Diversity

Diversity at the Top Act report

In accordance with the Diversity at the Top Act (2:142b of the Dutch Civil Code), this Annual Report reports on the composition of the Supervisory Board, the Executive Board and the sub-top level of senior management. We also report on the target figures for the Executive Board and sub-top and the associated action plan to achieve the targets. Because Heijmans is a listed company, the Supervisory Board is subject to the gradual entry quota rather than a target.

Both the Executive Board and the Supervisory Board recognise the added value of diversity in a broad sense and gender diversity in particular. Heijmans’ current diversity policy, with regard to the Executive Board and the Supervisory Board, was drawn up with this in mind. In the action plan under the Dutch Diversity at the Top Act, we take measures and actions to implement the diversity policy and targets for the Executive Board and the senior management level below the Executive Board (sub-top). Target figures should be appropriate and ambitious, and have been formulated on the basis on those principles.

The Executive Board has consisted of two independent directors (100%) for ten years. Given the current size, a target figures of one man and one woman on the Executive Board is logical. Achieving a balanced male/female ratio is also a longer-term challenge, because vacancies on a two-member Executive Board arise at fairly long intervals. In April 2025, Gavin van Boekel was reappointed for a four-year term. In considering his reappointment, the Supervisory Board noted that, in recent years, Mr Van Boekel has made a major contribution to Heijmans in general and to further professionalising the finance function in particular. For this reason, no vacancy was advertised and the decision was made to reappoint him. The Supervisory Board was pleased that Mr Van Boekel was willing to commit himself to Heijmans for a further four-year term as a member of the Executive Board. The appointment terms for the current directors expire in 2028 (Ton Hillen) and 2029 (Gavin van Boekel) respectively.

The Supervisory Board is responsible for the composition of the Executive Board. If a vacancy arises on the Executive Board and there is no reappointment, the recruitment procedure is prepared and supervised by the Remuneration, Selection and Appointment Committee. The selection will always be carried out by an executive search agency. In the assignment, we devote specific attention to female candidates: of the number of longlisted candidates, at least 50% must be female. The Supervisory Board aims for the shortlist to include 50% female candidates. During the selection process, the board assesses numerous criteria and, if they prove suitable, the female candidate is given preference.

The so-called sub-top is made up of officials who are part of senior management. At year-end 2025, 124 employees were part of senior management (the sub-top), twenty of whom were women.

The target figures for the sub-top specify a minimum percentage of women and men of 20% and 50% respectively, which means that 30% can be either women or men. The Company did not achieve the target figure for women in 2025. The target figures remain unchanged.

The Executive Board is responsible for diversity within senior management (the sub-top). Recruitment of candidates for senior management (the sub-top) within the meaning of the Dutch Diversity at the Top Act — defined as positions forming part of senior management — takes place within the business, with support from HR.

HR uses the following principles in recruitment that are intended to promote diversity (in the broadest sense):

• A working method within recruitment that consciously considers diversity when filling vacancies.

• The language used in vacancy texts is tailored to the target group we are aiming to reach: e.g. men or women, cultural background or young people.

• Recruitment agencies are aware of our need for diversity in the workforce, without there being any (firm) agreements in this respect.

• Candidates are not allowed to apply for jobs anonymously to avoid any unconscious discrimination.

For the recruitment of officers who fall into the sub-top, additional measures will be taken, such as:

• The selection committee will include at least one woman.

• The aim is for at least 50% of the candidates invited to be women, whether or not they were found through an executive search agency. There is a caveat for this in that it is difficult for certain technical jobs, given the number of women with (certain) technical educations.

• Diversity KPIs are drawn up and become part of the targets for senior management.

Supervisory Board

Heijmans is a listed company and is therefore subject to the statutory growth quota applicable to the Supervisory Board. More specifically, this means that at least one third of the board must be made up of women and at least one third of men. Accordingly, no target figure applies to the Supervisory Board. At year-end 2025, the Supervisory Board consisted of three men (60%) and two women (40%), thereby meeting the quota. At year-end 2025, none of the members of the Supervisory Board qualified as non-independent within the meaning of the Dutch Corporate Governance Code. In 2025, one Supervisory Board member was due to step down and was eligible for reappointment, namely Mr Arnout Traas. He was reappointed for four years at the General Meeting held on 16 April 2025.

The Supervisory Board Profile, adopted on 12 June 2019, provides that the Supervisory Board draws up a diversity policy in respect of its composition, addressing the aspects of diversity relevant to the Company, such as nationality, age, gender, and background in terms of education and professional experience. With regard to the male/female ratio, the Supervisory Board follows the statutory provisions, the objective of which it endorses.

If a vacancy arises in the Supervisory Board, the recruitment procedure is prepared and supervised by the Remuneration, Selection and Appointment Committee. The selection will always be carried out by an executive search agency. In the assignment, we devote specific attention to female candidates: of the number of longlisted candidates, at least 50% must be female. The Supervisory Board aims for the shortlist to include 50% female candidates. During the selection process, the board assesses numerous criteria and, if they prove suitable, the female candidate is given preference.

Diversity and inclusion policy

In accordance with best practice 2.1.5 of the Dutch Corporate Governance Code, Heijmans has a company-wide diversity and inclusion policy (D&I policy). This includes the policy applicable to the Supervisory Board, the Executive Board and senior management (the sub-top) pursuant to the Dutch Diversity at the Top Act, as described in the preceding paragraphs. The D&I policy can be described as follows:

“All people are equal, but not all people are the same. That said, at Heijmans we do look very much alike. It is striking how frequently the people wearing a ‘yellow helmet’ are the same age, ethnicity or gender. If we want to create a healthy living environment, it would help Heijmans if our employees were a better reflection of society as a whole. If our workforce were almost as diverse as the people we work for. As such, we place a conscious focus on this issue in terms of age, gender and cultural background.

More diversity within Heijmans means more differences. Differences can be exciting, inspiring or instructive. We harness the power of those differences and ensure a safe workplace for everyone.”

How do we want to make diversity a reality at Heijmans?

• One common language and framework has been created using what we at Heijmans understand by diversity and inclusion. We invite employees and teams to use this language, and toolkits, working methods and communication tools have been developed to this end.

• Awareness is an important first step that we are now focusing on at Heijmans:

• • A manager who has a vacancy is always included in our unbiased selection process by our recruiters. This allows us to raise awareness on a step-by-step basis and point out potential unconscious bias to each other.

  • Senior management has been made aware of their own unconscious bias through workshops at several locations.

  • Each year, Heijmans takes part in the “Hey, are you OK?” week, an initiative aimed at making the construction, infrastructure and installation sector more socially safe, more diverse and more inclusive. Heijmans also took part in Diversity Day, an initiative by the Dutch Economic and Social Council (SER), for the first time this year. We paid additional attention to the topic in meetings on the day and during the week.

• There is additional focus on young entrants, including apprentices, trainees and interns. For example, an employee journey has been developed specifically for apprentices; a dual higher professional education (HBO) track has been set up with Avans University of Applied Sciences; and we are developing a programme specifically to train (young) skilled workers who prefer learning on the job.

• Heijmans has employed newcomers for a number of years. This year, we launched a construction training course specifically for status holders in collaboration with Koning Willem I College. This is a course that combines work, learning and coaching. Thirteen status holders started the course.

• We joined the Agora network, which brings together professionals from the field to share knowledge and experience, make networks available and improve each other In this way, we contribute to the growth, retention and progression of culturally diverse talent.

• In collaboration with Jong Heijmans, a range of webinars were organised on issues such as gender differences, generational differences and cultural backgrounds. The aim of these webinars was to learn from each other and raise awareness.

• We use a content calendar to publish articles on our internal social media channel, Viva Engage, on a regular basis. Articles may focus on public holidays in various religions or national events such as Pride Amsterdam, which relate back to the theme of diversity and inclusion. We do all of this to draw attention to the various groups within our Heijmans community and to promote awareness and understanding for each other.