GRI (Global Reporting Initiative)

2-1

Organizational details

Jerónimo Martins, SGPS, S.A.
Rua Actor António Silva n. º 7, 1649-033 Lisboa, Portugal.

The Jerónimo Martins Group

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2-2

Entities included in the organization’s sustainability reporting

The Jerónimo Martins Group

Financial statements

Part I – Information on Shareholder Structure, Organization and Corporate Governance

ESRS 2 BP-1

2-3

Reporting period, frequency and contact point

This Jerónimo Martins Group Report covers the period from 1st January to 31st December 2025. The Sustainability Statement (included in the Annual Report) is annual.
Contact point is: comunicacao@jeronimo-martins.com

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2-4

Restatements of information

• In the 2024 Annual Report, subchapter 6. “Sustainability Commitments”, section 6.1 “Commitments 2024-2026”, subsection 6.1.2 “Social”, regarding the commitment “In Hebe, reinforce the relevance of “Hebe Naturals” product range, which contain at least 92% natural ingredients in their formula (according to ISO 16128).”, where it reads “Hebe launched 16 Hebe Naturals products containing at least 92% natural ingredients by net weight, bringing the portfolio of products with these characteristics to 29.” It should be read “Hebe launched 16 Hebe Naturals products containing at least 92% natural ingredients by net weight”;
• In the 2024 Annual Report, subchapter 6. “Sustainability Commitments”, section 6.1 “Commitments 2024-2026”, subsection 6.1.2 “Social”, regarding the commitment “In Colombia, ensure that 100% of Private Brand products do not contain, in their direct ingredients, artificial colorants or flavour enhancers until 2026.”, where it reads “Regarding flavour enhancers: • in specialized perishables, we reached 100% products free from artificial colourings already in 2023;”, it should be read “Regarding flavour enhancers: • in specialized perishables, we reached 75% products free from flavour enhancers;”;
• In the 2024 Annual Report, subchapter 6. “Sustainability Commitments”, section 6.1 “Commitments 2024-2026”, subsection 6.1.2 “Social”, regarding the commitment “Ensure that, by 2026, 100% of our Private Brand food portfolio does not contain acesulfame nor aspartame.”, it should not be considered the progress reported as it refers to another commitment. Instead, it should be read “We have redefined our commitment to make it clearer: Ensure that, by 2026, 100% of our Private Brand food portfolio does not contain acesulfame nor aspartame. The progress achieved so far is as follows: – Poland: Regarding aspartame, out of the 20 eligible products, this ingredient has been removed from 4. We will continue our efforts to eliminate both aspartame and acesulfame from our Private Brand products; – Portugal: We ended the year with 30 products containing aspartame and 29 containing acesulfame; – Colombia: Ara ended 2024 with 13 products containing acesulfame, and no products currently contain aspartame;
• In the 2024 Annual Report, subchapter 6. “Sustainability Commitments”, section 6.1 “Commitments 2024-2026”, subsection 6.1.2 “Social”, regarding the commitment “In Portugal and Poland, reinforce the relevance of the offer of Private Brand cosmetic products without ingredients of animal origin, for consumers with specific preferences.”, where it reads “In Portugal, Pingo Doce and Amanhecer ended the year with 29 new Private Brand cosmetic products on the market, bringing the total to 158.”, it should be read “In Portugal, Pingo Doce and Amanhecer ended the year with 30 new Private Brand cosmetic products without ingredients of animal origin on the market, bringing the total to 155.”;
• In the 2024 Annual Report, subchapter 6. “Sustainability Commitments”, section 6.1 “Commitments 2024-2026”, subsection 6.1.2 “Social”, regarding the commitment “In Portugal and Poland, reinforce the relevance of the offer of Private Brand cosmetic products containing at least 90% of natural ingredients in their composition (in line with ISO 16128).”, where it reads “In Portugal, Pingo Doce and Amanhecer ended the year with 135 products, 38 of which were launched during the year.”, it should be read “In Portugal, Pingo Doce and Amanhecer ended the year with 134 products, 30 of which were launched during the year.
• In the 2025 Annual Report, it was necessary to review certain values related to the carbon footprint due to an update of the calculations for the Hebe, Hussel, and Jeronymo companies. Thus, regarding the absolute value (Scopes 1 and 2), where it reads “782,610” in the 2024 Annual Report (Chapter 5 “Corporate Responsibility in Value Creation”, Subchapter 3 “Respecting the Environment”, Section 3.1 “Combating Climate Change”, Subsection 3.1.2 “Carbon Footprint”), it should read “784,418”. Concerning the carbon footprint (Scope 1), where it reads “203,619”, it should read “204,133”; regarding the carbon footprint (Scope 2 – indirect impacts), where it reads “578,991”, it should read “580,286”; and finally, for the carbon footprint (Scope 3 – other indirect impacts), where it reads “32,763,786”, it should read “33,179,124”, resulting from corrections to categories C1 and C6. All corrected 2024 figures are duly marked in the current report.
• In the 2025 Annual Report, in Chapter 5 “Corporate Responsibility in Value Creation”, Subchapter 3 “Respecting the Environment”, Section 3.4 “Promoting a Circular Economy”, Subsection 3.4.2 “Materials Consumed and Reduction Initiatives”, the value listed in the table “Reusable Solutions for Customer Shopping Transport” for Ara was revised, and where it reads “204”, it should read “955”. Thus, the total value for the Jerónimo Martins Group changes from “9,064” to “9,815”. All corrected 2024 figures are duly marked in the current report.
• In the 2024 Annual Report, in subchapter 4. “Social Information”, section 4.2. “Managing social topics”, subsection 4.2.1 “Own Workforce”, under “Training and skills development”, subpoint “Training”, the value referring to the total number of training actions in 2024 was revised following an update to the criteria considered. Accordingly, the value for Poland “445,658” should read “139,463”, and consequently the Group value “515,355” should read “209,160”. This value has been corrected and duly indicated in this Sustainability Statement.
• In the 2024 Annual Report, it was necessary to revise certain values relating to investment in Internal Social Responsibility (ISR) by area of intervention. Accordingly, in subchapter 4. “Social Information”, section 4.2. “Managing social topics”, subsection 4.2.1 “Own Workforce”, under “Support to employees and their families”, where the value “45.8” referring to investment in Family Support is stated, it should read “48.2”, which consequently impacts the total investment in internal social responsibility measures, where “48.4” should read “50.8”. This value is also presented in subchapter 6. “Sustainability Commitments”, section 6.1 “Commitments 2024-2026”, subsection 6.1.2 “Social” of the 2024 Annual Report. This value has been corrected and duly indicated in this Sustainability Statement.
• In the 2024 Annual Report, in subchapter 4. “Social Information”, section 4.2. “Managing social topics”, subsection 4.2.1 “Own Workforce”, under “Health and Safety at work”, for the indicator “number of days lost due to injuries”, the reported value “2,609” should read “73,933.”

ESRS 2 BP-2

2-5

External assurance

2-6

Activities, value chain and other business relationships

The Jerónimo Martins Group

Financial statements

Business conduct

Our Responsibility Strategy

ESRS 2 SBM-1

2-7

Employees

Our employees

UNGC 6
SDG 8 & 10
ESRS 2 SBM-1
ESRS S1-6

2-8

Workers who are not employees

Workers who are not employees

UNGC 6
SDG 8
ESRS S1-7

2-9

Governance structure and composition

Part I – Information on Shareholder Structure, Organization and Corporate Governance

SDG 5 & 16
ESRS 2 GOV-1
ESRS G1-5

2-10

Nomination and selection of the highest governance body

Section A – Shareholder Structure

Section B – Corporate Bodies and Committees

SDG 5 & 16

2-11

Chair of the highest governance body

SDG 5 & 16

2-12

Role of the highest governance body in overseeing the management of impacts

Section A – Shareholder Structure

Section B – Corporate Bodies and Committees

Section C – Internal Organisation

General disclosures

Our sustainability strategy

SDG 16
ESRS 2 GOV-1
ESRS 2 GOV-2
ESRS 2 SBM-2
ESRS S1-2
ESRS S2-2
ESRS 3-2
ESRS 4-2

2-13

Delegation of responsibility for managing impacts

Part I – Information on Shareholder Structure, Organization and Corporate Governance

Section A – Shareholder Structure

Section B – Corporate Bodies and Committees

Section C – Internal Organisation

ESRS 2 GOV-1
ESRS 2 GOV-2
ESRS G1-3

2-14

Role of the highest governance body in sustainability reporting

The approval of the Corporate Responsibility Report, included in the Annual Report, is a responsibility of the Shareholders’ General Meeting.

ESRS 2 GOV-1
ESRS 2 GOV-5

2-15

Conflicts of interest

Jerónimo Martins’ Code of Conduct

Code of Conduct for Suppliers

Specialised Committees

The Anti-Corruption Policy and the Plan for the Prevention of Risks of Corruption and Related Infractions (a document that identifies and classifies the main and potential risks of the company in terms of corruption, considering the probability of occurrence and the impact of the identified risks, and lists the prevention and mitigation measures that the company adopted to minimize the probability of occurrence and the predictable impact, in compliance with its regulatory compliance program) published in 2022 and revised in 2025, and the Annual Report on the Implementation of the plan, published in 2025, documents available for consultation at Business Conduct .

SDG 16

2-16

Communication of critical concerns

Part I – Information on Shareholder Structure, Organization and Corporate Governance

ESRS 2 GOV-2
ESRS G1-1

2-17

Collective knowledge of the highest governance body

The Group carries out activities (e.g., internal and external training sessions, Sustainability Conference, internal newsletters and progress reports) that enable its management bodies to become more aware of sustainability topics. Additionally, in 2019 Sustainability Committees were created for all our Food Retail. Specialized Retail and Agribusiness Companies, with 19 meetings taking place in 2025.

Subsection II - Management and Supervision (Board of Directors)

ESRS 2 GOV-1

2-18

Evaluation of the performance of the highest governance body

Section D – Remuneration

2-19

Remuneration policies

Section D – Remuneration

ESRS 2 GOV-3

2-20

Process to determine remuneration

SDG 16
ESRS 2 GOV-3

2-21

Annual total compensation ratio

Due to the complexity in standardizing salary information caused by geographic dispersion, the immediate incomparability of functions in different countries and the dissimilarity of remuneration concepts in the several Group Companies, it is fundamental to assure the quality of information before disclosing this indicator. The Group will take due diligence to fulfil the requirements of this indicator, as far as possible, by the next reporting period.

ESRS S1-16

2-22

Statement on sustainable development strategy

Message from the Chairman

ESRS 2 BP-2
ESRS 2 SBM-1

2-23

Policy commitments

Stakeholder engagement

IROs management & double materiality

Our policies

Sustainability commitments

UNGC 1-10
SDG 16
ESRS 2 GOV-2
ESRS 2 IRO-1
ESRS S1-1
ESRS S1-3
ESRS S1-4
ESRS S1-17
ESRS S2-1
ESRS S2-3
ESRS S2-4
ESRS S3-1
ESRS S3-3
ESRS S3-4
ESRS S4-1
ESRS S4-4
ESRS G1-1
ESRS G1-3

2-24

Embedding policy commitments

2-25

Processes to remediate negative impacts

2-26

Mechanisms for seeking advice and raising concerns

2-27

Compliance with laws and regulations

Information on contingent liabilities associated with proceedings considered material, as defined in indicator GRI 206-1, is described in note 23. Contingencies, contingent assets and contingent liabilities.
In addition, we are improving our reporting processes in order to address the other requirements of this indicator.

ESRS E2-4
ESRS S1-17
ESRS G1-4

2-28

Membership associations

Channel “About Us”: Organisations to Which We Belong .

Channel “Sustainability”: Organisations to Which We Belong .

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2-29

Approach to stakeholder engagement

Stakeholder engagement

IROs management & double materiality

Stakeholder Engagement

ESRS SBM 2-3
ESRS 2 SBM-2

2-30

Collective bargaining agreements

In Portugal, only a residual number of employees are not covered by a collective bargaining agreement. In Poland, Slovakia, Czechia and Colombia, where there are no collective bargaining instruments applicable to our Companies, working conditions and the way in which employment contracts are performed are regulated by the respective national legal systems (which govern these matters internally) and by the internal, local and global policies in force within our Group.
Collective bargaining covers 98.1% of employees in Portugal, corresponding to 23.5% of the Group’s total workforce. Our internal policies are aligned with international best labour practices, particularly with regard to the Fundamental Conventions of the International Labour Organization.

Ethics and compliance

UNGC 3
SDG 8
ESRS S1-1
ESRS S1-8

3-1

Process to determine material topics

Stakeholder engagement

IROs management & double materiality

ESRS 2 BP-1

3-2

List of material topics

Stakeholder engagement

IROs management & double materiality

ESRS 2 BP-2

3-3

Management of material topics

Stakeholder engagement

IROs management & double materiality

ESRS 2 BP-2
ESRS 2 SBM-1

201-1

Direct economic value generated and distributed

Financial statements

GRI 203-1

SDG 8 & 9
ESRS 2 SBM-1

201-2

Financial implications and other risks and opportunities due to climate change

53. Details and Description of the Major Economic, Financial and Legal Risks to which the Company is Exposed in Pursuing Its Business Activity

Climate change

UNGC 7
SDG 13

201-3

Defined benefit plan obligations and other retirement plans

Financial statements

Section D – Remuneration

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201-4

Financial assistance received from government

In Poland, Jeronimo Martins Polska benefited from tax incentive measures related to robotisation, amounting to EUR 26,541.97 (PLN 112,530), and from research and development incentives, resulting from the correction of the tax return for the 2023 fiscal year, in the amount of EUR 773,810.41 (PLN 3,280,724).*
* Average exchange rate in 2025: 1 EUR = 4.2397 PLN.

In Slovakia, Jeronimo Martins Slovensko did not receive financial support from governmental entities.
In Portugal, the benefits granted by official entities, in the form of tax credits, aimed to compensate investments made under the SIFIDE II programme – the Tax Incentive System for Business Research & Development. This programme consists of a deduction from corporate income tax, corresponding to part of the expenses incurred with personnel costs, operating expenses, outsourced Innovation and Development (R&D) activities, and the acquisition of fixed assets supporting R&D activities, all of which are certified by an external and independent entity. In this context, the relevant indicators are as follows:

• Tax credit requested under SIFIDE II, referring to the 2025 fiscal year: the 10 Jerónimo Martins Group Companies that submitted applications to this programme referring to the 2024 fiscal year [JMR – Prestação de Serviços para a Distribuição, S.A. (“JMR”), Jerónimo Martins Serviços, S.A. (“JMS”), Seaculture Aquicultura, S.A. (“Seaculture”), Terra Alegre Lacticínios, S.A. (“TAL”), Best Farmer – Actividades Agro‑Pecuárias, S.A. (“Best Farmer”), Jerónimo Martins Agro‑Alimentar, S.A. (“JMA”), Jerónimo Martins, SGPS, S.A. (“JMH”), Outro Chão Agricultura Biológica, Lda. (“Outro Chão”), Recheio – Cash & Carry, S.A. (“Recheio”) and Pingo Doce, S.A. (“Pingo Doce”)] requested a potential tax credit amount of EUR 4,029,785.
• Total R&D investment in 2025: based on the amounts reported under IPCTN24 – the National Scientific and Technological Potential Survey – by the Jerónimo Martins Group Companies (JMR, JMS, Seaculture, TAL, Best Farmer, JMA, JMH, Outro Chão, Recheio and Pingo Doce), the total reported amount corresponds to EUR 9,783,293.

In Colombia, our operations did not benefit from financial incentives (in the form of benefits, tax exemptions or credits) granted by official entities.

UNGC 1-10
SDG 8, 9, 12 & 17

202-1

Ratios of standard entry level wage by gender compared to local minimum wage

Regarding workers who are not employees, we do not have consolidated information that allows us to assess whether the type of functions performed are subject to minimum wage rules.

Compensation and benefits

UNGC 6
SDG 1, 5 & 8
ESRS S1-10

202-2

Proportion of senior management hired from the local community

UNGC 6
SDG 8

203-1

Infrastructure investments and services supported

SDG 5, 9 & 11
ESRS S3-4

203-2

Significant indirect economic impacts

SDG 1, 3 & 8
ESRS S3

204-1

Proportion of spending on local suppliers

By 2025, 93% of the Group's total purchases were purchased from local suppliers.

Selection and monitoring of suppliers

Engaging with local suppliers

SDG 8

205-1

Operations assessed for risks related to corruption

Section C – Internal Organisation

Section E – Related Party Transactions

Our policies

Minimum safeguards

Selection and monitoring of suppliers

Our Plan for the Prevention of Corruption Risks and Related Offences (a document that identifies and classifies the Company’s main and potential risks in terms of corruption, considering the likelihood of occurrence and the impact of the risks identified, and lists the prevention and mitigation measures that the company has adopted to minimise the likelihood of occurrence and the foreseeable impact, in compliance with its regulatory compliance programme) published in 2022 and revised in 2025, and the Annual Report on the Implementation of this plan, published in 2025, documents available atBusiness Conduct .

In addition, in 2023 we approved the Integrity Due Diligence Procedure, as an autonomous internal document aimed at assessing risks related to corruption in the supply chain. Risk assessment in the supply chain is also assessed through social audits whose criteria include this issue.

UNGC 10
SDG 16

205-2

Communication and training about anti-corruption policies and procedures

A significant increase was recorded in the training delivered on the Anti-Corruption Policy (+16.3% training hours compared to 2024), reaching 31,445 employees, as well as in the number of employees impacted by communication campaigns (142,420). Several communication campaigns on the Anti-Corruption Policy were carried out throughout the year, they targeted all employees in Portugal, Poland and Colombia. As different communication channels were used, including physical ones (e.g., posters), the calculation of this percentage considered the average headcount in each country throughout 2025.
We continue to improve our systems to ensure that we report this information by functional level.

Communication and training

UNGC 10
SDG 16

206-1

Legal actions for anti-competitive behaviour, anti-trust, and monopoly practices

See 23. Contingencies, contingent assets and contingent liabilities for a description of major legal proceedings (amounted higher than 5 million euros) pending resolution, for which the Board of Directors, supported by the opinion of its lawyers and tax advisors, considers that there is enough ground for its appeal in court.
In addition, we are improving our reporting processes in order to address the other requirements of this indicator.

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207-1

Approach to tax

Taxation

21. Organisational Charts Concerning the Allocation of Powers Between the Various Corporate Boards, Committees and/or Departments Within the Company, Including Information on Delegating Powers, Particularly as Regards the Delegation of the Company’s Daily Management

UNGC 10
SDG 8, 16, 17

207-2

Tax governance, control, and risk management

Mechanisms and channels for raising concerns

Taxation

21. Organisational Charts Concerning the Allocation of Powers Between the Various Corporate Boards, Committees and/or Departments Within the Company, Including Information on Delegating Powers, Particularly as Regards the Delegation of the Company’s Daily Management

UNGC 10
SDG 8, 16, 17

207-3

Stakeholder engagement and management of concerns related to tax

Mechanisms and channels for raising concerns

Taxation

UNGC 10
SDG 8, 16, 17

207-4

Country-by-country reporting

Indicator partially reported in Transparency

UNGC 10
SDG 8, 16, 17

301-1

Materials used by weight or volume

Renewable materials (2025): 240,917 t (43.0%)
Non‑renewable materials (2025): 319,792 t (57.0%)
Renewable materials (2024): 232,053 t (43.2%)
Non‑renewable materials (2024): 305,610 t (56.8%)

Variation (2025 vs 2024):
Renewable materials: +3.8%
Non‑renewable materials: +4.6%

Materials used and resource outflows

UNGC 7 & 8
SDG 8 & 12
ESRS E5-4

301-2

Recycled input materials used

Materials used and resource outflows

UNGC 7 & 8
SDG 8 & 12
ESRS E5-4

301-3

Reclaimed products and their packaging materials

This aspect was considered non-material. Nevertheless, the Group promotes the collection of waste from customers in its stores, sending it for recovery.

Materials used and resource outflows

UNGC 8
SDG 8 & 12

302-1

Energy consumption within the organization

Energy consumption management

All fuels used by the Jerónimo Martins Companies are from non‑renewable sources.

UNGC 7, 8 & 9
SDG 7, 8, 12 & 13

302-2

Energy consumption outside of the organization

This indicator is presented in the form of CO₂e as part of the calculation of the Group’s carbon footprint – scope 3 emissions for all categories according to the GHG Protocol – Corporate Value Chain methodology. There are currently no conversion factors available to convert the units used in the Scope 3 categories into GJ.

Carbon footprint

UNGC 7 & 8
SDG 7, 8, 12 & 13

302-3

Energy intensity

Em 2025, the intensity indicator was 0.233 GJ/’000 euros in sales, representing less 2.1% comparing to 2021. In 2024, the intensity indicator was 0.238 GJ/’000 euros in sales.

Energy consumption management

The conversion factor from kWh to GJ from the International System of Units was used in order to meet the requirements of this indicator.

UNGC 8
SDG 7, 8, 12 & 13

302-4

Reduction of energy consumption

Energy consumption management

UNGC 8 & 9
SDG 7, 8, 12 & 13

302-5

Reductions in energy requirements of products and services

Energy consumption management

UNGC 8 & 9
SDG 7, 8, 12 & 13

303-1 (2018)

Interactions with water as a shared resource

Water consumption

UNGC 7 & 8
SDG 6 & 12

303-2 (2018)

Management of water discharge-related impacts

UNGC 8
SDG 6

303-3 (2018)

Water withdrawal

UNGC 8
SDG 6 & 12

303-4 (2018)

Water discharge

UNGC 8
SDG 6

303-5 (2018)

Water consumption

UNGC 7 & 8
SDG 6

101-1

Policies to halt and reverse biodiversity loss

This indicator is partially reported in

Our business conduct policies

Sustainability commitments

UNGC 8
SDG 6, 14 & 15

101-2

Management of biodiversity impacts

This indicator is partially reported in

Initiatives and actions to reduce impacts and protect biodiversity

Fighting deforestation

Sustainable fishing strategy

See also, for additional conservation measures,

Supporting biodiversity protection

UNGC 8
SDG 6, 14 & 15

101-3

Access and benefit-sharing

This indicator is partially reported in

Biodiversity and ecosystems

UNGC 8
SDG 6, 14 & 15

101-4

Identification of biodiversity impacts

This indicator is partially reported in

Impacts and dependencies

Fighting deforestation

Sustainable fishing strategy

UNGC 8
SDG 6, 14 & 15

101-5

Locations with biodiversity impacts

This indicator is partially reported in

Assets located in relevant biodiversity areas

UNGC 8
SDG 6, 14 & 15

101-6

Direct drivers of biodiversity loss

This indicator is partially reported in

Carbon footprint

Water consumption

Sustainable fishing strategy

Pollution

UNGC 8
SDG 6, 13, 14 & 15

101-7

Changes to the state of biodiversity

This indicator is partially reported in

Biodiversity and ecosystems

UNGC 8
SDG 6, 14 & 15

101-8

Ecosystem services

This indicator is partially reported in

Biodiversity and ecosystems

UNGC 8
SDG 6, 14 & 15

305-1

Direct (Scope 1) GHG emissions

All consumption is calculated considering greenhouse gases, and therefore includes, whenever applicable, CO₂, N₂O, CH₄, HFCs or others.

Carbon footprint

UNGC 7 & 8
SDG 3, 12, 13, 14 & 15

305-2

Energy indirect (Scope 2) GHG emissions

UNGC 7 & 8
SDG 3, 12, 13, 14 & 15

305-3

Other indirect (Scope 3) GHG emissions

UNGC 7 & 8
SDG 3, 12, 13, 14 & 15

305-4

GHG emissions intensity

UNGC 8
SDG 13, 14 & 15

305-5

Reduction of GHG emissions

UNGC 8 & 9
SDG 13, 14 & 15

305-6

Emissions of ozone-depleting substances (ODS)

This aspect is not material. However, in 2025 there was no CFC-11 eq. emission.

UNGC 7 & 8
SDG 3 & 12

305-7

Nitrogen oxides (NO_X), sulphur oxides (SO_X), and other significant air emissions

The quantities are emitted by the combustion of fossil fuels (use of on-site fuel for equipment operation, emergency generators and heating, as well as light vehicle fleet):

• NO_X = 119.4 tonnes (-1.5% face to 2024);
• SO_X = 27.2 tonnes (+22.0% face to 2024).

For the calculation of air emissions, the emission factors from the European Environment Agency (Air Pollutant Emission Inventory Guidebook) were used.

UNGC 7 & 8
SDG 3, 12, 14 & 15

306-1 (2020)

Waste generation and significant waste-related impacts

Managing circular economy risks and opportunities

Waste recovery from operations

UNGC 8
SDG 3, 6, 11 & 12

306-2 (2020)

Management of significant waste-related impacts

306-3 (2020)

Waste generated

306-4 (2020)

Waste diverted from disposal

306-5 (2020)

Waste directed to disposal

308-1

New suppliers that were screened using environmental criteria

In 2025, the Group approved 122 new suppliers, 100% of which were also assessed in the environmental component.

Environmental audits

UNGC 8
ESRS G1

308-2

Negative environmental impacts in the supply chain and actions taken

Business conduct

UNGC 8
ESRS G1

401-1

New employee hires and employee turnover

The turnover rate was 29.2% in 2025. Compared to 2024, there was a slight increase of 1.3 p.p. in Portugal and 7.0 p.p. in Colombia, and a decrease of 1.8 p.p. in Poland. Our analysis focuses on two types of turnover: involuntary and voluntary (from the employee’s perspective). The former results mainly from the seasonality to which the business is subject, requiring Companies to adjust their workforce during periods such as Christmas, Easter or Summer, as well as from necessary adjustments related to below-expected performance. On the other hand, there are several reasons that may lead employees to voluntarily leave our Group, which may be related to the opportunity of a new position or the need for change due to professional or personal reasons. Voluntary departures are the main drivers of the turnover rate, particularly among employees aged 30 or under. To understand the reasons for turnover and act preventively to mitigate them, we conduct exit interviews. In addition, this indicator is monitored by the Risk Committee.

Our employees

UNGC 6
SDG 5, 8 & 10
ESRS 2 GOV-1
ESRS S1-6

401-2

Benefits provided to full-time employees that are not provided to temporary or part-time employees

Compensation and benefits

UNGC 6
SDG 3, 5 & 8

401-3

Parental leave

Work-life balance

UNGC 6
SDG 5 & 8
ESRS S1-15

402-1

Minimum notice periods regarding operational changes

The Jerónimo Martins Group follows the notice periods established by law with regard to changes of an operational nature. All collective labour agreements that exist in Portugal have a clause referring to termination (termination at the will of one of the parties) and a review process, with rules that stipulate, as the case may be. deadlines and procedures for each figure. In any case, this issue is covered by the Portuguese Labour Code that regulates these realities.

UNGC 3
SDG 8

403-1 (2018)

Occupational health and safety management system

Health and safety at work

SDG 8
ESRS S1-14

403-2 (2018)

Hazard identification, risk assessment, and incident investigation

ESRS 2 SBM-3

403-3 (2018)

Occupational health services

SDG 8
ESRS S1-1

403-4 (2018)

Worker participation, consultation and communication on occupational health and safety

SDG 8 & 16
ESRS S1-2

403-5 (2018)

Worker training on occupational health and safety

SDG 8

403-6 (2018)

Promotion of worker health

SDG 3

403-7 (2018)

Prevention and mitigation of occupational health and safety impacts directly linked to commercial relations

Minimum safeguards

Selection and monitoring of suppliers

SDG 8 & 16
ESRS S2-3

403-8 (2018)

Workers covered by an occupational health and safety management system

The information presented refers to the occupational health and safety management systems implemented at Biedronka (ISO 45001:2018), Terra Alegre (ISO 45001:2019), the central kitchens of Meal Solutions (ISO 45001:2023), and distribution centres of Pingo Doce: Azambuja, Vila do Conde, Algoz, Alfena, Alcochete and Vila Nova da Rainha (ISO 45001:2023). Within this scope, 91,097 employees are considered (88,253 at Biedronka, 2,094 at Pingo Doce’s distribution centres, 146 at Terra Alegre and 604 at Meal Solutions) and 19,676 non-employees (19,674 at Biedronka and 2 at Terra Alegre).
As a rule, all employees are covered by the system. External audits only include a sample of the total number of employees and non-employees and, in 2025, covered 26.3% of the population. Employees and non-employees are also covered by the occupational health and safety systems of the respective countries, in accordance with local legislation.

Health and safety at work

SDG 8
ESRS S1-14

403-9 (2018)

Work-related injuries

In 2025, there were 4,499 accidents at work across the Group, and 39 that had a serious consequence. Compared to the previous year, this represents a 4.6% increase in total accidents, but a 20.4% reduction in serious cases. The difference between genders is due to the greater presence of women in the workforce.
The rate of recordable work-related injuries, which measures the ratio between the number of accidents and the hours worked, showed a reduction of 1.9% despite the increase in the absolute number of accidents. This means that, even with a 5.6% increase in the workforce and a 6.6% increase in hours worked, there were proportionally fewer accidents. The rate of high-consequence work-related injuries improved by 25.4%, a reduction greater than that observed in the absolute number of this typology.
Most accidents:

• in Portugal led to trauma and contusions;
• in Poland resulted in wounds and other superficial injuries, as well as limb injuries such as fractures, sprains, strains, ruptures and dislocations;
• in Colombia led to contusions, musculoskeletal problems (e.g., contractures, muscle spasms and lower back pain) and wounds.

Most accidents are related to falls, physical exertion, inappropriate handling of equipment, risky behaviour, residue or wet floors and the handling of cutting instruments. The main hazards and causes of accidents are mostly determined through the analysis of the accidents that have occurred and, to mitigate them, we continuously implement training and awareness programs focused on the most common hazards (e.g., handling of equipment and handling of loads in stores/distribution centres, for operations, and good road practices for employees of central structures). The identified hazards are also being gradually eliminated through the refurbishment of existing stores and the opening of new ones.
Accidents involving non-employees were recorded in the three main geographies, totalling 320 accidents (3 in Portugal, 105 in Poland and 212 in Colombia), whose main causes and associated hazards are similar to those recorded for employees. No fatalities were recorded across the Group in 2025. We continue to improve our information systems to ensure that we report the full set of information required by this indicator.

Health and safety at work

SDG 3, 8 & 16
ESRS S1-14

403-10 (2018)

Work-related ill health

In 2025, 202 cases of occupational diseases were recorded, corresponding to an increase of 72.6% compared to 2024. The difference between genders is due to the greater presence of women in the workforce.
The main occupational diseases recorded were tendinitis (inflammation of the tendons), epicondylitis (inflammation of the elbow), periarthritis (inflammation of the shoulder), paralysis, carpal tunnel syndrome, lower back pain, among other chronic musculoskeletal disorders.
The main causes of occupational diseases are related to repetitive movements and overload on tendon sheaths, combined with a high work pace involving varied and manual loads. To mitigate these hazards, the Companies have improved their machinery and equipment fleet, upgraded and ensured the maintenance of workplace infrastructures, reinforced awareness and specific occupational health and safety (OHS) training on the identification of hazards and risks related to the activities carried out in the workplace, and improved task organisation and the adjustment of working schedules.
We continue to improve our information systems to ensure that we report the full set of information required by this indicator.

Health and safety at work

SDG 3, 8 & 16

404-1

Average hours of training per year per employee

The average number of training hours for men is slightly higher than for women because some roles at the operational functional level, such as those in the butcher or logistics sections, due to their specific nature require a greater number of training hours and are currently held by more men.
The operational functional level also records the highest number of training hours, which is partly explained by it being the category with the highest turnover, requiring greater training needs during onboarding as well as in mandatory topics such as occupational health and safety.

Training

UNGC 6
SDG 4, 5, 8 & 10
ESRS S1-13

404-2

Programs for upgrading employee skills and transition assistance programs

Training and skills development

SDG 8

404-3

Percentage of employees receiving regular performance and career development reviews

Leadership development

Only employees eligible for performance evaluation were considered, in accordance with the Performance Evaluation Policies in force at the Corporate level and in each of the Companies.

UNGC 6
SDG 5, 8 & 10
ESRS S1-13

405-1

Diversity of governance bodies and employees

Our employees

Diversity and inclusion

25% of the members of the Group’s Managing Committee were women.

Statutory bodies

17. Composition of the Board of Directors, With Details of the Articles of Association’s Minimum and Maximum Number of Members, Duration of Term of Office, Number of Effective Members, Date When First Appointed and End of the Term of Office of Each Member

UNGC 6
SDG 5 & 8
ESRS S1-9

405-2

Ratio of basic salary and remuneration of women to men

Our employees

Diversity and inclusion

UNGC 6
SDG 5, 8 & 10
ESRS S1-16

406-1

Incidents of discrimination and corrective actions taken

Our employees

Ethics and compliance

Impacts on affected communities

UNGC 6
SDG 5 & 8
ESRS S1-17

407-1

Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk

Our employees

Ethics and compliance

Responsible labour management in the value chain

Sustainability certification

UNGC 3
SDG 8

408-1

Operations and suppliers at significant risk for incidents of child labour

Our employees

Ethics and compliance

Responsible labour management in the value chain

Sustainability certification

UNGC 5
SDG 8 & 16

409-1

Operations and suppliers at significant risk for incidents of forced or compulsory labour

Our employees

Ethics and compliance

Responsible labour management in the value chain

Sustainability certification

UNGC 4
SDG 8

410-1

Security personnel trained in human rights policies or procedures

We continue to improve our systems to ensure that we report the information requested by the indicator.

UNGC 1
SDG 16

413-1

Operations with local community engagement, impact assessments, and development programs

How we dialogue with affected communities

UNGC 1
SDG 1 & 2

414-1

New suppliers that were screened using social criteria

In 2025, the Group worked with 314 new Private Brand and perishables suppliers, 80% of whom underwent a selection audit that included components related to labour practices (e.g., availability and use of appropriate clothing, hand‑washing equipment, rules of conduct and personal hygiene, existence and conditions of social areas, changing rooms and sanitary facilities for employees, and the control of adequate training for job functions). The remaining suppliers presented certifications that exempted them from the selection audit.

Selection and monitoring of suppliers

UNGC 2
SDG 5, 8 & 16

414-2

Negative social impacts in the supply chain and actions taken

Impacts on affected communities

Responsible labour management in the value chain

Sustainability certification

Selection and monitoring of suppliers

UNGC 2
SDG 5, 8 & 16

415-1

Political contributions

The companies of the Jerónimo Martins Group do not support political parties or their representatives. nor financially contribute to groups that may support partisan interests.

Code of Conduct

UNGC 10
SDG 16

416-1

Assessment of the health and safety impacts of product and service categories

Actions towards our consumers

Product quality and safety

Selection and monitoring of suppliers

UNGC 1 & 2
SDG 3, 9 & 12

416-2

Incidents of non-compliance concerning the health and safety impacts of products and services

Actions towards our consumers

Food recalls and withdrawals

In addition, we are improving our reporting processes in order to address the other requirements of this indicator. Information about contingent liabilities considered to be material, as defined in indicator GRI 206-1 of this table, is described in note 23. Contingencies, contingent assets and contingent liabilities.

SDG 16

417-1

Requirements for product and service information and labelling

Product Information

Product innovation

Certified ingredients, products and packaging

SDG 12

417-2

Incidents of non-compliance concerning product and service information and labelling

Incidents related to product recall (recalls and withdrawals) can be found in

Food recalls and withdrawals

Product quality and safety

In addition, we are improving our reporting processes in order to address the other requirements of this indicator.

Information about contingent liabilities considered to be material, as defined in indicator GRI 206-1 of this table, is described in note 23. Contingencies, contingent assets and contingent liabilities.

UNGC 1, 2, 7, 8, 9 & 10
SDG 8, 12 & 16
ESRS S4

417-3

Incidents of non-compliance concerning marketing communications

Information about contingent liabilities considered to be material, as defined in indicator GRI 206-1 of this table, is described in note 23. Contingencies, contingent assets and contingent liabilities.

In addition, we are improving our reporting processes in order to address the other requirements of this indicator.

UNGC 1, 2, 7, 8, 9 & 10
SDG 8, 12 & 16
ESRS S4