At House of HR, we believe that caring for our people and for our planet creates long-term value for all our stakeholders and our business. In 2025, we launched a new, ambitious cycle on sustainability, to strengthen our commitments and accelerate our impact. In this report, we present our actions and performance over 2025, showing how, with our entrepreneurial spirit, we embed sustainability into our operations - and how we change lives!
In a world defined by geopolitical uncertainty, shifting regulations and accelerating technology, a clear sense of purpose is not a luxury, it is a necessity. At House of HR, that purpose has never wavered: creating long term value for our people, our clients, our partners and the communities we serve.
2025 was not an easy year. Markets were volatile, labour dynamics shifted, and economic headwinds tested our resilience. And yet, it is precisely in years like these that ESG stops being a reporting exercise and becomes a genuine test of character. For us, sustainability is not a response to regulation. It is built into how we operate, through our PowerHouses, our people, and our commitment to being Human First, Tech Enabled.
This year marks an important milestone: for the first time, House of HR publishes a standalone ESG report. This is not a formality. It is a deliberate choice, a statement that sustainability deserves its own voice, its own space, and its own accountability. As Happy Rebels, we do not do things simply because they are expected of us. We do them because we believe they matter.
Despite the challenges of 2025, the year brought key milestones. Our strength lies in our PowerHouses: entrepreneurial businesses that combine their energy, expertise and experience to accelerate ESG where it truly matters. Together, we defined our ESG strategy for the years ahead and set ourselves ambitious targets. Our carbon reduction targets were validated by the Science Based Targets initiative, a major achievement in our decarbonization journey. We strengthened our commitment to diversity, equity and inclusion through group wide and local initiatives.
As we look ahead to 2026, our ambitions are clear and concrete. We will accelerate the execution of our ESG roadmap, translating strategy into measurable action across all our PowerHouses. On climate, we will continue to push forward on our validated decarbonization path. On people, we will deepen our inclusion efforts and invest further in the development, wellbeing and empowerment of our workforce, because sustainable business starts with sustainable employment. On governance, we will continue to build the transparency, data quality and reporting rigour that our stakeholders and our own standards demand.
We will also embrace the opportunities that AI brings, responsibly and purposefully. Technology will not replace the human connection at the heart of what we do; it will strengthen it. Human First, Tech Enabled is not just a business principle, it is our sustainability commitment too.
We are just getting started. The road ahead is ambitious, but ambition is what Happy Rebels are made of. Together with our PowerHouses, our people and our partners, we will continue to fuel our rebel fire and help build a future of work that is better for everyone.
With our internal stakeholders, including our ESG committee, 10 ESG rebels and the full team of Happy Rebels, we are proud to have achieved:
5 years after defining our first ESG programme, we launched our new ESG strategy to take us to the next level! This strategy is structured around three key pillars, each supported by clear commitments and measurable targets. Together, they provide a focused roadmap to drive performance, responsibility, impact and long-term growth.
Achieving SBTi validation in 2025 marks a pivotal moment in our commitment to reducing our carbon footprint. This recognition underscores both the ambition of our climate goals and the robustness of our strategic approach to sustainability. By aligning with science-based targets, we are contributing to the Paris agreement, and future-proofing our operations. At the same time, the first tangible results of our efforts are already emerging, as initiatives across our organisation begin to translate into measurable progress.
House of HR has reaffirmed its dedication to fostering a diverse, equitable, and inclusive workplace through concrete actions, reflecting our belief that a culture of belonging drives innovation and strengthens our organization. We embedded equal pay commitment into our policies, we rolled out a company-wide DEI e-learning program, and continued our Mystery Campaign to raise awareness for equality in recruitment.
We launched a new ESG strategy based on the double materiality assessment conducted in 2024, reinforcing our commitment to responsible and sustainable business practices. Through additional engagement with key stakeholders, we further refined the strategy to ensure that our targets and KPIs reflect not only our business priorities but also our broader responsibility towards our employees, society and the environment. Our new ESG Charter formalizes our 12 commitments, covering 8 priority topics and structured around 3 pillars.
In 2025, we deepened our programs to foster a workplace where Rebels thrive, aligning our actions with our ESG strategy commitments: Attracting the Rebels of Tomorrow, Fueling the Rebel Fire, and Building a Lifelong Rebel Community.
Fueling the Rebel fire
We continued to prioritize employee satisfaction through eNPS monitoring and analyzing of the results to identify key drivers of engagement. In 2025, we have an eNPS of 33 with more than 60% of employees responding, a decrease compared to last year (2024 eNPS: 41). To tackle this evolution, we are building targeted action plans across all PowerHouses, focusing on areas such as leadership development, wellbeing, and career growth opportunities through training and internal mobility.
Attracting & welcoming new Rebels
Our efforts to attract top talent resulted in welcoming 1,656 new Happy Rebels to the House of HR family (out of which 888 started with a permanent contract). We closely monitored our employee turnover rate, to better understand and address the factors influencing retention. In 2025, our total employee turnover was 32.8% (2024: 35.2%), and our voluntary turnover 21.5% (2024: 26.4%).
Building a Lifelong Rebel Community
Our 2027 retention target of 80% remains a priority, and we made progress in 2025, achieving a retention rate of 76.6% — a step forward in our journey and a slight progress compared to last year's 75%.
In 2026, we will continue to fuel the Rebel fire, with a focus on providing resources, training, and support to ensure our Happy Rebels feel empowered, resilient, and valued.
At House of HR, the health and safety of our Rebels is guided by two core commitments: Caring for the health & safety of Rebels and Fostering a violence-free workplace for all.
New policy to care for the Health & Safety of Happy Rebels
In 2025, House of HR reinforced its commitment to the health and safety of our Rebels by introducing a new Occupational Health & Safety (OHS) policy, establishing umbrella principles that ensure a safe, respectful, and supportive work environment. We also closely monitor work accidents, tracking both severity and frequency to identify trends and implement preventive measures.
Fostering a violence-free workplace
Our SPOT system continued to play a crucial role in maintaining a violence-free workplace. In 2025, we were largely successful in closing the SPOT alerts within the defined timeframe, demonstrating our commitment to transparency and accountability.
Continuously improving through monitoring
Our analysis of sickness rates provided valuable insights, guiding our efforts to reduce short- and long-term absences. In 2025, our sickness rates are 2.3% for short-term and 2.3% for long-term, a slight improvement compared to last year.
At House of HR, developing the skills and talents of our people is key to create value for our customers and our Happy Rebels. In 2025, we continued to invest in our Happy Rebels' growth, ensuring they have the tools and opportunities to excel in an ever-evolving world.
Training widely our Rebels
We worked to reach our ambitious target of 200% of Happy Rebels trained, meaning each Happy Rebel participated in an average of two training sessions. In 2025, 191% of Happy Rebels received training (165% in 2024), with an average of 29 hours per FTE trained (22 hours in 2024), reflecting our commitment to continuous learning.
Topics that bring value
We renewed in 2025 our 12-month Firestarter leadership program. We empowered 21 future internal leaders through a unique programme crafted with mentoring, intense training days, and hands-on experiences.
Agile learning formats
Our L&D community is tasked with creating a culture of shared knowledge and growth across PowerHouses. To meet different needs, we provided a variety of learning formats, including a comprehensive training catalog, group-wide mandatory e-learnings, House of HR podcasts, etc...
Looking ahead, we will focus on AI skills development and training across our organization, ensuring our Happy Rebels are equipped to use these technologies responsibly and create value in a rapidly evolving world.
At House of HR, we are committed to ensuring all people feel valued and inspired to achieve their full potential. In 2025, we continued to embed diversity, equity, and inclusion into every aspect of our organization, fostering a workplace where everyone can thrive.
Gender representativity
As of 2025, 60,6% of our total workforce identify as women (2024: 58.6%). We believe that our management should be representative of our workforce, and are actively working to break the glass ceiling that women may face. We are thus monitor our Gender Management Diversity Ratio, and achieved 85.5% management representativity in 2025 (2024: 66.5%), above our 80% target. Indeed, 51.8% of our managers were women in 2025.
Closing the Pay Gap
Our Mind the Pay Gap project on Equal Pay provided a first analysis of compensation equity within the Group. In 2025, our unadjusted gender pay gap stood at 7.8%. To address these disparities, we have implemented targeted actions. Among other things, we updated our DEI policy with a formal commitment to equal pay, to reinforce our dedication to equality.
Working on bias
In 2025, we continue to carry out our ambitious Mystery Campaign: an external third-party conducts 250+ calls across our 10 PowerHouses, acting as candidates and employers to ask discriminating questions, for instance on gender, age, origin belief or disability. The campaign provided valuable insights to identify bias in our business activities and guide our DEI initiatives in the future.
Educating Rebels
To ensure DEI principles are understood and embraced across the organization, 100% of employees were targeted by our DEI e-learning, providing them with the knowledge and tools to champion inclusion every day.
At House of HR, we are committed to setting (and meeting!) SBTi targets demonstrating ambitious climate actions. Our efforts, which include implementing a transparent governance, and a robust decarbonization plan, are guided by the urgency to reduce our environmental impact and align with global climate goals.
Science-Based Targets set
With our SBTi-validated climate targets, we are on a clear path to reducing emissions in line with the latest climate science: we committed to a - 50.4% Scope 1 & 2 GHG emissions reduction against the 2022 baseline by 2032 (absolute value) and to a - 58.2% Scope 3 GHG emissions reduction against the baseline by 2032 (intensity per M€ added value).
Robust carbon accounting
Our Carbon Footprint Policy is fully aligned with the GHG Protocol principles, ensuring our baseline and annual Carbon footprint calculation is comprehensive and consistent over time. Our annual Greenhouse gas emissions are calculated by an external third party through an automated online tool, and reviewed annually by a second external third party. This robust framework ensures accuracy and completeness in our carbon disclosures, and underpins our 10-year decarbonization plan, which is now in full motion.
Overall, in 2025 we reached -27% Scope 1 & 2 absolute reduction compared to 2022, and -32% Scope 3 intensity reduction compared to 2022!
Restatement: Scope 3 emissions for 2022, 2023 and 2024 have been restated to follow the methodology, boundaries and inventory validated by the SBTi for House of HR in 2025. The restated data notably excludes Visitor's travels, Accommodation and Assets (categories excluded from our SBTi-validated inventory).
Decarbonization in Action
Mobility: Our fleet is transitioning to low-carbon alternatives, with 15% hybrid and 9% electric vehicles as of 2025 (2024: 12% hybrid and 6% electric cars).
Supplier Engagement: We surveyed our top 50 suppliers on their carbon footprint, to use their own emissions data when available. A rationalization of our purchases of products and services allowed us to reach additional decrease in Scope 3 emissions, as well as an update in our emission factors reflecting improved carbon-efficiency in industries where we purchase products & services. All our PowerHouses achieved their Scope 3 target for 2025!
Climate Governance
Climate action is a board-level priority, with the ESG Committee overseeing progress against the SBTi targets set. The ESG committee is reviewing climate-related issues annually, ensuring strategic alignment and continuous improvement.
While our direct environmental footprint remains limited, we are proactive in minimizing our impact.
In 2025, we introduced a new environmental policy, promoting eco-friendly habits across all offices—including waste reduction, recycling, and water conservation.
We generated 365 tons of waste in our offices, mostly consisting of household waste. Even though waste is not a material topic for our company, we recycle as much waste as possible and are working on improving our waste reporting. These efforts reflect our ongoing commitment to sustainability in every aspect of our operations.
At House of HR, preventing unethical behavior is a cornerstone of our culture and operations. In 2025, we strengthened our commitment to transparency, responsibility, and sustainable value creation with our new ESG strategy, some new policies, and our robust governance.
Reviewing our Human Rights & Ethics policies
We operate exclusively in low-risk countries for human rights: Belgium, Netherlands, Germany, France are all scoring above 0.9 on the V-Dem Human Rights Index. As part of our Risk Management process, all PowerHouses assess annually their human rights risks. Even though no significant risks related to human rights emerged, the Group formalized in 2025 a new House Rules policy and updated its Code of Conduct to take a firm stand for Human Rights protection, in line with our commitment to the UN Global Compact's 10 principles.
We also formalized in 2025 a new Anti-trust policy, ensuring compliance with global regulations and reinforcing ethical business practices across all our operations.
Blowing the whistle
Our SPOT whistleblowing system ensure alerts are raised by internal or external stakeholders, and handled appropriately internally. In 2025, 50 reports were filed. We take these reports as sign of good health of our whistleblowing system, as they show that our stakeholders blow the whistle when they estimate appropriate. The Group had no fines or convictions related to corruption and bribery over 2025.
Grounding sustainability in our governance
As of February 2026, our Board of Directors comprises 1 executive director, and 5 non-executive directors. In the total 6 members, 4 are men and 2 are female, and none are considered independent.
The roles of CEO and Chairperson are separate, with the 2 Co-chairpersons being non-executive.
In 2025, the Board demonstrated strong engagement with an average Board meeting attendance of X% (2024: 100%) and an average tenure of 3.3 years (2024: 3 years). All non-executive members bring relevant industry experience, as investors or founders of companies in the HR industry.
Our ESG committee, supporting the Board on ESG, met 3 times in 2025. They have tackled the following key topics: Omnibus, SBTi trajectory, ESG Strategy, ESG Roadmap and ESG Reporting. Our ESG Rebels community played once again a pivotal role, participating in three ESG Workshops to share best practices and collaborate on key projects like a.o. the ESG Strategy, Decarbonization Plan, Sustainable procurement, Ecovadis and Equal Pay Gap initiative.
To share long-term value creation, our Management Incentive Package (MIP) targets employees beyond the top management. As of 2025, approx. 800 employees below senior management benefit from this package.
Our sustainability management structure embeds accountability at all levels. Our CEOs have an ESG Executive Remuneration Framework since last year, to align interests internally. Their variable remuneration is linked to performance on 4 sustainability-related KPIs: Employee net promoter score (target: 50), Gender management diversity ratio (target: 80%), GHG emissions reduction (target: reduction in line with SBTi), Ecovadis score (target: Silver medal).
Partnering for a sustainable value chain
In 2025, we further engaged with our supply chain on sustainability matters. We engaged with our top suppliers regarding their carbon performance (see Environmental pillar). We also rolled out internally a sustainable procurement policy, which includes an ESG Questionnaire that PowerHouses are encouraged to use when starting a relationship with a new supplier. To further focus on this topic we are working to implement the TRACE tool (winner of the 2024 innovation contest), which will help us in measuring and tracking progress of suppliers regarding ESG topics. The platform will automate data collection through standardized Forms, ensuring suppliers provide up-to-date ESG information efficiently. Suppliers are evaluated on standardized criteria, allowing for easy comparison, benchmarking, and identification of best-in-class partners.
Measuring progress with Ecovadis
Transparency is a cornerstone of our commitment to sustainability and ethical business practices. In 2025, we achieved a weighted average EcoVadis score of 64.2 across our PowerHouses (equivalent to a Bronze medal), marking significant progress from 52.4 in 2024. This improvement reflects our PowerHouses' ongoing efforts to enhance their ESG performance and standards, and strengthen stakeholder trust.
At House of HR, we are committed to integrating AI ethically and securely and respecting data privacy for all our stakeholders.
Protecting our digital ecosystem
Our comprehensive IT security program ensures robust protection across all operations. We renewed our ISO 27001 certification. Our IT policies, business continuity plan, regular vulnerability analyses, and clear escalation processes allow us to identify incidents or suspicious activities and act swiftly.
To strengthen our human firewall, we continued our cybersecurity awareness program in 2025, which include phishing campaigns to test and improve vigilance, and new cybersecurity micro-learning modules. These modules were mandatory for all employees, and a follow-up required when a minimum awareness level was not met. Our online training platform was also enriched with new content and notifications to encourage employees to strengthen their cybersecurity skills.
In 2025, we recorded zero information security breaches leading to investigations by public authorities, underscoring the effectiveness of our measures.
Innovating Responsibly with AI
Our new AI Ethics Framework sets clear guidelines for the responsible use of artificial intelligence, integrating minimum requirements for information security and cybersecurity across the group.
In 2025, we laid the groundwork for our 2026 priority: AI skills development for Happy Rebels, with a target to train 100% of Happy Rebels on AI by year-end. This initiative will empower our Happy Rebels with the skills needed to use emerging technologies responsibly and effectively.
Ensuring Accountability
Our Audit & Risk Committee maintains oversight of information security, while our Chief Information Officer (CIO) is directly responsible for implementing and monitoring security protocols. Regular internal and third-party audits further validate our commitment to continuous improvement and compliance regarding cybersecurity, information security and data privacy.
At House of HR, we are committed to opening doors to the labor market. The very nature of our business contributes to a more inclusive and dynamic labour market. By connecting talent with opportunity, we help people access employment, develop skills and build sustainable careers. Every day, our companies open doors to the labour market for thousands of candidates, including individuals who may face barriers to employment.
Industry Stewardship
We proudly contribute to the evolution of our sector through active participation in key trade associations, including World Employment Confederation (WEC), UN Global Compact, and Staffing Industry Analysis (SIA). These engagements allow us to share best practices, and influence positive change. Our PowerHouses are also actively participating in local trade associations focusing on HR services.
Breaking barriers with Jobroad
In 2025, we continued to invest in Jobroad, a non-profit organization dedicated to reintegrating vulnerable individuals into the labor market (and society!). By providing personalized support, Jobroad bridges the gap between untapped talent and employers, and tackles both the acute labor shortage and social exclusion. Since its launch in Belgium in 2016, Jobroad has been transforming lives by breaking down barriers like language, mobility, and skills that often block access to work, and by offering confidence, and ultimately economic independence to those that needed it.
Our PowerHouses are where the magic happen, all day, all night. Here are some examples of how we do Sustainability at House of HR!
Throughout 2025, we continued to focus on local social initiatives to influence employee morale, teamwork, and the overall success and sustainability of our organisation. We're investing in wellness and vitality programmes for our Happy Rebels, providing mental and physical health resources, and creating a work environment that fosters a healthy work-private balance.
At Solcom, vitality is fostered through a range of engaging sports and wellness activities. Happy Rebels can participate in the Biking Challenge with Strava, where even short participation is rewarded, and join the SOLCOM Strikers Soccer Team or prepare for the Altstadlauf Reutlingen running event with a dedicated coach (and invite friends along!). The company also promotes a flexible lifestyle with workation options within Europe, equipment for home office station, enhanced paternity leave in Germany. Mental health is supported with OpenUp, as in other PowerHouses.
By promoting flexible working arrangements and encouraging eco-friendly commuting options, we actively contribute to reducing greenhouse gas (GHG) emissions. These initiatives help limit the environmental impact of daily commuting while supporting employees in making more sustainable mobility choices.
At House of Redmore, green commuting is a key part of their environmental strategy. The company actively promotes alternative and sustainable mobility solutions for Happy Rebels. Since last year, Redmore offers Happy Rebels in the Netherlands a mobility budget, that each employee can use to choose the most appropriate commuting option for their personal case. Leasing an e-bike, using public transport, walking, driving an electric car or a shared car... all options are possible, and financial incentives offered to replace their car benefit! In 2025, Redmore was able to reduce by 6% their number of thermal cars, contributing to the -19% decrease of their Scope 1 GHG emissions compared to 2024.
Sustainable procurement is an important lever in reducing the environmental and social impact of our operations. By integrating sustainability criteria into supplier selection and encouraging responsible practices across the supply chain, we aim to work with partners who share our commitment to ethical and environmentally conscious business conduct.
Continu works with around 600 suppliers and asks them to be transparent about sustainability and ESG. Through a sustainability and risk analysis (including financial stability, environmental policies, certifications, and human rights), the company collects information to support a sustainable and diverse supply chain. In 2024, all buyers also received sustainability training to better manage risks and contribute to responsible business practices. The company also commits to purchasing only FSC-certified products such as print paper to support biodiversity and sustainable forest management.
On behalf of our Board of Directors, our ESG Committee sets the general strategy and objectives relating to ESG matters. It further supports the implementation and monitoring of initiatives and policies based on this ESG strategy.
Alongside the ESG Committee, every CEO of our PowerHouses has appointed an ESG rebel. These engaged and motivated employees are the ESG spokespersons within each PowerHouse. They are encouraged to challenge the strategy and help roll out initiatives.
The ESG strategy is the backbone of our ESG programme. It sets the bar that we want to reach. We have additionally defined group-wide policies to guide our daily actions, considering our commitments towards sustainable business.
More information on our Reporting methodology and Double materiality assessment.
Table indicating where to find information from the Global Reporting Initiative standard.
Table indicating where to find disclosures recommended by the Task Force on Climate-Related Financial Disclosures.
More information on our Group Risk Management process.
