12 Diversity

Diversity is about all Gasunie employees, the composition of our workforce and the differences we value within it, such as background, age, gender, neurodiversity and more. In 2025, we included diversity as a material topic in our double materiality assessment. We believe that a diverse organisation not only contributes to innovation, decision-making and resilience, but also supports the achievement of social and strategic objectives.

Without a culture of inclusion and equity where everyone feels valued and safe, diversity remains superficial. Inclusion and equity ensure that differences are acknowledged, talents are utilised and employees feel connected to the organisation. For us, diversity, inclusion and equity are inseparably linked, with diversity being a material topic and inclusion being a strategic mainstay of our sustainability strategy.

Gasunie acknowledges that unconscious biases and structural inequalities may have a materially adverse impact on equal treatment and development opportunities. Persistent patterns of exclusion or unequal access to jobs and promotions pose a structural risk to diversity and inclusion. Incidents such as discriminatory remarks or the disregard of inclusive recruitment guidelines can undermine employee trust and well-being, as well as cause reputational risks.

We strive to be a true reflection of society. 

We also want to be a company where everyone’s input contributes to the quality of our organisation, where we can be ourselves, and where we are appreciated for this. We believe that being a diverse, inclusive and equitable organisation leads to more creativity, innovation and better decisions. Only if our company culture values and embraces diversity, equity and inclusion (DEI) will we be able to successfully transform from a gas transmission system operator to an energy infrastructure company in the coming years. With a view to integrating DEI into our organisational culture, we have developed a policy: Gasunie Inclusive. This policy applies to all our people and is based on five pillars: 

• Inclusive leadership: leadership programmes
• Room for talent: recruitment and career policy
• Connected: employee networks
• Feeling at home at work: policy on inappropriate behaviour
• Socially engaged: collaborations with WOMEN Inc., VHTO, TNO, JINC and Randstad Participatie

The policy provides structure and direction, while at the same time offering sufficient scope to respond to current developments. In 2024, we integrated the policy into our sustainability strategy under the ‘A safe, social and inclusive business’ pillar. Our DEI policy and the Working Together conduct guidelines are both geared towards ensuring pleasant and constructive collaborative practices. We address topics such as discrimination, diversity and inclusion. When it comes to discrimination, our focus is on all Gasunie employees, without distinguishing between target groups.

We review our DEI policy every three years and adjust it as needed. HR monitors the correct implementation of the policy.

Action plans

From 2026, the DEI programme manager will annually draw up an action plan based on the DEI policy, relevant internal and external developments, and survey results. Employee satisfaction surveys are a particularly important source of input for this plan. These surveys provide insight into where we currently stand and help us ensure that our own business activities do not inadvertently add to our potential adverse impact on diversity. We share the results of these surveys in detail with all employees every year. Any improvement measures that are agreed will be incorporated into the following year’s DEI action plan and re-evaluated in the next survey, which creates a continuous cycle of learning and improvement.

Gasunie does the following to increase diversity and inclusion within the organisation. These actions apply to all employees across Gasunie. For details of all our action plans, see the Sustainability Statement Appendix.

Resources

Since developing and implementing our diversity policy is part of our regular business operations, the time and money we spend on this are included in our operating expenses.

Measurable targets

Diversity is an explicit area of attention for our company. The policy is aimed at ensuring Gasunie acts in accordance with the diversity requirements set out by law and in the Corporate Governance Code when filling future vacancies on the Executive Board and the Supervisory Board. As a state-owned company, we have set a gender balance target of at least one-third women and at least one-third men for both the Executive Board and the Supervisory Board. 

In addition, Gasunie has set the target that 30% of the total management population must be female by 2030. This population includes all management positions, whereby ‘manager’ is defined as anyone responsible for managing a team or department, including formal HR responsibilities.

Achievement of our goals

At year-end 2025, the Executive Board was made up of four male members (80%) and one female member (20%). Following the board changes in early 2026, the Executive Board is now made up of three male members (60%) and two female members (40%). The Supervisory Board was made up of four male (57%) and three female (43%) members as at year-end 2025. At year-end 2024, the gender ratio was 50%/50% on the Executive Board and 71%/29% on the Supervisory Board.

At year-end 2025, 25% of Gasunie’s total management population was female, i.e. there were 51 women in management positions (2024: 28%, 47 women).

Key workforce figures

Employees

Over the course of 2025, 330 (2024: 398) new employees joined Gasunie, with 259 (2024: 321) joining Gasunie Nederland and 71 (2024: 77) Gasunie Deutschland. A total of 117 (2024: 78) employees left Gasunie (staff turnover rate: 4%  2024: 3%), 101 (2024: 57) in the Netherlands and 16 (2024: 21) in Germany. For details of the average number of employees in 2025, see note 31 ‘Personnel expenses’ to the financial statements. Gasunie does not have any employees on an on-call contract.

Non-employees

Non-employees include both individual contractors supplying labour to the undertaking (‘self-employed people’) and people provided by undertakings primarily engaged in ‘employment activities’ (NACE Code N78).

In 2025, the total number of employees grew across all age groups. The age structure shows a slight rejuvenation, as the percentage of employees under 30 increased from 6.9% in 2024 to 7.4% in 2025, and the percentage of employees over 50 fell from 41.0% in 2024 to 40.2% in 2025, while the middle category of employees aged 30–50 remained the dominant age group at 52.5% (2024: 52.1%).