The 2024 annual report of RAI Amsterdam

Prole

RAI Amsterdam is an international exhibition and conference organisation. At our convention centre in Amsterdam, known simply as ‘the RAI’, we facilitate all kinds of events in every imaginable size. In addition, RAI Amsterdam owns various trade and public events that we organise ourselves – both at the RAI and in cities outside Europe.

RAI Amsterdam Convention Centre

Our exhibition and conference complex on Europaplein in Amsterdam hosts numerous events each year. From largescale exhibitions and conferences with 50,000 attendees to small meetings of 10 people, we guarantee a warm welcome and seamless realisation of every event. All necessary multifunctional facilities are available and we work continuously to enhance sustainability and improve and expand our products and services. We measure our progress and success each year through customer feedback, awards and certications.

RAI Amsterdam is located in the heart of the city and easily accessible. Our exhibition and conference complex is directly connected to the A10 ring road, next to the Amsterdam RAI train & metro station and has the Europaplein metro station right on our doorstep. Visitors can reach both Schiphol Airport and the city centre in 10 minutes, allowing them to easily combine their business trip with an urban stay in the unique setting of Amsterdam.

RAI events in the Netherlands and abroad

We have a portfolio of our own international events, which we organise both in Amsterdam and at conference venues outside of Europe. We are active in various key sectors, including professional cleaning, remanufacturing, trac technology, maritime, water technology and horticulture. In addition, we have our own national trade exhibitions such as Horecava (food service and hospitality) and consumer events like the Huishoudbeurs (lifestyle) and Nine Month fair (for soon-to-be and new parents). All in all, RAI has a well-rounded portfolio of events which generates revenue, protects our market share, and facilitates knowledge sharing, network expansion and business in the relevant sectors.

Sustainable developments

Facilitating progress

The (international) meetings we organise and the networks they create are crucial for the exchange of knowledge, expertise and capital. Across various sectors, we collaborate with organisers, exhibitors, visitors, suppliers and other stakeholders to contribute to the (sustainable) development of people, markets and society, while also supporting the United Nations' Sustainable Development Goals (SDGs).

Responsible business

We are constantly aware of our social environment and looking for ways to increase our contribution to society. We frequently collaborate with local suppliers and social partners. Our ambition is to minimise and, where possible, prevent any negative impact from goods and visitor ows, trac congestion and noise. By prioritising responsible business practices, we also help organisers ensure their events are conducted sustainably and responsibly. We are pleased to see a growing demand from our partners for such initiatives.

Value for the region

Hotels, restaurants, museums, transport operators and suppliers in the region benet from the exhibitors and visitors who come to the city for exhibitions, conferences and performances at RAI Amsterdam. Business visitors who stay for a short, multi-day trip provide signicant economic benets to the city and region – on average, far more than leisure tourists.

RAI sustainability standards

Corporate Social Responsibility (CSR) is an integral part of our strategy and we are proud that many of our activities make a positive contribution to society. The Executive Board report specically explains how we create value. We do of course recognise that our operations consume natural resources, take up space, generate noise and have other societal impacts. We work at all levels to minimise these effects as much as possible – both in the long term through area development and the renewal of our convention centre, and in the short term by focusing on sustainable operations for each event. More details on these developments can again be found in the Executive Board report.

Awards and certications

Our awards and certications reect the areas in which we excel as an exhibition and conference centre. We continuously develop ourselves to maintain and strengthen our leading position.

EN Awards: RAI Amsterdam Best International Venue 2024

RAI Amsterdam received the best international venue award at the Exhibition News Awards (EN Awards) – often referred to as the ‘Oscars’ of the exhibition sector. During the ceremony in London, the jury praised RAI Amsterdam for its outstanding sustainability achievements, smart innovations, and high levels of organiser and customer satisfaction. This was the seventeenth edition of the awards, and the fth time that we have been honoured with this title.

Nominations for the Skift Meeting Awards and AEO Excellence Awards

In 2024, RAI Amsterdam was nominated for:

The Skift Meeting Awards in the category BestConventionCentre(OutsidetheUS). This award recognises the most respected and innovative suppliers in the business events industry.

The AEO Excellence Awards in the category VenueoftheYear,morethan20,000sqm. The nominees represent the very best the events industry has to offer.

Certication overview

RAI Amsterdam holds the following certications:

YOIN Excellent Meeting Places (formerly 5-hammers; quality label for conference and event venues)

AIPC Gold (AIPC Quality Standards programme)

EarthCheck 4.0 Platinum (rst exhibition and conference venue in Europe to receive this certication)

Integrale Toegankelijkheid Standaard (internationally recognised standard for accessible building in the Netherlands)

ISO-9001 (quality management)

ISO-14001 (environmental management)

BREEAM-Excellent New Construction and Renovation (design certicate for the Amtrium, RAI Amsterdam’s multifunctional conference, meeting and oce concept)

Accredited training company (Samenwerkingsorganisatie Beroepsonderwijs – Bedrijfsleven)

Strategy and value creation

RAI Amsterdam aims to be a valued and protable organisation, leveraging on its venue and events to contribute to the well-being and development of our stakeholders, including visitors, exhibitors, organisers, the city and its residents, and employees. Our commercial focus is primarily on multi-day international business-to-business events that make the most of Amsterdam’s appeal and accessibility. From a social and societal perspective, we seek to make a meaningful contribution to the city and region. We welcome everyone and set ourselves apart with modern, innovative and sustainable facilities and a hospitable organisation.Our strategy was updated in 2024 under the name RAI Next. Three focus areas have been identied that we aim to elevate to the next level.

The following image shows how we create value for our stakeholders, as well as the main Sustainable Development Goals to which we contribute.

Multiple value creation

AWSSummit,9April2024,RAIAmsterdam(NL)

TheAWSSummitbringstogethercloudtechnologyandartificialintelligenceprofessionalstoconnectandlearnabout AmazonWebServices.

Events: facilitating and organising

Bringing people together, connecting and inspiring by facilitating valuable meetings has been our purpose for over 130 years. Since 1961 we have operated from our multifunctional exhibition and conference centre on the Europaplein square in Amsterdam. We also organise our own events worldwide, either independently or in partnership. Organising and facilitating events are our core activities. Market developments and the growing appeal of the city have led us since the early 2000s to increasingly focus on multi-day international events while also prioritising key Dutch sectors.

Wrap up 2024 | RAI Amsterdam Watch this video on YouTube:

https://youtu.be/h_C40K0y2QU

In 2024 we organised and facilitated a total of 345 events (2023: 322).

By ‘facilitating’ we mean that our organisation provides a hospitable environment at RAI Amsterdam, our convention centre on Europaplein. In the reporting year, this applied to 338 events (2023: 314). In such cases, we facilitate the event for an organiser. Although these are usually an external party, RAI Amsterdam’s own teams organised 17 events in 2024 (2023: 18). Seven of these took place abroad in other exhibition and conference venues (2023: 8), and 10 events were held at RAI Amsterdam (2023: also 10).

More than 17,300 exhibitors showcased their products, services, concepts and ideas at these events (2023: 16,400). Over 70 percent came from outside the Netherlands, underlining the international nature of these events. In 2024, we welcomed more than 1.44 million visitors (2023: almost 1.5 million).

The satisfaction levels among customers is a key indicator which we systematically track using a rating system with a minimum score of 1 and maximum of 10. Organisers of events awarded RAI Amsterdam an average score of 8.1 in 2024 (2023: 8.2), exhibitors a rating of 7.8 (2023: 7.6), and visitors scored 8.2 (2023: 7.5). We are pleased that the vast majority of our customers give us such positive evaluations.

Organisers

Exhibitors

RAI Amsterdam as organiser

Several of our own events are directly aimed at strengthening the Dutch-government-dened top sectors, such as GreenTech (horticulture & propagation materials), METSTRADE (maritime), and Aquatech (water). We also organise events that focus on other relevant sectors. Innovations and challenges in the eld of mobility are presented and discussed during Intertrac and the Amsterdam Drone Week, while Horecava serves as a key event for professionals in the food service industry. The Huishoudbeurs provides a platform for everyone who enjoys tasting, sampling and shopping.

We take pride in holding a leading position in all these sectors thanks to our events. This extends far beyond the Dutch borders as we organise several of these events with partners in locations such as Mexico and China.

RAI Amsterdam as facilitator

Thanks to its central location, excellent accessibility, wide range of activities and dynamic business environment, the Netherlands in general and Amsterdam in particular is an attractive destination for organisers. As RAI Amsterdam we maintain close contacts with international organisers, helping them connect with key stakeholders in our city. In this role, we act as both a networking hub and a local partner. For organisers, we serve as a local ambassador, providing access to the city, region, leading businesses and institutions in key sectors, as well as social and community organisations and suppliers. Our strong network in Amsterdam enables us to further enhance events by creating unique experiences, set against the iconic backdrop of this historic canal city.

In addition to our extensive network, we have expanded our range of products and services over the years to provide comprehensive support to organisers. This includes everything from hotel services to IT solutions, stand construction and catering. A selection of the developments in 2024 is outlined in the following section while some of the remarkable events that we organised and/or facilitated in 2024 are highlighted below.

A top-level meeting place

The Netherlands has a strong international presence in trade and industry. To remain competitive, the government invests in various sectors, collaborating closely with businesses and scientists. It is a unique approach that is highly regarded worldwide. The partnerships strengthen the economy through innovation, make the most of international opportunities, address societal challenges, develop human capital and invest in scientic research.

RAI Amsterdam represents, connects and strengthens the main Dutch sectors and their ecosystems. In doing so, we –along with the city of Amsterdam – serve as a top-level meeting place, where government ocials, scientists, companies and other key players come together to share knowledge, conduct business and work together.

A selection of events in 2024

Cisco Live!: innovation and collaboration

Cisco Live! is a leading event where IT professionals gather to share knowledge, network and explore the latest technologies. A major milestone took place at this event in 2024 as RAI Amsterdam became the first exhibition and conference venue in Europe to introduce private 5G. This revolutionary network was launched under a trial license.

The RAI Amsterdam IT department worked closely with the Cisco Live! team to build the event’s IT infrastructure. This was fully based on Cisco equipment and ensured high bandwidth availability for all attendees.

Aquatech: tackling global water challenges

Aquatech Mexico’s exhibition space grew by 25% in 2024.

Aquatech was also held in Shanghai, where the event featured 10,000 m² of innovations, numerous speakers, and a strong international presence, making this edition a major success

The exhibition in Shanghai attracted not only Chinese professionals but also a growing number of international visitors.

Interclean: now also in Shanghai

Interclean Amsterdam took place in May 2024 and welcomed over 850 exhibitors to showcase their products and services to more than 30,000 visitors. A total of 150 exhibitors opted for our sustainable, modular stand construction.

Interclean also made its debut in Shanghai in 2024, held simultaneously with Aquatech. This smart combination led to some record-breaking figures, with 153 exhibitors and around 5,500 visitors.

Paid entry to Interclean Amsterdam was introduced for the first time. This resulted in a higher visitor quality and provided extra incentives for exhibitors to invite their networks and offer admission tickets.

Horecava: sustainability and talent at heart of successful 67th edition

The 67th edition of Horecava was a resounding success. With 64,350 visitors – a 6% increase on the previous edition – and around 670 exhibitors, the event reinforced its position as the leading trade show in the hospitality market.

Nine halls were in use, and the expansion into sectors such as healthcare, facility management and hotels broadened the event’s appeal and strengthened its position.

A community-focused initiative at the end of the show saw volunteers collect surplus products and donate them to the Food Bank.

Sustainability and attracting talent were central themes this year’s Horecava. These topics were brought to life through inspiring TrendLabs, indepth Masterclasses and the Sustainable Fish Symposium.

Amsterdam Drone Week & Intertraffic: mobility at the highest level Intertraffic Amsterdam and Amsterdam Drone Week (ADW) took place in April. More than 31,900 professionals from 143 countries gathered at RAI Amsterdam to collaborate on solutions and innovations for smart, safe and sustainable mobility – both on the ground and in the air. The unique combination of Intertraffic and ADW provided a versatile platform for knowledge sharing, inspiration and partnership on the future of mobility.

This leading trade event reached a new peak in international interest, with 79% of visitors coming from abroad, including 20% from outside Europe.

METSTRADE & Superyacht Forum: record year for leisure marine and superyacht industry

METSTRADE 2024, the world’s largest trade exhibition for the leisure marine industry and the leading platform for innovation and networking in the maritime sector, set various new records. A significant milestone was RAI Amsterdam’s acquisition of the renowned Superyacht Forum, the leading conference for superyacht industry leaders for over 30 years. With 700 participants and a highly curated programme, this Superyacht Forum was a great success. What made this edition even more remarkable was its partnership with the Yacht Racing Forum, the premier conference for professionals in the sailing and yacht racing industry.

This edition of METSTRADE featured the largest exhibition space ever, a historic high in visitor numbers, the longest average visitor duration, and the most diverse national representation to date.

IBC attracts highest number of visitors to RAI

The International Broadcasting Convention (IBC), the leading annual conference and exhibition for professionals in digital media and entertainment, welcomed 45,100 visitors from over 170 countries in 2024. A new initiative allowed visitors and exhibitors to travel from London to Amsterdam by train. This trial proved highly successful and plans for further expansion are underway. RAI Design & Build’s modular stand construction was a big hit, with 511 packages delivered. This growth of more than 10% compared to the previous year highlights the rising demand for sustainable and efficient stand construction solutions.

With all halls in use and an additional pavilion on the forecourt, RAI Amsterdam became the vibrant hub of the industry. This edition also successfully introduced a new feature area, the AI Tech Zone.

European Academy of Dermatology and Venereology (EADV): innovation and connection at international and local levels

In September, the RAI welcomed the annual conference of the European Academy of Dermatology and Venereology (EADV). This leading event is the largest European conference in the field of dermatology and venereology.

Some 17,000 dermatologists, doctors and nurses gathered at this platform for international knowledge exchange, scientific breakthroughs and innovations in healthcare.

PAN Amsterdam: 37 years of art, antiques and design in the RAI

The 37th edition of PAN Amsterdam once again assembled a wide range of art, antiques and design. With a mix of familiar faces, returning exhibitors and new participants, the fair offered something for everyone. More than 40,000 visitors, including art collectors and enthusiasts from the Netherlands and surrounding countries, attended the event at RAI Amsterdam. Over the past decades, PAN Amsterdam has firmly established itself as an integral part of RAI Amsterdam’s cultural programme.

No less than 125 art dealers, antique specialists and gallery owners showcased their collections, featuring modern and contemporary art, antiques, old masters, jewellery, silver, glass, photography and design.

First European edition of HLTH held in RAI Amsterdam

The HLTH conference, a pioneering healthcare innovation event from the United States, was held in Europe for the first time in 2024. The programme featured seminars, lectures, workshops and one-onone meetings, all focused on how technology can be used effectively to sustain and elevate healthcare. This first European edition of HLTH Europe was a great success, attracting more than 3,000 visitors.

With an ageing population, shortages of healthcare workers and a rising number of chronic physical and mental illnesses, Europe faces significant challenges in the healthcare sector.

Hyrox: largest CrossFit indoor competition in the RAI

In October 2024, RAI Amsterdam had the honour of welcoming Hyrox, the world’s largest indoor CrossFit competition. This sporting event is open to all levels and ages and organised worldwide. At the end of the season, the athletes with the best times compete against each other in the World Championship.

The Hyrox concept combines eight functional workout stations with 1 km runs between each

MagicCon RAI Amsterdam

MagicCon is a series of festivals organised by Wizards of the Coast, the publisher of the Magic: The Gathering card game. MagicCon Amsterdam took place in June and featured Pro Tour Modern Horizons 3, a major tournament within the Magic competition.

The event gave fans the opportunity to come together and participate in various activities, including tournaments, panel discussions, cosplay competitions and meet-and-greets with artists and designers.

The RAI: Convention Centre

RAI Amsterdam is more than just an exhibition and conference venue. We are a networking organisation, offering a wide range of facilities and services for organisers, exhibitors and visitors. Continuously working to enhance sustainability, improve operations and expand our products and services, we also strive to contribute wherever possible to the city and its residents.

RAI Amsterdam Convention Centre facilities

Properties

Total surface area

Conference centres

Facilities

116,600 m2

3 interlinked conference locations

Halls 12 interconnected halls, expandable with two semi-permanent halls

Rooms

Foyers and lounges

Entrances

Restaurants and bars

Parking garages

Marina

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.

Multifunctional space for exhibitions, parties and celebrationsn

9 separate entrances: own entrance for each event

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

Capacity for 4,000 spaces on the premises

Own marina directly connected to the Amsterdam canals

Train station called Amsterdam RAI, adjacent to RAI Amsterdam Convention Centre

Two metro stations

Hotel (nhow)

RAI Sustainability

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

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

Corporate Social Responsibility (CSR) is an integral part of our operations. Everything we do is guided by our commitment to responsible business practices. We strive to balance societal costs and benets while considering the perspectives and experiences of the community. Our ongoing efforts focus on reducing or preventing negative societal impacts while maximising positive contributions. The results of these efforts are detailed in this section.

RAI Amsterdam has committed to the following CSR initiatives:

Net Zero Carbon Event Pledge – We are a supporter of the Net Zero Carbon Event Pledge, launched in Glasgow in 2021. This initiative unites the event industry in the ght against climate change, working towards net zero emissions by 2050.

Green Deal Zero Emission City Logistics – In 2019, RAI Amsterdam signed the Green Deal Zero Emission City Logistics, an initiative by the Amsterdam Economic Board aimed at achieving emission-free urban deliveries by 2025 and eliminating harmful emissions caused by city logistics.

Zero Waste Zuidas – Also in 2019, RAI Amsterdam signed the Zero Waste Zuidas agreement, an initiative by the Amsterdam Economic Board and Green Business Club Zuidas. The goal is to establish a circular Zuidas district with zero residual waste by 2030. This involves preventing waste wherever possible and ensuring that remaining waste streams are sorted and processed in a high-quality manner.

RAI Amsterdam has also developed a data sheet that provides organisers with key insights into the CO₂ footprint of their events. It includes data on energy and water consumption, heating and cooling usage, and waste volumes per waste stream.

RAI Hotel Services

We are the largest accommodation intermediary in Amsterdam and the surrounding region, handling hotel bookings for conferences, exhibitions and other events. The RAI Hotel Services team carefully selects the most suitable accommodations for organisers, exhibitors and visitors, ensuring they receive the best hotel options at the most competitive rates. Exhibitions are a key commercial event in the year for exhibitors, involving important client meetings, product launches and networking opportunities. RAI Hotel Services takes care of the entire accommodation process, booking customised reservations of up to hundreds of rooms per exhibitor. This allows teams and business partners to stay together, maximising their event participation and facilitating seamless activities beyond the exhibition oor. In addition, RAI Hotel Services assists with nding suitable venues for corporate events in the city.

In the reporting year, we processed over 40,300 bookings (2023: 37,100), covering more than 132,000 overnight stays (2023: over 130,000). For IBC, we utilised the IAmsterdam Approved label, ensuring that sucient hotel rooms were secured for this citywide event in collaboration with partner hotels.

RAI Hotel Services works in partnership with the Green Hotel Club, a foundation dedicated to sustainable development in the hotel sector. Through this collaboration, we aim to offer environmentally friendly and sustainable accommodations for visitors to Amsterdam.

RAI Hotel Services

Wach the video on YouTube: https://youtu.be/tJj3NGMgKbc

RAI Food & Beverage

The food & beverages experience is a major component of every exhibition, conference, stage show or other event. RAI Amsterdam facilitates all aspects of this for organisers, exhibitors and visitors alike. From stand socials to professional baristas and exciting cocktail shakers to fully catered receptions and gala dinners, we can provide a custom solution for any occasion ourselves and with selected suppliers.

Heartwarming Amsterdam: local, unprocessed and plant-based Food production accounts for 30% of global CO₂ emissions, making sustainable choices in sourcing and menu preparation a priority for us. We source a signicant portion of our ingredients locally from producers in the Amsterdam region, ensuring high quality while reducing environmental impact. We adhere to our own quality standards and continuously develop menus designed to minimise our ecological footprint. One example is our plant-based food concept, which aligns with our commitment to sustainability. Below is a selection of the suppliers we work with. In addition to providing high-quality, ethically sourced products, many of them actively contribute to social and community initiatives that support the city and region’s sustainability goals.

RAI Safety & Security

RAI Food & Beverages

Watch the video on YouTube: https://youtu.be/pk_ivDetiDE

RAI Amsterdam has had a Safety at Work policy in place since 2010. Unique in the event industry, it is aimed at minimising injuries during the build-up and breakdown of events in our halls. The experience, knowledge, policy and communication tools resulting from this approach are actively shared by RAI Amsterdam with other event locations in the Netherlands and abroad.

RAI Design & Build

Our Design & Build team helps organisers and exhibitors optimise their exhibition, reduce any logistical impact in and around RAI Amsterdam, and provide a circular stand construction solution. The team is an expert in oor plan layouts and ensures optimal use of space on the exhibition oor. RAI Design & Build offers modular stand construction, a complete package of products and services for stands, and can deliver fully built stands, allowing organisers and exhibitors to focus entirely on their commercial goals.

The team offers a range of stand construction packages made from ecological and recycled materials as well as lightweight aluminium. All parts of modular stands are reused. The modular approach enables faster and more ecient buildup. Exhibitions that use fully modular stand construction require fewer buildup days. The stands are equipped with LED lighting and also suitable for high-end presentations. Using modular stand construction minimises transport movements as storage takes place in the region, suppliers are in-house or located near Amsterdam, and fewer cargo movements are needed to transport the same amount of stand space. This results in 50% fewer transport movements, 45% lower CO₂ emissions and nearly 100% circularity.

In 2024, Design & Build supported 6,300 exhibitors with modular stand construction, accounting for more than one-third of all exhibitors at RAI Amsterdam (2023: 5,300). A total of 38,000 m² of fabric was printed. The expertise of Design & Build is also highly valued internally within RAI as they support colleagues from Markets, Exhibitor Services and Floor Management, ensuring knowledge retention and accelerating the rollout of innovations across various events. During the reporting year, work continued on the second trial phase of the Better Stands Programme, which has been adopted by 11 external organisers.

RAI IT

Wi-Fi 6 and WBA OpenRoaming

Design & Build

Watch the video on YouTube: https://youtu.be/H6WYMSFxOG0

With thousands of visitors a day the RAI requires and provides fast, stable and secure (mobile) networks and applications for data trac. Our premises are connected to AMS-IX, the largest internet hub in Europe. The infrastructure was developed to allow a huge number of devices – 5,000 cabled systems and 30,000+ mobile devices – to simultaneously connect to the network. We also apply 24/7 connectivity monitoring. Our IT team works closely with local suppliers to keep the quality of our systems and applications at the highest possible level. This also benets clients who require highly specialised knowledge and expertise for their events.

All halls at the RAI are equipped with Wi-Fi 6, the fast standard for wireless internet communication. We’ve also implemented OpenRoaming, making typing in Wi-Fi passwords and clicking pop-ups a thing of the past. OpenRoaming allows mobile devices to quickly, automatically and safely connect to the Wi-Fi network in our exhibition and conference complex.

RAI Logistics

Our Logistics department is focused on all trac movements and facilities related to the RAI.

Parking en P+R

The RAI has over 3,500 parking spaces and the capacity to accommodate 4,000 vehicles (including the use of spaces in front of the building) plus 200 spaces in the nhow Amsterdam RAI hotel garage. We also provide 50 spaces for charging electric vehicles. Concentrating parking spaces on the premises strengthens our position by increasing customer satisfaction, stimulating smooth trac ows and reducing nuisance for the neighbourhood

Some 221,000 P+R customers used our garages in 2024 (2023: 232,000). By allowing them to park at times when no major events were taking place, these city centre visitors could continue their journey into the city via the North-South metro line. The decline in users compared to 2023 is due to the reduced availability of P&R.

Combi-deals: public transport and event tickets

We proactively stimulate the use of public transport to offer visitors an alternative to driving and minimise car use around the RAI. Deals that combine tickets to exhibitions and transport, offered in partnership with the public transport companies NS and GVB, are more convenient and cheaper. Our webshop completed over 53,700 transactions online (2023: 48,700). An evening parking ticket was introduced in 2024 for  parking from 17:00 to 01:00 on non-event days. This initiative helps reduce trac congestion in the city centre for those visiting the theatre or dining out. A total of 7,500 customers made use of the evening ticket.

RAI Logistics Management System

The Logistics Management System allows us to manage truck transport from departure to arrival and help drivers optimise their journey, ensuring they reach their nal destination at the right time and avoid inactivity once there. The aim is to further reduce the number of vehicles roaming the neighbourhood and any congestion caused by freight transport. The system was used for over 22,900 bookings in 2024 (2023: approx. 17,000). Strictly coordinated time slots were implemented for check-in and check-out of drivers at all events with the exception of Jumping Amsterdam which involves the transport of live animals.

Use of buffer zones

During exhibitions for which busy build-up and/or breakdown periods are expected, some 15,000 m² of external premises in Westpoort (outside the Amsterdam ring-road) is used as a buffer zone. Incoming trac is directed to this area, where the vehicles are registered before being invited to drive through to RAI Amsterdam in an orderly fashion. This signicantly spreads truck trac around the RAI. The buffer zone was used on 77 days in 2024 (2023: 48).

Reducing our negative impact

Collaborations are essential to further reduce our negative impact. Together with customers, visitors and the city council we aim to increase our positive impact while minimising our negative footprint.

Energy

Despite hosting signicantly more events, our energy consumption only increased slightly. A total of 104 TJ (Terajoule) of energy was consumed in 2024 (2023: 100). RAI Amsterdam is committed to becoming a venue free of fossil-fuel sources and aims to be as CO₂-free as possible.

Around two-thirds of our energy consumption is electricity, totalling 64 TJ (2023: 62). All electricity used is green energy, which has no CO₂ footprint. Almost all this power is generated by wind energy in the Netherlands, with a small portion supplied by our own solar panels.

Approximately one-third of our energy comes from district heating, which is derived from residual heat generated by industrial processes, energy production and waste separation. In 2024, we used 39 TJ of district heating (2023: 36).

The gas we still consume in addition to district heating is 100% green gas, fully offset through CO₂ certicates. This gas consumption was very minimal at 0.6 TJ (2023: 2.6).

RAI Amsterdam’s central cooling and heating system operates on electricity and district heating, eliminating the need for gas. This results in a signicant reduction in energy consumption and CO₂ emissions. We utilise a thermal storage (CHS) system in the ground, enabling ecient cooling and heating of facilities.

In previous years, we installed a total of 1,806 solar panels for our own use. There are 1,632 panels on the roof of Hall 8 and 174 panels on the Amtrium building. In 2020, an additional 2,164 panels were installed to supply energy to the nhow Amsterdam RAI hotel. Since this energy is allocated to the hotel, it does not affect our CO₂ footprint. Unfortunately, we were unable to use the solar panels for energy generation during most of 2024 after they were temporarily taken out of operation in order to comply with higher safety standards. We are currently assessing whether a technical adjustment or full system renewal is the best solution. As a result, the amount of solar-generated electricity decreased in 2024, with only 0.9 TJ of consumed power coming from our own solar panels (2023: 3.3).

We have replaced uorescent lighting with LED at several locations on our premises, including the P1 and P2 parking areas. The rollout of LED lighting also includes sensor installation, ensuring that lights automatically switch off when not needed. Security staff can now centrally control the lighting in the halls from the control room. Standby power consumption is being monitored and prioritised, with structural solutions under development. The climate control system is programmed according to time schedules, preventing any unnecessary heating or cooling of rooms. We have implemented a heating strategy to avoid heat loss during the buildup phase at certain exhibitions, ensuring that warm air does not escape while the hall is being preheated.

In 2022, we initiated a stakeholder dialogue with energy providers and the Municipality of Amsterdam regarding the future generation and use of energy. Several discussions were held over the past year as part of this ‘energy roundtable’ to explore ways in which the RAI area could become a net energy source. RAI Energy BV was established in 2023 to facilitate potential energy initiatives together with partners.

*nodataavailableduetocompanyclosure

CO2-footprint

We have been calculating our carbon footprint since 2012. Total CO₂ emissions in 2024 amounted to 2,412 tonnes (2023: 3,740). District heating is a more sustainable energy source than natural gas. The residual heat generated by industrial processes, energy production and waste separation is utilised through the district heating network.

Co2footprint/NetZeroCarbonEventPledge RAI supports the Net Zero Carbon Event Pledge (https://netzerocarbonevents.org). This initiative is developing a roadmap for the industry that shows how the organisations involved can move towards net zero in 2050 and halve their footprint by 2030.

Noise

RAI Amsterdam uses an acoustic map that enables us to accurately predict when we need to apply for a noise exemption permit. Four such permits are allowed per year at the RAI and we applied for three during 2024 (2023: four).

Water savings

Saving water is becoming increasingly important. While the quality of Dutch drinking water is very high from an international perspective, global freshwater supplies are under growing pressure. RAI Amsterdam aims to be an example in this regard by working towards ecient water consumption. RAI Amsterdam has also installed various water rell stations, allowing visitors and employees to ll their reusable water bottles. In addition, a water-saving toilet concept has been implemented. The sanitary facilities were also upgraded in the rst quarter of 2024, with 84% of the materials used in the renovation made from recycled plastic.

Food waste

Any leftover food at the RAI is given a new and valuable purpose wherever possible. Our kitchen continuously seeks ways to repurpose catering. For example, leftover food is used in our company restaurant. In principle, the RAI kitchen prepares a three-course lunch every Thursday for a local community centre of the Salvation Army, serving around 50 people each time. This meal is made using high-quality surplus food from the RAI – mainly prepared meals that cannot be donated to a food bank. Every Wednesday, a warm meal made from surplus ingredients is donated to the Salvation Army for homeless people in Amsterdam. Every Tuesday, we donate a two-course meal for 40 people to the Amsterdam foundation Stichting Dynamo. These kinds of initiative ensure that leftover meals have social value.

Waste management

RAI Amsterdam aims to ensure that both its consumption and production are sustainable. Events generate substantial amounts of waste, varying from packaging materials to promotional items and decorations. We do everything possible to prevent and reduce waste. Where unavoidable, we work closely with partners to enable high-quality recycling. RAI Amsterdam applies the ‘polluter pays’ principle whenever possible, making the parties who produce waste responsible for its proper separation (separated waste is cheaper and more eco-friendly than unseparated). We also use reusable materials whenever possible and actively search for market demand outside of the RAI to ensure valuable residual streams are identied and repurposed.

A RAI Donation Room was organised at 10 exhibitions. This programme sees volunteers collect leftover products after an event and distribute them to social initiatives in the region that can make good use of them. The initiative prevents waste while supporting organisations such as the local food bank and the Salvation Army with useful resources. In doing so surplus products are given a valuable new purpose.

RAI Donation Program

Watch the video on YouTube: https://youtu.be/c6K2cNBWq2I

RAI area development: rst steps in a multi-year plan

RAI Amsterdam is transforming the RAI site at Europaplein, working on the development of a fully integrated RAI Quarter – a mixed-use district that will combine conference facilities, workspaces, residences and urban green spaces, with transit connections for slow trac. Key aspects of this transformation include modernising the convention centre into a sustainable and innovative venue and strengthening the connection between the RAI Quarter, its surroundings and the city.

Launch agreement signed for transformation of RAI area

On 24 October 2024, the Municipality of Amsterdam and RAI Amsterdam signed an agreement to start transforming the RAI area together. This agreement marks the beginning of the planning phase for the area’s development by RAI Amsterdam. The shared goal is to create a development plan that reinforces our position as a leading exhibition and conference centre while transforming the RAI site into a vibrant and accessible area with integrated housing, amenities and green spaces. The municipality facilitates this process and has a supervisory role. The area development plan focuses on turning the RAI site into a sustainable and multifunctional meeting place, while the venue plan centres on modernisation – a crucial investment to maintain the RAI’s economic impact on the metropolitan region.

Input from the local community and stakeholders is essential in order to further connect the RAI with the neighbourhood and ensure a successful transition. We therefore launched a participation process at the end of 2024, inviting residents and various stakeholders to contribute their ideas for the area’s development.

There is no nal transformation plan for the RAI Quarter at this stage. The ‘Guiding Principles Memorandum’, outlining the municipal policy framework for the area development, has been approved and is available to read (in Dutch) at www.zuidas.nl (summary of the project available in English at zuidas.nl/en/blog/2024/10/24/ambitious-plans-for-rai-site/). RAI Amsterdam is currently in the initial phase of the planning process and is working on a concept plan. This preliminary plan provides a general overview of potential developments, but it does not yet represent a nal design.

At the same time, RAI Amsterdam has initiated a participation process to gather input from stakeholders. This feedback will be used to further rene the transformation plan. At this stage, it is still unclear which functions will be added and in what form. Only after the nal transformation plan is completed will there be greater clarity on the future development of the RAI Quarter.

City of Amsterdam development strategy

Published in 2024, the ‘Development Strategy 2035’ outlines how Amsterdam intends to evolve over the coming decade. A key focus of this strategy is ensuring the availability of sucient housing while maintaining space for employment opportunities and essential urban functions. Sustainability is also a major priority, particularly in energy eciency and climate resilience for existing neighbourhoods. This requires improvements in accessibility and green spaces, and the renewal of public amenities. As the city grows and its use intensies, there is also a need to expand transport and utility networks, public spaces for leisure and recreation, facilities and shops, as well as areas for employment and cultural expression.

Zuidas and the RAI

Over the past three decades, the Zuidas district in which RAI Amsterdam is located has become the main international oce location in the Netherlands. The neighbourhood is already developing the vibrancy one would expect for such an urban core. To further facilitate this, homes and facilities are being added and the public space is being enhanced and made greener. Moreover, the role of cars is being reduced to the benet of pedestrians, cyclists and public transport. The core development is also aimed at meeting the current preferences of (international) business, which is increasingly looking for locations at the heart of lively areas with the functional mix of a city centre environment. This also makes the Zuidas ready for a future as Amsterdam’s central business district.

The Zuidasdok infrastructure project and the development of the Amsterdam Zuid train station as a hub for international rail transport are further boosting the area’s core development. The station is playing a key role in the desired replacement of short-distance ights with rail travel, while the bicycle connection to the Schinkelkwartier neighbourhood also stimulates this part of the city.

The extension of the North/South metro line to Schiphol will further enable the growth of international train transport and strengthen the relationship between the Zuidas district and the airport. The decision about this new public transport connection from Amsterdam-Zuid to Schiphol and Hoofddorp was postponed for a year in November 2024 and is now due at the end of 2026.

Organisation: satised and healthy employees, diversity and inclusion

Our employees (over 400 FTEs) make RAI Amsterdam a close-knit team in which everyone works together in an enthusiastic and driven way. With varying ages, backgrounds and levels of experience, our staff work tirelessly to make each event successful. RAI Amsterdam is a company for people, by people. We realise our high standards to a large extent by empowering employees with responsibilities, streamlining their tasks and enabling them to make the most of their talents. Contributing to large-scale events generates considerable engagement and pleasure as is shown both by the satisfaction levels and health of our employees: in 2024, absence due to illness was less than 3 percent. Our diversity prole is designed to be in line with society, our customers and our other stakeholders. RAI Amsterdam is for everyone, and this is a goal we work hard to realise.

Employee satisfaction

Employee satisfaction is a crucial yardstick and instrument for the ongoing improvement of our company. Two surveys were conducted in 2024 to measure employee satisfaction at RAI Amsterdam as an employer. At the end of the reporting year, we received a satisfaction score of 7.9. The comparable score at the end of 2023 (from a survey conducted at the beginning of 2024) showed exactly the same result, indicating that satisfaction levels remain stable.

Labour market and acquisition

A total of 134 new colleagues were recruited in 2024 (2023: 92). The average employment duration for employees who left the organisation was 337 days for those with a permanent contract and 62 days for those with a temporary contract.

During 2024 we transitioned to inclusive recruitment, meaning that, wherever possible, names and other indicators of cultural identity are omitted from the selection process. A simple example of this approach is that the HR staff member conducting the initial selection does not have access to the candidate’s name.

The experience we provide to interns frequently leads to employment at RAI Amsterdam. In addition to the mutual benets that an internship already offers to candidate and company alike, continuing the relationship through employment has further advantages. The new employee is already familiar with the organisation, and RAI Amsterdam can expect a well-matched team member. In addition, the new employee is already trained and often quickly becomes an ambassador for future interns.

Despite the ongoing tight labour market, we were able to successfully recruit employees for relevant positions throughout the reporting year, with only very limited exceptions such as specialist IT roles. By the end of 2024, stang levels were almost fully in line with the planned formation, just as they had been at the start of the year. With a Time to

Hire of 42 days, our recruitment process from start to completion was signicantly faster than the market average in our region.

Diversity and inclusion

In everything we do, we aim to be an inclusive organisation with an inclusive corporate culture. Our goal is to create an environment where everyone not only excels professionally but also feels truly at home. Diversity is not just an objective at RAI Amsterdam – it is an integral part of our identity. Similarly, inclusivity is not just a concept – it denes how we wish every individual to experience our shared space.

Our D&I policy outlines these efforts to ensure a diverse and inclusive RAI and applies to all employees, regardless of their position. RAI Amsterdam has a dedicated D&I team focused on strengthening our diverse, equal and inclusive culture. A strong network of ambassadors also plays a key role in these efforts. The central question guiding our D&I team is always: "What do you need to be successful?" By taking this approach, we encourage everyone to reach their full potential. The D&I team and ambassadors collaborate on various projects, engage in conversations with colleagues, rene objectives and ambitions, and organise internal events on the theme of diversity and inclusion. Initiatives introduced in 2024 included Anonymous Recruitment, the D&I Buddy Programme and our Diversity Day.

Our policy prioritises inclusion as a core focus. We believe that an inclusive culture is the foundation of a workplace where everyone feels welcome, valued and heard. It is the key to improving diversity as a whole. Our focus is specically on fostering a sense of belonging and social safety, selected based on research and feedback from focus groups. While diversity is essential, we choose to highlight topics such as LGBTQ+, cultural background and gender in a less explicit manner. This does not mean that these issues are less important – on the contrary, they are fully integrated into our policies and are addressed indirectly. Our vision remains committed to embracing both diversity and inclusion.

Balanced male/female ratio

At the end of 2024 we had a well-balanced employee database with 54% female and 46% male staff (on an FTE basis); exactly the same ratio as in 2023. The gross salary of women as a percentage of the gross salary of men is 97%. Although the wage gap is relatively small, it will continue to be a focal point in our organisation in coming years as we continue to strive for full equality.

Talent to the Top goals achieved

The objective in the eld of gender diversity as described in the Talent to the Top charter of having at least 30% male and 30% female was also met: the share of women in the policy team and second echelon of managers is 49% (2023: 49%). RAI Amsterdam does not have specic goals regarding the male/female ratio in  the Executive Board.

Employee contract terms

At the end of 2024, 84% of RAI Amsterdam employees had a permanent contract and 16% a temporary contract (2023: 78% and 22% respectively).

Temporary staff

RAI Amsterdam faces major peaks in staff occupancy as an organiser and facilitator of events, which is why we often bring in temporary employees. In 2024 this involved 4,863 people (2023: 3,980). Adding up all their hours, these joint efforts amounted to 219 FTE (2023: 190).

Personnel composition

Below are some cross-section gures related to RAI Amsterdam’s employees.

Personnel, by age

/ FTE (balance at the end of the year)

Personnel, by

specialism

Percentage / FTE (balance at the end of the year)

Personnel

Position at end of year

Interns

RAI Amsterdam offers work experience to many interns from a wide range of schools and institutions. We accommodated 74 interns in 2024 (2023: approx. 85), including one work experience spot for intermediate vocational (MBO 1) (2023: 3) and three in the framework of BBL & BOL practical training programmes (2023: 1).

As a large employer and learning workplace in Amsterdam, we have a positive social impact on the city and its residents. We contribute in various ways, including the weekly preparation of hundreds of meals for homeless individuals and the donation of leftover items from exhibitions to local charities, beneting vulnerable and disadvantaged members of the community.

Flat organisational structure

The organisational structure of RAI Amsterdam is at and transparent: see section 4 Governance below for an overview of the departments.

Employee tness

Although absence due to illness was already low in 2023 at 3.1%, it was reduced further in 2024 to 2.9%. This can be considered very limited, especially compared to other companies. We’ve seen a gradual decline in absence due to illness over the past ve years. Our employees, managers and absence due to illness professionals can be extremely proud of this superb achievement.

Absence due to illness

Percentage

Remuneration policy in line with market average

Directors, managers and employees are paid salaries in line with the market average. The pay ratio that reects the total remuneration of the best-earning director compared to the average employee is 6.4 (end 2023: 7.0).

New multi-year strategy introduced

On 19 December, RAI Amsterdam organised an inspiring and interactive kick-off to introduce the new strategy. Employees were immersed in the story and the key focus areas for the coming years at various locations. The kick-off was not a standard presentation but a creative and interactive experience. Employees listened to podcasts explaining different departmental strategies, heard from a hologram about how organisers of the future envision events, and watched a three-part video discussing the area development plans.

Works council

Frequent and constructive consultations took place with the works council during 2024 in a total of ten meetings. Supervisory Board members were also present on two occasions. The topics discussed during these meetings included the legal restructuring involving company splits, the area development/Masterplan, RAI’s strategy, the safety process and objectives of the Safety Board, developments related to CSRD, circular stand construction at RAI, and the ‘continuous development’ programme (a process improvement initiative within RAI).

The agreement between the works council and management concerning the company split and the Masterplan has been extended until November 2025.

Throughout the year, the works council requested attention for the development of an optimal event agenda at RAI, leading to several discussions with management. The works council was consulted by management regarding changes within the Real Estate, BDM and Planning & Revenue departments. It also approved several adjustments to the Personnel Guide. After extensive discussions, an agreement was reached on a generation pact in the context of sustainable employability.

In addition to the consultation meetings, discussions took place within various committees, including the HR committee, occupational health & safety committee and employment conditions committee. Informal consultations were also held between works council representatives and various managers.

The works council consists of 11 members. A vacancy arose in autumn 2024 due to the departure of a works council member.

Prospects: another promising exhibition year

We expect 2025 to be another strong year for exhibitions. The increase in international trade shows and conferences and the ongoing interest in choosing Amsterdam as an event location make us very condent. While geopolitical tensions around the world unfortunately persist and are increasing in some areas, our outlook remains decidedly positive as long as these developments do not have a signicant impact on our activities.

RAI Amsterdam’s event calendar is well lled for the coming years. Contract extensions have been signed with major international organisers, some of whom have committed to hosting their events at the RAI through to 2030. These developments reinforce our condence in the strategic direction we have chosen and the rened strategy will bring even greater focus to this.

Our condence is also reected in the high stang levels and low absenteeism, which we aim to maintain. Every day, we see the dedication and enthusiasm of employees who give their all to make each event a success.

We expect the organisational size to remain roughly the same in 2025, excluding potential acquisitions of exhibition titles or teams. A greater emphasis will be placed on growth and acquisition, with a focus on the performance of our exhibition portfolio. In this regard we aim to become more commercially driven and agile. Another key development is our intention to give greater attention to process-driven operations, with data and AI forming an important foundation. We will also focus on safeguarding specialist knowledge throughout RAI Amsterdam and improving cross-team learning.

The year 2025 will also be a crucial one for the area development of the RAI site. Together with our stakeholders – and in line with our agreement with the municipality and input from the participation process – we will further dene the programme by determining the functions, volumes and locations. The building blocks for a state-of-the-art convention centre and a vibrant, dynamic city district are becoming clearer, and the next phase will focus on their integration.

In conclusion

As the Executive Board, we thank all stakeholders for their involvement. In particular, we thank our employees for their tremendous dedication and tireless efforts. For an organisation that has existed for more than 140 years to achieve its best result ever while actively building its future is only possible when you have a truly exceptional team. We saw and felt this throughout the past year and it lls us with pride and condence in the future.

Amsterdam, 28 March 2025

Executive Board of RAI Holding BV

P. (Paul) Riemens, CEO

M. (Maurits) van der Sluis, COO

03 STATEMENT BYTHE SUPERVISORY BOARD

FespaGlobalPrintExpo,19-22March2024,RAIAmsterdam(NL)

Printingandsignagetradeshowexhibitingthelatestdevelopmentsinlarge-formatandtextileprinting.

Interview with the chair

OttoAmbagtsheer,chairoftheSupervisoryBoard

The rst term of Otto Ambagtsheer is coming to an end. A good opportunity to reect on the past and look ahead with the chair of the Supervisory Board.

What stands out most for you from the past four years?

That has to be the extremes that the organisation faced in such a short period of time. When I was asked to join as a Supervisory Board member in 2020, RAI Amsterdam had just completed a record year. Before I even started, however, the pandemic began and this crisis dominated everything for my rst two years. The RAI remained closed for a long time, except for the temporary GGD testing and vaccination centre. One event cancellation after another followed. It was therefore crucial for the Supervisory Board to stay in close contact with all stakeholders, intensify its oversight and, at the same time, support the Executive Board while giving them the freedom to manage the situation.

The second period, covering the past two years, saw an incredibly fast recovery. Large events, involving hundreds of companies and thousands of visitors, cannot be rescheduled within just a few months. Yet, in some cases, the organisation managed to do just that. Despite the long lead times associated with events, we closed 2024 with the best year ever. From going back to zero, to a strong recovery, to a record-breaking year – the past four years have been an extraordinary journey.

You are also CEO of Via Outlets alongside your role at RAI. That must have been challenging when the pandemic started. Were you able to combine both roles? Via Outlets develops and operates retail centres. These venues also attract large crowds and were temporarily closed during the pandemic. There are many parallels with RAI

Amsterdam. However, the recovery of the outlet retail sector was less complex as visitors returned

immediately once shops reopened. There was no lead time required to get back in business. Looking at how RAI Amsterdam managed its recovery, I can only express great respect. The organisation worked extremely hard and the Executive Board handled the challenge exceptionally well.

In terms of combining both roles, the Supervisory Board operates differently from executive management. It provides internal oversight, acts as the employer of the Executive Board and offers advice. That said, it was a very intense period!

Has the role or approach of the Supervisory Board changed over the past four years?

Our role remains the same but, looking back, we have adjusted our approach in two areas. First, we launched the Vision 2030 steering committee, in which some Supervisory Board members are closely involved within their oversight role. Secondly, we have expanded preparations within committees, allowing Supervisory Board meetings to focus more on discussion and decision-making rather than detailed preparations

What was important for you to contribute during your rst term?

Supervision is always a team effort, and its strength lies in the diversity of competencies and experiences among board members. As chair, I found it particularly important during the pandemic to keep the organisation focused on the long term. I believe we succeeded in providing the Executive and Supervisory Boards with sucient space to do so. For example, even during the pandemic, the organisation continued developing plans for the RAI’s area development.

Looking ahead, what do you see as the key agenda item for the coming period?

My hope for 2025 is that RAI Amsterdam, together with its stakeholders, succeeds in translating the area development plans into a concrete programme that brings together the best of both worlds – that of RAI’s organisation and that of the city.The area development presents a unique opportunity to reshape the transition between the Rivierenbuurt and Zuidas neighbourhoods. The RAI site, including the approach from the station and the ring road, as well as its connection to the city centre and Beatrixpark, has the potential to contribute much more to both the neighbourhood and the city –

functionally and aesthetically. At the same time, the exhibition and conference venue can be modernised and made more sustainable, ensuring it is well-equipped for its functions in the coming decades. I would like to see

Supervisory Board statements

this programme translated into concrete plans. It is a crucial agenda item as doing so will ensure a promising future perspective for both RAI Amsterdam and its surroundings.

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

It was compiled by the Executive Board and includes the nancial statement for 2023. Deloitte Accountants BV has checked the nancial statement and provided it with an approved audit statement.

Consultations between Supervisory Board and committees

The Supervisory Board held four scheduled meetings in 2024, with a 100% attendance from all members. Recurring topics included the progress report (monitoring both nancial and non-nancial goals), the business update (focused on the main issues related to markets, clients and events) and the corporate annual plan. Other subjects included the strategy enrichment, Vision 2030, the shareholder structure, IT security, the real estate division and cost management. We also monitored the developments related to plans by the City of Amsterdam to build an erotic centre in the vicinity of the Convention Centre. The minutes from the committees were explained during the Supervisory Board meetings that followed and discussed where necessary or desired.

In addition to the regular Supervisory Board meetings, a separate session was held in the autumn dedicated to the strategy and future vision. As part of the area development, the Municipality of Amsterdam published a Guiding Principles Memorandum in October. The Supervisory Board discussed the area development and the related subtopics extensively with the Executive Board.

Auditcommittee

The audit committee, consisting of Michiel Boere (chair) and René Takens, met four times during the reporting year. The meetings were attended by the two Executive Board members and the Chief Financial Ocer, with the exception of one meeting where Executive Board member Maurits van der Sluis was absent due to work abroad. Topics discussed included the 2023 annual report, the 2023 nancial statements, the 2023 auditor’s report and the 2024 audit plan. Other items on the agenda were current nancing arrangements, the corporate nance trajectory initiated for the future, the budget, planned investments, RAI China’s activities, the dividend payment including the dividend and eligibility test, and the budget for 2025. The audit committee also discussed developments in the area of compliance and risk management, including a meeting with the risk & compliance ocer. The committee concluded that the embedding of risk management within RAI Amsterdam’s operations is adequately arranged and expressed satisfaction with the progress made in this area. Other matters addressed by the committee included the cyber risk assessment and the extension of the agreement with Deloitte for audit services.

Remunerationcommittee

The remuneration committee and the selection and appointment committee, both consisting of Mariëlle de Macker and Annemarie Macnack-van Gaal, met several times during the reporting year, including two meetings with the Executive Board and the HR Manager. Topics discussed included organisational development and culture, the development of the management team, the evaluation with the Executive Board members, and the remuneration policy for the Executive Board. Diversity and inclusion were also regularly on the agenda. Special attention was paid over the past year to the organisation’s employment conditions policy and pension scheme.

Vision 2030 steering group

The future vision of RAI Amsterdam is for ‘a ourishing RAI in a ourishing environment’. The 2030 Vision steering group includes representatives from both shareholders, the CEO, the nancial director, RAI company secretary, and Supervisory Board members Annemarie Macnack-van Gaal (chair of the steering group) and Otto Ambagtsheer. It discusses all aspects relevant to and required for this vision. Decision making takes place within the formal governance structures, which in this case is the general meeting, Supervisory Board and Executive Board.

Presentation of annual report

The audit committee discussed the nancial statement and 2024 annual report with the Executive Board and external accountants Deloitte. The Supervisory Board will propose that the shareholders conrm the nancial statements and the 2024 annual report during the general meeting on 24 April 2025. The Supervisory Board proposes that the nancial statements be conrmed, that the Executive Board be given discharge for its management and that the Supervisory Board be given discharge for its supervision.

Amsterdam, 28 March 2025

Supervisory Board of RAI Holding BV

O. (Otto) Ambagtsheer, chair

A.M.H. (Annemarie) Macnack-van Gaal, vice-chair

M.P. (Michiel) Boere

W.C.M. (Mariëlle) de Macker

R.J. (René) Takens

04 GOVERNANCE

Metstrade,19-21November2024,RAIAmsterdam(NL)

Tradeexhibitionfocusedonyachtbuildingandthewatersportsindustry.Prizesareawardedtothemostinnovativeyards attheaccompanyingBoatBuilderAwards.

Corporate governance

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 statutes, our internal governance policy and various internal regulations. The governance structure involves a general meeting, Supervisory Board, Executive Board and works council.

Names of companies and convention centre

Where this Annual Report says ‘RAI Amsterdam’ (without 'BV') or just 'RAI', we are referring to the name of our organisation and the company RAI Holding BV including its group companies.

Where this report states ‘RAI Amsterdam BV (NEW)’ it refers to the company RAI Amsterdam BV with CoC number 92449174, newly established in 2023 and, at the end of 2024, the only company among the group companies of RAI Holding BV with this name. At the start of 2024 there was another company with this name. That entity, with CoC number 34192575, established in 2003, was renamed RAI Real Estate BV in 2024 as part of the restructuring process.

When we use 'the RAI' – preceded by ‘the’ – we refer to the convention centre on Europaplein in Amsterdam, i.e. a location rather than an organisation or company.

New legal structure

In 2023 it was decided to change the legal structure of RAI Amsterdam in view of two goals: preparing RAI Amsterdam for the planned area development of the location on Europaplein and placing various exhibition activities in separate entities. The restructuring started in 2023 and was completed in 2024.

The real estate, RAI exhibition titles and daily operations of the convention centre have been placed in separate legal entities which previously fell under one company. The rst division took place on 28 December 2023, with the establishment of RAI Markets BV (CoC number 92449166) and RAI Amsterdam BV (92449174). In this framework, all activities related to the organisation of RAI titles were transferred by universal title to RAI Markets BV and all activities related to the daily operations of the convention centre were transferred by universal title to the newly established RAI Amsterdam BV. The real estate remained in the company with CoC number 34192575, renamed RAI Real Estate BV in 2024.

To place a number of our own trade fair activities into separate entities, a second division took place on 5 March 2024 and created the following companies: RAI Cleaning Technology BV, RAI Horticulture BV, RAI Marine Technology BV, RAI Mobility BV and RAI Water Technology BV.

Governance policy

RAI Amsterdam has an internal governance policy that replaced the Corporate Governance Code as a policy framework in 2023. The regulations of the Executive Board and Supervisory Board also date from 2023.

Code of conduct

RAI Amsterdam is aware of its social role and the associated responsibilities towards all parties. The actions of RAI Amsterdam and its employees are based on the core values and business principles formulated by the organisation. The code of conduct, included in the personnel guide, provides clarity by describing the standards expected of the behaviour of RAI Amsterdam employees. The guidance provided by the code of conduct is unconditional and not inuenced by nancial objectives. The code of conduct was last updated in 2024.

Whistleblower policy

The whistleblower policy sets out how employees can report suspected misconduct to the employer. The policy describes the procedure the employer will follow and states that any employee who reports in good faith and in accordance with the provisions a suspected issue will not be disadvantaged in any way as a result of making such a report. The whistleblower policy was last updated in 2024.

Organisational structure

TheRAI’smanagementteamcomprisesthestatutoryExecutiveBoard,plusfourtitular directorsandthreebusinesssupportmanagers.

Composition of the Executive Board

The statutory Executive Board consists of two people.

P. (Paul) Riemens (1962), CEO

Appointed to rst term on 7 April 2016. Reappointed on 16 December 2023 to third term from 7 April 2024 to 7 April 2028. Dutch national. Areas of expertise: Finance, HR, ICT, Legal and Venue. Supervisory Board (RvC) memberships: none. Additional functions: member of the Supervisory Board (RvT) of NEMO Science Museum, member of the Advisory Board of the University of Amsterdam for economics & business, chair of Concours Hippique International Jumping Amsterdam.

M. (Maurits) van der Sluis (1965), COO

Appointed to rst term on 7 April 2016. Reappointed on 16 December 2023 to third term from 7 April 2024 to 7 April 2028. Dutch national. Areas of expertise: Events, Markets, Business Development, Marketing & Communications & CSR. Supervisory Board (RvC) memberships: none. Additional functions: member of UFI Board of Directors. chair of The Leading Centers of Europe, chair/treasurer of the Voornanciering- en Garantie Fonds foundation, vice-chair of Nederlandse Ski Vereniging, board member of Stichting Vrienden Stadsarchief Amsterdam, member of the Supervisory Board (RvT) of Stichting Cardiologie Centra Nederland / Sionsberg Netwerk Ziekenhuis.

Composition of the Supervisory Board

Lefttoright:MichielBoere,AnnemarieMacnack-vanGaal,OttoAmbagtsheer,MariëlledeMacker,RenéTakens

The Supervisory Board consists of ve members.

O. (Otto) Ambagtsheer (1969), chair

Appointed to rst term as member on 1 November 2020 for four years. Dutch national. CEO of VIA Outlets.

A.M.H. (Annemarie) Macnack-van Gaal (1962), vice-chair

Member of the remuneration committee, member of the selection and appointment committee. Appointed on 15 September 2015. Reappointed to third term for two years on 12 December 2023. Dutch national. Chair and speaker, columnist for the De Telegraaf newspaper, member of Supervisory Board of Pathé Holding BV, member of Supervisory Board of Stichting Waarborgfonds Eigen Woningen (Nationale Hypotheek Garantie), board member of Start Foundation, member of Committee of Recommendation for Het Vergeten Kind foundation, member of Advisory Board of Dienst Uitvoering Onderwijs (DUO), member of the Advisory Board of Dutch Association of Tax Advisers, ambassador for SOS Kinderdorpen, member of the Supervisory Board (RvT) of Vereniging WNL.

M.P. (Michiel) Boere (1982)

Chair of the audit committee. Appointed to rst term on 1 November 2020 for four years. Dutch national. CFO of Remote Technologies Inc. Advisor to Cheaf Technologies. Member of Advisory Board of of Dutch Association of Tax Advisers.

W.C.M. (Mariëlle) de Macker (1967)

Chair of the remuneration committee, chair of the selection and appointment committee. Appointed to rst term on 17 March 2017. Reappointed to second term on 21 April 2021 for four years. Dutch national. Owner of MCKR-in-business. Member of Supervisory Board of Van Loon Group, member of Supervisory Board of Stichting Maastricht Radiation Oncology 'Maastro Clinics', member of Supervisory Board of Maastro Protonentherapie, member of Supervisory Board of Intervet International BV, advisor to Human Capital Innovation Industries.

R.J. (René) Takens (1954)

Member of the Audit Committee. Appointed to rst term on 1 October 2021 for four years, nominated by shareholder RAI Association. Dutch national.

Shareholders

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

RAI Association

The RAI Association owns 75% of the shares in RAI Amsterdam. This trade association promotes the interests of manufacturers and importers of passenger cars, trucks, trailers, bodywork and special vehicles, motorcycles and scooters, mopeds and bicycles.

City of Amsterdam

The remaining shares are owned by the City of Amsterdam.

05 COMPLIANCE ANDRISK MANAGEMENT

GreenTechAmsterdam,11-13June2024,RAIAmsterdam(NL)

Exhibitiondedicatedtoinnovativetechnologiesinthehorticulturesector.

Risk management

RAI works continuously on the structural and systematic management of risks. Risk management is embedded in both our strategic and operational processes as an integrated system that covers all levels of operations and all parts of the organisation. Risks and control measures are analysed, recorded in a register and actively monitored. A risk & compliance board reviews progress quarterly, with participation from the Executive Board, senior management and the risk & compliance ocer. The Executive Board monitors the effective functioning of this system and, together with the organisation, strives for its continuous improvement and strengthening.

Focus on realising goals

Risk management and internal control are dynamic processes. RAI Amsterdam aims to identify and manage the risks that can occur when realising strategic, tactical and operational goals to a reasonable degree of certainty. Control measures taken in this framework are focused on reducing the chance that the risk will occur and/or lessening any impact the risk might have should that be the case.

To ensure risk management functions well, it is crucial that it is properly embedded in the operational processes and integrally applied. The risk management system developed by RAI Amsterdam is based on the principles of standards such as ISO 31000 and COSO.

Although we try to limit this as much as possible, it cannot be excluded that risks which are currently unidentied or considered insignicant will later have a major negative effect on the capacity of RAI Amsterdam to realise its goals.

Risk attitude and appetite

Entrepreneurship is one of the core values of RAI Amsterdam and involves having the appetite 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 does limit its risk appetite in other ways, however. For instance, we ensure that nancial risks cannot threaten our nancial resilience. RAI Amsterdam always aims for a healthy safety margin with regard to its main nancing ratio (net debt/EBITDA) of 15%. This implies a constant availability of contracted nancing capacity of at least €10 million as a liquidity buffer.

RAI Amsterdam aims to be a safe meeting place and is aware of its responsibility to keep locations and events secure, healthy and accessible. In this framework we aim to limit security and health risks as much as possible. Compliance with laws and regulations is the starting point as RAI Amsterdam seeks to minimise the risks of non-compliance and applies a very low tolerance in this eld.

Integrity is important and a zero-tolerance policy is applied with regard to fraud and corruption. The risk attitude of RAI Amsterdam can be schematically represented as follows.

Organisation based on '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 the operational line, risk management function and internal audit function.

The rst line of defence is primarily responsible for the operational management and takes ownership of controlling related risks. This control is realised via an adequate set-up of the organisation with regard to structure and processes as well as culture.

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 supports the rst line, provides a coordinating function and reports to the Executive Board and line management.

The third line of defence comprises an independent internal audit function with a scope that is specically focused on environmental and quality management in line with ISO 9001 and ISO 14001. Based on an annually updated internal audit plan, the function supervises the set-up, existence and functioning of the control measures.

'Three lines of defence' model

Supervision

The Supervisory Board monitors the operations of RAI Amsterdam and approves (changes to) the risk management policy. Risk management is also regularly included on the agendas of meetings of the audit committee and Supervisory Board. The Supervisory Board employs the external accountants and approves their audit plan on an annual basis.

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 an audit report and a statement in the annual report.

Risk inventory and assessment

An integrated update of the risk assessment was implemented during 2024 in light of the cyclical evaluation of current developments and any adjusted organisation goals. Due to the explicit connection to the goals of RAI Amsterdam, risk management strengthens the performance management. There are 17 risks in total which are considered most relevant and often interconnected. RAI Amsterdam has determined sub-risks for these 17 domains and denes, implements and monitors control measures.

Evaluating the actual risks involves assessing both the current risk of an incident occurring and the likely current consequences (measured in nancial terms) this might have.

Important risk and mitigating measures

Explanation:

1. Strategy execution and change management

2. Increased competition

3. Changing client preferences

4. Changing environmental factors

5. Attract and retain personnel

International activities

7. Reputation risks

Safety & security

9. Financial risks (including taxes)

10. Cybercrime

11. Contractual obligations

12. Disrupted operations

13. Insucient innovation

14. Insucient improvement capacity

15. Integrity

1 Non-compliance & licence to operate

17. Economic and/or political obstacles

Strategyexecutionandchangemanagement

An integrated programme to update our strategy for the coming years was started at the end of 2023. Involving stakeholder consultation and an analysis of the market and external environment, this strategic update was nalised in 2024. The internal organisation was closely involved in the process. The new strategy places strong emphasis on making

both the venue and the RAI area at Europaplein in Amsterdam future-proof and sustainable. The core business will be expanded and further optimised. To enable this, RAI Amsterdam aims to transform into a more development-driven organisation.

Marketandcompetition

The commercial playing eld and competitive position of RAI Amsterdam can be affected by activities or developments by competitors and potential market partners. With this in mind, a strategic portfolio policy has been developed and a close eye is kept on its market position. We proactively assess opportunities in this eld, which are then translated into a growth strategy for the domains and markets in which we wish to operate. The strength of this approach and the improved nancial starting position post-Covid have had a positive impact on the resilience of RAI Amsterdam in relation to threats from the market and our competitors.

Changingenvironmentalfactors

Developments in the environment of a company can have a material impact on the extent to which strategic goals can be realised. In many cases, RAI Amsterdam has a limited impact on events and our main focus is on how best to manage their consequences. Recent examples include the pandemic and the war in Ukraine with the resulting energy crisis. The latter reinforced the importance of an energy transition, both in the framework of costs and to increase the sustainability of RAI Amsterdam. It is a complex issue with many uncertain variables that cannot be easily resolved and we are making our preparations in a programmatic way.

Labourmarketdevelopments

The labour market has been under pressure for a longer period. While RAI Amsterdam is an attractive employer and manages in general to ll its vacancies, it remains dicult to attract and retain suitable talent in a few specic segments. This could make the company vulnerable to staff turnover. Customised recruitment and strategic personnel planning mitigate this risk to a signicant extent. The agency staff market is also tight, making it uncertain that we can attract a sucient number of temps in due time. This in turn can put pressure on our business activities. The proposed enforcement related to the Dutch deregulation and assessment of work relations act (DBA) is further enhancing complexity. The risk can be mitigated by proactively and closely aligning the expected capacity demand in advance with temporary staff agencies and service providers.

Cybercrime

Cybercrime is one of the greatest threats to businesses worldwide and RAI Amsterdam is by no means immune. The risks are signicant so we have dened a cyber security policy and are taking organisational and physical measures to mitigate this risk as much as possible. We are setting up to control IT security along the lines of ISO 27002. The intention is also to reduce consequential risks such as operational disruptions and the loss of privacy-sensitive information.

Economicclimate

The economic climate was not unfavourable in 2024. While the exceptionally high ination rates fell, considerable uncertainty remains over the future development of the global economy. This is also relevant to RAI Amsterdam as ination puts pressure on the protability of our business. Dedicated cost savings and margin management are used to mitigate the effect of these developments where necessary.

Safetyandsecurity

RAI Amsterdam is a multifunctional venue where large numbers of people come together. This can have health & safety risks and involve a risk of property theft for visitors and employees. We have therefore developed an integrated safety management system that involves a risk-based focus on strategic and operational safety management issues. It also mitigates as much as possible the risk of business interruption caused by calamities. The effective functioning of these measures is monitored. RAI continuously invests in organisational, technical and IT-related solutions to ensure the safety of its employees, visitors and the venue.

Financialrisks

Financial risks usually originate from underlying strategic, operational or compliance risks, and the related control measures take place within the spectrum of nancial management and treasury. The focus is on strengthening the nancial resilience and protability of the company in the short and long term.

Reputation

As any damage to the reputation of RAI Amsterdam can have major long-term consequences for the company, a range of mitigation instruments have been deployed. A compliance management system has been set up to ensure laws and regulations are closely observed. An integrity policy helps prevent undesirable or dishonest behaviour. Intensive stakeholder management is partly focused on consolidating the good reputation of RAI Amsterdam, 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 company. This also goes for the standards and guidelines with which the RAI organisation has chosen to comply. RAI Amsterdam aims to minimise the risks of noncompliance as much as possible. It has a low tolerance in this respect and has established a compliance management system.

In setting this up we 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 to a continuous process;

A clearly dened scope and a risk analysis-based prioritisation in the context of the specic characteristics of the RAI Amsterdam organisation;

A clear division and appointment of tasks and responsibilities, with a leading and dedicated role for senior management;

A cyclical process that enables RAI Amsterdam 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 comprehensively mapped out the obligations of RAI Amsterdam and secured compliance using various programmes. The progress is constantly monitored and discussed in the risk & compliance board, which includes the Executive Board, senior management and the risk & compliance ocer.

Money20/20,4-6June2024,RAIAmsterdam(NL)

06 FINANCIAL STATEMENT

Centredonfinancialtechnologies,thiseventfocusedin2024ontherelationshipbetweenhumansandtechinpayment systems.

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

Consolidated balance sheet

2.1. Consolidated prot and loss account

Consolidated prot and loss account

Consolidated overview of total result

3.1. Consolidated cash ow statement

Consolidated cash ow statement Amounts x €1,000

General

RAI Holding BV (also referred to as ‘the company’) has its registered oce in Amsterdam (on Europaplein 24), Chamber of Commerce number 33093880. The company’s nancial year runs from 1 January to 31 December.

Activities

RAI Holding BV is a holding company. Its main activities are accommodating RAI Amsterdam’s own events and providing facilities to third parties for exhibitions, conferences, corporate events, theatre productions and niche events.

Continuity

These consolidated nancial statements have been prepared assuming that the company will continue as a going concern. The current credit agreement will expire in April 2026 and a new one will be established in 2025/early 2026.

General principles for valuation

The annual accounts were drawn up in accordance with the generally accepted principles for nancial reporting in the Netherlands and meet the legal provisions regarding the annual accounts 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

RAI Association has a 75 per cent interest in RAI Holding BV. The remaining 25 per cent of the shares are held by the City of Amsterdam.

Principles of consolidation

The nancial data of RAI Holding BV and all its group companies is consolidated. Group companies are participations over which RAI Holding BV has decisive control. The other participating interests are not consolidated.

The nancial 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.

A decision was taken in 2023 to change the legal structure of the group companies of RAI Holding BV. The main goals were to prepare RAI Amsterdam for the planned development of the area around the RAI location and to place a number of RAI’s own exhibition activities in separate entities. The structure change was initiated in 2023 and nalised in 2024.

The real estate, RAI exhibition titles and daily operations of the convention centre have been placed in separate legal entities which previously fell under one company. The rst division took place on 28 December 2023, with the establishment of RAI Markets BV (CoC number 92449166) and RAI Amsterdam BV (92449174). In this framework, all activities related to the organisation of RAI titles were transferred by universal title to RAI Markets BV and all activities related to the daily operations of the convention centre were transferred by universal title to the newly established RAI Amsterdam BV. The real estate remained in the company with CoC number 34192575, renamed RAI Real Estate BV in 2024.

To place a number of our own trade fair activities into separate entities, a second division took place on 5 March 2024 and created the following companies: RAI Cleaning Technology BV, RAI Horticulture BV, RAI Marine Technology BV, RAI Mobility BV and RAI Water Technology BV.

RAI Holding BV has 100% of the shares in the following subsidiaries: RAI Amsterdam BV (OUD), RAI Amsterdam BV (NIEUW), RAI Solar Energy BV, RAI Markets BV and Arfora BV. These companies are all situated in Amsterdam, and include the results of the following indirect participations (100%): RAI USA, Inc., Delaware, Rui Ang Exhibition and Convention Co., Ltd., Shanghai (China). The results of the indirect 50% participation in IBEX LLC, Maine.

(USA) and E.J. Krause RAI Events LLC, Delaware (USA) are also included.

RAI Turkey was liquidated on June 24, 2024.

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 prot 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 that 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 nance or cover the net investment in a foreign participation, the exchange rate differences resulting 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 prots 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

The management of RAI Holding BV makes certain estimates and suppositions in accordance with the generally accepted principles of nancial reporting in order to help determine the included gures when drawing up the annual accounts. 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 instruments

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

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

The effective part of the nancial 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 prot and loss accounts.

Principles for the valuation of assets and liabilities

Assets and liabilities are generally valued at acquisition price or manufacturing cost. If no specic valuation basis is stated, valuation is carried out at acquisition price.

Intangible xed assets

Externally acquired 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 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 xed assets

Tangible xed 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 xed assets

Participating interests over which signicant control is exercised over business and nancial 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 signicant 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, then valued at the amortised cost minus the necessary provisions.

Special depreciation of xed assets

An evaluation is made each year to check for any indications of intangible, tangible or nancial xed assets being 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 prot and loss accounts

Receivables

Receivables are stated at 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 legally binding or factual obligations resulting from an event before the balance sheet date where an export of capital is expected to be required for the fullment 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 in effect on the balance sheet date, taking into account the likelihood of continued employment, future labour cost developments and discount provisions.

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 qualies as a dened benet plan, in which the dened pension payments are based on average pay. This pension scheme has been placed with a pension insurer. It is processed in the nancial statements as a dened 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 dened 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 rst processing and then valued at the amortised cost.

Short-term liabilities

Current liabilities are stated at their fair value in the rst processing and then at the amortised costs. They have an expected term of a maximum of 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 prot 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 Real Estate BV, RAI Markets BV, RAI Solar Energy BV and Arfora BV.

Principles for determination of results

Revenue

The nancial statements have been prepared on the basis of historical cost. The revenue recognition applies to all categories as specied under 2.1.1. The net turnover includes revenue from the delivery of goods and services as specied 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. Prots are accounted for in that period. Losses and risks that originated before the end of the nancial 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 RAI Amsterdam plays a deciding role are consolidated proportionally. For participations in which RAI Amsterdam does not play a deciding role, the result attributable to RAI Holding BV is included.

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.

Depreciation

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

Financial income and expenses

The nancial income and expenses involve the exchange rate differences, interest income and expenses 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 specic participating interest in the participating interest results.

Corporation tax

Corporation tax is calculated on the commercial pre-tax prot, 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 nancial reporting should or could be adapted in the framework of new scal legislation or measures.

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

Notes on the consolidated balance sheet as of

1.1.1. Intangible xed assets

Intangible xed assets

Amounts x € 1.000

Investments in exhibition titles (paid goodwill) are depreciated over a maximum period of 20 years. A trigger analysis on titles that were externally acquired in the past is performed annually. The latest analysis gives no reason to perform an impairment test or depreciate the externally acquired titles. Software is depreciated over a period of ten years at most, calculated from the time it is rst 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.

1.1.2.Tangible xed assets

Tangible xed assets

Amounts x €1,000

Buildings and land are depreciated over a period of ve to 50 years, the Convention Centre over a period of 20 years, and installations over a period of ten to 20 years. The other xed assets are depreciated over a period of ve to 20 years. A trigger analysis is performed on the tangible xed assets every year. As no triggers were identied in 2024 an impairment test was not necessary and there was no reason to depreciate the tangible xed assets. The divestment involves the solar panels that were taken out of operation in 2024.

In 2017 RAI Amsterdam renewed its long-term land lease retroactively from 1 November 2016. The paid land lease until 2066 amounts to €2,761,380 (2023: €2,827,389). The paid land lease is depreciated over the entire canon period until 2066. Divestments are related to xed assets that are no longer used. Desinvesteringen hebben betrekking op activa die buiten gebruik zijn gesteld.

1.1.3. Financial xed assets

Financial xed assets Amounts x €1,000

of 1-1-2024

The nancial xed 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.

1.1.4. Current assets, receivables

x €1,000

The trade receivables include, among other items, receivables for future events to an amount of €10,287,168 (2023: €9,790,818).

The other receivables include, among other items, yet to be billed invoices to an amount of €3,910,816 (2023: €2,784,367) and an accounts receivable relating to recoverable VAT of €1,950,348 (2023: €1,726,054).

The accrued assets include, among other items, invoices received for costs in the new book year to the amount of €2,900,968 (2023: €1,943,592) and involves paid personnel costs and other costs for future events to an amount of €6,198,196 (2023: €5,603,671) of which a sum of €701,967 applies to exhibitions longer than one reporting period (2023: €172,570).

The deferred tax asset is €586,626 (2023: €258,775) and involves a carry forward loss for a subsidiary established in 2024 and a commercial tax difference in the provision for losses and the valuation of the participating interest in Stadion Amsterdam CV.

1.1.5. Shareholder equity

For an explanation of the changes in the shareholder equity in 2024 and 2023 see the notes on the company annual accounts of RAI Holding BV (section 4.1.2.).

1.1.6.

Provisions

The 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.

1.1.7. Long-term liabilities

Overview of long-term loans

On 31 December 2024, Amounts x €1,000

Based on the deferral of payments related to the pandemic, RAI Amsterdam has opted to repay the tax debt in 60 monthly instalments until 1 October 2027 (interest rate 4%).

RAI Holding was renanced in 2020. After the nancing trajectory, a nancing agreement with three banks – ING Bank NV, Deutsche Bank AG and Coöperatieve Rabobank UA – was concluded in April 2020. Each bank has provided one third of the loan.

The credit agreement consists of:

An overdraft facility to an amount of €30 million referred to as credit facility in the NIBOV segment 1.1.8; Long-term loans with a total scope of €60 million.

The interest on the loans is Euribor with a margin of 1.5%.

In the years 2020 to 2022 RAI Amsterdam entered into an interest swap contract with the aforementioned banks to the tune of €28.5 million. Based on this interest swap, RAI Holding BV pays an interest rate of -0.46% (excluding margin). It is paying an interest rate of 1.58% (excluding margin) from April 2024 to March 2026.

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

A credit agreement to nance solar panels was made with the Amsterdam Investment Fund of the Municipality of Amsterdam in 2014. This 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 at an interest rate of 7.46% and is mainly of a long-term nature. The release benets the operational costs. The annual interest increase is at the expense of the nancial revenue and expenditure.

Of the long-term liabilities, a total of €4.8 million has a term of over ve years.

1.1.8. Short-term liabilities

Short-term debts

Amounts x €1,000

The accrued liabilities largely consist of receivable invoices for incurred costs of €13,750,282 (2023: €13,058,276) and accrued liabilities related to personnel of €5,631,611 (2023: €4,178,942).

The sums invoiced in advance include an amount of €1,316,923 which applies to exhibitions that take place after one reporting period (2023: €487,956).

Off-balance sheet information

1. Since the start of 2020 RAI Amsterdam has had the parking facility of the nhow Amsterdam RAI hotel available. The rental contract started as soon as the garage was completed and has a term of 20 years. The rent for 2024 is €806,532 (2023: €771,664) a year and will be indexed annually. The total contractual obligation is €12,097,987 (2023: €12,472,442) of which €806,532 (2023: €779,528) is due within one year, and €4,032,662 (2023: €3,897,638) is due within ve years. The remainder involves the period from 2029 to 2039.

2. There were bank guarantees issued to an amount of €219,975 (2023: €219,975).

3. There are operational lease obligations for 25 (2023: 21) cars. At the end of the nancial year the contractual commitments totalled €658,771 (2023: €409,481), of which €245,316 is due within one year. The remainder is due within ve years.

4. A total of €395,130 (2023: €409,479) in lease payments was made in 2024.

5. In 2017 an agreement was reached with the Land Lease and the Land Issuance and Development department of the Municipality of Amsterdam regarding an early amendment to the long-term land lease agreement. This 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 €13,306,465 of which €316,821 is due within one year, and €1,584,103 is due within ve years. The remaining sum involves the period from 2030 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 Real Estate BV, RAI Markets BV, RAI Energy BV and Arfora BV. Each company is severally liable for the liabilities of the scal entity.

7. RAI has a credit facility of €30 million which, as was the case in 2023, had not been used on the balance sheet date.

Financial instruments

The risks associated with the nancial instruments are claried 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 nancial year. Credit risks relate to debtors and other short-term receivables. Sucient provisions were included accordingly.

Currency risk

There are no substantial currency risks as the operational cash ows and nancing activities mainly take place in euro.

Interest risk

Interest risks mainly concern long-term loans. RAI Amsterdam BV has interest rate swap contracts to cover interest risks. In order to x the interest rates, interest rate swaps were concluded in 2020 for the period until March 2024 amounting to €22.5 million at the end of 2024. RAI Amsterdam BV pays an interest rate of -0.46% on the interest swap with ING Bank NV, Deutsche Bank AG and 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 NV, Deutsche Bank A. and Coöperatieve Rabobank UA.

In 2022 interest swaps were concluded with the aforementioned nancers due to the extension of the nancing agreement. Since April 2024 RAI Holding has paid a xed interest rate of 1.58% excluding margin over a sum of €24 million.

On 31 December 2024 the interest swaps had a fair value of €263,312 (2023: €647,270).

The nominal value will be reduced to zero over the remaining interest swap period (until 2026).

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

Notes on the consolidated prot and loss account 2024

2.1.1. Turnover

2.1.2. Costs of outsourced work and other external costs

Costs of outsourced work and other external costs

Amounts x €1,000

2.1.3. Personnel costs

RAI has two pension schemes in its working conditions:

Premium pension scheme (the standard from 2013)

Dened benet plan based on average pay (for employees who started working for the company prior to 2013)

The average pay is a conditional indexed average in which indexation occurs under specic conditions indexed.

The reservations for 2024 were processed in the results.

The salary (including benets) paid to (two) Board members totalled €1,253,839 (2023: €1,050,900).

The salary paid to Supervisory Board members (an average of ve) amounted to €170,748 (2023: €157,439 for average of ve).

Personnel, by discipline

Percentage / FTE (at the end of the year)

2.1.4. Depreciation on intangible and tangible xed assets

The depreciation on intangible and tangible xed assets consists of €14.8 million in regular depreciations and an accounting loss on divested tangible xed assets of 0.8 million. This divestment involves solar panels that were taken out of operation.

2.1.5. Other operating costs

Accountancy costs

In accordance with Article 382a Book 2 of the Netherlands Civil Code, an amount of €170,000 (2023: €199,970) due to Deloitte Accountants BV in the book year, of which €150,000 (2023: €130,200) relates to the annual audit and €20,000 to other audit assignments.

2.1.6. Interest revenue and costs and similar

Interest revenue and costs and similar

Amounts x €1,000

The interest costs and similar expenses such as nancing costs consist of €2,028,471 in owed interest and €72,479 in costs from exchange rate results and similar results.

2.1.7. Taxes

x €1,000

The effective taxation rate over 2024 was 14.7% (2023: 29.5%) which is lower than the generally applicable tax rate in the Netherlands. The reason for the difference lies in the release of the scal tax maintenance provision. In 2022 RAI Amsterdam met with the inspector of direct taxes to establish a tax maintenance provision for book year 2017 in which changes have been made from the commercial qualications within the applicable tax legislation, regulations and jurisprudence. In accordance with the agreements, this tax maintenance provision was released in 2024 in favour of taxes.

The effective tax burden can be specied as follows.

Amounts x €1,000

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

Company balance sheet

Before proposed appropriation of results, Amounts x €1,000

5.1. Company prot and loss account

Company prot and loss account

Amounts x €1,000

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

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

Notes on the company balance sheet as on 31 December 2024

4.1.1. Financial xed assets

Financial xed assets

Amounts x €1,000

of 1-1-2024

of 31-12-2024

The company owns 100 percent (unless otherwise stated) of the shares in the following participations: RAI Amsterdam BV, Amsterdam (CoC 34192575); RAI Amsterdam BV, Amsterdam (CoC 92449174); RAI Solar Energy BV, Amsterdam; RAI Markets BV, Amsterdam; Arfora BV, Amsterdam.

The results of these group companies include those of the following indirect participations (100%): RAI USA, Inc., Delaware; Rui Ang Exhibition and Convention Co., Ltd., Shanghai.

4.1.2. Shareholder equity

Shareholder equity

Amounts x €1,000

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.

4.1.3. Receivables from/debts to group companies

Receivables from/debts to group companies

Amounts x €1,000

as of 31-12-2024

No interest applies to receivables from group companies. The debts to group companies also include a claim on group company Arfora. The company balance sheet shows the receivables and debts separately.

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 benets are included in the nonconsolidated nancial statements.

Personnel

As was the case in 2023, the holding did not employ any staff in 2024.

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, RAI Real Estate BV, RAI Markets BV, RAI Energy BV  and RAI Arfora BV.

Amsterdam, 28 March 2025

Executive Board of RAI Holding BV

P. (Paul) Riemens, CEO

M. (Maurits) van der Sluis, COO

Supervisory Board of RAI Holding BV

O. (Otto) Ambagtsheer, chair

A.M.H. (Annemarie) Macnack-van Gaal, vice-chair

M.P. (Michiel) Boere

W.C.M. (Mariëlle) de Macker

R.J. (René) Takens

Proposed appropriation of prot

Proposed appropriation of prot

The general meeting of shareholders is proposed to approve a dividend payout of €6.0 million over 2024. The result after tax over 2024 is included in the unappropriated prot item under shareholder equity.

Events after the balance sheet date

None

JumpingAmsterdam,25-28January2024,RAIAmsterdam(NL)

Annualequestriansportseventfeaturingvariouscompetitionsandshows.

Result appropriation in accordance with the statutes

Article 24 of the company statutes states the following regarding the appropriation of prot.

Article 24.

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

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

3. Without prejudice to that determined elsewhere in this article, the distributable prot 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.

4. The general meeting can determine, with prior approval from the holders of shares of the type concerned, not to distribute prots on those shares but to reserve that portion of the prot and add it to dividend reserve A or B respectively. Payment from dividend reserve A or B respectively can only be made to holders of the type of shares concerned if the general meeting determines as such after prior approval by a meeting of those holders.

5. Without prejudice to that determined elsewhere in this article, if the general meeting decides to reserve prot or pay dividend on all shares regardless of the type, equal amounts of the prot 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 prots 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 prot.

7. Appropriation of prot 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 more interim dividends, with due regard to point seven.

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

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

Audit statement by the independent accountant

RAI Holding B.V. prepares its annual nancial statements in the Dutch language. In order to be able to distribute the nancial statements to international stakeholders, management has decided to prepare an exact translation into the English language of the 2024 nancial statements.

The nancial statements of RAI Holding B.V. for the year ended 31 December 2024 have been prepared on the date of 28 March 2025. On  Deloitte Accountants B.V. issued an unqualied independent auditor’s report on these nancial statements.

Amsterdam, 24 April 2025

Deloitte Accountants BV

Signed by: F.E. Mijinke RA

Aquatech,11-13December2024,ShanghaiNewInternationalExhibitionCenter(CN) Internationaltradefairforwatertechnology.

Key gures for ve years

* No comparative gures available. Due to the COVID pandemic and restrictions imposed by the government the RAI was closed for a large part of 2021.

Quality

Customer satisfaction

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

Employee satisfaction

Percentage with the scores 4 (‘agree’) and 5 ('strongly agree') on a ve-point scale for general satisfaction.

Personnel Employed by the group, average

Natural resources

Energy: consumed and generated. CO2 emissions, involves scope 1, 2 and, partially, scope 3.

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

RAIAmsterdam

Europaplein 1078GZAmsterdam

P.O.box77777 1070MSAmsterdam

TheNetherlands

Tel.+31205491212

Fax+31206464469 www.rai.nl