2.3  Progress on our people

We have continued to professionalize how we support, develop, and mobilize talent across our organization. This is guided by a Nedap-wide people strategy that prepares us for our next chapter of growth. In 2025, we focused on creating the conditions for people to excel, our leaders to advance our strategy, and our organization to grow more resilient.

Key figures

The Nedap organization grew to 1,077 people (1,032 FTEs) in 2025, an increase of 3.4%. At 8.6%, the average turnover rate in 2025 was lower than last year (10.8%) and well below the industry benchmark of 14%. Our engagement survey conducted in September 2025 had a 71% response rate (in January 2025: 79%) and revealed an overall engagement score of 8.0, +0.2 points higher than the technology industry average (in January 2025: 8.1, +0.3 points higher than the industry average). The employee Net Promoter Score (eNPS) was 47 (in January 2025: 46), which is considered a healthy score.

People strategy

Advancing talents and building capabilities

After launching the Nedap Learning Platform in 2024, we focused on expanding our portfolio of training content in 2025. The learning options roughly tripled in 2025, driving greater use of the platform. In January 2026, 42% of 433 Nedap employees who participated in our questionnaire reported spending at least 40 hours on their personal and professional development (in 2024: 42% of 547 respondents).

Our Nedap Academies, including Tech Academy and Leadership Academy, remained important to our strategy, with a stable curriculum of training programs to develop vital capabilities. These include expertise in core and emerging technologies with a focus on AI. Among the most in-demand Tech Academy programs in 2025 was Mastering Large Language Models.

The annual TechKnow event is an integral part of the Tech Academy. It is hosted for and by Nedap employees, with Nedap and external experts sharing their expertise through tech talks, workshops, and meetups. We hosted 245 employees at our TechKnow event in November 2025, with the theme “Unleash the future today.”

We established an AI Enablement Team in 2025 to drive AI adoption and optimize work processes using AI tools. By increasing our execution power, AI enables us to deliver more work faster. Developing an AI-ready workforce also creates opportunities for further enhancing our solutions.

Accelerating leadership and succession planning

Nedap is optimizing its leadership structure with a focus on strategy alignment, clear ownership and decision-making mandates, and diversity. In 2025, we introduced the Nedap Leadership Team (NLT) consisting of the Board of Directors, Managing Directors of each key market, and the General Counsel. The NLT strengthens accountability and speeds up decision-making.

We continued to build on our Nedap Leadership Framework. The framework sets out leadership profiles with clear roles, expectations, and behaviors, all based on extensive data and validated by our Leadership Circles. Our portfolio of leadership development programs, including our Leadership Academy, Leading Professionals program, and bespoke programs for our business units, supports leaders in developing essential leadership skills, including showing ownership, setting direction, and driving impact. By 2025, 85% of all leaders participated in at least one of our leadership development programs.

We continued to improve our approach to succession planning, assessing successors not just for business leadership and people and team leadership positions, but also expertise leadership roles. Succession planning secures continuity and contributes to our resilience.

Performance enablement

This year, we redesigned our performance enablement approach, providing leaders with tools and guidance to set direction and expectations while helping employees succeed and advance their careers with Nedap. In 2025, we launched a proof of concept with four pilot groups to test the design and model. The development and implementation of the Job Family Framework was a milestone in 2025. In collaboration with business unit leaders and team captains, we mapped positions to job families with clearly defined seniority levels, performance expectations, and development paths. These paths also provide insight into growth opportunities and lateral moves across the organization, supporting internal mobility. By doing so, we drive performance while giving our people greater visibility and control over their future at Nedap.

Diversity, Equity and Inclusion

At the end of 2025, the DEI team was made up of representatives from all markets and all major regions that Nedap is active in. These representatives are the eyes and ears of their teams, bringing ideas and concerns regarding DEI to the organization. They also work in subgroups on specific focus areas, actively keep their leadership informed about DEI, and help translate global policy into local initiatives.

We advanced our DEI objectives across all focus areas. As of 2025, gender balance is part of the focus area “inclusive leadership”.

1. Inclusive leadership
   In 2025, we focused on strengthening the representation of women in leadership roles, in line with Nedap’s ambitions and growing external expectations. Building on insights from the Women Leadership Initiatives survey, we began developing a pilot program to empower women at Nedap and support their advancement. The pilot, set to launch in 2026, focuses on equipping women with the tools to grow as authentic and effective leaders. At the same time, we are examining systemic barriers that have prevented progress in improving female representation in leadership. This allows us to identify the changes needed to move the needle and create a more inclusive leadership climate. Finally, the introduction of an inclusive leadership training program in 2025 equips leaders to foster an inclusive and equitable workplace.
   
   

2. One global team
   Our efforts in 2025 focused on fostering a sense of belonging for international colleagues and employees across various identity groups. We facilitated unconscious bias training and initiated research into interventions that help international colleagues, regardless of geography, feel more valued and aligned with Nedap’s strategic direction. In addition, we helped facilitate the establishment of employee resource groups: colleague-led communities built around shared identities and life experiences, with current groups focused on LGBTQ+ and neurodiversity. These groups strengthen belonging and create formal channels for employee input on Nedap policies and practices. By offering support, we actively encourage the formation of employee resource groups that represent the full spectrum of diversity within Nedap.
   
   

3. Transparency
   We are embedding DEI principles into Nedap’s hiring and promotion processes with a focus on transparency and equity. In 2025, we developed AI prompts for the generation of inclusive job descriptions. With these prompts, we support hiring managers in using inclusive language by default. Additionally, we launched new structural training programs to reduce bias in hiring and reviews.

In 2025, we also brought greater visibility to these DEI themes through a series of events. We celebrated International Women's Day, hosted a workshop on diversity in personality, and launched a Pride Awareness Campaign. These initiatives help foster important conversations across the organization.

Target

Achieve female representation in senior management by 2028 that aligns with the overall gender ratio of Nedap in 2023 (27%).

In 2025, women made up 6% of senior management, compared to 27% of the overall workforce. Our definition of senior management can be found in subsection 8.9.4 Senior management in section 8.9 Sustainability notes.

Based on developments in 2025, Nedap notes that achieving this target is under pressure. In particular, at the level just below senior management, the inflow and advancement of female leaders remain limited, and Nedap’s internal succession pipeline shows insufficient momentum. In addition, due to low natural turnover in leadership positions, changes occur gradually, meaning progress depends heavily on occasional vacancies and external hiring.

Nedap has also set a gender diversity target for the Board of Directors, aiming for at least one-third male and one-third female representation. For the NLT, Nedap aims for a female representation that aligns with Nedap’s overall gender ratio. For the Supervisory Board, we adhere to the statutory requirement of at least one-third male and one-third female representation. At the end of 2025, our Board of Directors consisted of one woman and two men, the NLT comprised two women and six men, while our Supervisory Board included three women and two men. 

Target percentages remain an important guide for Nedap, provided they are viewed in conjunction with the effectiveness of inflow and advancement mechanisms. In 2026, Nedap will therefore recalibrate its governance framework for diversity in leadership, distinguishing between the Board of Directors, the NLT, and senior management, with a stronger focus on concrete and predictive indicators for inflow and advancement.