

Statutory exchange reserve

-474

Result book year

-29,171

Dividend

2,730

22,006

-683

67,351

-29,171

62,233

Balance as on 31-12-2020

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.

118

4.1.3. Receivables from group companies

Receivables from group companies Amounts x € 1,000

Debts to group companies Balance as on 1-1-2020

5,432

Dividend payment

-3,775

Dividend

Other changes

Balance as on 31-12-2020

1,657

The determined dividend for the year 2018 is paid via the subsidiary RAI Amsterdam BV to the shareholders and charged to RAI Holding via a current account relationship. No interest applies to receivables from group companies.

Corporate tax is passed on to the subsidiaries if they are independently taxable, and in a similar way to the calculation method at the level of the mother company. As such, no latency or corporate tax benefits are included in the non-consolidated financial statement.

Personnel

As was the case in 2019, the holding did not employ any staff in 2020.

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 BV and RAI Solar Energy BV.

119

Amsterdam, 06 april 2021

Executive Board of RAI Holding BV

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

Supervisory Board of RAI Holding BV

A.M.H. (Annemarie) Macnack-van Gaal, chair J.W.Th. (John) van der Steen, vice-chair O. (Otto) Ambagtsheer M.P. (Michiel) Boere W.C.M. (Mariëlle) de Macker

120

Proposed appropriation of result Proposed appropriation of profit The loss or negative result after tax over 2020 is included in the unappropriated profit item under shareholder equity. In view of the negative result, the agreements made for the refinancing and the requirements of the GO-C financing, the negative result after taxes will be netted to the ‘Other reserves’ item in the shareholder equity.

Events after the balance sheet date On the publication date of this report, COVID-19 and the related measures taken by the Dutch government are still having a major impact on the RAI’s operational management.

Although the vaccination programme promises recovery, it is still uncertain when the RAI will be able to start organising events.

Measures taken by the government can change significantly within just a few days.

The government has announced that it aims to limit the economic consequences of the crisis as much as possible, and has established a number of support measures in this framework. The RAI benefited from support options such as the NOW scheme in 2020 for a total sum of € 19.3 million. RAI also submitted requests for related schemes in 2021.

From March 2020, the RAI focused on realising maximum savings, postponing non-essential investments and aiming for liquidity. This resulted in a restructuring in 2020 in which 154.1 employees (FTE) left the RAI.

Historically, the RAI is a healthy company with a (usually) well-filled order portfolio and the ability to be reasonably flexible in terms of costs and investments. Nonetheless, the cancellation of a substantial part of the 2020 turnover has obviously had a significant impact. Solvency ended up below the covenants as agreed with the financers. In this framework, the RAI discussed the expectations with its lenders at an early stage and agreed to additional financing based on the GO-C scheme and new covenants in December 2020.

The additional financing and the implemented measures contribute to the liquidity level that the RAI needs in the coming months.

121

#06

Other information

“The Netherlands longs for live events, be it sports, business or entertainment” Pieter Lubberts, Programme Manager Fieldlab Events 122

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

Articlel 24.

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.

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

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 company’s goal as determined by the general meeting.

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.

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.

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.

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

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

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.

123

Reference to the audit statement by the independent accountant

124

To: the shareholders and Supervisory Board of RAI Holding B.V. RAI Holding B.V. prepares it's annual Financial Statements in the Dutch language. In order to be able to distribute the Financial Statements to international stakeholders, management has decided to prepare an exact translation into the English language of the 2020 Financial Statements.

The 2020 Financial Statements as prepared by management, were finalized and approved by the Supervisory Board of RAI Holding B.V. on 6 April 2021. On that same date, Deloitte Accountants B.V. issued an unqualified independent auditor’s report on these financial statements.

Amsterdam, 6 april 2021

Deloitte Accountants B.V.

F.E. Mijinke

125

#07

About this report

"We have sought cooperation with the RAI so that our students can work on their practical skills under safe conditions, within a business environment. We are very happy with the opportunities that the RAI offers us" Peter Strijdonk, Training Manager of ROC of Amsterdam 126

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

Dialogue with stakeholders Stakeholder group

Dialogue type

Frequency

Topic

Internal stakeholders, shareholders, clients,

Extensive stakeholder

1x approx. every

Policy review

suppliers

consultation

3 years

2016 Clients

Surveys

After event

Client satisfaction

Visitors

Social media

Continuous

Activities related to the RAI,

Neighbourhood residents

Programming meeting

8-10x a year

Activities in and around the RAI

Suppliers

Inspiration and feedback

Regularly

Sustainable procurement,

reachability

sessions

realisation of activities and work environment

Employees

Employee satisfaction survey

1x every 2 years

Employee satisfaction

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

Meeting

Regularly

Reachability RAI around events

An extensive stakeholder consultation and materiality determination process took place in 2016. The scope was corporate social responsibility and three stages were involved: stakeholder mapping, stakeholder consultation (internal and external interviews and surveys), and analysis and reporting.

CSR themes The most common topics named by the stakeholders were waste and energy, employees, sustainable procurement, mobility, social engagement and security. Another topic mentioned involved event content – which was deemed to be 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.

127

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.

128

GRI table Deel 1 GRI code

GRI G4 Information directives

Clarification

Pag.

Strategy and analysis G4-1

Statement from the Executive Board about the relevance of

https://annualreport2020.rai.nl/welcome-to-the-rai/strategy-

sustainability to the organisation and its strategy

and-value-creation

Organisation profile G4-3

Name of the organisation

RAI Amsterdam B.V.

G4-4

Primary brands, products, and/or services and events

https://annualreport2020.rai.nl/welcome-to-the-rai/profile

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

RAI Amsterdam is active within several countries.

relevant to sustainability issues) G4-7

Nature of ownership and legal form

https://annualreport2020.rai.nl/welcome-to-the-rai/profile

G4-8

Markets served (including geographic breakdown, sectors

https://annualreport2020.rai.nl/welcome-to-the-rai/profile

G4-9

Scale of the reporting organisation

served, and types of customers) https://annualreport2020.rai.nl/welcome-to-the-rai/profile https://annualreport2020.rai.nl/welcome-to-the-rai/key-

8 19

figures G4-10

Details of workforce by type of work, work agreement and

https://annualreport2020.rai.nl/executive-board-report/for-

region

employees

Percentage of total employees covered by collective

RAI Amsterdam has its own work conditions package and is

bargaining agreements

not covered by a collective labour agreement.

G4-12

Description of the supply chain

G4-13

Significant changes during the reporting period regarding

No significant changes to size, structure or ownership have

size, structure or ownership

occurred during the period under review.

Whether and how the precautionary approach or principle is

G4-11

G4-14

addressed by the organisation

G4-15

Externally developed economic, environmental and social

https://annualreport2020.rai.nl/executive-board-report/for-

charters, principles, or other initiatives to which the

community-city-and-society

organisation subscribes G4-16

Membership in associations

Not included

G4-17

A list of all entities included in the organisation’s

https://annualreport2020.rai.nl/financial-statement/general

consolidated financial statements G4-18

Process for defining report content

https://annualreport2020.rai.nl/about-this-

127

report/stakeholder-dialogue-materiality-and-reporting G4-19

Material aspects

https://annualreport2020.rai.nl/about-this-

127

report/stakeholder-dialogue-materiality-and-reporting G4-20

Report the Aspect Boundary within the organisation

https://annualreport2020.rai.nl/about-this-

127

report/stakeholder-dialogue-materiality-and-reporting G4-21

Report the Aspect Boundary outside the organisation

https://annualreport2020.rai.nl/about-this-

127

report/stakeholder-dialogue-materiality-and-reporting G4-22

The effect of any restatements of information provided in

n/a

previous reports G4-23

Significant changes from previous reporting periods

n/a

G4-24

Stakeholder groups engaged by the organisation

https://annualreport2020.rai.nl/about-this-

G4-25

Basis for identification and selection of stakeholders

127

report/stakeholder-dialogue-materiality-and-reporting https://annualreport2020.rai.nl/about-thisreport/stakeholder-dialogue-materiality-and-reporting

129

127

G4-26

G4-27

Approach to stakeholder engagement, including the

https://annualreport2020.rai.nl/about-this-

frequency of contacts per type and group of stakeholders

report/stakeholder-dialogue-materiality-and-reporting

Key topics and concerns that have been raised through

127

stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting.

Report profile G4-28

Reporting period for information provided

1 January – 31 December 2020

G4-29

Date of most recent previous report

04/ 6/2021

G4-30

Reporting cycle

Annual

G4-31

Contact point for questions regarding the report or its

Corporate Communication Department via corcom@rai.nl

contents

GRI table of contents G4-32

The ‘in accordance’ option chosen

Core

G4-33

Policy and current practice with regard to involving external

RAI Amsterdam has not had the sustainability report

assurance for the report

verified externally by an accountant

Governance, commitments and engagement G4-34

Governance structure of the organisation, including

https://annualreport2020.rai.nl/welcome-to-the-

committees under the highest governance body

rai/composition-of-the-supervisory-board https://annualreport2020.rai.nl/welcome-to-the-

rai/composition-of-the-executive-board G4-35

G4-36

G4-37

Process for delegating authority for economic,

https://annualreport2020.rai.nl/about-this-

environmental and social topics

report/stakeholder-dialogue-materiality-and-reporting

Executive roles/positions for economic, environmental and

https://annualreport2020.rai.nl/about-this-

social topics

report/stakeholder-dialogue-materiality-and-reporting

Mechanisms which give shareholders and employees the

https://annualreport2020.rai.nl/about-this-

opportunity to make recommendations or exercise joint

report/stakeholder-dialogue-materiality-and-reporting

127

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 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

https://annualreport2020.rai.nl/governance-and-risk-

ensure conflicts of interest are avoided

management/corporate-governance

G4-42

Role of the highest governance body in the development,

Final approval is given by the Executive Board. The Board

approval and updating of the mission, vision, goals and

is supported in this by the CSR Board.

strategy related to economic, environmental and social topics G4-43

Measures taken to enhance the highest governance body’s

collective knowledge of economic, environmental and social topics G4-44

Processes for evaluation of the highest governance body’s

https://annualreport2020.rai.nl/governance-and-risk-

performance, especially with respect to economic,

management/corporate-governance

environmental and social impact, opportunities and risks https://annualreport2020.rai.nl/governance-and-risk-

management/risk-management G4-45

Procedures of the highest governance body for overseeing

https://annualreport2020.rai.nl/governance-and-risk-

economic, environmental and social impact, opportunities

management/risk-management

and risks G4-46

The role of the highest governance body in reviewing the

https://annualreport2020.rai.nl/governance-and-risk-

effectiveness of risk management processes in the field of

management/risk-management

economic, environmental and social topics

130

G4-47

Frequency of the highest governance body’s review of

Annual

economic, environmental and social opportunities, risks and impact G4-48

Highest committee or role/position that reviews and

Executive board

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

G4-50

Process for communicating critical concerns to the highest

https://annualreport2020.rai.nl/governance-and-risk-

governance body

management/risk-management

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

Remuneration report

governance body, top managers and senior executives (including severance pay) are linked with the performance of the organisation (including social and environmental performance) G4-52

Process for determining remuneration

Remuneration report

G4-53

How employees’ and shareholders’ views are sought and

taken into account where remuneration is concerned

Ethics and integrity G4-56

Internally developed mission statement or statement of

https://annualreport2020.rai.nl/welcome-to-the-rai/strategy-

principles, norms of behaviour and assumptions which are

and-value-creation

important for economic, environmental and social performance

Deel 2 GRI code

GRI G4 Information directives

Clarification

Pag.

Economic performance Information about the management approach

RAI Amsterdam’s Annual Report and Sustainability Report describe the economic and financial approach

G4-EC1

Direct economic value generated and distributed

https://annualreport2020.rai.nl/executive-board-report

G4-EC8

Significant indirect economic impact, including the effects of

https://annualreport2020.rai.nl/executive-board-report

that impact

Procurement

Information about the management approach

EO9

Type and sustainability performance of procurement

EO1

Direct economic impact and value creation as a result of

sustainable initiatives

Environment Information about the management approach

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

Energy Information about the management approach

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

131

G4-EN3

Energy consumption within the organisation

G4-EN6

Reduction of energy consumption

Niet weergegeven, gezien ontbreken van vergelijkbare data ivm bedrijfssluiting als gevolg van de Coronapandemie https://annualreport2020.rai.nl/executive-board-report/for-

community-city-and-society

Air emissions, wastewater and waste substances Information about the management approach

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

G4-EN15

Direct emissions of greenhouse gasses (GHG) scope 1

Not disclosed. No comparable data available due to business closure

G4-EN16

Indirect emissions of greenhouse gasses (GHG) scope 1

G4-EN19

Reduction of greenhouse gas (GHG) emissions

Not disclosed. No comparable data available due to business closure Not disclosed. No comparable data available due to business closure

G4-EN23

Total weight of waste by type and disposal method

Not disclosed. No comparable data available due to business closure

Transport Information about the management approach

Not disclosed. No comparable data available due to business closure

EO2

Modes of transport taken by visitors as a percentage of total

Not disclosed. No comparable data available due to

transportation, and initiatives to encourage the use of

business closure

sustainable 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://annualreport2020.rai.nl/welcome-to-the-rai/strategy-

and-value-creation

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

https://annualreport2020.rai.nl/welcome-to-the-rai/key-

and region

figures https://annualreport2020.rai.nl/executive-board-report/for-

employees

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,

This indicator is defined by law in the Netherlands.

including the specifications in collective agreements LA6

Rates of injury, occupational diseases, lost days, and

https://annualreport2020.rai.nl/executive-board-report/for-

absenteeism, and total number of work-related fatalities, by

employees

region and by gender

132

LA8

Health and safety topics covered in formal agreements with

In the covenant for the cleaning and window cleaning

trade unions

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

LA11

LA12

Percentage of employees who receive regular reports on

All employees go through a yearly evaluation and

performance and career development per gender and

assessment in which individual performances and career

employee category

development are discussed.

Composition of governance bodies and breakdown of

https://annualreport2020.rai.nl/welcome-to-the-

employees according to gender, age group, minority group

rai/composition-of-the-executive-board

membership, and other indicators of diversity https://annualreport2020.rai.nl/welcome-to-therai/composition-of-the-supervisory-board

Equal remuneration for women and men LA13

Ratio of basic salaries and remuneration of women and men RAI Amsterdam has fixed salary scales which do not per employee category and significant business location

differentiate between women and men

Local communities (society) Information about the management approach

G4-S01

Implemented local community engagement programmes,

https://annualreport2020.rai.nl/welcome-to-the-rai/strategy-

impact assessments, and development programmes

and-value-creation https://annualreport2020.rai.nl/executive-board-report/forcommunity-city-and-society

Screening of suppliers for social impact

G4-S09

Information about the management approach

RAI selects local suppliers if possible

Percentage of new suppliers that were screened using

n/a

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.

G4-PR1

Percentage of significant product and service categories for

n/a

which health and safety impacts must be improved EO7

Numbers and types of injuries, fatalities and incidents

involving visitors and other relevant stakeholders

133

#08

Annex

134

Personal details management and works council Situation at the end of 2020

RAI Amsterdam Management Name

Title

Paul Riemens

CEO

Maurits van der Sluis

COO

Francoise Dechesne a.i.

Director Venue

Jules Broex

Director Operations

Bas Dalm

Director Commerce

Bart van der Heijden

Director Clients

Menno Roodenburg

Director Finance

Bret Baas

Manager IT

Pauline Bottema-Sanders

General counsel & Company secretary

Bianca van den Oever

Manager HR

RAI Amsterdam Works Council Name

Title

Edo Kayser

chair

Rocco Stokvis

vice-chair

Dieuxdonnee Denneman Jean-Paul ten Kleij Hugo Rosenberg Pamela Peetoom Jolanda Visser Yorien de Ruijter Suzanne van Vliet Hélène Schouten

official clerk

135

Published by RAI Amsterdam, Corporate Communication

With the cooperation of Toebosch Consult

Photography OTTI Fotografie: Marianne Ottemann NFP Photography: Pieter Magielsen Nathan Reinds Twelve Photographic Services

Translation Writewell Quality Text, Amsterdam

Website Developed in Iwink Reporting

Contact RAI Amsterdam welcomes your feedback to the annual report via corcom@rai.nl

Copyright Any information included in this annual report can be copied stating the source: ‘Jaarverslag RAI Holding BV 2020’.

136

137

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

138

RAI Amsterdam | Annual report 2020

Articles inside

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . GRI table

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Stakeholder dialogue, materiality and reporting

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Result appropriation in accordance with the statutes

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Proposed appropriation of result

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . General

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Supervisory Board statement

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Corporate governance

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Compliance management

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Risk management

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Foreword

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Prospects for 2021

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . For shareholders and financers

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . For organisers and exhibitors

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . For visitors

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . For community, city and society

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The COVID-19 crisis and RAI Amsterdam

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2020: a challenging year

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Composition of the Executive Board

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . For employees

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Strategy and value creation