Supporting our colleagues through structured development, coaching and collaborative working remains central to how we operate and continues to support improving engagement outcomes. As Sirius evolves across Germany and the UK, we continue to refine our learning pathways, strengthen leadership capability, and prioritise engagement that supports clarity, consistency, and connection across the Group.

Growing capability through Sirius Academy

With more than 480 colleagues across Germany and the UK, Sirius Academy has matured into a fully fledged, Group-wide learning platform. Supported by an expanded Learning & Development team, the Academy provides accessible training across functions and levels, combining in-person learning with digital modules aligned with business needs.

During the year, colleagues completed 1581 training days, surpassing our annual target of 1,300 days. Across the Group, we noted a measurable uplift in development outcomes, including a 27-point improvement in survey responses relating to career progression clarity (from 32.8% in 2024 to 59.8% in 2025). Coaching continued to grow in prominence, with increased uptake across managers and high performing talent. This focus on development contributed to a notable improvement in our engagement survey, underscoring the impact of accessible learning on employee experience.

In addition to broader coaching, the Ment4Performance programme provides colleagues with an opportunity to build experience and confidence as they take on new responsibilities. The programme pairs colleagues across Germany and the UK, with final presentations of the latest cohort taking place in spring 2026.

Strengthening leadership through Manager Circle 2.0

Manager Circle 2.0 is now embedded across the Group and continues to support a more consistent and collaborative management culture. Feedback from the past year’s cohorts indicates that the programme has strengthened alignment across the UK and Germany and has improved clarity in day-to-day management responsibilities.

Throughout the year, we delivered 12 Manager Circle sessions across both markets, maintaining strong attendance and active participation from managers. Feedback remained consistently positive, with participants highlighting the value of peer connection, practical development content, and opportunities to reflect on their leadership approach in a structured environment. Overall, Manager Circle 2.0 continues to play an important role in shaping a cohesive and confident leadership community across the Group.

As the programme enters its third year, the emphasis will shift from building capability to embedding accountability, to reinforce the significance of effective leadership across the business.

Building a more connected organisation through engagement

Maintaining strong engagement remained a priority during the year. With the transition to Workvivo complete, the platform is now firmly embedded in daily communication across the Group, achieving a 97% activation rate and consistently high usage across Sirius and BizSpace. Workvivo engagement continues to exceed external benchmarks, with more than 400 monthly active users, over 300 weekly active users and upwards of 200 daily active users. Engagement is supported by our trained network of Ambassadors, who help colleagues navigate the platform and contribute to relevant, consistent content. Interaction metrics continue to provide useful insight into employee sentiment.

Leadership visibility also remained high, with the Chair and CEO hosting in-person forums across Germany and the UK to discuss performance, strategic priorities, and market developments.

People@Work has evolved into Teams@Work through a more targeted and practical approach. In a deliberate shift, the focus has been put on cross-functional collaboration, shared accountability, and problem-solving at team level. As part of this evolution, we introduced early capability building on the responsible use of AI through dedicated learning sessions and an internal steering group. The approach aligns with our ambition to embed AI as a “thinking partner” across the organisation, helping teams to strengthen planning, decision-making, and day-to-day effectiveness.

The 2025 employee survey provided an important indicator of the effectiveness of our social programmes, achieving an 83% response rate and showing that 78% of colleagues would recommend Sirius as a great place to work. As a natural progression in strengthening our understanding of the employee experience, we are preparing to participate in external benchmarking through the Great Place to Work framework in both markets. This marks a shift from focusing primarily on internal improvement to assessing our performance against recognised external standards.

Developing a culture that supports long-term growth

Across learning, leadership and engagement, our focus remains on building an environment where colleagues feel equipped to succeed and connected to one another. Strong levels of employee ownership continue to reinforce this, with around one third of the workforce participating in a Sirius share scheme, reflecting growing alignment with the long-term success of the business.

Participation in development programmes also remains strong and maintaining consistency across our organisation continues to be an ongoing area of focus.

As we move into FY2026/27, we will continue refining our approach to ensure clarity, collaboration and capability remain central to how we operate.