Sustainability statement

General information

General information

Basis for preparation of the sustainability statement

Basis for preparation of the sustainability statement

Responsibility towards people and the planet is a priority for Basic-Fit. Through our mission, we want to contribute to society by making fitness accessible to everyone and help create a habit that people love. And through responsible conduct we want to enhance our governance, support workers and communities, and find innovative ways to create a healthy planet. We see this as a journey, a marathon more than a sprint. With this statement, we share with you an overview of our progress.

Our Sustainability statement is prepared on a consolidated basis, covering Basic-Fit N.V. and all entities for which it holds management responsi­bility. Please see the Basic-Fit Organisational chart for an overview. The scope of consolidation and reporting period aligns with that of our financial statements, including consolidation of the acquisition of Clever Fit from November 2025 onwards (details can be found in our Business review section). Quantitative disclosures, i.e., required metrics, regarding Clever Fit specifically, are included in this statement depending on data availability (explained in the corresponding methodology notes). Unless stated otherwise, the scope of our reported data encompasses Basic-Fit’s activities, while other parties in our value chain, such as subcontractors and suppliers, are not included.

This Sustainability statement is prepared voluntarily applying the European Sustainability Reporting Standards (ESRS) as adopted by the European Commission in 2023¹, is compliant with the double materiality assessment carried out in 2024 to identify the information to be reported pursuant to the ESRS, validated in 2025 for use in the current statement (as explained in Double Materiality Assessment section), and meets the specifications pursuant to Article 8 of the EU Taxonomy Regulation (Regulation (EU) 2020/852, including corresponding Delegated act adopted by European Commission on 4 July 2025). All relevant information is included in this report. We have not applied either the option to omit information corresponding to intellectual property, know-how or the results of innovation, nor any exemption regarding disclosure of impending developments or matters in the course of negotiation.

With respect to metrics and the monetary amounts disclosed, the following have been deemed to be subject to a high level of measurement uncertainty: calculations of Scope 3 emissions. Data characteristics and estimations performed regarding these metrics are explained in the Climate Change and Energy section. In general, details of the measurement methodology, including assumptions, approximations and other measurements applied, are presented in the corresponding topic subsections of this Sustainability statement. The figures reported are Basic-Fit's best estimate, and as such, measurement and estimation methodologies may be refined in the future as we gain better insights and inputs. None of the metrics' measurements were validated by an external body beyond the review undertaken by the assurance provider.

Incorporation by reference

We have reported the following disclosures (and specific datapoint or paragraph if relevant) in the indicated locations:

1. This includes the application of all effects of Delegated Regulation (EU) 2025/1416, so called 'quick-fix', except phase-ins related to S1-13, S2, S3, and S4.

Governance of sustainability matters

Governance of sustainability matters

Recognising the importance of sustainability for our business and our role in society, Basic-Fit has extended its governance processes and controls to the oversight of sustainability matters. A key characteristic of this is the involvement of our ‘administrative, management and supervisory bodies’. At Basic-Fit, these bodies consist of the Leadership Team (four members: CEO, CFO, CCO, COO) and the Supervisory Board (with six members). Regarding their composition and diversity, the following applies: the former are executive members while the latter are non-executive; 83% of the Supervisory Board members are independent¹; the ratio of female to male² board members is 33% for the Leadership Team and 50% for the Supervisory Board.

These boards are broadly responsible for the oversight of impacts, risks and opportunities. There is no dedicated body (such as a committee or similar) set specifically for sustainability matters, yet responsibility to perform strategy development, management, and supervision addressing sustainability is covered in the Management Board, Leadership Team and Supervisory Board rules³.

In general, oversight of impacts, risks and opportunities is performed through a yearly risk assessment, the implementation of risk management, reporting to the Management Board and Supervisory Board, and the addressing of any recommendations for follow up, as described in the Risk Management and Control Systems section. We have an internal control framework, with quarterly reports. An annual risk assessment is conducted to address the most significant risks in four categories: (i) Strategic, (ii) Operational, (iii) Compliance, and (iv) Financial. Every risk is assigned a sponsor, an owner, and a champion (or champions). The sponsors are members of Leadership Team, and owners and champions come from relevant internal departments. They contribute to the risk assessments and identification of existing (and future) mitigation or control measures. The results are presented in the Risk Management and Control Systems section of this report. The contents of the latter are read by our external auditors in accordance with Dutch Standard 720 and, starting from 2025 (in accordance with changes of the Dutch Corporate Governance Code), the corresponding mitigation measures and controls have been further tested. The improvement actions (if any) will be identified, monitored, and reported accordingly (per related requirements - i.e., the Risk Management statement). In particular, sustainability governance is assessed as a separate risk (within the category ‘compliance’) in the annual risk assessment.

Members of our Management Board and Supervisory Board actively participated in discussions regarding our double materiality assessment (DMA) of 2024, helping them to understand how our material impacts, risks and opportunities are identified, as well as the reporting implications. They were also involved in discussions confirming the validity of the DMA outcomes for our 2025 reporting too. Learning from our first experience preparing a Sustainability statement (in accordance with the ESRS), we focused in 2025 on enhancing the quality of reported data, mainly through reviewing data sources and calculation methodologies, and setting a sustainability reporting system. We have also progressed in developing policies and actions required to address sustainability matters, such as climate change transition and human rights. These points have been the main focus of the information provided to our governance bodies through this year.

In the coming years, as we develop policies and set targets to address material topics, the boards will be involved and informed of progress achieved.

Although the boards do not include workers representation specifically, the CFO engages with the Works Council periodically, as laid down in the company’s articles of association, and shares related topics with the members of the Supervisory Board.

Members of the boards have been involved in the establishment and monitoring of progress regarding our sustainability strategy, especially our 'Go for a fitter world programme 2030' and its goals. The Supervisory Board is informed annually of progress achieved, as part of the annual reporting cycle, whilst the Leadership Team is updated informally throughout the year. We have not set up a formal updating schedule dedicated to the boards’ involvement in managing our sustainability strategy, which we plan to explore in the upcoming years. Such a formal process would help us enhance their involvement on aspects such as the implementation of due diligence practices and specific related actions, metrics and targets, which are currently shared informally.

The boards discussed their sustainability-related expertise, particularly in relation to Basic-Fit’s material topics, in their meetings over the year, and whenever technical knowledge is required (e.g., on GHG emissions or climate change), they seek advice from external consultants.

Sustainability-related impacts, risks and opportunities – including associated potential trade-offs – are considered in conjunction with other business-related matters during discussions related to strategy, major transactions and risk management. For example, discussions regarding major acquisitions include considerations related to managing the introduction of any employees from the company acquired, and how to ensure that this does not have a negative impact on their working conditions, and that they are treated as fairly and equally as all Basic-Fit employees.

As defined in the Management Board’s remuneration package, both the CEO and CFO have targets (as part of their short-term incentives) linked to strategic priorities. For example, the CEO’s objectives include expanding our reach and to make fitness more accessible, supporting healthier communities. The CFO’s sustainability-related target for 2025 is focused on the implementation of a sustainability reporting system. Their performance is not assessed against specific GHG emission reduction targets, nor are climate-related considerations factored into remuneration this year. You will find more details in the Remuneration report (Short-term incentive) section of this report.

In general, Basic-Fit has not defined any specific targets to manage impacts, risks, or opportunities related to any of the material topics covered in this report. The main reason for this is that our approach to sustainability is not yet fully formalised, including specific approaches to track effectiveness of relevant policies or actions taken. Although we have started the groundwork of reviewing our policies and actions through 2025, this is still in development. For example, we are currently finalising our human rights policy but still need to define implementation details; regarding climate change, we have committed to set science-based targets in the upcoming two years, but though we have progressed in identifying 'decarbonization actions', we still need more work to define the final targets. Despite our progress, we have not been able to formally establish approaches for effectiveness tracking in 2025, but will continue our efforts in upcoming years.

Unless stated otherwise, the Management Board is accountable for the implementation of any policies described in this Sustainability statement.

Risk management and internal controls over sustainability reporting

We started to apply our internal control framework (ICF) to sustainability reporting in 2024. With this, we aim to address risks related to data quality to ensure compliant reporting as mandated. We began with the implementation of control processes for the data related to electricity and gas consumption. We prioritised these topics taking into account our goal to reduce our emissions and the importance of monitoring energy use to achieve this; however, we plan to develop dedicated controls for other sustainability topics in the coming years. We subject the processes and controls related to sustainability reporting to an annual design reassessment, which helps determine additional sustainability topics to be covered by the ICF. This follows the same approach as other processes and controls in scope for the ICF.

In general, as explained in our Risk Management and Control Systems section, the responsibility for performing controls lies with the relevant functions (first line of defence), and the control owners are assigned accordingly. They periodically submit the evidence of controls performed to the second line of defence function for review. They are also responsible for implementing remediation actions if the controls have identified either operational or design deficiencies. In the case of sustainability reporting, the Sustainability Reporting Manager is assigned as process owner for all ESRS-related processes and is responsible for identifying major changes in the reporting requirements, if any. A quarterly reporting cycle is performed by the second line of defence functions. The ICF findings are first reported to the controls and process owners, then to the Management Board (CFO), and finally to the Supervisory Board's Audit and Risk Committee meetings.

As this is our second year preparing a Sustainability statement in accordance with ESRS requirements, we recognise that we can further develop our sustainability reporting practice and related controls. We will continue our work with that objective in the coming years.

Statement on due diligence

The following table provides a mapping of where the application of the main aspects and steps of the due diligence process are reflected in this Sustainability statement.

1. As explained in the Corporate governance - Supervisory Board section of this report
2. Following ESRS requirements, the percentages are calculated as ratio of female to male members and not as percentage of the total number of members
3. Found on our corporate website at https://corporate.basic-fit.com/about-us/corporate-governance

Sustainability strategy

Sustainability strategy

Empowering everyone to stay mentally and physically fit, while caring for our planet

We believe that everyone deserves to be fit and feel great. By removing the barriers that prevent people from exercising, we encourage everyone to adopt a healthy lifestyle. We aim to live up to our mission to make fitness accessible to everyone, to make everyone feel comfortable in the club, and feel that they can be unabashedly themselves when working out. We do this while being conscious of our environment and our communities.

At Basic-Fit, we aim to have a positive impact on people, our planet and the communities in which we operate. Our sustainability roadmap runs from offering both our members and employees a healthy and safe environment, to reducing the impact of our business on the environment, to the way we give back to our communities. Our ambition is to achieve a fitter world by 2030, which we outlined in our 'Go for a fitter world programme 2030'¹ which we launched in 2021.

Our sustainable vision is reflected in the three pillars of the 'Go for a fitter world' programme':

Fitter people focuses on providing access to fitness for as many people as possible. This also means providing a safe environment for people to exercise and work in. We do our best to ensure that our clubs are safe places for all our members, but also that our workforce is well-trained, and their work environment is both diverse and inclusive. We also believe it is crucial to provide growth opportunities for our employees, both in the clubs and in our offices.

In line with this pillar, our goal is to keep increasing our reach so more people benefit from our products and services. We believe this is how we will help them move towards a healthy lifestyle.

Fitter planet is linked to our ambition to minimise the negative impact of our activities on our planet and more specifically, to reduce our carbon emissions. Beyond our main focus on emissions, we also work to address other environmental issues. This includes initiatives to promote circular economy practices and to further reduce our use of natural resources.

We have made efforts to understand the main sources of our emissions, starting with Scopes 1 and 2 emissions and then building an increasingly better understanding of our Scope 3 emissions. In the coming years, we intend to define a pathway to tackle all our emissions.

Fitter communities focuses on our impact on the communities in which we operate. We believe that fitness has a positive impact on society, including the improvement of nearby communities by increasing the levels of exercise in young people's lives. Our efforts focus specifically on those who lack the opportunity to exercise, whatever their background or ability. Additionally, part of our healthy communities drive also includes the promotion of responsible behaviour among our business partners.

With this in mind, we have invested in partnerships with organisations that, for example, run dedicated programmes that promote exercise among children and young adults. We aim to continue investing in such partnerships to keep helping people and communities to build healthier lifestyles.
Our business model is based on our mission to make fitness accessible to everyone and to get people to love their fitness habits. We aim to achieve this by using technology and innovations to provide the best affordable, high-value fitness solution that is easy to use for everyone. In this way, we help our members to pursue a fit and happy life. We operate in twelve countries in the European market. Key elements of our business model are a winning customer proposition and brand, scalability in existing and new regions, significant cost benefits in building and running clubs, and clear potential for continued growth. The output of our value creation model is aligned with our strategic, financial and sustainability goals: affordable, innovative and high-quality fitness that is available to everyone, resulting in cycles of strong returns and sustainable growth in a way that is responsible towards the environment and society. You will find more information on our sustainable vision and strategy in the Our strategy section of this report.

Our stakeholders

In line with our stakeholder engagement policy, we are committed to creating opportunities to engage with our various stakeholders, enabling us to understand their interests and views, and to take those into account in the pursuit of our sustainable growth strategy. Our stakeholder network is currently structured around the categories listed below. Following the launch of our franchise model at the end of 2025, we welcomed new franchisees as key stakeholders for our network. We will further enhance our engagement approach, formally including them in our policy in the future, as we establish a shared way of collaborating in the upcoming years.
By maintaining an open dialogue with our key stakeholders, we gain a greater understanding of our shared interests and impact. This also helps us gain their support for our mission to make fitness accessible to everyone and to foster healthy lifestyles. We interact with our stakeholders to ensure we have a clear understanding of their views regarding our performance as a business in general, including their views regarding how Basic-Fit connects with sustainability. We incorporate the information obtained from all these engagements and the outcomes in our strategy, as well as in how we assess and mitigate our risks, and how we view business opportunities.

Our stakeholder network and engagements

Stakeholder1	Relationships	Interactions
Employees	We employ more than 9,000 employees (Basic-Fit and Clever Fit own offices and clubs) in seven countries with different nationalities, personal backgrounds, genders, sexual orientations or religions. Our number one priority is to offer a safe and healthy working environment to our employees. We also provide them with the support they need to optimise their journey with us.	Employee surveys, intranet, calls, emails, regular meetings, team building, employee onboarding.
Members	More than 5.8 million members exercise either in our clubs or at home and outside through our Basic-Fit app. We aim to keep our members engaged and help them to stay active and move towards a fit and happy life. Members’ feedback and needs are taken into account and addressed by our Operations team. Members’ questions are handled by our fully dedicated Customer Care department.	Consumer website, Basic-Fit app, regular surveys, emails, focus groups, social media, online chats, webforms.
Suppliers	We have outsourced many aspects of our operations and therefore work in close cooperation with our suppliers. We view our primary suppliers as an integral part of our operations and the execution of our sustainability strategy. Our main suppliers are the ones providing us with fitness equipment, digital solutions, maintenance and cleaning, as well as builders.	Meetings and supplier code of conduct to foster responsible behaviour.
Financial community	We actively communicate with financial analysts, investors and other financial parties. We are transparent about our purpose, strategy, goals, financials and operations. We communicate in a structured way, ensuring that all parties have equal and timely access to all relevant and price-sensitive information about the company.	One-on-one and group meetings, press releases, corporate website, conferences.
Public sector	As a leader in the market, Basic-Fit interacts with a wide range of European governmental bodies at a local, regional and national level. We are also actively engaged in discussions with the national fitness federations in the countries where we operate. We believe that the fitness industry has an important role to play in achieving several of the UN’s Sustainable Development Goals.	Partnerships and involvement with fitness federations, discussions with government bodies ranging from the European Union to local councils.
Local communities	We help encourage our local communities to develop good habits, become more active, and facilitate access to career opportunities.	Collaboration with national and local organisations to support sports, education and job programmes.

1. Franchisees will be formally included in this overview in the future, as our interaction methods are formalised in our stakeholder engagement policy.

Our value chain

We are in contact with many different business actors in our value chain to deliver our fitness services.

Regarding the upstream side of our value chain, our most direct suppliers help us run our clubs and provide our members with support; such as cleaning and maintenance personnel, physiotherapists and personal trainers, and outsourced customer service agents.

Additionally, we work with building partners, fitness equipment manufacturers and other suppliers to ensure our clubs are fully equipped for our members. Moreover, we also engage with digital support and content providers to offer fitness opportunities to our members beyond our clubs.

Our own operations focus on the provision of fitness services, both in person and digitally, for which we depend on our club and office employees. Since the acquisition of Clever Fit, we are beginning to work also with franchisees in delivering our fitness services. We recognise that their employees will also be key in ensuring the best quality of services are delivered to our members.

Beyond our own operations, our members are a key part of our value chain, as they are the main users of the fitness services we strive to optimise. We also support local communities by partnering with organisations that help people become more physically active.

Our value chain diagram connects these different parties with the ESRS topical standard that covers impacts, risks and opportunities typically related to each of them.

1. We have maintained the programme through 2025 and plan to revamp it in the near future, especially the goals
   connected to each of the pillars. The latter are therefore currently described in broad terms.

Double materiality assessment

Double materiality assessment

We conducted a double materiality assessment (DMA) in 2024. We had previously conducted other assessments and reviews between 2019 and 2022, but our endeavour in 2024 marked the first time we performed an assessment in accordance with ESRS. As such, the assessment involved the identification of both our impacts on people and the environment, and the business risks and opportunities resulting from sustainability topics. The process confirmed and deepened our understanding of Basic-Fit’s most significant sustainability topics.

We evaluated the validity of this DMA in the middle of 2025, as preparation for this annual report. We applied official guidance¹ and took into consideration changes in regulation, social expectations, and peers' reporting, which could trigger the need to carry out a new DMA. We concluded that the results of 2024 are still valid for this year's reporting. Recognising that performing a new DMA requires sufficient time and dedication, we also decided that any significant changes in our business that could happen at the end of 2025, would be duly assessed in a DMA to be performed in 2026. This is the case of our recent acquisition of Clever Fit; therefore, the materiality of impacts, risks or opportunities connected to this transaction has not been assessed yet, and the effects of this transaction on our material topics will be visible in our annual report of 2026. Similarly to the DMA process in 2024, this validation done in 2025 was reviewed and approved by our CFO, while the Supervisory Board's Audit and Risk Committee was also duly informed about this.

The rest of this section describes the process and outcomes of the DMA performed in 2024.

The scope of the double materiality assessment included Basic-Fit N.V.’s operations and its value chain. The steps undertaken are summarised in the diagram below.

Process for assessing double materiality

As a first step of our DMA of 2024, we conducted a landscape assessment, which consisted of a review of industry analysis, peer analysis, a review of previous materiality assessments and a media scan analysis. Additionally, value chain mapping and stakeholder identification provided a broad view of the scope of our operations, our sustainability context, and more specifically, impacts, risks and opportunities (IROs) that could be related to Basic-Fit.

We held an initial workshop, with representatives from various departments, to discuss this overview and define a long list of IROs for more detailed assessment. We grouped IROs into topics to facilitate the assessment. The ESRS topics and (sub)sub-topics were used as the initial basis for mapping out relevant topics. At the same time, this workshop and ensuing engagements also looked at whether there could be other topics not covered by the ESRS that would apply specifically to Basic-Fit, yet we did not identify any indication of such topics.

We then evaluated these topics by consulting with our stakeholders. The stakeholders consulted at that time - either in an interview or survey - included peers, governmental organisations, NGOs, industry associations, investors and credit institutions, suppliers, and internal stakeholders from various areas of the business. This was supplemented by a review of other stakeholder inputs, including employee surveys and members' feedback about our services. Our aim was to ensure we had a complete picture of the sustainability issues that our stakeholders consider most important to Basic-Fit. We then assessed the resulting topics (and related IROs) internally in separate impact and financial materiality workshops.

Following the identification of relevant topics, sub-topics, sub-sub topics and impacts, we conducted an impact materiality workshop attended by members of our senior management team, the sustainability reporting team and our compliance officer. Depending on the context, we assessed these either at a sub-topic level or on an individual impact basis to ensure a focused and relevant analysis for Basic-Fit. We evaluated impacts using a matrix that scored them on the basis of severity (incorporating scale, scope, and irremediability) and likelihood, each rated on a scale from 1 to 5. Severity was represented on the vertical axis, and likelihood on the horizontal axis of the matrix. The threshold for materiality was determined by a combination of these scores—for example, an impact could qualify as material with a score of 5 on severity but 2 on likelihood, or with a balanced score of 4 on both dimensions.

We also conducted a workshop to determine financial materiality. This workshop was attended by our finance director, treasury director and our internal control officer. Firstly, participants scored identified risks and opportunities individually. Risks and opportunities were scored using a matrix that considered the size of the financial effect (ranging from less than €1 million to more than €25 million) and likelihood, rated on a scale from 1 to 5. The size of the financial effect was represented on the vertical axis, and likelihood on the horizontal axis. Following the individual scoring, the group convened to review and determine the final scores through consensus. The threshold for materiality was dependent on the combination of these scores; for instance, a risk or opportunity could qualify as material with a financial effect of over €25 million but a likelihood score of 2, or with an effect of over €10 million and a likelihood score of 4.

Through the DMA process of 2024, including impact and financial materiality workshops, we also considered the time frames for these IROs as defined in the ESRS, i.e., short-term as one year, medium-term more than one year and until five years, and long-term more than five years.

The different discussions and reviews included consideration of the interconnectedness between the IROs, how impacts on people or our dependency on environmental resources may trigger certain risks for the business. This is in line with our Risk management and control systems. Additionally, during the process we maintained a neutral and prudent approach towards depicting negative and positive aspects of information, trying to keep a focus on gross effects and, for example, avoid netting or compensating negative impacts or risks with mitigation actions or opportunities. In general, the monitoring and management of sustainability-related risks and opportunities is integrated into Basic-Fit’s overall management process. In effect, these risks and opportunities are prioritised along with other business risks and opportunities.

Looking ahead, we anticipate performing a double materiality assessment in 2026. We expect this exercise will help us maintain an up-to-date understanding of the most relevant sustainability matters for us, including:

• Confirm whether material topics remain material but will also include re-evaluation of topics deemed not material in previous years. One example of the latter is water use. Taking into account that our clubs do not have facilities that require large quantities of water, such as for swimming pools or saunas, and our wastewater discharge is minimal, primarily from showers, toilets and cleaning activities, we concluded that the topic is not material. Re-evaluation of this topic will be part of future processes seeking to maintain a complete view of material sustainability matters.

• Consider insights from projects undertaken for specific purposes, and performed between materiality assessments. For example, as we perform our annual calculation of our carbon inventory, we gain better understanding of certain emission sources and how these can lead to new material matters.

• Identify and assess the effects of significant changes in our business operations, such as the recent launch of our franchise model.

Material topics, related IROs, and disclosures

(ESRS or entity-specific)

Material topic1	Impacts, risks and opportunities		Location	Disclosures2
Climate change and energy		Energy efficiency and renewable energy usage: Basic-Fit's network of clubs consume significant amounts of energy to operate, which generates GHG emissions. Implementing energy-efficient practices, such as self-powered fitness equipment and energy-efficient heating, ventilation and air-conditioning (HVAC) systems, along with transitioning to renewable energy sources, help mitigate the generation of GHG emissions.		E1-1 - E1-9
		Operational risks from climate change: Extreme weather events can damage clubs or disrupt power supplies, leading to operational downtime, potential revenue loss, and customer dissatisfaction. No specific weather event has been identified as financially material at the group level, but some events may be more pervasive in certain locations, requiring different approaches to address this risk.
		Cost reduction through energy-saving initiatives: Energy-saving initiatives lead to long-term operational cost reductions, improving profitability.
Circularity via smart resource use		Sustainable product design: As a key input in our clubs, Basic-Fit's demand for fitness equipment can have a significant environmental footprint. By servicing and refurbishing this equipment to extend its lifespan, both Basic-Fit (indirectly) and its suppliers (more directly) can reduce the need for raw materials to produce new equipment. Besides exploring with our suppliers other circularity approaches, such as using recyclable materials, could potentially further reduce our footprint.		E5-1 - E5-4 Entity-specific: equipment per club
		Life-time extension of gym equipment: Reducing the environmental footprint of the business model by extending the life cycle of fitness equipment potentially leading to reduction of required investments.
		Opportunities from other circularity practices: exploring the use of products designed for disassembly and reuse and implementation of recycling solutions can reduce expenses required to purchase new products.
Our people: working conditions of the workforce		Ergonomic and safe working conditions: Ergonomic equipment and effective facility management ensures safe and clean working environments, promoting employee health and safety.		S1-1 - S1-17
		Physical strain, safety risks, and employee safety: Employees involved in facility management and equipment maintenance may face physical strain and risks associated with handling heavy equipment or cleaning chemicals. Additionally, we need to address safety concerns, particularly for employees working alone at clubs, to ensure a secure and supportive working environment for all staff members.
		High employee turnover and job security: High employee turnover rates raise concerns about job satisfaction and working conditions. Additionally, the introduction of the 24/7 model with the option of having clubs remotely surveyed and without staff may lead to the perception of reduced workforce stability and secure employment for current employees. This combination highlights the need to improve both job satisfaction and long-term job security to maintain a stable workforce.
Our people: equal treatment, opportunities and privacy for the workforce		Employee development and inclusion: Focusing on enhancing skills, ensuring gender equality, and fostering a diverse and inclusive workplace to boost employee satisfaction and productivity. Additionally, the fitness-centric nature of Basic-Fit's operations promotes a healthy workforce.
		Privacy breaches and workforce security: While privacy breaches are unlikely due to control measures in place, they can severely impact employees if they occur. Such breaches might expose personal and sensitive information.
		Potential exclusivity in policies: Incorrectly applied inclusivity policies could unintentionally exclude certain employee groups, such as part-time workers or those with disabilities, impacting morale and causing dissatisfaction.
Workers in our supply chain		Employment opportunities: Operations in Basic-Fit's value chain can provide various employment opportunities, and promote work environments with fairer wages and safer conditions, which can also promote economic growth in different regions.		S2-1 - S2-4
		Potential mistreatment in labour-intensive sectors: Workers in labour-intensive sectors, such as cleaning, security, and construction, may face risks of mistreatment and poor working conditions if not properly monitored.
		Equal treatment challenges: There could be challenges in ensuring equal treatment (incl. diversity) for subcontracted workers, particularly in countries without very strong labour laws.
Our members		Health and well-being promotion: Health and well-being promotion: Improving public health by providing accessible fitness facilities and promoting physical activity (through mass sports events) can enhance quality of life and reduce healthcare costs for people.		S4-1 - S4-5 Entity-specific: memberships, clubs, visits
		Inclusivity and accessibility: Visiting the club can be intimidating to some members, e.g., when they have little experience using the equipment. Initiatives like 'Be Comfortable' can help members avoid gymtimidation and make fitness accessible to a broader demographic, promoting social inclusion and ensuring facilities are welcoming for all users.
		Information complexity: The complexity of information available online or at clubs might lead to confusion or misuse of fitness equipment.
		Exclusivity and inaccessibility issues: Despite inclusivity initiatives, some groups might still find facilities physically inaccessible or financially prohibitive, leading to perceptions of exclusivity or discrimination. Basic-Fit is aware of a limited number of cases of clubs that may not be fully accessible to people with disabilities, including equipment and supportive services tailored to the needs of disabled members, which may exacerbate feelings of exclusion.
		Safety and security in 24/7 operations: Ensuring member safety during off-peak hours is crucial. Concerns about the adequacy of security measures, particularly remote surveillance and response times when clubs have limited or no staff, may affect member perceptions of safety.
		Enhanced digital engagement and member education: Utilising digital platforms like apps to provide personalised training programmes and manage memberships more efficiently can improve user satisfaction and operational efficiency. Also, providing members with information about health, wellness, and safe equipment use can enhance their experience and build long-term loyalty.
Community investment		Economic contributions: Job creation and local business engagement make a positive contribution to local economies and improve the presence of the business among local community members.		S3-4 Entity-specific: financial contribution
		Community engagement: By offering affordable fitness options and sponsoring initiatives to promote a healthy lifestyle, Basic-Fit has a positive impact on broader communities. These efforts advocate for healthier living, benefiting both local areas and our consumers.
Business conduct		Promotion of ethical business practices: By implementing rigorous training and detection mechanisms, Basic-Fit can lead by example in promoting a culture of integrity and ethical behaviour, not only within its own operations but also among its partners and peers in the fitness industry.		G1-1 - G1-3, G1-5 - G1-6
		Supplier relationship management and ethical risks: A commitment to transparent procurement, with clear documentation and open tenders, sets an accountability standard. However, Basic-Fit's commercial influence or high dependency of certain suppliers on Basic-Fit's payments might create power imbalances. This could pressure suppliers to cut corners to meet demands or contractual terms, potentially leading to unethical business practices. Transparency and ethical supplier engagement are crucial to maintaining integrity in the supply chain.
		Whistleblower protection and lobbying practices: Without robust whistleblower protections, Basic-Fit employees may feel intimidated or fearful of repercussions, leading them to refrain from reporting unethical practices, misconduct, or violations of laws within the organisation. Additionally, if political engagement is conducted unethically by lobbying agencies, it could be perceived as exerting undue influence by Basic-Fit.
1 In general, we expect all IROs to remain material in the short, medium and long-term 2 ESRS codes listed as general reference, specific (sub)disclosures covered by them may be phased-in and thus not reported.

Outcomes

The material impacts, risks and opportunities (IROs) we identified in 2024 were grouped into topics as presented and described above. There are eight material topics: climate change and energy use; circular economy; working conditions of the workforce; equal treatment, opportunities and privacy for the workforce; value chain workers; communities; members; and business conduct. This Sustainability statement describes how we address such topics.

All IROs connect to our business model and/or strategy and in some cases also to activities taking place upstream or downstream of our value chain. In general, we expect all IROs to remain material in the short, medium, and long- term, even if specific elements change over time (e.g., some types of physical risks related to climate change may become less material in time, yet climate change is expected to remain as a material risk). Anticipated materiality reviews and full assessments in the future will test this expectation.

Current financial effects of material risks and opportunities are deemed to be limited. This is, for example, the case of savings in energy costs we could achieve with closer monitoring of energy use and installation of solar panels in our clubs, considering that these savings were offset by the increase in operating expenses directly related to the higher number of clubs, members and employees (as explained in Note 3.8 of the Financial statements).

Since 2024, we have made efforts to understand the resilience of our business model in the face of climate change impacts on our business, including risks related to extreme weather events. This is explained in the Climate change and energy section. Beyond this, we believe our strategy and business model, including actions planned as per our risk management and control systems, will enable us to address material impacts and risks and take advantage of material opportunities.

Identification of information to disclose

Following the identification of material topics, we selected the corresponding material information to be disclosed in our Sustainability statement. We evaluated disclosures in terms of how effectively they reflect our material topics, and we selected those we considered relevant and useful for an understanding of the related material IROs.

We began by assessing the reporting disclosure requirements and datapoints in the topical ESRS (including their (sub)sub-topics) to identify which of those we should report to reflect our material IROs. This assessment covered a broad perspective, in which the ESRS disclosures were only considered out of scope if they were clearly disconnected from the material topic and its IROs. For some topics, entity-specific disclosures were also considered relevant for reporting. This was the case for our reporting on members and communities, for which we include specific metrics that represent our impacts more specifically. For more details, see the ESRS Disclosure section of this Annual Report. Given that we have validated the use of the results of the DMA of 2024 for our reporting in 2025, the disclosures reported this year are the same as in 2024.

Topic-specific considerations

With respect to IROs related to our own workforce, club hosts and workers in our offices are considered employees, while live group instructors in clubs, contingent workers in Luxembourg, and freelancers in our offices are considered non-employees. The IROs we identified refer to the general working environment in Europe, where we operate. We recognise that our business is highly dependent on our workforce and thus strive to ensure their safety and fair working conditions.

Addressing negative impacts on the environment is primarily focused on energy use reductions and extending the lifespan of fitness equipment. This is not expected to lead to any significant change in the way we work, and therefore we consider there is no significant impacts on our workforce that would arise from addressing environmental impacts.

During the double materiality assessment of 2024, the level of dependency on certain suppliers on Basic-Fit’s business was used as a criterion to identify IROs relating to business conduct.

In addition to this materiality assessment, we performed a climate change risks and opportunities assessment in 2024, which identified physical and transition climate risks per country. Beyond this, we did not perform any specific site or country assessments regarding the environmental topics we assessed in order to identify their materiality; this means we identified material IROs and topics at an overall group level.

1. EFRAG's IG1: Materiality Assessment - implementation guidance.

Environment

Environment

Climate change and energy

Climate change and energy

Fit to tackle climate change

Climate change presents both risks and opportunities for our business. We recognise that extreme weather events and other climate-related impacts can have a material effect on our operations, and we are taking steps to understand and address these challenges. Our approach includes assessing the resilience of our business and identifying adaptation needs, as well as working to mitigate our impact on climate change.

We are working toward the development of a climate transition plan, including GHG emission targets, that will outline how we aim to align our business model with the objectives of the Paris Agreement, particularly the goal of limiting global warming to 1.5°C. We expect to adopt this transition plan by the end of 2026.

We have taken several foundational steps to support the development of the plan, including:

• Recalculation of our Scope 3 emissions to improve the inventory's accuracy and completeness, and to include the emissions associated with Clever Fit.

• Identification of emission trajectories for Scope 1, 2, and 3 emissions, providing a baseline for future reduction targets.

• Analysis of natural decarbonisation trends and emissions evolution for the near-term according to growth assumptions.

• Holding an internal workshop to explore potential decarbonisation actions and define the steps needed to gather the necessary data and insights for a robust transition plan.

These steps have provided us with valuable insights into our current emissions profile and the potential pathways for reduction. Through this process, we have recognised that further granularity in our understanding of emissions sources, particularly within Scope 3, is essential for the development of a concrete and actionable climate transition plan. This includes identifying material contributors across our value chain and assessing the feasibility and impact of potential mitigation actions. As we continue this work, we aim to build a more robust foundation for setting credible targets and defining the resources and governance needed to support implementation.

At present, we do not have a formal climate-related policy or climate-related targets in place. This is primarily because the development of both is closely tied to the outcomes of our climate transition planning process, which is still underway. We believe that a credible and effective policy and targets must be grounded in a clear understanding of our emissions profile, reduction pathways, the feasibility of mitigation and adaptation actions, as well as the resources required to implement them. At the moment, Basic-Fit is thus unable to describe in detail the key climate change mitigation and adaptation actions, targets or resources allocated to the implementation of this policy. That said, we are already engaged in certain climate change mitigation efforts, such as installation of solar panels and HVAC control systems, which are intended to reduce our energy consumption and related emissions. These are included in the EU Taxonomy section of this report.

Climate-related risks and opportunities assessment

In 2024, we undertook a climate-related scenario analysis, the core of which consisted of identifying the material¹ physical and transition risks to and opportunities for the business². The physical and transition risks and opportunities were listed and determined as per Task Force on Climate-Related Financial Disclosures (TCFD) recommendations. The selected scenarios were compatible with the climate-related assumptions and expectations made in our financial statements. Our efforts to reduce energy consumption, which can be considered as supporting climate mitigation, were primarily considered during the identification of transition risks and opportunities, effectively resulting at the basis of one risk and one opportunity identified (as described below).

For physical risks, the 2024 analysis used climate scenario data from a low emissions pathway (SSP1-2.6)³and a high emissions pathway (SSP5-8.5), with SSP5-8.5 representing a ‘reasonable’ worst-case climate scenario by 2050. Due to limitations in data availability and reach, Basic-Fit could not extend 2024’s physical risks analysis to its value chain. We are planning to include the value chain by the fourth year of our ESRS reporting.

We investigated a representative sample of clubs, allowing optimal use of our in-house data while still obtaining results with an acceptable level of granularity. To determine materiality, we analysed the relevant physical hazards under each pathway. The results are visualised and explained in the tables ‘physical risks’ and ‘transitional risks and opportunities’ below. We found water stress to be a material physical risk in all scenarios. A majority of clubs in the sample were at risk of either flooding or drought due to changing precipitation patterns. Heatwaves, heat stress, and storms are also projected to become highly material in a high-emissions pathway scenario.

In 2024, we identified key transition risks and opportunities via an internal relevance assessment, including workshops with internal stakeholders. We used climate scenarios from recognised sources, such as the Network for Greening the Financial System (NGFS) and the International Energy Agency (IEA). These entail a ‘low-carbon’ net-zero policy scenario and a ‘business-as-usual’ scenario aligned with current climate policies. Each analysis scenario implements a 2030, 2040, and 2050 time frame. We used the low -carbon scenario to map the transition risks and opportunities. The analysis also extended to Basic-Fit’s value chain as, being qualitative, data insights into the topics were more readily obtainable. The detailed results are explained in the ‘material transition risks and opportunities’ table below. The changes in materiality over the different time frames are also visualised in this table. To briefly summarise our assessment, volatile energy prices were found to remain a material transition risk in 2040 and 2050. While material in 2030, the efforts to decarbonise Basic-Fit’s value chain are expected to decrease in materiality in 2040 and 2050. The analysis found one material transition opportunity in Basic-Fit’s proactive management of energy consumption, which may lead to significant savings. It is expected to remain a material opportunity across all three time frames of the ‘low-carbon’ scenario.

The climate-related risks and opportunities identified in the scenario analysis are summarised in the tables below. They are described in more detail in our 2024 Annual Report, which is available on our website.

		Physical risks	Outlook
	A	Heat Stress	Material by 2050
	B	Heat Waves	Material by 2030
	C	Water Stress	Material at baseline
	D	Storm	Material by 2050

		Transitional risks and opportunities	Category	Outlook
	R1	Volatile energy prices	Transition Risk	Material by 2030
	R2	Internal global supply chain decarbonisation efforts		Material by 2030
	O1	Proactive management of energy consumption	Transition Opportunity	Material by 2030

Energy powering our operations

Controlling our energy use and ensuring that it comes from renewable sources is key to the reduction of our direct emissions. It also helps us to improve the cost efficiency of our club operations. As such, Basic-Fit sees energy use as a strategically important topic.

In broad terms, energy consumed in Basic-Fit operations consists primarily of purchased electricity and gas for running clubs and offices, self-generated renewable energy from solar panels, and fuel for company vehicles.

Sources of energy consumed

Basic-Fit continued to address our negative impacts on the environment in 2025. This includes continued installation of solar panels, heat pumps, efficient water boilers and HVAC control systems. These actions were taken with the expected outcome of reducing our energy consumption and related emissions. You can find more information on these actions in Note 2.3 of the Financial statements.

Renewable energy production

Methodology Notes

The data related to the sources of energy used⁴ covers Basic-Fit’s and Clever Fit's club operation and energy use in offices. Company leased cars and self-generated renewable energy are also taken into account in these results.

Actual electricity data was available for 73% of our total consumption and gas data for 69% of our total consumption. In cases where actual energy consumption data for 2025 was unavailable, we calculated the median energy usage per club per square metre for each country, using actual data sourced directly from energy suppliers and smart meters. This information was then used to estimate energy consumption for clubs without data based on their size (in square metres). This included estimating the energy use of Clever Fit clubs based on the median consumption of clubs in other countries.

Regarding the disaggregation of energy by sources, we applied the following:

1. The electricity purchased in France, Spain, and Germany and Austria was disaggregated based on information from national suppliers or energy authorities regarding country-level electricity generation sources. Basic-Fit intends to purchase guarantees of origin (GOs) for total electricity consumption in 2025, with the purchase planned for 2026 once electricity consumption data has been settled, and the actual consumption is known. As a result, the energy mix indicated in this report may be updated accordingly.

2. In Belgium, all electricity purchased was classified as renewable based on purchased GOs certifying that electricity comes from renewable sources.

3. In the Netherlands, the energy purchased was partially classified as renewable based on purchased GOs and the remainder was disaggregated based on information regarding country-level electricity generation sources.

4. In Luxembourg, the energy contract certifies that all electricity comes from renewable sources.

5. The disaggregation of purchased electricity described here was based on information from national suppliers or energy authorities regarding country-level electricity generation sources from 2023.

6. Gas consumption is accounted for as ‘energy from fossil sources’.

7. Fuel and electricity consumption by company leased cars is accounted for as ‘energy from fossil sources’ and is based on data from fleet reports.

Regarding the disclosure requirement applicable to high climate impact sectors (disaggregation of sources as per paragraph 38), we consider this as not applicable to Basic-Fit, as we deem our operations to be classified under NACE⁵ section R code 93.13 ‘Activities of fitness facilities’, while the ESRS defines high climate impact sectors as those listed in NACE Sections A to H and L. 

Regarding renewable energy production data from our solar panels (E1-5 39), we had access to actual solar generation data for all relevant clubs. In cases where a club produced more renewable energy than it could consume, the excess energy was returned to the grid. The amount of renewable energy sold is based on actual data from the energy supplier and is reported in the table 'renewable energy production'. The difference between the self-generated renewable energy produced and sold is reported in the table 'Sources of energy consumed', under self-generated renewable energy (E1-5 37ciii). Basic-Fit did not engage in the production of non-renewable energy (E1-5 39).

GHG Emissions

Basic-fit's emissions comprise the following:

Scope 1 emissions relate to gas consumption in clubs and offices, travel using vehicles leased by Basic-Fit, and refrigerant fluids used in heating, ventilation, air conditioning, and refrigeration installations.

Scope 2 emissions are related to the indirect emissions based on the electricity purchased by Basic-Fit. This is equivalent to the electricity consumption as reported under E1-5. Scope 2 emissions reported here include the gross location-based and market-based emissions.

Scope 2 market-based emissions for 2024 were revised to account for the purchase of green certificates since year-end, which cover 100% of the electricity used in our clubs. This resulted in our market-based Scope 2 emissions being reduced from 10,577 tCO2eq as reported last year to 110 tCO2eq. The remaining Scope 2 market-based emissions relate to the use of electric vehicles in our fleet.

Scope 3 emissions are calculated after assessing the applicability of the corresponding 15 categories in the GHG protocol. Applicable categories are included in the GHG emissions table below, including category 14 (franchises) which was added this year to include the emissions from our newly added franchise operations.

The following Scope 3 categories were excluded from the calculation:

• Upstream and Downstream Leased Assets: Leased assets, including vehicles and buildings, were accounted for in Scope 1 and 2 emissions, as they are integral to Basic-Fit’s operations.

• Processing and Use of Sold Products: Basic-Fit does not engage in the sale of intermediate products or products that have emissions associated with their use.

• Visitor travel: Basic-fit opted to voluntarily report the emissions associated with visitor travel to our clubs in 2024 (139,323 tCO2eq). We decided to remove this sub-category this year, as it is outside our operational control and offers no realistic reduction potential.

• Investments: This category is not included in our 2025 emissions because Basic-Fit sold its investment in Aress prior to the end of the reporting period.

This year, we refined our Scope 3 category  1 and 2 methodology. Firstly, by classifying all spend data by industry and assigning each industry an activity type (goods, services, capital goods, intercompany, or other). This allowed us to map purchases to the appropriate emissions factors. Last year we used tax codes to identify services, which proved less reliable because local tax codes do not consistently distinguish between goods and services at the level of detail required for the calculation of emissions. In line with our new refined methodology for Scope 3 category 1 and 2 emissions, we revised the 2024 figures as follows: last year, we reported the emissions from purchased goods and services of 2024 as 152,227 tCO2eq, which has been revised to 106,551 tCO2eq, while emissions from capital goods of 2024 were 128,691 tCO2eq and that has been revised to 55,361 tCO2eq. Secondly, we removed the emissions previously attributed to construction of our clubs, because our clubs are leased and these emissions fall outside of our control, although they were voluntarily reported in 2024. Therefore, 110,256 tCO2eq reported in 2024 under Scope 3 Category 2 (capital goods) has been updated to 0 tCO2eq and is likewise excluded from our 2025 inventory.

GHG emissions

1. 2024 is the base year for GHG emission calculations for Basic-Fit. We selected 2024 as our baseline year because it represents the first year in which we conducted a full, company‑wide measurement of our greenhouse gas emissions, and it reflects a normal operating environment without significant external disruptions. As outlined earlier in the report, our climate transition plan, including milestones and targets is currently in development (E1-6 AR 48).

Our Scope 2 market‑based emissions exceed our location‑based emissions. Under the market‑based method, electricity consumption is calculated using emission factors based on the residual mix. Residual mix factors are typically higher than the average grid emission factors used in the location‑based method. This difference is mainly driven by consumption in France, Germany and Spain, where our electricity supply is not currently backed by Guarantees of Origin (GOs). Consequently, residual mix factors are applied, resulting in higher market‑based emissions. As we expand our use of GOs to cover more of our portfolio in future years, this difference between market‑ and location‑based emissions may decrease.

Emissions intensity

Methodology notes

GHG Emissions
The GHG Emissions table shows gross Scope 1, 2 & 3 emissions in metric tonnes of CO2eq. Scope 2 emissions also include the gross location-based and market-based emissions. Scope 2 emissions include emissions associated with the electricity consumption from the operation of the 39 Clever Fit clubs under our control, from the date they came under our control until the end of the reporting period. This consumption was extrapolated as described in the 'Energy Powering our Operations' section above. 0% of Scope 1 GHG emissions come from regulated emission trading schemes. Basic-Fit did not purchase any carbon credits in 2025 and did not participate in any GHG removal or GHG mitigation projects financed through carbon credits. Basic-Fit has not applied any internal carbon pricing schemes. All emissions disclosed correspond to the consolidated accounting group. 

Scope 3 Emissions
The highest emitting categories for Scope 3 were purchased goods and services, capital goods, wastes, fuel- and energy-related activities, and employee commuting:

• Category 1 - Purchased goods and services: The largest share of the purchased goods and services was attributed to the purchased services. Emissions from purchased services were calculated using supplier cost data. Emissions from purchased goods were calculated using extrapolations based on average quantities of certain goods purchased per clubs and supplier cost data for other goods. For each supplier, industry-specific emission factors from DEFRA (2025), ExioBase (2022) and Base Carbone (2022) were used to determine the associated emissions.

• Category 2 - Capital goods: primarily related to the renovation of new leased buildings and gym equipment. The building emissions were calculated based on the supplier spend in this category, combined with emission factors from Base Carbone (2022). Gym equipment emissions were based on delivery data from the equipment supplier which included the actual number of items delivered and the weight of the products in 2025. Due to data availability assumptions were made to estimate the composition of gym equipment. Emission factors from IPCC (2021) were then used to estimate associated emissions.

• Category 5 - Waste relates to waste generated in our operations, primarily day‑to‑day residual waste and paper waste from our clubs. Emissions were calculated using waste collection data from our clubs in the Netherlands. These waste‑per‑club factors and emission factors from DEFRA (2025) were then applied to clubs in other countries to estimate total waste volumes and associated emissions.

• Category 3 - Fuel- and energy-related activities were calculated using standard well‑to‑tank and transmission‑and‑distribution loss factors applied to our total electricity and natural gas consumption. These factors account for upstream extraction, production, and transport of fuels, as well as energy losses before delivery to our sites.

• Category 7 - Employee commuting accounts for 1.7% of our total Scope 3 emissions. These emissions were estimated by calculating approximate travel distances between employees’ home and work locations. Mode‑of‑transport assumptions were applied to the typical proportions of residents travelling by walking or cycling, personal vehicles, or public transport based on the population of the cities where employees live and work. These mode shares were applied to estimate total commuting activity. Emission factors from AIB (2024) and DEFRA (2025) were then applied to calculate associated emissions.

Scope 3 emissions from categories 4, 6, 9 and 12 individually account for less than 1% of total emissions. Our calculation methods for these categories are in line with the GHG Protocol and include activity-based method, distance-based approach, average activity method, average spend-based method and other hybrid methods. The emissions from category 14 associated with our newly acquired franchise operations account for less than 1% of our total emissions this year. This proportion appears relatively low because these clubs came under our operational control late in the reporting period, and therefore only a part of yearly activity is included.

Scope 3 Emissions calculated using primary data
Where available, Scope 3 emissions are calculated using primary data, supported with assumptions where necessary. For the significant categories, the use of primary data is stated in the 'Scope 3 emissions' section above. This includes parts of category 5 from waste collection contract data detailing litres collected and collection frequency, parts of category 6 with data from an external travel report with actual costs and kilometres travelled by employees, and parts of category 7 based on HR-reported actual distances and hours worked. Additionally, primary data is used for categories 2, 4, and 9, incorporating supplier-provided details on gym equipment quantity and weight, as well as category 2 solar panel data, including the actual number and type of panels.

Basic-Fit has some processes in place to reduce uncertainties and improve the quality of data. This includes validation from external climate experts and internal reviews performed by management to identify abnormalities in data.

Emission Factors
Emissions were calculated in accordance with GHG Protocol guidelines, with emission factors selected by external climate advisors based on their relevance and appropriateness for each category. The majority of emission factors applied were taken from DEFRA (2025), IPCC AR6 and AIB (2024).

GHG Emissions Intensity
GHG emissions intensity is calculated based on the gross Scope 1, 2 & 3 emissions reported in the Emissions Intensity table, per net revenue. Note 3.2 of the financial statements presents disclosures relating to revenue, as well as the accounting policy applied.

1. The term ‘material’ in this section is different from the use of the term in the DMA section: the CRRO is based on a different methodology and the outcomes were not specifically considered during the DMA. As such, the term ‘material’ here, can be considered as pointing to the most significant physical risks and transition events.
2. A detailed account of our impacts on GHG emissions was not included in this analysis. Reporting on such impacts is covered in the 'GHG Emissions' section.
3. SSP stands for 'Shared Socioeconomic Pathways', a set of scenarios developed by the international scientific community to facilitate climate policy and impact analyses
4. This means the 'Sources of energy consumed' table presents totals for the following disclosures: E1-5 37a, 37b, 37cii and 37ciii. 37ci is not applicable to Basic-Fit.
5. Statistical Classification of Economic Activities in the European Community (NACE 2.1) https://ec.europa.eu/eurostat/documents/3859598/5902521/KS-RA-07-015-EN.PDF]

Circularity via smart resource use

Circularity via smart resource use

Smart resource use: promoting circularity in our clubs

In line with our ambition to achieve a ‘fitter planet’, we actively seek solutions to address our environmental impacts beyond reducing our use of energy. The manufacturing of new fitness equipment can entail significant extraction of natural resources, which creates a key opportunity for us to implement circular economy practices in our operations.

We are committed to upholding our smart refurbishment model, which we began implementing in 2024, alongside our fitness equipment supplier (Matrix). This model safeguards the quality of the equipment by maintaining the look, feel, and function of the equipment. This model extends the lifespan of our equipment and therefore reduces our demand for new equipment. This is achieved via periodic inspections, the implementation of preventive maintenance activities, and the prompt repair of identified defects by Matrix. The agreement at the basis of this model also covers the responsible disposal or recycling of replaced equipment components, compliance with ESG reporting obligations, and the application of our Supplier Code of Conduct.

In 2025, we collaborated with Matrix to streamline the inspection and maintenance process, by aligning the databases of our two companies. Our product team manages and monitors the process through a unified ticketing system, accessible by all involved stakeholders. Bi-weekly meetings are also held between stakeholders to discuss priorities and align on inconsistencies. This process has contributed to faster maintenance activities. Given that we have focused on setting up this process and ensuring that it runs well, we have not defined any targets for our smart refurbishing project.

Resource inflows

1. This table included a line in 2024 regarding the percentage of fitness equipment composed of recycled or secondary materials, with the indication that the data was not available then. As this figure is still not available in 2025, the line has been excluded from the table this time.

Methodology notes

Primary data obtained from the fitness equipment supplier includes details on the quantity of each equipment type and the total weight purchased by Basic-Fit in 2025. We consulted with our supplier regarding the weight of recycled and other secondary materials or components used to manufacture fitness equipment as a proportion of total input used (in connection with ESRS E5-4-c) but this data is not available.

This model originated as a proactive effort to further reduce our environmental footprint. However, having no dedicated environmental policy, we will keep working in 2026 to develop one and thus formalise the management of our impacts, risks and opportunities related to topics such as sustainable sourcing, use of renewable resources, and circular economy. Similarly, we did not undertake any specific assessment process regarding our resource use and circular economy. For instance, we did not specifically screen activities in our value chain in terms of resource flows or waste, or perform any dedicated consultations on the topic.

EU Taxonomy

EU Taxonomy

Basic-Fit is subject to EU Taxonomy Regulation (EU) 2020/852. The legislation's goal is to increase the transparency of sustainability metrics by establishing an EU-wide classification framework defining ‘environmentally sustainable’ economic activities. Basic-Fit is required to disclose the percentage of EU Taxonomy-related economic activities in terms of its total turnover, capital expenditures (CapEx) and operating expenses (OpEx), and complementary qualitative information.

The EU Taxonomy establishes six environmental objectives: climate change mitigation, climate change adaptation, sustainable use and protection of water and marine resources, transition to a circular economy, pollution prevention and control, and protection and restoration of biodiversity and eco-systems (abbreviated as follows in this subsection: CCM, CCA, WTR, CE, PPC, BIO). Delegated acts developed for each environmental objective outline the list of applicable economic activities and relevant technical screening criteria.

The EU Taxonomy regulation defines the turnover KPI as a company’s net turnover in the given year (for Basic-Fit this is reported as total revenue). The CapEx KPI is defined, for IFRS companies, as all costs accounted under IAS 16 Property, Plant, and Equipment, IAS 38 Intangible Assets, IAS 40 Investment Property, IAS 41 Agriculture, IFRS 16 Leases. Finally, the regulation defines OpEx as costs related to 'the research and development, building renovation measures, short-term lease, maintenance and repair, and any other direct expenditures relating to the day-to-day servicing of assets of property, plant and equipment by the undertaking or third party to whom activities are outsourced that are necessary to ensure the continued and effective functioning of such assets.'

Regulatory amendments

The European Unions has made significant amendments to the EU Taxonomy through its simplification package regulation (EU) 2026/73. The most significant change is the addition of a 10% reporting materiality threshold. Non-financial undertakings are exempt from reporting alignment or eligibility on activities that cumulatively account for less than 10% of total turnover, CapEx or OpEx. The quick fix policy also simplified the reporting templates, and amended the "do no significant harm" criteria related to the PPC and BIO objectives. Basic-Fit applied the amended regulation for its 2025 reporting exercise.

Scope and methodology

The fitness industry is not covered by the EU Taxonomy regulation, as per review of covered activities listed in the EU Taxonomy Navigator¹. However, some specific activities undertaken in the pursuit of Basic-Fit's business objectives may be in scope. We carried out internal discussions and held workshops to identify these activities and initiate the corresponding reporting in 2025. We first highlighted the applicable activities, based on the activity definitions outlined in regulations (EU) 2021/2139 and (EU) 2023/2486. The identified activities were then screened for eligibility and alignment as per the technical screening and DNSH criteria provided by regulations (EU) 2021/2139 and (EU) 2023/2486. Finally, we identified the relevant accounting items to determine the numerator values for each KPI in accordance with regulation (EU) 2021/2178.

EU Taxonomy process

Screening and eligibility analysis

We identified activities in the scope of the climate change mitigation and circular economy objectives as per our screening of regulations (EU) 2021/2139 and (EU) 2023/2486. The largest portion of Basic-Fit's yearly CapEx and OpEx relates to investments in new lease properties, and the maintenance of these properties. A smaller portion of CapEx is devoted to ensuring its clubs run sustainably, for example by installing energy-efficient components. We also invest in the maintenance of our fitness equipment.

Basic-Fit’s main activity and source of revenue is the operation of fitness clubs. Since this activity is not covered by the EU Taxonomy, as explained above, we consider none of Basic-Fit’s turnover as eligible. The following sections will explain the eligible activities we've identified for the CapEx and OpEx KPI.

Identified activities

Basic-Fit clubs are located in rented properties, which undergo a refurbishment to be elevated to the standard of a Basic-Fit club. Part of this transformation entails the improvement of on-site energy performance through the installation of efficient heat-pumps, HVAC control systems, heat recovery units, or solar panels (pending landlord approval). These capital expenses are covered by the 'Construction and real estate' activities 7.3, 7.6, and 7.7 for the climate change mitigation objective.

In addition, we are continuing our ‘smart refurbishment’ programme with our fitness equipment supplier. This agreement was signed in 2024 and entails preventive inspections and regular maintenance of fitness equipment in all clubs with the goal of extending the lifespan of fitness equipment and reducing excess waste. We concluded that this CapEx and OpEx are covered by the ‘services’ activity 5.1 ‘Repair, refurbishment and remanufacturing’ for the circular economy objective.

(CCM) 7.3 Installation, maintenance and repair of energy efficiency equipment

In 2025, we installed highly efficient HVAC control systems and heat recovery units in clubs in the Netherlands. Based on a qualitative review of the technical documentation provided by our suppliers, we concluded that this activity is covered by the EU Taxonomy description.

(CCM) 7.6 Installation, maintenance and repair of renewable energy technologies

As part of our rebuild and gas transition efforts in 2025, we also installed solar panels and highly efficient heat pumps in both Belgium and the Netherlands. In line with our methodology, we reviewed the relevant documentation provided by our stakeholders and concluded that this activity is also covered by the EU Taxonomy description.

(CCM) 7.7 Acquisition and ownership of buildings

As a listed company, Basic-Fit adheres to the IFRS 16 - Leases reporting standard. A lease agreement provides the lessee with rights to control the use of an asset and its related economic benefits during the term of the lease. As explained in Note 4.4 of the financial statements, as a lessee, Basic-Fit must recognise this leased asset as a right-of-use asset in its financial position at the commencement date of the lease contract. The European Commission recognises acquisition of ownership to real estate through leases as pertinent to activity 7.7 in the EU Taxonomy (Commission Notice, OJ C/2024/6691, 2024). Since all Basic-Fit clubs are situated in leased properties, we conclude that this activity is covered by the EU Taxonomy description. This activity also covers any lease additions resulting from Basic-Fit's acquisition of Clever Fit. In line with European Commission notice (2022/C 385/01), the OpEx relative to the maintenance and cleaning of Basic-Fit's leased properties are also covered by the EU Taxonomy.

(CE) 5.1. Repair, refurbishment and remanufacturing

Our fitness equipment supplier carries out regular inspections and – if necessary – maintenance to refurbish fitness equipment until it reaches a new maximum lifetime of 12 years. After reviewing the EU Taxonomy description, we concluded that this activity corresponds to the refurbishment definition laid out in regulation (EU) 2023/2486². The fitness equipment in question corresponds to NACE code C32.3³. Our supplier further agreed to include a clause confirming that it will recycle replaced parts and/or dispose of them in accordance with EU law. We concluded that these elements sufficiently indicate that the CapEx and OpEx related to this activity are covered by the EU Taxonomy.

Alignment analysis

The alignment analysis assesses whether activities fulfil the substantial contribution and DNSH criteria laid out in the technical screening criteria regulations (EU) 2021/2139 and (EU) 2023/2486. It also requires compliance with minimum social safeguards on human and labour rights, as per article 18 of Regulation (EU) 2020/852. Basic-Fit does not meet the DNSH criteria to climate change adaptation for all identified activities (CCM 7.3, 7.6, 7.7, CE 5.1), as the required adaptation plan is not yet in place. Thus, we find none of the activities to be EU Taxonomy aligned in 2025.

Given that the analysis has not determined any activity as aligned, we did not assess compliance with minimum safeguards. In general, while we do not have a formalised human rights policy, we aim to ensure compliance with international human rights principles through adherence to local laws, practices, and procedures. Our current procedures and policies, including our Speak-Up policy (whistle-blowing policy), which inherently align with standards such as the UN Guiding Principles on Business and Human Rights and the ILO Declaration on Fundamental Principles and Rights at Work.

KPI Calculation

As outlined in regulation (EU) 2021/2178, the numerator reflects the proportion of Basic-Fit’s CapEx and OpEx that is either aligned with or eligible as an activity in the EU Taxonomy. The figures relevant to each identified activity were obtained from the applicable accounting items, reconciled in detail with the consolidated financial statements, and supplemented by qualitative and quantitative information to mitigate risks of misstatement.

With respect to denominators, the figures were extracted from a single reporting tool displaying all of Basic-Fit’s consolidated financial statements, in line with criteria defined by regulation (EU) 2021/2178. The turnover denominator reflects Basic-Fit’s total turnover realised over 2025, as per Note 3.2 of the financial statement. The CapEx denominator is the sum of additions to property, plant, and equipment, leases, and other intangible assets, excluding remeasurement. However, following additional European Commission clarifications, right of use asset remeasurements stemming from lease renewals should also be counted as additions to the CapEx KPI in the context of the EU Taxonomy.⁴ All additions resulting from Basic-Fit's acquisition of Clever Fit are covered in this figure. Finally, the OpEx denominator sums the direct expenses needed to ensure the proper functioning of Basic-Fit's assets. All KPI figures are displayed in the tables below, in alignment with the reporting templates provided in Annex II of regulation (EU) 2026/73.

Restatement of 2024 KPIs

Our understanding of the EU Taxonomy framework, particularly regarding its approach to real estate activities, has improved since the prior year. We have also received important clarifications from the European Commission on the breakdown of the CapEx KPI. The 2024 CapEx and OpEx figures were thus incorrect and must be restated to align with our improved methodology and to ensure the consistency of our year-on-year reporting. The 2024 CapEx KPI now includes renewed leases accounted for under remeasurements, the numerator was also restated to include activity 7.7 as an eligible activity.

In line with European Commission notice (2022/C 385/01), the 2024 OpEx numerator is restated to include all items related to activity 7.7.

The EU Taxonomy CapEx denominator has increased from 604.32 million euros to 718.96 million euros. The eligible CapEx for 2024 has increased from 7.57 million euros (1.25%) to 388.46 million euros (54.23%), as a result of the changes to the denominator and the inclusion of activity 7.7. The EU Taxonomy eligible OpEx for 2024 has increased from 1.83 (1.51%) to 53.74 (44.18%).

EU Taxonomy summary

CapEx KPI table

OpEx KPI table

1. Found in: https://ec.europa.eu/sustainable-finance-taxonomy/activities
2. ‘Refurbishment’ means testing and where necessary repairing, cleaning or modifying a used product to increase or restore its performance or functionality, or to meet applicable technical standards or regulatory requirements, with the result of making a fully functional product to be used for a purpose that is at least the one that was originally intended and to maintain its compliance with applicable technical standards or regulatory requirements originally conceived at the design stage.
3. Other manufacturing, manufacture of sports goods.
4. Please refer to Note 4.4 of the financial statement for a full breakdown of Basic-Fit's right of use assets

Social

Social

Our people

Our people

Basic-Fit is committed to managing material impacts, risks and opportunities related to our workforce through a range of comprehensive policies. These policies cover all employees and are designed to create a safe, inclusive and equitable workplace. Our Diversity, Inclusion and Belonging policy promotes equal opportunities and prohibits discrimination based on race, ethnicity, gender, sexual orientation, disability, religion or any other protected characteristics. This policy applies to all employees and temporary staff, consultants, interns and freelancers working for Basic-Fit N.V. and/or any of its group companies. It is made available to employees via our intranet. The Management Board is accountable for the implementation of the policy.

We strive to create a culture of respect and belonging, actively working to eliminate harassment and discrimination in all its forms. Our policies are aligned with local laws and best practices, ensuring compliance with European Union regulations and any national legislation on anti-discrimination.

As of 2025, Basic-Fit has designed a new Health and Safety policy to support safe working conditions and member safety. This policy comes into full effect in 2026, and aims to maintain Basic-Fit’s high standard for health and safety through the pursuit of overarching health and safety objectives; incident reduction/prevention, reducing costs, compliance and risk management, employee training, and employee satisfaction. Basic-Fit aims to promote a culture of safety that protects all members, employees, freelancers, suppliers, and third parties working in all Basic-Fit premises.

Basic-Fit has established a Health and Safety Steering Committee to support the implementation of this policy, while the Health and Safety Manager is ultimately responsible for overseeing the policy and ensuring company-wide alignment with the policy. To measure the success of the policy, the steering committee will monitor key indicators connected to the previously mentioned objectives such as incident rates/trends, lost work-days, compliance failures, compensation costs, employee training completion, and employee satisfaction.

We directly enhance health and safety and address our duty of care towards employees through constant connection to our certified Monitoring Alarm and Receiving Centre (MARC) at our clubs. Club employees or members who find themselves in trouble can rely on direct assistance from our MARC by using alarm buttons. In 2025, we introduced new employee training to ensure club employees know how to collaborate with our MARC through the use of alarm buttons to enhance both employee and member safety.

Basic-Fit has implemented policies and procedures on data protection compliance that protect the privacy of employees. We have installed a Data Protection Officer who monitors GDPR compliance and address employee concerns. Because we handle personal data related to our workforce and have a security system in our clubs, including camera supervision, we established a specific policy regarding the protection of the privacy of our employees. This privacy policy outlines the principles for handling personal data, regulates the operational management of personal data and how this data is protected. The policy covers all personal data of employees that is processed by Basic-Fit. For example, we do not allow the use of camera images of our employees to check on their performance. The individual responsible for the processing of personal data is the person who determines the purpose of, and the means for, the processing of personal data. The Management Board is responsible for the implementation of this policy.

In terms of governance, our Code of Conduct establishes clear expectations for ethical behaviour, covering areas such as anti-discrimination, fair treatment, conflict of interest, gifts, bribery, fraud and compliance with legal and regulatory requirements. Employees are expected to uphold these standards, and we swiftly address any reported violations through appropriate disciplinary actions. To reinforce this, we have a robust Speak-Up policy, providing employees with a confidential process to report concerns about violations, misconduct, or unethical behaviour without fear of retaliation. You will find more details on this policy in the Business Conduct section of this report. As of 2025, we have implemented a mandatory, annual (re)training for employees outlining our 'Compass of Conduct', which aims to promote Code of Conduct adherence. Employees receive training on behaviours that pose a risk to Basic-Fit and on how to use the Speak-Up mechanism should they witness any violations of the Code of Conduct. Awareness and trust in the Speak-Up policy and the effectiveness of the training are measured based on the rate of training completion, which requires a passing grade. When we remedy a situation brought to our attention via the Speak-Up policy, there is no specific assessment of the effectiveness of such remedy.

While we do not have a dedicated human rights policy, Basic-Fit ensures compliance with international human rights principles through adherence to local laws, practices, and procedures. Our employee lifecycle processes inherently aligns with standards such as the UN Guiding Principles on Business and Human Rights and the ILO Declaration on Fundamental Principles and Rights at Work. Human rights considerations, including labour rights, are embedded in our day-to-day operations and corporate governance.

We do not conduct separate assessments for human rights violations because they are integrated in our standard compliance monitoring. These procedures ensure that we meet legal and ethical obligations, making human rights violations, such as forced labour, human trafficking, or child labour highly unlikely in our operations. Basic-Fit operates as a low-risk organisation for its own employees in these areas due to our operating model and strict adherence to both internal policies and external legal frameworks. Additionally, engagement with our workforce follows a broad approach, aiming to gain insights from all the people that we could impact. There is no dedicated approach to seek input from specific groups that could be considered particularly affected or vulnerable, such as part-time workers or those with disabilities.

Our continuous development strategy, designed to align employee growth with company standards, takes a 70, 20, 10 approach whereby the majority of the population learn on the job, underpinned by community learning (e.g. peer related informal learning) and formal learning e.g. onboarding training, digital training in LinkedIn Learning and Goodhabitz. We use Performance Management Cycle, Talent Assessments, Succession Planning and a continuous feedback loop to steer employee performance, identify talent, and increase retention. These insights help us to create initiatives that address turnover, optimise employee engagement and ensure that we remain an attractive employer.

Basic-Fit is committed to fostering a diverse, inclusive, and safe work environment. Our Diversity, Inclusion, and Belonging (DIB) strategy is actively embedded in the employee lifecycle through education and initiatives aimed at promoting equal opportunities. We use data from global dashboards to monitor headcount, diversity, and employee turnover, which helps us to make informed decisions and adjust our strategies to meet our goals. Employee surveys are conducted every 18 months, alongside quarterly data analysis, which provide valuable insights that shape our HR strategy and inform our ongoing efforts to create a supportive and productive workplace. These efforts, coupled with our use of internal communication platforms and professional HR tools, enable us to efficiently manage risks and leverage opportunities, ensuring our workforce remains motivated and aligned with our business objectives.

Our engagement with our employees is also undertaken via their representatives. Our Works Council meets with the company representation, including the CFO, whenever workers concerns are raised, in addition to two meetings every year to discuss the company's end-of-year and half-year results. For example, the council must be involved in any major business decisions such as a merger or acquisition. While there is no specific process for the assessment of the effectiveness of these engagements, the Management Board is responsible of ensuring that engagements with employees and their representatives take place, ensuring they take into account outcomes and views form these engagements when defining or reviewing the business strategy.

We aim to avoid causing or contributing to material negative impacts on our employees through adherence to the policies described in this section. However, we do not currently have any specific processes in place aimed at ensuring that our practices do not cause or contribute to material negative impacts on our own workforce.

Impacts related to our workforce are addressed as a whole; no particular action has been launched specifically to provide or enable the remedy of negative impacts beyond those stipulated in existing policies, such as the Speak-Up policy. As such, we do not yet evaluate these actions by setting specific targets (for example, in terms of the metrics presented below) with respect to our employees.

In general, the resources devoted to HR are allocated to manage material impacts, risks and opportunities related to the topic of ‘Our people’.

1 column continued

Workers' characteristics and diversity

At year-end 2025, Basic-Fit had a workforce of 9,084 individuals, compared with 8,937 at the close of the previous year. The acquisition of Clever Fit brought the total number of employees under the Basic-Fit umbrella to 9,432 at year's end.

Gender diversity is thriving across Basic-Fit and Clever Fit, with a breakdown of 4,860 men, 4,565 women, and seven individuals who identify as gender-neutral.

See Note 3.4 of the financial statements for information regarding the total number of employees in FTE.

Employee breakdown by gender (head count)

Employees per country (head count)

Methodology notes

Workers in Luxembourg are not accounted as employees, as they are subcontracted. Although Clever Fit employees work in Germany and Austria, they are included as one column to facilitate differentiation. The figures reported for Clever Fit refer to employees covered by 39 owned clubs which are under control of Basic-Fit at year-end.

It is noteworthy that a significant portion of our dedicated workforce, approximately 72%, opts for part-time roles, particularly within our club environment. A substantial part (91%) of our personnel works in our clubs, highlighting the focal point of our operations.

Employees per contract type and gender (head count)

Employees per contract type per country (head count)

Methodology notes

The calculation of the number and distribution of employees excludes the Management Board (CEO and CFO) but includes the rest of the Leadership Team (CCO and COO). Workers in Luxembourg are not accounted as employees, as they are subcontracted. The classification of contract types is aligned with national legal definitions. Although Clever Fit employees work in Germany and Austria, they are included as one column to facilitate differentiation. The figures reported for Clever Fit refer to employees covered by 39 owned clubs which are under control of Basic-Fit at year-end.

Collective bargaining and social dialogue

All of our employees in France, Spain, and Belgium benefit from the protective umbrella of collective bargaining agreements, adhering to standard sector norms. This commitment underscores our dedication to fostering a harmonious and supportive work environment across our international workforce.

Collective bargaining and social dialogue

1. 100% of our employees in France, Spain and Belgium are covered by collective bargaining agreements. 0% of our employees in Germany or the Netherlands are covered by such agreements.
2. 100% of our employees in Belgium, France and the Netherlands are covered by workplace representation. 66.37% of our employees in Spain and 0% of our employees in Germany are covered by this representation. These percentages are the same for both 2024 and 2025 for all countries except in the case of Spain (28.62% in 2024).

Methodology notes

The totals represent employees in the European Economic Area (EEA), as we do not have employees outside this region. We do not have agreements with our employees for representation by a European Works Council (EWC), a Societas Europaea (SE) Works Council, or a Societas Cooperativa Europaea (SCE) Works Council. Clever Fit is excluded due to HR information systems not being fully integrated.

Turnover

Employee turnover reflects the changes in our employee base through the year. Given the nature of work, especially at clubs, our employees tend to take jobs temporarily, for example during study breaks. This is reflected in marked levels of turnover.

Employee Turnover

Methodology notes

As per local regulation, all instances of an employee leaving are counted separately, i.e., if the same employee who has left returns and leaves again, both times they left are accounted for as separate instances. Turnover is calculated as total number of leavers per month / (average number of employees per month), based on headcount numbers. Clever Fit is excluded because all employees joined Basic-Fit in November and this metric concerns the turnover across the entire reporting period.

Top management

At the end of 2025, 38% top management positions were female. You will find more information on our approach to diversity in the Corporate Governance section.

Methodology notes

Top management is defined as equal or higher than scale 18 in the Basic-Fit job classification system (based on Korn Ferry Hay Method), excluding the Leadership Team (CEO, CFO, CCO, and COO). This is the same definition used for 'middle management' in the Corporate governance section of this report, yet 'top management' is used here to maintain consistency with ESRS language. The Hay Method is a pay equity compliant and gender-neutral evaluation system that assesses a job based on skill (know-how), effort (problem solving) and responsibility (accountability). Clever Fit is excluded as its job specifications have not been integrated within Basic-Fit's classification system.

Employees age distribution

Beyond our employees’ gender, we also pay attention to their distribution in terms of age representation. Our vision is to have a workforce that respects and appreciates diversity in our clubs, and who can understand everyone's needs and demands.

Distribution of employees by age group

Methodology notes

The calculation of the number and distribution of employees excludes the Management Board (CEO and CFO) but includes the rest of the Leadership Team (CCO and COO). Workers in Luxembourg are not accounted as employees as they are subcontracted. Clever Fit is excluded as HR systems are not integrated.

Training and Skills Development

As explained, our continuous development strategy covers performance assessment and training and skills development. In 2025, 85% of our employees participated in performance reviews. Our employees also received more than 8 hours of training on average. Learning hours refer to the completion of mandatory trainings, such as club staff onboarding, health and safety training, and risk management training for corporate employees.

Participation in performance reviews

Average learning hours per employee

Methodology Notes

As this is the first year we include these metrics in our sustainability statement, the tables above refer to year 2025 only. The 15% of employees that were not part of the performance review process include those that joined Basic-Fit after October 1st, 2025 and employees that were terminated during 2025. In addition, certain employee types, such as students and contingent workers, and those taking certain types of absences such as long-term sick leave, do not take part in performance reviews. Employees that completed mandatory trainings and left before the end of 2025 are included in the results. Clever Fit is excluded as data is not yet integrated in Basic-Fit's learning and performance management systems.

Remuneration

All employees are paid an adequate wage, in line with applicable benchmarks, understood as either legal minimum wage per country or wage as per collective bargaining agreement (when the latter is higher).

We understand the need to ensure equal pay for the same job, regardless of the employee's gender, which is reflected by our gender pay gap metrics. On the other hand, the annual remuneration ratio provides insights into the level of remuneration inequality within Basic-Fit and any significant disparities.

This year, we recorded a gender pay gap of 2.9%. The figure slightly decreased from 2024's pay gap of 3.1% and remains notably low compared to the EU average, which stood at 11.1% as of 2024. Additionally, this number is below the threshold of the EU Gender Pay Transparency Directive, which has a threshold of 5% and does not mandate action for such a low pay gap. The use of the gender pay gap also indicates that there is a low probability of structural injustices between genders within Basic-Fit.

Remuneration metrics

Methodology notes

The gender pay gap is defined by the weighted average pay gap per country. The annual total remuneration ratio is defined by the reward of the highest paid individual in the organisation, the CEO, divided by the median reward of the total employee base excluding the CEO. In 2025 we set-up a cross department taskforce through which we significantly improved how we track and calculate remuneration metrics. As a result, we are revising the remuneration ratio of 2024 from 61.45 to 55.53. Clever Fit is excluded as payroll systems are not integrated.

Safety at work

Health and safety is managed locally by prevention officers in each country in which we operate. They supervise how clubs operate, have an overview of hazards and risks, and ensure that employees receive continuous safety training, including ergonomics, first-aid and fire prevention. They also coordinate with local authorities to ensure cooperation and compliance with regulations. They meet at periodic health and safety coordination sessions, where they share experiences and plan future actions to minimise the risk of accidents or injury.

In line with labour health and safety regulations, recorded accidents include any case deemed to be work-related regardless of the level of seriousness of the accident. The total accidents recorded were generally as expected, except in France where we observed an unexpected increase in the number and rate of accidents. We believe that the maturation of our health and safety department in France contributed to an enhanced focus on health and safety compliance and an increase in reported accidents. Our recently established Health and Safety Steering Committee will enable investigation into the matter and help us identify options to reduce accident risk. In Germany, the number of employees increased greatly in 2025, leading to a large difference in the rate of accidents between 2024 and 2025.

Work-related health and safety metrics

Methodology notes

Data refers to work-related incidents. It is gathered separately in each country, as per local regulation, and reported to local authorities as required. The rate of accidents is calculated by dividing the number of cases by the total number of hours worked by people in our own workforce and multiplied by 1,000,000. The number of accidents in France in 2025 required partial estimation due to irreparable documentation errors. Clever Fit is excluded due to HR systems not being integrated.

Our efforts to ensure safety at work also involve addressing any concerns raised by our employees, which as explained in the Business Conduct section, can be reported through our Speak-Up officers (our grievance mechanism for bringing attention to conduct violations). In 2025, no incidents were recorded via this channel, while in 2024 there was 1. Clever Fit is excluded because employees are not yet covered by Basic-Fit HR and the Speak-Up systems. In 2025, there were 60 reported incidents of discrimination or harassment, compared to 57 in 2024 (including aggression towards staff by members). These incidents are investigated and addressed separately in each country. These figures do not include Clever Fit due to HR information systems not being fully integrated. Resulting from all issues raised, no fines, penalties or compensation for damages (i.e., € 0.0) have had to be paid.

Workers in our supply chain

Workers in our supply chain

Basic-Fit’s impact on value chain workers is concentrated on our supply chain, especially those working for our first tier suppliers. We consider these to be the workers who could be materially impacted by our activities, including via our products or services or business relationships.

These workers can be grouped as follows:

• Workers working directly at our facilities, mainly cleaners, maintenance personnel and trainers.

• Our outsourced customer service agents; they provide their services via an outsourcing partner, who has signed a Code of Conduct that covers standards of responsible business conduct.

• Construction workers who carry out minor renovation activities required to open a new club.

• Workers manufacturing our fitness equipment further upstream in our supply chain.

• Workers in franchised clubs.

The groups above can include workers who may be particularly vulnerable due to their inherent characteristics, mainly those who could be mistreated due to their migrant status or their gender. Potential negative impacts are mainly systemic in nature in some contexts, including in countries without very strong labour laws, such as some countries in Asia (where there could be a risk of forced labour), or labour-intensive sectors, such as construction. We have not identified workers downstream in the value chain as workers likely to be materially impacted by Basic-Fit. We do not have any financially material joint ventures.

We expect our suppliers and partners to adhere to local legal and regulatory requirements, including respect for the human rights of workers. We have a supplier Code of Conduct that we apply to many of our long-standing suppliers, and we have open communication with subcontracted personal trainers in our clubs. We believe working with our suppliers to ensure they operate responsibly with respect to their employees can generate a positive impact on these workers.

Notwithstanding our efforts, we understand that as a responsible business we should have closer engagement with our suppliers and partners to ensure their workers are treated fairly. We have not yet adopted a policy to manage our material impacts on workers in our supply chain, including setting up mechanisms to provide or enable remedy for human rights impacts. However, in 2024, we took a first step in this direction by performing a thorough assessment of our procurement processes, with the objective of, among other things, including sustainability and responsible business conduct considerations in our procurement policies. In 2025, we have taken initial steps to professionalise, standardise and centralise our procurement processes, including welcoming a new procurement manager. In connection with this, we have also begun developing a human rights policy, ensuring it covers workers in our supply chain. In 2026, we will finalise and formalise the policy and start working on its implementation. As this work is currently under way, Basic-Fit has not yet established dedicated processes, metrics or targets to monitor material matters regarding workers in our supply chain.

We consider the material impacts we could have on the workers in our supply chain as directly connected to our business model, but we do not anticipate any major strategy or business model adaptations being required to address these impacts.

Our members

Our members

Making fitness more accessible

As part of our mission to make fitness accessible to everyone, we strive to make our clubs easy to reach, which is why we open clubs close to where people live and work. At the end of 2025, Basic-Fit operates 1,716 clubs, including 56 own clubs from recently acquired Clever Fit¹. In addition to this, Basic-Fit has now reached a network of 435 franchised clubs. Our total membership base is approximately 5.80 million in both owned and franchised clubs.

Our reach

We believe we can have a positive impact on people’s health if we motivate them to maintain a fitness routine. We want to motivate our members to visit our clubs at least once a week, so they are on the right track to build a healthy lifestyle. Our objective is to inspire our members to visit our clubs at least this frequently or more. We are glad to have reached this objective again in 2025, with a slight increase connected to the expansion of 24/7 clubs.

Visiting frequency

Methodology notes

As we are currently integrating membership management systems, 'visiting frequency' is calculated for Basic-Fit's own clubs, excluding Clever Fit's owned and franchised clubs.

We are always on the look-out for ways to ensure our products and services are affordable, innovative, high-quality and available to everyone. Our attractive prices allow more and more people to start working out. We continuously optimise the club workout environment in line with the needs of our members.

Our Basic-Fit app makes fitness available 24/7 and assists our members in the club, at home or outdoors, plus it delivers personalised fitness content, nutrition advice and a wide range of workouts, from meditation to cardio training. However, we recognise that the quantity of information available may become overwhelming to some. For example, the tutorials for equipment use we provide could be unclear to members not familiar with the equipment, potentially leading to its misuse. We continue to work to improve the Basic-Fit app functionalities and provide an in-app tour to guide users. We also offer customisation of the app so it can be personalised to each member's needs. In 2025, we launched our AI powered Fitbuddies in the Netherlands. The new AI coaches help members with personalised workouts, daily motivation and tailored advice. Each of the five Fitbuddies has a unique personality and mood to suit the needs and preferences of our members. The Fitbuddies offer 24/7 coaching, help with fitness related inquiries, and tracking members' progress, while keeping personal data private and secure.

Ensuring the safety of our members at our clubs is of course one of our top priorities. The majority of our clubs are fitted with a remote surveillance system to ensure the safety of our employees and members. We recognise that this has important implications for the privacy of our members and endeavour to uphold high privacy standards in the use of this system. Our regulations for the use of camera surveillance include standards for image retention periods, transparency, transfers and the security of images.

This regulation also outlines data subject rights and is made available to members via our website. These measures are further supported by Basic-Fit's new health and safety policy, as described in the Our People section.

We have a set of terms and conditions in each country in which we operate, which any person seeking to become a member must declare they have read and accepted before becoming a member. The terms and conditions establish clear and transparent agreements between Basic-Fit and our members. The terms and conditions inform the members of: their rights regarding the withdrawal of their membership, the access that each type of membership grants to clubs and online resources, and options that can be added to memberships. The terms and conditions also provide members with the conditions regarding fees and payments, the use of QR codes and member cards, club opening hours, minimum age requirements, insurance, risks and liability and their personal data. The terms and conditions are made available to each member via each country's Basic-Fit’s website, and via email when they become a member.

While our policies related to members are not explicitly aligned with internationally recognised instruments relevant to consumers, such as the UN Guiding Principles on Business and Human Rights, Basic-Fit ensures compliance with international human rights principles through adherence to local laws, practices, and procedures. Breaches of the right to privacy present a non-severe risk of a failure to respect our members' human rights. We recognise that upholding our members' right to privacy is crucially important, and as such, we endeavour to collect, use, and store personal data fairly, securely and safely, in line with international best practices and applicable laws. We have several policies in place related to our members' privacy. Our privacy statement sets the standard for how we approach the management of our members' personal data, including how potentially sensitive data is anonymised, not used for other purposes and deleted after a limited period. The privacy statement also describes the measures we take to safeguard personal data, and contact details necessary for consumers to exercise their privacy rights. Basic-Fit only processes data when there is a legal basis for doing so, in accordance with Article 6 of the GDPR. Additionally, the privacy statement describes the standards for transferring data to third parties outside the EU, as well as the handling of privacy complaints. The privacy statement is made available to customers via our website.

We engage with our members at every stage of their membership. For example, when members join, they receive a confirmation email providing them with their contract, terms and conditions and house rules, instructions for downloading the Basic-Fit app and using the QR code to access our clubs.

Basic-Fit also continuously gathers feedback from members through several channels. We periodically collect feedback via our app after members have visited a club, including questions related to the member's overall experience, hygiene, staff, crowdedness, equipment and ambiance of the club. This feedback is requested from members once every two weeks after at least two club visits to a maximum of twice per month per member. Either seven weeks or six months after becoming a member, members are asked to tell us how likely they are to recommend Basic-Fit to other people. We monitor this feedback continuously and escalate as appropriate. Additionally, we review external sources of feedback such as Trustpilot and Google reviews to understand consumers experience of our clubs. The Customer Relationship Manager and Customer Service Manager have operational responsibility for these engagements, while the Management Board is responsible for ensuring that the results inform Basic-Fit’s approach.

Basic-Fit has several channels available to members to raise their concerns and have them addressed. From within our clubs, members can speak to our hosts or they can contact an agent 24/7 via an intercom. The host can provide a first line of support regarding any issues in a club, access to the club or inform the member about our self-service options. The intercom agents can provide incident related support or access to the club. Basic-Fit also makes a chatbot known as ‘Ruby’ available to members. Ruby can help members with certain queries and pass the member on to a customer service agent in cases it cannot resolve. Additionally, members can raise any concerns directly with customer service, which they can contact through the live chat on our website or app, on Facebook or via email. If the customer service team cannot resolve the member’s concern, it will be escalated as appropriate to the relevant internal department or external agents, such as the police. The process to address members’ complaints varies depending on the nature of the issue raised with customer service. If the complaint is in relation to the club facilities this will be forwarded to the regional or cluster manager so they can take action. If it is in relation to harassment or aggression from another member it will be escalated to the regional or cluster manager and a warning or a ban will be issued to the offending member. If it is a GDPR-related complaint, it will be escalated to the Privacy Officer. Basic-Fit has an International Customer Service Manager responsible for our customer service channels, while ultimate responsibility for the implementation of these processes lies with the Management Board.

We do not yet have in place specific processes to assess the effectiveness of remedies provided in the event that Basic-Fit has caused or contributed to a negative impact on a member. Additionally, while the contents of member complaints are monitored, we do not yet assess whether members are aware of these structures or trust them as a way to raise concerns. Basic-Fit does not currently have a specific policy in place to protect members who raise concerns from retaliation, as in most cases the nature of concerns raised by members would not lead to retaliation. We have not required the availability of channels for members to raise concerns at our business relationships given that we have made the channels and processes described above directly available to our members.

Engagement with our members, including when we are addressing their concerns or complaints, and collecting feedback from them, provides us with an understanding of the effectiveness of our policies and the actions we take. This also enables us to identify lessons to improve our services.

Tackling barriers to fitness

We have numerous initiatives to achieve our aim of helping more and more people stay motivated to work out and improve their health and well-being. For example, some subscription models give our members the opportunity to bring a friend, which can help our members feel more encouraged to keep working out. Through our app, we offer workout programmes for people in specific conditions or with different goals, including for pregnancy or for those looking to gain muscle mass.

Since 2023, we have also provided programmes tailored to those who can present with a lack of motricity (motor skills). These programmes provide guidance videos for people with a motor disability, who, according to the De Nederlandse Sportdeelname Index (Dutch sport participation index), find unclear instructions to be a barrier to their participation in sport. With these programmes, we aim to pave the way for a future in which more people can experience the benefits of sport.

All of these programmes are accompanied by a disclaimer explaining that the participant should consult a doctor or midwife before participating.

Generally speaking, we keep improving our fitness services, and developing online content for specific fitness goals, such as running training, with the objective of motivating more people to start working out and keep moving, at the clubs or at any other location.

Initially launched in 2024 and continuing into 2025, the ‘Boost Your Mood’ campaign is aimed at encouraging exercise as a means to enhance overall health – particularly mental well-being. In 2024, the World Health Organization (WHO), the Dutch National Institute for Public Health and the Environment (RIVM) and Municipal Health Services (GGD) (in the Netherlands) reported a decline in mental health among young adults. Since the COVID-19 pandemic, attention to mental health has become more critical than ever, with one in three young adults acknowledging challenges in this area. Scientific studies have shown that regular physical activity can reduce stress, boost self-esteem, improve sleep quality, and enhance mood in both the short and long term. Findings from research conducted among our members affirmed these benefits: more than 80% of respondents reported an improved mood immediately following exercise or feeling more relaxed and clear-minded afterward. Additionally, 93% of respondents advocate for exercise as an effective means to enhance overall well-being, both physically and mentally. The ‘Boost Your Mood’ campaign was launched on television, social media, radio and outdoor advertising. Several ambassadors and mental health organisations also supported the campaign.

Two studies commissioned by Basic-Fit revealed that some 30% of people experience ‘gymtimidation’. This is driven by internal factors such as the lack of self-confidence, experience, and unfamiliarity with gym equipment, as well as external factors like fear of judgement and unwanted attention. With the introduction of another initiative, ‘Be Comfortable’, Basic-Fit wants to make fitness accessible to all. The scope of the 'Be Comfortable' initiative includes digital and in-club initiatives such as behavioural guidelines for members, staff training on how to create a comfortable environment, tailored training plans for various groups and social content to tackle gym intimidation in a positive way. In order to make fitness more accessible to women, in 2025 we introduced a number of new, insight-driven programmes focused on women's empowerment and mental well-being. 'Boost Her Power' helps women stay motivated through tailored workouts and inspiration, while 'Boost Your Mind' combines short, effective workouts with mindfulness exercises and practical tips to strengthen both body and mind.

As discussed in the Our People section, our new health and safety policy guides the safeguarding of our members and clubs. Once the steering committee is in place in 2026, health and safety measures related to our members will be supported by annual evaluations and goal setting. This will enhance the safety training given to employees in our clubs, as we continue to install remote surveillance systems to help our members feel safe when working out, and to ensure a swift response when incidents occur. These systems include smart camera networks, intercoms and alarm buttons, and they are now a standard feature in newly built clubs. A dedicated department operates these systems, including our EN50518:2019 certified Monitoring and Alarm Receiving Centre (MARC), which acts as the first line for primary care and alarm verification. As of 2025, our club employees receive new training on how to effectively collaborate with the MARC, use the alarm buttons, and enhance club safety for both employees and members.

In general, achieving increases in our membership base and seeing our members visit our clubs at least once a week, serves as a general indication that our efforts are broadly effective.

Technical notes

All of our members are included in the scope of this disclosure. Our members are not considered to be consumers of products that are inherently harmful to people or increase risk, or services that potentially have a negative impact on their right to privacy, to have their personal data protected, to freedom of expression and to non-discrimination. Our members may be dependent on accurate and accessible information on the use of equipment in our clubs to avoid damage or injury. Which is why we make this information available via our app. Our membership includes minors aged sixteen and over. We are currently working to develop a comprehensive human rights policy that will include provisions for protecting the rights of our members.

We may work with partners to prevent, mitigate or enable remedy to material negative impacts on members. However, these activities do not require wider industry collaboration. Our material negative impacts relating to members are not systemic in nature, given that they relate to a limited number of cases or faults in certain communications or services.

Impacts related to our members are addressed as a whole; we have not launched any particular action specifically aimed at providing or enabling any remedy of negative impacts beyond those stipulated in our existing policies detailed in this section. Basic-Fit is thus unable to describe in detail the actions or resources, or specific targets, allocated to the implementation of these policies.

In general, the resources devoted to customer care, remote surveillance, product innovation, and marketing are allocated to manage material impacts, risks and opportunities related to the topic of ‘Members’.

1. Including 17 clubs for which Basic-Fit entered into a purchase agreement prior to year-end, but control was not transferred as per 31 December 2025

Community investment

Community investment

We believe that fitness and movement is a powerful force for connection, confidence, and positive change, and builds stronger communities. We aim to harness the power of sport to create this positive ripple effect in communities where access to sport is not a given. This is why, since 2020, we have been partnering with organisations to help young people who lack the opportunity to exercise, to stay fit and enjoy the social benefits of sport, regardless of background or ability. We have not identified any severe human rights issues or incidents connected to the communities we operate in. Our activities are governed by an internal framework that provides clear guidelines to ensure initiatives align with our brand values and responsible business principles. While this framework does not constitute a formal 'communities' policy, it establishes internal oversight, approval processes, and criteria to ensure that our community initiatives are conducted in a consistent, ethical and transparent manner.

Our main partner in the Netherlands and Spain is the Johan Cruyff Foundation. Together we focus on children and young people for whom access to sport is not guaranteed. Through sports sessions and workshops, we raise awareness of the benefits of physical activity, helping them thrive mentally and physically. In Belgium, we support Sport2be and our partner in France is Sport dans la Ville. Both organisations develop sport and job programmes to support young people in their learning process through sport, and help young adults acquire professional skills. Additionally, we have also donated fitness equipment to charity initiatives in France and the Alpe d'Huzes indoor ride in the Netherlands. We aim to continue investing in such partnerships to keep supporting our communities towards healthy lifestyles.

Community partnerships

Methodology notes

This calculation is based on contributions to partners following indications from our communications and marketing teams regarding the identity of these partners. The calculation also includes any amount registered as a donation. Our spending was lower in 2025, as in 2024 we made a one-time dedicated contribution for our adherence to the Grande Cause Nationale in the context of the 2024 Olympics in France. Clever Fit is excluded as community investment strategies are not integrated yet.

Governance

Governance

Business conduct

Business conduct

We recognise that conducting business responsibly requires being transparent towards our stakeholders. In addition to reporting how we manage the different impacts of our operations on people and the environment, in this section we explain how we ensure that sustainability remains at the core of our corporate governance and business strategy, including our work to ensure that all our operations are performed with integrity and in compliance with applicable legal and regulatory requirements.

Significant developments and observations related to areas of business conduct, such as human rights, anti-bribery, tax reporting, and ESG reporting, are shared with the Management Board or second line of defence roles through various channels in the organisation.

When these developments are noted by people in second line of defence roles in reviews, they are subsequently escalated to the Management Board. The Supervisory Board receives regular updates on these topics. In the event of any serious incident, the matter and any mitigation will be discussed in the Management Board and/or in the Supervisory Board.

We continue to work on the further integration of sustainability and ESG-related matters in our strategy and business processes. Together with our international and local teams, we ensure that our ESG priorities are concrete and manageable. The Leadership team takes overall responsibility for Basic-Fit’s sustainability strategy, approves targets and monitors performance.

Corporate culture and integrity

Basic-Fit is committed to avoiding any non-compliance with legal and regulatory requirements of the countries in which we operate, which include health and safety regulations, competition and antitrust laws, insider trading regulations and anti-corruption laws. Basic-Fit has a Code of Conduct, which reflects the company’s values and principles and ethical business practices in a wide range of areas, such as good business practice, integrity in dealing with third parties and financial reporting, health and safety, conflicts of interest and handling confidential information. Everyone working for Basic-Fit is required to diligently follow the principles set out in the Code of Conduct when dealing with any business on behalf of Basic-Fit.

The principles and rules for ethical conduct, anti-corruption and anti-bribery are laid down in the Code of Conduct. The Code of Conduct applies to all employees and temporary staff, consultants, interns and freelancers.

The compliance officer monitors compliance with the Code of Conduct. The compliance officer, together with other stakeholders/departments such as Human Resources (HR), are responsible for the continuous promotion of best practices from the Code of Conduct and for raising awareness of the elements of the Code of Conduct within Basic-Fit (in clubs, as well as offices in all countries). Our insider trading policy sets out obligations for Basic-Fit and its employees with respect to the ownership of, and transactions in Basic-Fit securities, in accordance with the European Market Abuse Regulation. This policy applies to all employees or anyone in any other form of relationship of authority with respect to Basic-Fit N.V. It is made available on our corporate website and to our employees on our internal communication channels. Our internal data security policy provides information on what is meant by a security incident and on what is expected of employees in the event of an incident. This policy applies to all employees and is made available to them via our internal communication channels. The Management Board is accountable for the implementation of these policies. Information on these policies is also provided to our employees in the employee handbook.

The company’s corporate governance framework and its Code of Conduct also include safeguards and controls for the Supervisory Board to avoid conflicts of interest.

The elements and values reflected in the Code of Conduct are assessed in an annual integrity, fraud and corruption risk assessment, based on a Systematische Integriteitrisicoanalyse (SIRA, in Dutch) model. The Basic-Fit compliance officer initiates and processes this assessment. This includes assessing those functions most at risk in respect of corruption and bribery, which are generally related to all employees who are qualified as 'insiders' due to our obligations as a stock exchange listed company. These functions include members of the Supervisory and Management Boards, as well as some members of our finance, property, marketing, legal, investor relations, tax, IT development, operations and HR departments. All individuals designated as insiders are provided with an explanation of their role as an insider during their onboarding or upon becoming an insider, at this point, they must declare that they will comply with the insiders policy.

We do not have a specific policy for training related to these instruments, but the principles and rules of business conduct are embedded in our onboarding programme and other employee training. We are currently developing a process to integrate an annual review of the Code of Conduct for target groups in our HR management tool (Workday), which will ensure that the policy is reinforced across the organisation. Additionally, the Code of Conduct is made available via our intranet and on our corporate website. Our annual integrity risk assessment enables us to determine which target groups may require (re)training.

Our ‘Speak-Up’ (whistleblower protection) policy applies not only to employees but to all people who provide labour or services to Basic-Fit, including the employees of our suppliers and contractors. The aim of this policy is to ensure that anyone affected has the ability to report issues that are not in line with Basic-Fit’s principles and values. Speak-Up officers are appointed in each country; they are legal counsels familiar with European and local laws related to whistleblowing, and are accessible directly and in the local language. The local Speak-Up officers are responsible for assessing reports, ensuring necessary investigations are carried out and the proper registration of reports, under the guidance of the central Speak-Up officer. The local Speak-Up officers inform the central Speak-Up officers of any reports received. The central Speak-Up officer has the most expertise on this topic and is responsible for coordinating all whistleblower reports. The central Speak-Up Officer is then responsible for informing the Management Board through a memo, which the Management Board will share with the Supervisory Board if necessary. The Speak-Up Policy requires that the members of investigation committees must be impartial and have no prior involvement with the misconduct, nor a close personal or working relationship with the person being investigated. The investigators are also separate from the chain of management involved in the matter. Those who report an issue through Speak-Up in good faith, as well as anyone who helps them to report, or anyone connected to the person who is speaking up, are legally protected from any form of retaliation. We review and update the policy, and share the new version on an annual basis. From 2025, this sharing will be integrated in our HR system, Workday. The Speak-Up policy is also made available to all employees via our intranet. Information on the number of incidents reported via Speak-Up in 2025 can be found in the 'Our People' section of this Sustainability statement.

As a stock exchange listed company, Basic-Fit has been subject to all national laws, including Directive (EU) 2019/1937, related to the protection of whistleblowers since our initial public offering.

Political engagement

As a leader in its market, Basic-Fit interacts with a wide range of European, national and local government bodies. We are also actively engaged in discussions with the national fitness federations of the countries in which we operate. It is our position that the fitness industry has an important role to play in advancing health and well-being, and that making fitness accessible to more people enhances this role, benefiting society at large.

We manage our political engagement in coordination with trade unions and lobbying agencies advocating for the promotion of fitness and physical activity. The amount of 'political contributions' in the table at the end of this subsection represents the financial resources paid to these organisations. We made no additional contribution to any other type of recipient or beneficiary.

Beyond addressing market conditions for our business operations, lobbying activities are primarily focused on material impacts, risks and opportunities that connect with the promotion of health and well-being, working conditions of the workforce, and members' safety and security. The topics covered by lobbying activities can vary by country, but generally the following issues have our attention and support:

• Positioning fitness as an essential industry for a healthy and vital society by promoting the scientifically proven benefits of physical activity.

• Increasing our industry's reputation at a governmental/EU level by highlighting our role in promoting a healthy lifestyle and preventing chronic diseases

• Identifying ways to stimulate sports participation and fitness penetration.

• Anticipating industry trends and the impacts technology could have on consumer behaviour in the fitness industry (e.g., AI, GLP-1 medicines, social media/influencers, gamification, longevity).

Topics primarily related to market conditions:

• Understanding local authority rules that impact our speed of expansion or our club model, e.g., 24/7 remote control of clubs, club safety requirements or staff training requirements.

• Limiting potential increases in VAT rates related to our industry across Europe

• Recognising energy costs faced by the industry and identifying potential savings opportunities through government subsidies or incentives.

The Management Board is responsible for the oversight of these activities. Additionally, none of the members of Basic-Fit's administrative, management and supervisory bodies appointed in 2025 held a comparable position in public administration in the two years prior to said appointment.

Political contributions

Methodology notes

This calculation is based on a list of lobbying partners provided by the Strategic Advisor to the Board, who supports the Management Board in overseeing these activities, and corresponding invoices for services provided by these partners. Clever Fit is excluded as political engagement approaches are not integrated yet.

Our relationship with suppliers

Basic-Fit applies a supplier Code of Conduct, and the second line of defence regularly performs reviews regarding business conduct and corporate culture, including on supply chain matters.

In line with the company's growth, we continue to enhance our procurement framework to closely monitor the procurement process and to engage and partner with responsible suppliers. When entering into any engagement with suppliers, Basic-Fit always tries to apply its own contract documentation, including the principles and values related to sustainability, human rights, anti-corruption and anti-bribery, or negotiates the contract conditions to ensure that these principles and values are complied with. This helps us promote responsible business conduct practices in the industry and among our partners.

We do not monitor the size of our suppliers specifically to identify which are SMEs. Payment terms may be shorter for small suppliers in accordance with local legislation.

Payments are performed upon receipt of invoice as per agreed payment terms with suppliers. Unless otherwise specified, these terms follow the generally applicable payment terms between companies¹ of 60 days. These terms apply to all of our supplier categories, and 93% of payments are aligned with them (91% in 2024).

Payment practices

Methodology notes

The average time for payment is calculated as the difference between the date of payment and the date of receipt of invoices. The alignment percentage of payments with payment terms reflects the percentage of invoices paid in under 60 days. The calculation excludes direct debit payments and correction entries. Clever Fit is excluded as supplier payment systems are not integrated.

Any case of misconduct by our suppliers, whether related to their integrity or the labour rights of their workers, could lead to financial and reputational damage for Basic-Fit. However, we believe that based on the policies and procedures we have implemented, combined with the background of most suppliers with whom Basic-Fit has been working for years, we have a strong basis to build on to enhance our control of this risk.

In 2024, we performed a thorough assessment to evaluate how the procurement cycle addresses and manages pertinent key strategic and tactical risks, and to define improvements required to ensure these risks are effectively tackled or mitigated.

We recognise that we need to continue to develop sustainability-related matters in our relationships with suppliers and that these are not yet fully embedded. For example, the supplier selection procedures do not take into account social and environmental criteria, which we recognise as a gap we need to address. In 2025, we appointed a procurement manager, who supports the development of policies to embed sustainability considerations in the management of supplier relationships, among other business objectives.

1. As laid down in the European Directive for combating late payments in business dealings.

Other disclosures

Other disclosures

ESRS Disclosure Requirements list

ESRS Disclosure Requirements list

Datapoints derived from other EU legislation

Datapoints derived from other EU legislation