Message from the Chair

A year of good progress

Arcadis has made good progress in implementing its 2024-2026 strategic plan, "Accelerating a Planet Positive Future." Alongside delivering strong financial results and achieving a record order intake, the company has strengthened relationships with key clients, positioning itself as their preferred partner for sustainable transformation. With a focus on providing smart and sustainable solutions, Arcadis continues to solidify its role as a global leader in the industry.

We were excited to see some big wins in 2024, including the Hudson River Tunnel project in New York, the AMP8 water framework in the UK and a major digital asset management contract with Ontario’s transport department. We were also impressed by Arcadis' impact through project delivery in 2024: from energy-efficient student housing in Toronto, to Olympics facilities with a positive legacy for residents of Paris.

The year was one of good progress in which the transformation from geographic reporting to the Global Business Areas matured and flourished under the new business strategy. There has been more focus on project selection and operational efficiency, on the use of the Global Excellence Centers, and greater coordination in the approach to key clients. All these measures are delivering positive results, and we thank Arcadians worldwide for their efforts and commitment in achieving this progress.

In September 2024, the Supervisory Board held its strategy off-site in Dublin, Ireland. We visited the Advanced Process Manufacturing (APM) team, who joined Arcadis at the time of the acquisition of DPS in 2022. We had the opportunity to visit one of the largest technology manufacturing facilities in Europe and witness firsthand the close relationship built up with our client over decades in designing and optimising the production processes.

In its priorities for 2024, the Supervisory Board set out four areas of focus:

1. Driving operational efficiency across Arcadis.

2. Broadening and deepening the Key Clients Program.

3. Developing digital client propositions.

4. Strengthening engagement with external stakeholders.

During the course of the year we revisited these topics regularly in Supervisory Board sessions, Supervisory Board committee sessions and separate topic deep dives to monitor progress and provide constructive feedback to the Executive Board. The 2024 priorities were relatively detailed, reflecting the Supervisory Board’s awareness of the significant degree of organizational, leadership and strategic change the company was going through. With the impact of these changes having been embedded, our 2025 priorities will focus on the three main themes which will most impact Arcadis in the coming years: Key Clients, Technology/Digitalisation, and People.

Despite the uncertainties posed by global geopolitical tensions and the subdued economic outlook, Arcadis’ end markets remain resilient, with significant client engagement and growth potential in many markets including energy transition and distribution, decarbonisation, and environmental remediation. Arcadis is well placed to meet this demand from clients.

In closing out the year, I want to commend and thank my colleagues on the Supervisory Board for their hard work and commitment – and on their behalf, I also want to thank the Executive Leadership Team and Arcadians worldwide for their achievements over the course of 2024. It has been a successful year.

Michiel Lap, Chair

On behalf of the Supervisory Board