1. Basis of preparation

Introduction

This Report has been prepared in accordance with the European Sustainability Reporting Standards (ESRS) as set out in the Annex 1 to the Commission Delegated Regulation (EU) 2023/2772 of July 31, 2023 supplementing Directive 2013/34/EU of the European Parliament and of the Council. An ESRS Content index is included in this report (see pages 161 and following). In this table, we provide an overview of our compliance and non-compliance with the ESRS. As Deloitte is a member of UN Global Compact the Netherlands, we connect our impacts with the UN Sustainable Development Goals that we deem most relevant to Deloitte.

Deloitte aims to be at the forefront of public reporting and has a long-standing practice of voluntarily disclosing audited, financial and non-financial information. Reporting to us is an evolutionary process where every year, we aim to improve on what we have done before and implement the latest reporting insights and requirements. In line with ESRS E1: General requirements, Appendix C: List of phased-in Disclosure Requirements, we used the following phase-in options:

• ESRS 2 SBM-3 (Material impacts, risks and opportunities and their interaction with strategy and business model): only disclosed qualitatively;

• ESRS E1-9 (Anticipated financial effects from material physical and transition risks and potential climate-related opportunities): only disclosed qualitatively.

Disclosures incorporated by reference

The following information is incorporated by reference to other parts of the management report:

• The role of the administrative, management and supervisory bodies (ESRS 2 GOV-1): Roles and responsibilities, Report of the Supervisory Board, Profile Supervisory Board Deloitte Netherlands;

• Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies (ESRS 2 GOV-2): Report of the Supervisory Board;

• Strategy, business model and value chain (ESRS 2 SBM-1): Our businesses and industries, About Deloitte, Our purpose and strategy, Our progress, Value creation;

• Interests and views of stakeholders (ESRS 2 SBM-2): Our progress;

• Material impacts, risks and opportunities (IROs) and their interaction with strategy and business model (ESRS 2 SBM-3): Value creation model, Our Purpose and Strategy;

• Description of the process to identify and assess material impacts, risks and opportunities (ESRS 2 IRO-1): Risk Management;

• Disclosure Requirements in ESRS covered by the undertaking’s sustainability statement (ESRS 2 IRO-2): ESRS Content Index (Annex 3).

The Executive Board, under supervision from the Supervisory Board, is actively involved with the execution of our business and strategy. Impacts, risks and opportunities related to our business and strategy, such as our Employee Value Proposition, Diversity, equity and inclusion, Learning & development, Quality, and Climate and CO₂, are frequently discussed between the topic owners and the Board. For some other material topics, there is periodic quantitative and qualitative reporting (such as DIF and Social return). For Ethics & integrity, all reported cases are discussed with the Executive Board. Data security (including privacy) is discussed with the Board when needed (for example in the case of major incidents).

The evolution of our reporting

EU Taxonomy

To facilitate future EU Taxonomy reporting, we have identified the eligible and possibly aligned activities contributing to the first two environmental objectives. To promote a uniform approach by Deloitte firms accross the European Union, Deloitte NSE will work together with the EU geographies to align the approach towards this type of reporting. It is the ambition of NSE and the Deloitte firms in scope, to report in conformity with the EU Taxonomy for Financial Year 2025/2026.

In general, the main areas of our revenue comes from providing professional services that are not classified as 'eligible turnover' by the EU Taxonomy. An exception is activity 9.3 ‘Professional services related to energy performance of buildings’ as Deloitte is an accredited auditor for the energy performance of buildings, and provides performance assessments for real estate clients. This is, however, a relatively small part of our total revenue.

The most notable eligible capital expenditure (CAPEX) refers to the lease of our buildings, classified under the activity 7.7 “Buying real estate and exercising ownership of that real estate”, as four of our buildings in the Netherlands have at least an Energy Performance Certificate (EPC) class A.

The most notable eligible operating expenditure (OPEX) refers to Activity 6.5 ‘Transport by motor bikes, passenger cars, and light commercial vehicles’, as a substantial amount of the passenger cars leased by Deloitte have tailpipe CO₂ emissions equal to 0g CO₂ e/km.

We present an overview of eligible activities that we have identified below:

OPEX and CAPEX

• 6.5. Transport by motorbikes, passenger cars and light commercial vehicles (OPEX)

• 7.7. Acquisition and ownership of buildings (CAPEX/ OPEX)

• 1.1 Afforestation (OPEX)

• 1.3 Forest management (OPEX)

• 6.4. Operation of personal mobility devices, cycle logistics (OPEX)

• 5.5. Collection and transport of non hazardous waste (OPEX)

• 7.2, 7.3, 7.5, 7.6. Renovation of buildings, maintenance of energy efficiency equipment, energy performance devices, renewable energy technologies (CAPEX/ OPEX)

• 7.4. EV charging stations in buildings and parking spaces (CAPEX/ OPEX)

• 8.1. Data processing, hosting and related activities (OPEX)

• 11.1. Education (OPEX)

Revenues

• 8.2. Computer programming, consultancy and related activities

• 9.1. Engineering activities and related technical consultancy dedicated to adaptation to climate change

• 9.1. Close to market research, development and innovation

• 8.2. Data driven solutions for GHG emissions reductions

• 9.2. Research, development and innovation for direct air capture of CO2

• 9.3. Professional services related to energy performance of buildings

• 11.1. Education

In 2025/2026, in close cooperation with other Deloitte geographies in the European Union, we will assess whether these activities can be aligned. One of the elements we need to investigate further is the ability for our systems to generate sufficient and reliable data on the activities now identified. In addition, we will continue to work towards strengething compliance with the minimum safeguards as required by the EU Taxonomy regulation.

1.1 Scope

In this Report, ‘Deloitte’ refers to Coöperatief Deloitte U.A. and its subsidiaries as listed in the ‘Notes to the specific items on the financial statements’ in Annex 1. The performance of Deloitte Dutch Caribbean (DDC) is integrated in our non-financial data, unless otherwise indicated.

During 2024/2025, we applied changes in our operational structure implementing the global common storefront. With the exception of the breakdown of learning hours attributed to our business, there are no material changes in the scope of our sustainability reporting as a result of this new structure. For learning hours, we provide the attribution to the newly defined businesses forfeiting the provision of historical data.

For the purpose of this report, we apply the following definitions regarding the scoping of time:

• Short-term: less than one year;

• Middle-term: one to five years;

• Long-term: more than five years.

1.2 Materiality

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Process to assess materiality

In the Integrated Annual Report 2023/2024, we published our first Double Materiality Assessment (DMA). We built this DMA on the basis of our Strategic Impact Assessment in which we monetised our impacts, and our understanding of financial and reputational risks and opportunities associated with the various sustainability matters. Topics that were not included in our ERF have been subject to their own assessment of risks and opportunities for the short, medium and long term. On this basis, we had identified nine material sustainability matters that we reported on in our 2023/2024 report. The methodology applied in 2023/2024 provided us insights into the scale of positive and negative impacts as well as impacts and likelihoods for risks and opportunities identified in our DMA process. In doing so, we maintained a threshold value of €25 million. In addition, for negative impacts we also considered scope and possible irremediability of the impact.

During 2024/2025, Deloitte NSE commissioned the execution of an NSE-broad DMA to provide guidance to EU geographies in determining materiality under the ESRS. Various Deloitte Netherlands’ partners and employees participated in this DMA on various levels, ranging from Executing Team participation to Quality Assurance membership.

The approach that NSE has selected for its DMA is different from the approach adopted by Deloitte Netherlands during 2023/2024. For 2024/2025, NSE has chosen for a seven step approach in which stakeholder engagement played a pivotal role in mapping impacts, risks and opportunities. The steps that NSE followed were:

1. Preparation and value chain analysis | In this phase, NSE experts for the process were identified, activities were mapped, the value chain was visualised, and stakeholder groups were identified. Additionally, the stakeholder engagement strategy and materials were defined and validated.

2. Identification of ESG topics & IROs | An ESG topic longlist was constructed based on Appendix A of ESRS-1, peer benchmarking, and external frameworks. This longlist was then filtered to a shortlist using a defined methodology, which was validated with the Geography Consultative Group. Impacts, risks, and opportunities (IROs) were identified through input from subject-matter experts, interviews, and questionnaires.

3. Identification of thresholds | This involved defining time horizons, scales, and thresholds, aligning them with financial realities, and validating them with the Deloitte NSE Enterprise Risk Framework.

4. IROs assessment | Stakeholders were engaged using tailored tools, training was provided to interviewees, and stakeholder input was analysed. A scoring methodology was defined, stakeholder feedback was leveraged, and results were analysed to challenge and validate IRO assessments.

5. Topic mapping | Aligning Deloitte-specific terminology with ESRS requirements through detailed topic mapping.

6. Double materiality validation and visualisation | Visualisation options were benchmarked, results for double materiality assessments were substantiated, and findings were pre-validated and validated with senior leadership and the NSE Executive Committee.

7. Documentation | A detailed chronological record of the entire process was created, capturing activities, stakeholder engagement, rationale, outcomes, and supporting evidence.

We have matched and merged the outcomes of the NSE DMA with the IROs we had defined in the 2023/2024 DMA process. We evaluated the additional material IROs that were identified by NSE and in most cases we have added them to our IROs. For a limited number of material IROs from NSE, we concluded that they were less applicable to the Dutch market and our vision on sustainability and materiality.

After combining the old and the new IROs and connecting them to ESRS (sub and sub-sub)topics, we allocated them to larger, more logical topics that we deem material to Deloitte Netherlands. We have validated these topics with the outcomes of the DMA processes of our main competitors in the Netherlands, our conclusions from stakeholder interactions, and have consequently sought the approval and sign-off from our Executive Board and Supervisory Board.

Stakeholder interaction

We interact with our stakeholders to seek their opinions and their expectations. This process allows us to define a timely and adequate response to the issues they deem important for our business and for our ability to make an impact that matters.

Graph: Stakeholders in our value chain

Table 01: Means of stakeholder interaction

* Indicates that the stakeholder is affected by Deloitte activity on one or more material sustainability matters

Results of double materiality assessment

In our double materiality assessment, we have found the following IROs to be material:

Table 02: Material impacts, risks and opportunities

The material ESRS and entity specific (sub)topics feed into the following Deloitte material sustainability topics:

Table 03: Connection between ESRS and Deloitte material topics

Compared to the previous year, we have added the topic 'Workers in the value chain' to our material sustainability matters. In addition, we have added 'Privacy' to our material material sustainability matter 'Data security'.

In sections 2-4 of this Sustainability Statement, we disclose information according to the Disclosure Requirements (including Application Requirements) related to the specific sustainability matters in the corresponding topical and sector-specific ESRS. We also disclose additional entity-specific disclosures  when the material sustainability matter is not covered by an ESRS or is covered with insufficient granularity. Next to reporting on the material sustainability matters, we also report on a number of topics that are not yet material on the basis of our assessment but could become so in the future. We refer to these topics as 'Emerging topics' (see graph below).

We will review our double materiality assessment annually. During this annual review, we will assess whether there are internal or external circumstances that justify a more fundamental overhaul of (part of) our DMA. The next full overhaul of the NSE DMA is currently foreseen for 2029.

1.3 Reporting boundaries

There is an overlap of topics and related opportunities noted by our internal and external stakeholders. Most of these topics relate to our internal organisation. For this reason, our reporting on these topics is limited to our performance within our direct sphere of influence, unless indicated otherwise. This is the case for our Scope 3 emissions upstream, where we discuss our due dilligence processes upstream and downstream and for the topic 'Workers in our value chain'.

1.4 Reliability and completeness

We have collected the relevant performance data from our business information systems as supported by our internal control and monitoring systems, and from suppliers and other sources. This is centrally recorded and thereafter reviewed by our Finance & Control department and the KPI owners.

1.5 Reporting process

Central to our approach to reporting is the IAR Project team. This team is headed by our Chief Financial Officer and consists of representatives from Finance & Control, Finance & Accounting and Financial Planning and Analysis, combined with specialists from our businesses’ Sustainability Group and supported by Brand and Communication. Content planning and development takes place under the supervision of the Executive Board, with internal oversight by the Audit & Finance Committee and the Supervisory Board. We have engaged our independent external auditor, BDO Audit & Assurance B.V., to provide reasonable assurance on our financial statements (Annex 1) and limited assurance on our sustainability statement (Annex 2) in the PDF version of this report. The assurance report of BDO Audit & Assurance B.V. can be found in Annex 4 of the PDF. The Report is published after approval by the General Meeting.