Emerging risks

Emerging risks are risks we do not expect to materially impact the company in the short term, but which do require prompt mitigation actions to prevent them from exceeding our risk appetite in the mid to long term. In 2024, we pinpointed two such risks: 'Labour shortage and ageing workforce' and 'Reliance on technological advancements for a sustainable energy transition'. These are seen as exacerbating our main operational strategic risks, namely 'Employee attraction, development, and retention' and 'Availability of energy resources', respectively.

Risk description	Response
Labour shortage and ageing workforce We are operating in an increasingly tight labour market in the Netherlands, characterised by low unemployment rates and a record number of open vacancies. This challenge is further compounded by an ageing population and rising demands for improved working conditions and higher compensation. These market dynamics are driving up labour costs, which may put pressure on the economic sustainability of our operating model and impact our ability to attract, develop, and retain the skilled workforce essential for maintaining high-quality service delivery.	Mitigation Focusing on recruiting and retaining talent across our Parcels and Mail in the Netherlands operations. Further develop customised HR solutions tailored to meet diverse employee needs for benefits and career advancement, utilising predictive analytics. Invest in automation and training initiatives to decrease reliance on manual labour, thereby enhancing operational resilience and our appeal to skilled professionals.
Reliance on technological advancements for a sustainable energy transition In 2023, we submitted updated and ambitious emission reduction targets to the Science Based Targets initiative(SBTi), outlining significant reductions across our value chain to a residual level aligned with the 1.5°C scenario by 2040. A key enabler of this transition is the adoption of a fully electric fleet and the use of renewable energy sources. However, this shift presents risks related to the accessibility and reliability of renewable energy and constraints within the electricity grid infrastructure. These challenges are further intensified by the evolving energy market and the rapid pace of advancements in sustainable energy technologies. As a result, we face the potential risk of prolonged transition periods, increased reliance on volatile energy markets, and delays in achieving our sustainability objectives. Financially, this could lead to higher operational costs and impact our reputation as a leader in sustainable logistics.	Mitigation Securing the required contract/supply capabilities per location. Regular monitoring of the risk by external energy advisors and discussions with metering companies and grid operators. Further control of energy data so that we know for sure what the needs are and what, if any, required capacity is still available. Generate maximum own-use in order to be less dependent on external sources in the future (e.g. working towards self-sufficient buildings). Reduce energy consumption by making assets more sustainable. Alternative forms of (temporary) energy generation/self-sufficiency. View energy storage in grid congestion areas (connect batteries). Participate in local initiatives to share/jointly utilise capacity.

Risk description

Response

Labour shortage and ageing workforce

We are operating in an increasingly tight labour market in the Netherlands, characterised by low unemployment rates and a record number of open vacancies. This challenge is further compounded by an ageing population and rising demands for improved working conditions and higher compensation. These market dynamics are driving up labour costs, which may put pressure on the economic sustainability of our operating model and impact our ability to attract, develop, and retain the skilled workforce essential for maintaining high-quality service delivery.

Mitigation

Focusing on recruiting and retaining talent across our Parcels and Mail in the Netherlands operations.
Further develop customised HR solutions tailored to meet diverse employee needs for benefits and career advancement, utilising predictive analytics.
Invest in automation and training initiatives to decrease reliance on manual labour, thereby enhancing operational resilience and our appeal to skilled professionals.

Reliance on technological advancements for a sustainable energy transition

In 2023, we submitted updated and ambitious emission reduction targets to the Science Based Targets initiative(SBTi), outlining significant reductions across our value chain to a residual level aligned with the 1.5°C scenario by 2040. A key enabler of this transition is the adoption of a fully electric fleet and the use of renewable energy sources. However, this shift presents risks related to the accessibility and reliability of renewable energy and constraints within the electricity grid infrastructure. These challenges are further intensified by the evolving energy market and the rapid pace of advancements in sustainable energy technologies. As a result, we face the potential risk of prolonged transition periods, increased reliance on volatile energy markets, and delays in achieving our sustainability objectives. Financially, this could lead to higher operational costs and impact our reputation as a leader in sustainable logistics.

Mitigation

Securing the required contract/supply capabilities per location.
Regular monitoring of the risk by external energy advisors and discussions with metering companies and grid operators.
Further control of energy data so that we know for sure what the needs are and what, if any, required capacity is still available.
Generate maximum own-use in order to be less dependent on external sources in the future (e.g. working towards self-sufficient buildings).
Reduce energy consumption by making assets more sustainable.
Alternative forms of (temporary) energy generation/self-sufficiency.
View energy storage in grid congestion areas (connect batteries).
Participate in local initiatives to share/jointly utilise capacity.

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