Own workforce (S1)

SBM-2 - Interests and views of stakeholders

One of the most important stakeholders within Vesteda are our own employees. Without them, we cannot perform the services we provide at the desired level; their actions determine the quality level of our services, from which our tenants and participants reap the benefits. Only with them can we successfully realise ‘Housing as a Force for Good’. Please see the section Workforce engagement for further details on the interests and views of Vesteda’s own workforce in the strategy.

As a good employer, we therefore find it of the utmost importance that our employees can work in an environment where they can express their talents, where they can spend their working hours with pleasure and satisfaction, and where they can rely on a healthy, safe and respectful working environment.

At year-end 2025, Vesteda employed 234 people, who are considered employees, all of whom live and work in the Netherlands. Vesteda also hires non-employees who are not part of Vesteda’s payroll . These are the people hired to take over work in the event of illness or leave, or for specifically required expertise. In other words, people who carry out assignments for Vesteda and are not paid a salary by Vesteda, but for whom Vesteda pays a hiring fee.

SBM-3 - Material impacts, risks and opportunities and their interaction with strategy and business model

In preparation for reporting under the CSRD, we conducted a Double Materiality Assessment in which we assessed the material impacts, risk and opportunities that Vesteda's operations have on our own workforce. For comprehensive details, please see the section Materiality analysis and results according to the concept of double materiality. Vesteda also undertook a detailed human rights salience assessment in line with the UNGPs, to gain a better understanding of its impact on our own workforce. The salience assessment was designed to pinpoint the human rights aspects that are at risk of the most severe negative impact due to Vesteda's activities or business relationships. There is no significant risk of child or forced labour in Vesteda’s own workforce, given that Vesteda employs people in accordance with Dutch national law.

Vesteda has developed an understanding of its own workforce, especially employees with particular characteristics that may be particularly vulnerable to negative impacts. We did this through close monitoring of vulnerable people and close one-on-one contact between management and the employees in question. Because of the number of employees at Vesteda, Human Resources (HR) keep a close eye on potential negative impacts. Additionally, the employee engagement survey and the SpeakUp channel help Vesteda increase its awareness, and to respond in the event of any negative impact. None of the IROs are related to specific groups of people.

S1-1 - Policies related to own workforce

We endorse the importance of fundamental human rights; a safe working environment is a given for us. We respect each other's background in the broadest sense of the word. The space and freedom to do your work well and not to feel discriminated against or excluded in any way, are crucial for good cooperation, personal growth and equal opportunities.

At the highest level, accountability for the policies outlined in this section lies with the Director HR, who is responsible for ensuring their implementation and compliance in our business practices. When unsafe or discriminatory situations do occur at work, we explicitly offer various reporting channels, including via the manager, the HR department or the Compliance Department, as well as the option to report this anonymously. As an employer, we train managers to encourage their own team members to speak out based on connection and openness.

At Vesteda, we have various policies that contribute to good employment and entrepreneurship. These policies include our ‘Code of Conduct for employees’, ‘Policy on Human Rights’, ‘Supplier Code of Conduct’ and a ‘Diversity, Inclusion & Equality Policy (DI&E)’. These policies have been ratified by the Management Board and - if needed – were discussed with the Works Council. Our policy guidelines are guided by the UNGP on Business and Human Rights, and the ILO Declaration on Fundamental Principles and Rights at Work, plus the OECD Guidelines for Multinational Enterprises. Vesteda's policies outline the expectations for employee behaviour regarding discrimination. These documents detail Vesteda's procedures for mitigating discrimination and the methods used to monitor compliance.

The Code of Conduct includes a description of Vesteda’s incident management system. It highlights the importance of corporate responsibility and creates awareness on business ethics and expectations for employees. The expectations for Vesteda’s employees relate to integrity, a safe working environment, professional conduct and the handling of personal data.

Vesteda's Human Rights Policy emphasises the importance of fundamental human rights and a safe working environment. The policy covers the following grounds for discrimination: race, colour, sex, language, religion, political or other opinions, national or social origin, property, birth or other status. The policy explicitly addresses the prohibition of forced labour and child labour. It states that Vesteda is committed to preventing any form of forced or child labour within its operations and value chain. The policy also includes measures to identify and mitigate risks associated with these issues, ensuring that all employees and workers in the value chain are protected from such practices.

Furthermore, in Vesteda’s Supplier Code of Conduct it is also explicitly stated that suppliers should not engage in child labour or do business with partners who engage in child labour. It is also stated in this policy that suppliers should refrain from using or providing labour services that have been sourced illegally through migrant smuggling or human trafficking.

Vesteda is committed to creating an inclusive and diverse workplace. The policies explicitly state that Vesteda values differences between people and aims to create an environment where everyone feels at home, regardless of their background. The Diversity, Inclusion & Equality Policy (DI&E) is a key document that outlines these commitments. It emphasises the importance of an open organisational culture, in which differences are valued and used to optimum effect. The Director HR is responsible for the DI&E policy.

Vesteda has established an anti-discrimination statement to ensure that discrimination is acted upon once detected. This statement relates to all elements of our value chain and includes various reporting channels for unethical or discriminatory situations, such as reporting to a manager, the HR department, the Compliance Department, or anonymously. Employees are required to sign the Code of Conduct, which mandates compliance with Vesteda's definition of discrimination and its approach to prevention and mitigation. Managers are trained to encourage team members to speak out based on connection and openness.

Within Vesteda, we have a company emergency response policy, in order to ensure the safety of employees in the event of accidents and company premises issues. At the moment, all employees working at Vesteda are self-reliant. Nevertheless, we have facilities in the building such as lifts and disabled toilets for visitors with a physical disability. The BHV representative (company emergency responder) is responsible for properly recording any incidents (e.g. falls, pinching) at work.

S1-2 - Identifying and addressing impact

For important company decisions, we involve the Works Council. Vesteda’s employees are represented by the Works Council, which operates in accordance with the Dutch Works Councils Acts. The members are elected every three years by the employees. Neither the Management Board nor the Supervisory Committee has employee representatives as a member. The Works Council is included in developments in the company, and the members are asked to give their advice or approval on various topics. A broad set of HR policies has been discussed with the Works Council. All employees can find these policies on our intranet site.

The consultation between the Works Council and the Management Board together with the Director HR takes place fives times a year. The agenda and a concise summary of the minutes of these meetings can be found on our intranet site. In addition to the consultations, the Works Council meets twice a year with the Nomination and Remuneration Committee. During this informal meeting, they discuss topics such as the annual accounts, budget and organisational developments. Vesteda evaluates the effectiveness of its engagement with its own workforce through the High Performance Organisation (HPO) survey, which assesses employee satisfaction with their working conditions. The outcomes of the survey feed into the discussions between the Management Board and the Director HR.

In addition, the Works Council regularly uses its own sounding board group to keep in touch with their constituents. Of course, all Vesteda employees are also free to join a trade union. As an employer, we do not record membership of a trade union and this is therefore not known to us as an employer.

Vesteda believes it is important that employees feel involved in the company, not only in their daily work, but also in their social connections with each other. A delegation of employees participates in the sports committee and the party committee. They organise several activities per year that further strengthen the bond between colleagues. The premise of this is that everyone can participate in these activities. The activities are accessible to all our employees. We also involve employees in projects that we initiate across departments, so we can also take their interests into account.

Additionally, HR engages with vulnerable people among our workforce on an individual basis. The Director HR has insights into particular vulnerabilities amongst the Vesteda workforce, for example awareness of mental and physical disabilities.

S1-3 - Acting on material impacts and mitigating material risks

Vesteda has several channels for employees to raise concerns. Any concerns can be raised anonymously through the SpeakUp channel or through the HR department. Employees are protected against retaliation in line with the non-retaliation principle protected by law, as disclosed in section G1 Business Conduct. These channels are designed to be accessible and effective, allowing employees to report misconduct and integrity incidents either in person or anonymously. Additionally, Vesteda ensures that these channels are well-publicised and easily accessible to all employees. The company provides communication to inform employees about the available reporting mechanisms and how to use them.

Vesteda’s Human Rights Policy outlines a structured and comprehensive approach to remedying adverse stakeholder impacts. The policy aligns with international standards on responsible business conduct, the UN Guiding Principles on Business and Human Rights, the ILO Declaration on Fundamental Principles and Rights at Work, and the OECD Guidelines for Multinational Enterprises. Remedies for employees are tailored case-by-case, with their effectiveness assessed by the Compliance Department, Director HR, and the employee’s manager. The General Counsel oversees policy integration and reports on its implementation to the Management Board, ensuring grievance mechanisms are effective and appropriate remediation occurs.

Vesteda has performed an in-depth grievance mechanism analysis in line with the UN Guiding Principles to identify gaps and improve its processes. The analysis consisted firstly of mapping our policies against the eight principles for an effective grievance mechanism, in line with the UNGPs, namely: legitimacy, accessibility, predictability, equitability, transparency, rights-compatibility, continuous improvement, and engagement-based. Secondly, we performed an assessment by collecting internal data to gain a better understanding of the grievance mechanism per role on each of the highlighted principles by conducting interviews.

S1-4 - Actions

The Vesteda Director HR is dedicated to and part of the Management Team and ultimately responsible for Vesteda’s working conditions and workforce engagement. In this regard, the following sub-topics are relevant: working time, work-life balance, health and safety, measures against harassment in the workplace, gender equality, equal pay for equal value, diversity, inclusion and equality, privacy, high performance organisation and organisational development. Additionally, the Supplier Code of Conduct stipulates that in the event that a business partner violates the Supplier Code of Conduct, including violations impacting Vesteda’s own workforce, the severity of the impact will be assessed and could lead to suspension or termination of the business relationship.

Vesteda conducts a bi-yearly HPO employee survey, which tracks the effectiveness of the actions mentioned under each of the sub-topics underlying working conditions and workforce engagement. Please see the section High Performance Organisation for more details on the outcome of this survey.

Working conditions

Working time

Employees spend a lot of time at work; after all, it is a considerable portion of a day. We believe it is important that there is also a good balance between the hours at work and the time that you can spend at home, on hobbies, volunteer work and relaxation.

In our employment conditions scheme, we offer the opportunity to organise your own time between 7:00 am and 7:00 pm, taking into account the occupation with colleagues.

The engagement within Vesteda is high; this is evident from the bi-annual High Performance Organisation survey. This entails a possible risk that employees will work too many hours. Our managers keep a close eye on working hours, including discussions of employee well-being in regular conversations.

We continue to support good and healthy workspaces at home. Employees are able to choose their workplace, either at the office or elsewhere. We communicate the working from home principles to our employees through the Management Team and remind them when they request ‘working from home supplies’ with regard to working at the office or elsewhere. We offer employees a personal budget they can use to purchase office supplies for their working environment at home. By working from home, employees can save travel time and use it for their own pursuits. Our employees continuously indicate their satisfaction and appreciation for being able to work from home. However, we do stimulate bonding within and between teams.

Work-life balance

We believe that the health of our employees is essential, so we strive to provide a healthy work-life balance. We have a wide range of body, mind & physical workshops and masterclasses in our company in this area.

Actions

To help our employees achieve and maintain a healthy work-life balance, we have taken the following actions over the past year:

• We continued working with well-being organisation De Atleetfabriek. Together with the sports committee and ambassadors, we have been working on mental, physical and nutritional themes. The programme included masterclasses, sports challenges, individual sessions and supporting communications;

• We also work with OpenUp, a platform that allows employees to work on their mental well-being. Via OpenUp, employees have unlimited one-on-one demand coaching, consultations with psychologists and other mental resources. This year we also added financial coaching. These initiatives aim to tackle mental or financial health issues during their early stages. This platform allows us to monitor and mitigate our potential negative effects on our employees’ work-life balance;

• When curative psychological interventions are needed, we have provider Vitalmindz and HSK who can provide this care. Our occupational health service 2Grip supports us in guiding absenteeism and prevention.

Health and Safety

Good employment practices within Vesteda also translate into a healthy and safe working environment. On the one hand, our offices are the places where employees feel at home. On the other hand, the well-being of employees is crucial for the employability of employees. The Director HR is responsible for Health & Safety.

In order to maintain and evaluate the health & safety of our employees’ working environment, we hired an external safety expert to carry out a risk inventory & evaluation. The resulting plan of action is discussed and monitored in  partnership with the Works Council.

Vesteda has 30 company emergency responders spread across the locations. An annual emergency response evacuation exercise is conducted for the head office to evaluate the current policy and to train employees.

We also have a policy that supports safe working when it comes to a well-designed workplace, including a personal budget for purchasing occupational health and safety-responsible workplace facilities for home workplaces.

Actions

In order to maintain and further enhance health and safety at Vesteda, we took the following actions in 2025:

• We organised a refresher training course for all company emergency responders;

• We have noticed that absenteeism can increasingly have a psychological component. We have been in contract with market party OpenUp for some time now, which gives our employees access to advice and guidance for psychological support in an accessible manner without the intervention of their manager. We recently added financial coaching to OpenUp's services. We have noticed that financial worries can have a significant impact on mental well-being. We actively offer this intervention option to our employees. We do not receive feedback from OpenUp on traceable individual case studies. We explicitly see this service provision as an opportunity to prevent absenteeism and strengthen the resilience of employees;

• In addition, Vesteda organised periodic medical examinations within the company. While Vesteda scores well as an organisation in many areas and compares favourably with many other companies in the Netherlands, several areas of concern did emerge. These are primarily related to nutrition, sleep problems and anxiety. To address these issues, we organised a range of masterclasses, one-on-one sessions and relaxation workshops.

Measures against violence and harassment in the workplace

It is of course possible that an employee does not feel completely safe when it comes to integrity or undesirable behaviour (including discrimination, (sexually) transgressive behaviour, bullying) expressed by (potential) tenants, suppliers or their own colleagues.

The presence of forms of undesirable behaviour was also measured in the periodic medical examinations. While the percentages at Vesteda are certainly lower than the benchmark, every instance of undesirable behaviour is one too many. When reporting the results, we informed employees about the option to report this.

If an employee finds it difficult to discuss this with a colleague or manager, there are various options to discuss it elsewhere and to find a solution (as published in our Internal Reporting Procedure). A HR advisor can facilitate open dialogue regarding the complaint, while an internal or external confidential counsellor is available to guide and support the employee throughout the process. If that does not result in a solution or if the complaint is of such a serious nature, then the employee can contact the Compliance Department or make an anonymous report via SpeakUp.

Actions

In order to maintain and enhance the measures against violence and harassment in the workplace, Vesteda took the following actions in 2025:

• We organised conversation skills workshops on the topic of 'Speaking Up' (also known as ‘connecting communication’) for both employees and managers. This provides colleagues with a tool to discuss inappropriate behaviour with each other.

Gender equality

We have an equal distribution of men and women at Vesteda, including within the Management Team. Please see section S1-9 Diversity metrics for further details.

Equal pay for equal value

Equal pay for equal and equivalent work is important at Vesteda. In order to achieve this, we apply a number of principles:

• Transparent remuneration policy;

• A balanced employment conditions package that is in line with the median in the market and that has as few subjective remuneration assessments as possible;

• Equal pay between men and women for equal work.

The primary remuneration policy at Vesteda consists of a basic salary with holiday pay and a fixed end-of-year bonus. With the exception of the members of the Management Team (see the Remuneration section), Vesteda does not have variable remuneration. Advancement through the salary scales takes place on the basis of growth in professionalism. The various positions at Vesteda are all weighted based on the internationally recognised KornFerryHay method. This method has been widely validated and is the basis for our benchmark, as well as for our pay gap analysis.

Our vacancies are provided with a salary range to give financial transparency to our applicants. For our pay gap analysis, please see section S1-16 Remuneration metrics (pay Gap and total remuneration).

Actions

With regards to Equal pay, Vesteda took the following actions in 2025:

• In 2025, we benchmarked the salaries for all employees to monitor whether we continue to reward in line with the market;

• In the same study, we also had a pay gap analysis carried out to gain further information on the gender pay gap at Vesteda. Please see section S1-16 Remuneration metrics (pay Gap and total remuneration) for details on the outcome of this study.

Diversity, Inclusion and Equality

Feeling at home at Vesteda is an important value for our company. And we want all our employees, regardless of their nature or background, to feel at home with us. Our starting point is an open organisational culture in which differences between people are valued and made the most of.

Actions

In the context of a diverse, inclusive and equal workplace, Vesteda took the following actions in 2025:

• In order to make employees aware of the impact of a diverse and inclusive organisation, we once again organized a diversity lunch in 2025, based on our policy;

• All our managers attended the management café where change management was the central theme and where a personal story of a transgender person was used as an example of an impactful change event;

• We let teams work with the RealDrives method, so they can gain a better understanding of each other's behavioural preferences and be able to use them effectively. No less than 90% of all teams have now gained experience with this method.

Privacy

Vesteda processes personal data carefully and transparently, in accordance with applicable laws and regulations. We only process personal data for applicants and employees on a lawful basis. Vesteda's privacy statement states which personal data Vesteda processes, for what purposes and how the personal data is protected and stored.

We established a clear Privacy Mission, Vision, and Ambition in 2025, emphasising our commitment to embedding privacy in our processes and decision-making. This means handling personal data with greater transparency, providing clear guidelines, and integrating privacy as a standard in everything we do. In doing so, we align with Vesteda’s broader mission: Housing as a Force for Good. This approach not only strengthens the trust of our tenants but also reinforces confidence among our employees.

In 2025, no data breaches occurred that required that we notify to the supervisory authority under applicable data protection legislation.

Workforce engagement

High Performance Organisation

As part of our commitment to being a good employer, Vesteda measures employee satisfaction and the extent to which Vesteda is making progress towards becoming a High Performance Organisation (HPO). While no formal CSRD‑aligned target has been established for this topic, Vesteda has set an internal ambition to achieve an overall employee‑given score of 8.5 in HPO assessments. This internal benchmark reflects our ongoing commitment to continuous development, organisational excellence, and a strong and supportive work environment.

Vesteda conducted the most recent HPO survey in December 2025. Our overall score increased by 0.1-point compared to the previous survey (2023), reaching a total score of 7.9. The key improvement areas identified, along with the corresponding follow-up actions derived from this latest assessment, are currently being processed. 

Organisational development

Vesteda encourages employees to take control of their own development; whether this is in breadth or depth. Their manager supports them in their career development.

We learn with each other, and also from each other. Learning is a continuous process. It is not limited to education and training. Learning is also about inspiring, sharing and asking questions.

Vesteda believes in a growth-oriented mindset; you can learn the important skills in life through dedication, study and perseverance. That is exactly what we build on at Vesteda: Vesteda as a foundation for lifelong learning.

Continuing to develop yourself in the position you hold and for your further career ('future job') is indispensable these days. Vesteda encourages all employees to get the best out of themselves and to develop professionally and personally. Each department has a training budget reserved for this (2% of the payroll), and this is used every year. Please see section S1-13 Training and skills development metrics for the amount we invested in education and development in 2025.

At Vesteda, we use an annual dialogue cycle, in which employees make agreements with their managers about the objectives and their own development. These dialogues are conducted with all employees employed by Vesteda. The cycle consists of at least three dialogues. Central to these dialogues is the development of craftsmanship, and the resulting contribution to Vesteda. A suitable learning trajectory can be part of this, in the form of, for example, working with other departments, gaining experience in projects or following a training course.

There is no performance bonus linked to this, but the annual development of craftsmanship translates into an additional step in salary each year. In doing so, we emphasise that growing in development and craftsmanship is the core of success as an employee.

Within the Vesteda organization, we devote a lot of attention to organisational development, which is also a form of learning. Last year, we continued with the roll-out of RealDrives. A total of 90% of the teams conducted team sessions to enhance mutual understanding and streamline collaboration within each team.

Lean management forms a key component of our ongoing effort towards learning and continuous improvement. Equipped with this LEAN expertise, Vesteda’s trained employees are now capable of systematically developing and implementing improvement strategies within their own departments and across broader areas.

S1-5 - Targets

Vesteda measures, monitors and mitigates risks related to its material risks with regards to its own employees in line with the Vesteda Human Rights Policy. Vesteda has no specific targets for each material topic in section S1 Own Workforce.

To enable comparability over time, we maintain stability in the metrics we monitor by ensuring consistent definitions and methodologies. Overall, our approach is to maintain our performance on the topics outlined in the following sections of S1 Own Workforce. We track our performance against our current metrics on at least a yearly basis, through our employee survey and our monitoring of employee-related metrics within the HR function.

S1-6 Characteristics of the undertaking’s employees

At year-end 2025, Vesteda employed 234 people, all of whom live and work in the Netherlands. Vesteda has no foreign offices.

Workforce by gender

The male/female ratio changed slightly compared with year-end 2024. At year-end 2025, 49% of the workforce were male and 51% were female (2024: 50%/50%). We aim to keep the male/female ratio at a consistent balanced level in 2026. At Vesteda, we currently have no employees who identify outside the male or female gender identities.

Workforce, by fixed/temporary contract & by gender

At year-end 2025, the ratio of indefinite versus fixed-term contracts remained 89%-11%. A total of 109 males and 100 females had indefinite contracts. Five males and 20 females had fixed-term contracts. The monetary value of these contracts is reflected in the management expenses as presented in the consolidated financial statements (Profit & Loss).

Workforce, by full-time/part-time contracts & by gender

At year-end 2025, 38% of Vesteda's employees worked part-time (75 females versus 14 males).  Most full-time Vesteda employees are male (100 males versus 45 females). The average FTE is 0.92. The average FTE is 0.99 for males and 0.87 for females. At Vesteda, there are currently no employees who do not identify within the gender binary of man and woman. We do not have any non-guaranteed hours employees at Vesteda.

As all employees live and work within the Netherlands, a geographical breakdown is not included.

Employee turnover rate

In 2025, 20 new employees joined Vesteda (80% female, 20% male) and 21 employees left the company (62% female, 38% male). In 2025, the employee turnover rate was 9% (2024: 11%).

S1-7 Characteristics of non-employees in the undertaking’s own workforce

Vesteda hired various people during the year to absorb peaks in work, so they could be deployed on projects, take over work in the event of illness or for specifically required expertise. People who carry out assignments for Vesteda and are not paid a salary by Vesteda but for whom we pay a hiring fee, are considered non-employees. We do not include outsourced work, such as cleaning staff and security personnel (workers in the value chain) in this category. The following table provides insight into the number of non-employees who work at Vesteda. The data is reported in headcount and per the end of the 2025 reporting period. The data on non-employees is compiled through a combination of temporary agency workers, independent contractors (freelancers), and seconded personnel. This classification reflects the diverse ways in which Vesteda uses external expertise and flexible workforce solutions to support our operations. By including these categories, we ensure a comprehensive view of all individuals contributing to our business activities who are not directly employed by the organisation. At year-end 2025, 22 non-employees worked at Vesteda.

S1-8 Collective bargaining coverage and social dialogue

A total of 95% of Vesteda’s workforce was covered by collective bargaining agreements at year-end 2025. Employees were represented by the Works Council. At year-end 2025, 12 employees, including the four Management Team members, had an individual employment contract.

S1-9 Diversity metrics

The male/female ratio changed slightly compared with year-end 2024. At year-end 2025, 49% of the workforce were male and 51% were female. The percentage of male managers was 68%, and 32% were women. The male/female ratio was 50%/50% in the Management Board (one male, one female) and 50%/50% in the Management Team, including the Management Board (two males, two females). The ratio for the Supervisory Committee was 60%/40% (three males, two females).

Vesteda recognises the importance of an equal distribution of male and female members of its Management Board, Supervisory Committee and Management Team, taking into account that the candidate’s qualifications and suitability for the function are always the leading principle.

Breakdown of employees by age

The average age of Vesteda employees increased to 43.8 years in 2025, from 43.5 years in the previous year. A total of 68% of the workforce is younger than 50 years of age (2024: 68%). The representation of the groups older than 50 years of age remained stable on 32% in line with 2024.

S1-10 Adequate wages

Vesteda rewards its employees in line with the market, with a remuneration consisting of a fixed monthly salary and holiday pay. Employees who fall within the collective bargaining agreements also receive a fixed end-of-year bonus. These and other primary and secondary employment conditions are included in the collectively agreed employment conditions scheme.

The level of the remuneration of all salary scales, which is assessed on the basis of the KornFerryHay methodology, is around the median of the benchmark. This benchmark is carried out at least every two years.

All employees employed by Vesteda are resident in the Netherlands and are paid in accordance with Dutch legislation. In doing so, we take into account the minimum living income according to calculations by the EU adequate living wage directive. Vesteda’s minimum gross hourly wage in 2025 was €16.95, which was above the minimum adequate wage of €15.55 gross per hour in 2025, based on CBS data.

S1-11 Social protection

We believe it is important that our employees are protected against loss of income due to major events in the employee's life. Examples include illness, unemployment, parental leave or retirement.

On the one hand, the Dutch legislator already offers good basic provisions, such as paid parental leave in accordance with the Work and Care Act, along with unemployment benefit, and the AOW state pension benefit at retirement age. On the other hand, as an employer, we provide additional arrangements for all our employees who are employed at Vesteda.

In the event of occupational disability, we continue to pay our employees' wages for as long as the employment contract lasts. In the first year of illness, we pay 100% of this, and 85% in the second year of illness. In addition, employees can voluntarily arrange for additional disability benefits with an insurer selected by the employer, which mainly covers loss of income due to illness after the second year.

Vesteda employees participate in a collective pension scheme with the ABP pension fund. This scheme provides for the accrual of old-age pension and, if applicable, a partner's pension. The pension accrual also continues in the event of occupational disability and any unemployment benefit following the termination of employment.

If an employee dies during while employed by Vesteda, Vesteda will pay a death benefit to the next of kin.

S1-12 Persons with disabilities

People with a disability are included in the Diversity, Inclusion and Equality policy. The aim is to create a working environment in which everyone, regardless of physical or mental limitations, has equal opportunities and feels valued. We also sponsor Emma@work, an organisation that aims to help people bridge the gap to the labour market due to illness or disability. As an employer, we are not allowed to record any disabilities that can be traced back to individuals, in accordance with Dutch law. Vesteda currently does not have a voluntary anonymous registration of employees with a disability.

S1-13 - Training and skills development metrics

In 2025, Vesteda invested €330,000 (or 1.8% of the gross payroll) in the education and development of individual employees and the teams. This was a slightly lower than in 2024 (2.1% of the gross payroll). We do not disclose the average number of training hours per employee. However, all employees, without distinction by gender, must attend mandatory training courses on compliance-related matters on a yearly basis. For more information, please see section G1 Business Conduct. All Vesteda employees participate in regular performance reviews, consisting of one employee target-setting session and two review sessions.

In the context of the ongoing improvement of the education and development of our employees, we have taken the following actions:

• We are building a culture of continuous improvement at Vesteda. Every year, an increasing number of employees follow LEAN training courses. In 2025, six colleagues followed a Green Belt training course, and eight colleagues followed a White Belt training course. Added to previous years, 50% of Vesteda's employees now have a LEAN background at work, across all departments;

• To improve project management capabilities, Vesteda organised two training sessions on ‘Project-Based Working’ in 2025. These training sessions focused on equipping employees with practical tools and methodologies for structured project execution;

• As part of our ongoing commitment to organisational development, we continued the roll-out of RealDrives team sessions. These training sessions aim to enhance mutual understanding and optimise collaboration within teams by exploring individual and collective drivers. In 2025, a total of 51 employees participated across various teams, including Facilities, Investor Relations, the regional teams and Sales & Marketing. By the end of the year, 90% of the organisation had been involved in RealDrives team sessions;

• To strengthen interpersonal communication and foster a culture of openness, Vesteda organised several ‘Non-violent Communication’ training sessions. These included four sessions in 2025, including two dedicated Management Café sessions. These sessions focused on building skills for constructive dialogue, active listening, and creating stronger connections across the organisation.

S1-14 - Health and safety metrics

We feel responsible for the safety and health of all our employees and we have implemented a policy aimed at arranging working conditions as optimally as possible.

The working conditions at Vesteda are described in our occupational health and safety plan, which complies with occupational health and safety law, the Dutch Building )and government regulations. This plan was drawn up in collaboration with the Works Council and is the responsibility of the Director HR. All Vesteda employees fall under the application of the occupational health and safety plan. Employees can consult this via the intranet. Our health metrics are:

• Absenteeism rose significantly to 5.1% (2024: 3.9%);

• We are not allowed to record the causes of absenteeism, which means we cannot report them;

• ​​In 2025, no work-related accidents with injuries or fatalities occurred.

S1-15 - Work-life balance

Our Periodic Medical Examination, which we had carried out in 2025, showed that Vesteda employees score high on a good work-life balance compared to those of our peers. We are pleased to hear that this is currently well balanced for our employees and see this as an important positive opportunity.

At the same time, we also realise that this could also be a possible risk for employer and employee in the future, if the work experience changes. This is also recognised as a potential risk in the materiality analysis.

Employees may be confronted with changing private situations. This could be family expansion, informal care or other forms of care. Our premise is that we apply the human dimension at Vesteda. Where necessary, we accommodate employees by actively helping to come up with solutions, such as flexible working hours, working from home, or other practical solutions. An important basis for this is laid down in our Employment Conditions Scheme.

We do not assess the percentage of employees who are entitled to parental leave. However, we monitor the number of parental leaves taken within Vesteda. In 2025, 27 employees took paid or unpaid parental leave (2024: 29 employees). Of these 27 employees, 44% were male and 56% were female. Moreover, 50 employees made use of some form of extraordinary leave in 2025. This can be leave in the event of, for example, death, childbirth of a partner, marriage or relocation. The following table gives further insights on this topic.

Our Employment Conditions Scheme also includes a senior scheme. From the age of 60, you can apply for this form of leave, whereby, for example, you can work 10% less in return for a 5% reduction in salary. In 2025, 14 employees made use of this scheme.

S1-16 - Remuneration metrics (pay gap and total remuneration)

We believe transparency in remuneration is important, as this ensures that remuneration is also fair. Equal work should be paid equally, regardless of gender. Our job classification system therefore also has an associated salary scale based on the KornFerry weighting. We also state the salary scale and associated salary bandwidth in our recruitment profiles.

In 2025, we asked KornFerry to conduct a remuneration benchmark, which we will now conduct on a regular basis. We have asked them to determine a gender pay gap for the entire workforce (excluding our four directors). We define gender pay gap as the difference in average pay levels between female and male employees, expressed as a percentage of the average pay level of our male employees. The total fixed annual salary was taken as the starting point.

If we look at the average salaries per gender overall, men receive 10% more than women (headline pay gap). This difference is due to the fact that there are more men than women employed in the higher scales. However, if we look at each salary scale (equivalent work), we see that within the salary scales women receive 3% more than men (pay gap). Vesteda compares positively to its peers in the market.

Total remuneration amounted to €17.9 million (99% fixed and 1% variable) in 2025, an increase when compared with the previous year (€17.3 million). In 2025, we implemented a 4% salary indexation. At year-end 2025, the ratio of the annual total compensation for the highest compensated individual to the median annual total compensation for all employees (excl. the highest-compensated individual) was 7.4 (2024: 6.8). Please see the section Remuneration report for information on the remuneration of the Management Board, other Identified Staff and the Supervisory Committee.

S1-17 - Incidents, complaints and severe human rights impacts

In 2025, we received three complaints from colleagues (discrimination, inappropriate behaviour). These was picked up and handled by the HR team. We have not received any complaints related to discrimination or incidents of harassment or reports regarding applicants, nor any via compliance or SpeakUp. No fines, penalties, nor compensation for damages were filed.

Vesteda did not have any severe human rights incidents in the FY25 reporting period. As a result, no fines have been imposed on the company.