Report of the Supervisory Board

The Supervisory Board (SB) is pleased to present its report for the financial year 2025/2026. This year again brought significant developments and important challenges for the firm. Throughout the year, the SB has maintained close, constructive oversight towards safeguarding quality, integrity and trust across Deloitte.

The SB discussed with the Executive Board (EB) the strategic priorities that shape the firm’s future: the organisation’s approach to Generative AI - including how it will meet changing client needs and expectations, for example via the Solaria platform and the AI Transformation Hub; the ongoing shift to outcome‑based and “transform to operate” delivery models; and strategic workforce planning to ensure the firm has the right skills and leadership. We recognise these initiatives — and the investments in people, platforms and delivery models — as central to sustaining service quality and meeting client needs in a rapidly changing market.

In continuation of last year’s work, the SB held focused discussions with the EB and other daily policymakers of the Audit Firm on the root causes of non compliant learning behaviour, the design and roll‑out of the Integrity Enhancement Programme, and the intensified external supervision by the AFM. The SB continues to monitor the implementation of the Integrity Enhancement Programme and related initiatives and actions.

The Supervisory Board actively oversaw Deloitte Accountants’ Audit & Assurance practice, holding regular discussions with A&A leadership on delivery of Strategy FY27 and the formulation of Vision 2030. The SB welcomed the favourable inspection outcomes — notably the PCAOB’s clean findings — as confirmation of progress, while stressing the need for continued rigor. We reviewed the AFM’s thematic and exploratory reviews, engaged directly with the AFM, and monitored management’s remediation actions and reporting to ensure robust implementation and ongoing protection of the public interest.

We were also closely involved in and reviewed the steps towards becoming an EMEA Member Firm (effective June 1, 2026). We support the strategic rationale for this important step — improving cross‑border collaboration, increasing capacity to invest in areas such as AI, and expanding international project opportunities for our people — and we will continue to oversee its execution and implications for the firm.

The SB also followed developments in resilience‑related work and the firm’s contributions to societal preparedness, recognising the role Deloitte can play in supporting clients and public‑sector partners including through scenario exercises and capability building.

We thank Bas Verhart for his dedicated service to the SB over the past four years and welcome Hessel Dikkers, appointed per June 9, 2026, as a new member. The Supervisory Board remains committed to careful, constructive oversight as the firm continues to strengthen its culture, capabilities and service to clients, and to preserving the trust placed in Deloitte by clients, stakeholders and society.

About the Supervisory Board

The SB supervises and advises the daily policymakers of the Cooperative and Deloitte Accountants B.V., and has oversight of all current affairs at Deloitte. The SB is collectively responsible for the execution of its tasks and reports to the General Meeting. The SB acts in the firm’s, including the Audit firm’s, best interests, taking account of the relevant interests of all stakeholders, including the public interest in ensuring the quality of statutory audits. For more information on the SB’s responsibilities, reference is made to its regulations, which are published on the Deloitte website , and the chapter ‘Roles & responsibilities’ that is included in this report.

Composition of the Supervisory Board

From June 1, 2025, until the resignation of Bas Verhart on October 18, 2025, the Supervisory Board comprised five members. For the remainder of 2025/2026, the Board consisted of four members. All members of the SB are independent within the meaning of the Corporate Governance Code the Wta/Bta.

Hessel Dikkers was appointed June 9, 2026, for a four-year term.

The SB’s profile is available on the Deloitte website.

Committees

The SB has assigned, under its responsibility, a number of its specific tasks to three committees, that are comprised of the following SB members:

• As of October 1, 2025, Mariëlle Vogt joined the QIRC as a member, replacing Corien Wortmann who joined the AFC;

• As of November 1, 2025, Denise Larnder became a temporary member of the RNC. She was succeeded by Hessel Dikkers on June 9, 2026 (after the 2025/2026 financial year); on that same date he also became a member of the QIRC;

• The Temporary Committee for the Learning Investigation was dissolved as of December 1, 2025.

Supervisory Board meetings

In the financial year 2025/2026, the SB held nine SB meetings, divided into six regular meetings that were focused on strategic themes and business updates, three meetings that were focused on current affairs, compliance related matters and committee reports, and one extra meeting. Sixteen regular Committee meetings were held, and one extra meeting. The attendance rate was 97%.

In addition, two General meetings were chaired by the SB chair, two meetings were held for (i) the evaluation of EB members, daily policymakers of the Audit firm and key support leads, and (ii) the SB’s effectiveness review, both meetings in a closed setting, and subsequently a plenary session. Two SB education meetings took place. Various meetings of, and consultations with, the Temporary Committee Learning investigation took place, and the annual meeting between the SB and the AFM was held in September 2025.

The SB also held regular meetings in a private setting, and various meetings were held between individual SB members and individual EB members, Executive Committee members, including the Business Lead Audit & Assurance, the Compliance Officer Wta, the Chief Audit Executive (head Internal Audit Function), the external auditor, individual partners and professionals, the Works Council and Young professionals. All regular (Committee) meetings, that are held in presence of the SB and EB members and – in principle – two members of the Partnership Council (PC) and other invitees, are preceded by preparatory meetings with the appropriate executives, and the CEO and Chairman of the SB frequently interact. The SB members attend the monthly partner update calls, which are used by the EB to inform the partners on strategic initiatives, business updates and latest developments. From time-to-time SB members join client events, too. The SB also met one-on-one with (i) the PC members and (ii) the Works Council.

Examples of Supervisory Board items on the agenda

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Strategy | During the financial year 2025/2026, the SB actively oversaw the execution of the 2023/2027 strategy, using a KPI dashboard that encompasses various components, including metrics related to purposeful work, regulatory quality, and financial goals, as well as indicators for collaboration, innovation, and driving transformation. The SB also engaged in conversations about the strategy of and vision for the future of the Audit & Assurance Business, Diversity, Equity & Inclusion, the future of the wider firm, and Gen AI and has also overseen the set-up and implementation of One EMEA member firm.

Project into answer-sharing and Deloitte’s internal learning culture | Deloitte has completed its internal root‑cause analysis and finalised the related investigative project. The SB held focused discussions with the EB and an independent external adviser engaged specifically for this purpose, including reflection on the respective roles of management and the SB, and root causes. The SB has reviewed the design of the Integrity Enhancement Programme, which management is now rolling out; this programme is a central element of the Future of the Firm agenda, with amongst others reputation, integrity and role‑modelling as core themes. The SB also held focussed discussions and was as an internal supervisory body involved in direct discussions with the AFM regarding the AFM’s intensified supervision. The SB continues to monitor the implementation of the Integrity Enhancement Programme, and will continue to oversee progress on culture.

Succession management | Following the SB’s binding nomination, Rob Vervoort was appointed as statutory director and thereby as a daily policymaker of Deloitte Accountants. During the year the SB managed the selection and nomination process to replace Bas Verhart, which resulted in the appointment of Hessel Dikkers on June 9, 2026. The SB also approved the appointment of a new Compliance Officer Wta. Succession management for leadership positions has remained a high priority on the agenda of the SB and its RNC.

Other important agenda items of the Supervisory Board | Besides recurring corporate topics such as the approval of Deloitte’s Financial Plan and the budget for Deloitte Accountants B.V., the Integrated Annual Report, financial/business and industry updates, and Diversity, Equity & Inclusion, other important agenda items for the SB included: (i) Ethics & integrity, (ii) independence, and (iii) external reporting, including the Transparency Report of Deloitte Accountants B.V..

Recurring and key Supervisory Board decisions

The most important decisions of the SB were to:

• Nominate Denise Larnder for re-appointment and Hessel Dikkers for appointment as a SB member;

• Approve Deloitte’s Integrated Annual Report, which also contains the financial statements, and the profit appropriation to the Equity partners;

• Nominate BDO for re-appointment as external auditor;

• Approve the Internal Audit Plan for financial year 2025/2026;

• Nominate Rob Vervoort for appointment as statutory director of Deloitte Accountants;

• Determine the remuneration of the daily policymakers of Audit firm (other than the EB members);

• Approve the decision of the EB regarding the year-end assessment of the Compliance Officer Wta;

• Increase the fixed remuneration of the EB by 4% for financial year 2025/2026 (compared to financial year 2024/2025), and the annual determination of the variable remuneration within the bandwidth as prescribed by the Audit regulatory framework;

• Approve various changes to Audit policies;

• Approve the decision to appoint new External Auditors with the authority to sign off on (statutory) audit engagements;

• Approve the financial plan of Deloitte NL group for 2025/2026, and approval of the budget of Deloitte Accountants B.V.; and

• Approve the appointment of Veerle Fruytier as Compliance Officer Wta;

• Approve various changes to the Firm’s constitutional documents to implement the EMEA Member Firm.

Supervisory Board teaming meeting and performance review

By the end of the financial year 2025/2026, the SB once again reviewed its effectiveness, addressing its strengths, areas for improvement, performance, and lessons learned. It concluded that collaboration with the EB works well and that the Supervisory Board fulfils a valuable role in oversight and advice. Recommendations focus mainly on making information flows and meeting processes more efficient, with the appropriate level of detail of meeting materials, to ensure oversight at the supervisory level. As part of succession planning, the Supervisory Board has repeatedly discussed the desired competencies, composition and profile of the board, which led to the reappointment of Denise Larnder and the appointment of Hessel Dikkers as a SB member.

The AFC and QIRC have also separately reviewed their mandates in order to create a clearer distinction between the remits of the QIRC and the AFC. The principal amendment clarifies and tightens the QIRC’s remit by emphasising responsibility for audit quality, integrity, regulatory incidents and non-financial risk oversight, thereby reducing overlap with matters that fall primarily within the AFC’s remit.

The evaluation also highlights that the SB should continue to closely monitor the impact of the ongoing transformation (including the dissolution of NSE, the establishment of an EMEA Member Firm, digitalisation and AI) on staff, culture and operational risks. The SB will keep these priorities under regular review throughout financial year 2026/2027.

Annual performance evaluation Executive Board and Audit management

In accordance with relevant legislation, the SB has also evaluated the performance of the EB and the daily policymakers of Deloitte Accountants B.V. in financial year 2025/2026. The RNC held two sessions i.e. mid-term and year-end with each member of the EB regarding their individual performance and long term and short-term objectives. The SB also evaluated the performance of the Business Lead Audit & Assurance and the (current and former) NPPD Audit & Assurance and provided feedback.

Highlights of the work of the Audit & Finance Committee during financial year 2025/2026

The AFC assists the SB in fulfilling its oversight responsibilities regarding the quality of internal and external financial reporting, financial risk management, the control framework, internal audit, engagement with the external auditor, financing and tax. In doing so, it considers the outcome of internal audits, the audit report of the external auditor, the in-control statement by the EB, and assessments of compliance with applicable laws and regulations.

The A&FC held seven meetings during Financial Year 2025/2026, in the presence of the A&FC members, the COO and CFO, the lead partner of BDO, the Chief Audit Executive, and other invitees where required. The A&FC chair had additional informal and preparatory meetings with the COO and CFO, the Chief Audit Executive and BDO. The A&FC also met in a private setting with (i) the Chief Audit Executive and (ii) the external auditor.

In addition to the above, the work of the A&FC was focused on, amongst other things:

• Budget of Deloitte Netherlands and the Audit firm, including forecasts;

• Evaluation of the progress on the Audit Quality Indicators of BDO;

• The materiality assessment of the Integrated Annual Report;

• Analysis of previous acquisitions;

• New Dutch pension legislation;

• Fraud risks, accounting and reporting attention points;

• Regular updates on the In Control statement;

• Planning and preparation of the VoR (extended risk statement);

• Work performed by and an update from the Chief Tax Officer;

• Execution of this year’s Internal Audit plan, discussions about and monitoring of internal audit report findings, recommendations and management’s responses, including their implementation and follow-up on actions;

• Review of any litigation or other financially contentious matters.

Highlights of the work of the Quality, Integrity & Risk Committee during financial year 2025/2026

The QIRC assists the Board in fulfilling its oversight responsibilities regarding quality, integrity and risk management of the EB. Within this scope, the QIRC discusses the principal strategic, operational, non-financial and compliance risks in the context of quality and integrity that the firm is exposed to and the steps taken by management to mitigate those risks. It does so, based on reports of, among others, the Chief Quality & Risk Office, the Risk and Reputation Lead, key risk owners, the Compliance Officer Wta, the Director of Independence, the Ethics officer and the General Counsel. Furthermore, the Committee monitors highest risk engagements and initiatives to enhance the quality of the services provided by each of the businesses and the Audit business in particular.

In financial year 2025/2026 the QIRC, in the presence of the QIRC members, the Chief Quality & Risk Officer, Risk & Reputation Lead, the Business Lead Audit & Assurance and NPPD Audit for Audit related topics, the Chief Audit Executive and other invitees, e.g. the Ethics Officer and the Director of Independence, held four regular meetings. Key topics included the following:

• Besides a regular update from A&A leadership on progress and initiatives regarding Culture, on strategic business priorities, regulator and stakeholder engagement, and progress on the Audit Quality Plan and ISQM1, the QIRC discussed, among other matters, AFM intensified supervision, Fraud and going concern, incidents, lessons learned and various root cause analyses, the Transparency report, results of the Monitoring & Remediation program, Deloitte’s client continuance process and portfolio risk review, evaluation of the Quality and reward recognition of partners and directors, reports of the regulators and changes of policies regarding the System of Quality

• The QIRC discussed litigation and risk management cases, and various updates from the General Counsel;

• The QIRC discussed and monitored developments regarding Deloitte’s Enterprise Risk Framework, including embedding conduct in this framework;

• The QIRC discussed the firm’s quarterly integrated risk reportfocused on amongst others business risks, highest risk engagements, independence, ethics and legal matters, and horizon scanning of external and internal developments to assess implications and learnings for Deloitte; and

• The QIRC reviewed its Terms of Reference.

Highlights of the work of the Remuneration & Nomination Committee during financial year 2025/2026

The RNC oversees the remuneration policy for partners and employees of Deloitte Netherlands, and prepares the SB’s decision-making on amendments to the remuneration policy of partners and employees of the Audit firm. The RNC also supports the SB in decisions regarding the remuneration of the EB members, including an assessment of their individual performance. Based on Audit legislation, decisions of the EB regarding the remuneration of daily policymakers of the Audit firm are subject to approval of the SB as well. In addition to two EB members, who are also daily policymakers of Deloitte Accountants B.V., this concerns three other statutory board members of Deloitte Accountants B.V.: the Business Lead Audit & Assurance, the NPPD Audit and the COO of Deloitte Accountants.

The RNC is furthermore responsible for preparing the selection and nomination by the SB of new members of the EB, daily policymakers of Deloitte Accountants B.V. and the SB itself.

The RNC held five regular meetings during financial year 2025/2026, in the presence of the RNC members, the CEO, the CHRO and two members of the Partnership Council. One additional meeting was held for the CEO succession process. Key highlights of the Committee’s work included:

• • Updates from the CHRO on specific topics, like the engage for change survey, diversity, equity & inclusion, strategic work force management, and leadership and change programmes;

  • Evaluation of the Supervisory Board’s remuneration;

  • Preparation of the SB’s decision-making regarding the fixed part and variable part of the remuneration for EB members;

  • Succession management and pools for leadership positions, and specific succession files: consideration of, and subsequent nomination for, the re-appointment of Denise Larnder, the appointment of Hessel Dikkers as SB member and the appointment of Rob Vervoort as statutory director of Deloitte Accountants. The RNC also initiated preparations for the CEO succession process;

  • Preparation of year end assessments and goalsetting of the EB and other daily-policy makers of the Audit firm;

  • The annual and marginal review of the partner mapping process;

  • Compilation of feedback from all SB members and internal stakeholders for MY and YE conversations of the EB members.

Profile of the members of the SB

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Hans van der Noordaa (1961)

Member since 2020

Hans van der Noordaa has many years of national and international experience as a banker and insurer. He was CEO of Delta Lloyd (2015-2017) and was previously a member of the Executive Board of ING Bank and a member of the Executive Board of ING Group.

External positions and activities:

• Non-Executive Director Bank of Ireland Group plc

• Chairman of the Supervisory Board of Stichting War Child Alliance

• Chairman of the Supervisory Board of the Johan Cruijff Arena

Hans van der Noordaa is also a (non-voting) independent Non-Executive member of the Deloitte NSE Board.

Corien Wortmann (1959)

Member since 2024

Corien Wortmann has served, amongst other roles, as the Chair of the Board at Stichting Pensioenfonds ABP, as Vice Chair (Economic, Finance, and Environment) for the EPP Group in the European Parliament, and is currently a Non-Executive Board Member of DSM Firmenich AG and AEGON Ltd, and Chair of the Supervisory Board of Netspar. Her distinguished career in a variety of executive and supervisory positions, both within the Netherlands and internationally, has provided Corien Wortmann with deep understanding of complex governance structures and the challenges of managing diverse stakeholder relationships.

External positions and activities:

• Vice Chairman of the Board of Directors of Aegon Ltd. [will be terminated as of 10 June 2026]

• Member of the Board of Directors of DSM-Firmenich AG/DSM B.V.

• Chair of the Supervisory Board of Stichting Netspar

• Member of the Supervisory Board of Stichting Planet B.io

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Mariëlle Vogt (1965)

Member since 2025

Mariëlle Vogt began her career at KPN, where she honed her financial expertise before taking on the role of Finance Director at TU Delft. She then transitioned to Enexis, where she has been serving as CFO and a member of the Executive Board since January 2021 until 2025, including a year as Interim CEO.

External positions and activities:

• Member of the Supervisory Board of Brabantse Ontwikkelings Maatschappij Holding B.V.

Denise Larnder (1960)

Member since 2021

Denise Larnder is a chartered accountant and a fellow of the ICAEW. As an external auditor, she served various insurance companies and other highly regulated entities, acted as lead audit partner for the firm’s largest pension schemes, and engagement quality review partner for listed clients. She was also involved in leading quality review activities overseas. After a long career as an audit partner and external auditor at EY UK until December 2016, where she also held various management and quality roles, she made the definitive transition to being a Non-Executive Director. She has held various NED and committee chair roles with a range of financial services companies in the UK, most recently including Allianz UK and LVGI, her terms ending in late 2025.

Hessel Dikkers (1962)

Member since 2026

Hessel Dikkers has held senior executive roles at ABN AMRO and SNS REAAL and most recently served as Chief Information Officer at Nederlandse Spoorwegen, where he led large-scale digital transformation programmes including SAP S4/HANA implementations and major data platform initiatives. His remit has included innovation, public cloud, cybersecurity, physical and digital security, and privacy, and he has managed large teams and complex post-merger IT integrations. Hessel also brings direct supervisory experience in regulated environments, serving on the Supervisory Board and as Chair of the Audit Committee at Klaverblad Verzekeringen and as a member of the Supervisory Board and Audit Committee at Translink Systems. His strategic insight into technology, risk and transformation complements the Board’s existing strengths and strengthens oversight on matters of technology, cyber and operational resilience.

External positions and activities:

• Chief Information Officer (CIO) of N.V. Nederlandse Spoorwegen

• Member of the Supervisory Board of Coöperatie Klaverblad Verzekeringen U.A. en Klaverblad Schadeverzekeringenmaatschappij N.V.

• Member of the Supervisory Board of Trans Link Systems B.V.

• Member of the Supervisory Board of Reisinformatiegroep B.V.