Social

In progress

1. An e-learning training module on the Group’s Code of Conduct was launched in Poland, Portugal, Colombia and Slovakia, which is mandatory for all employees.
2. The e-learning training module on human and labour rights is ready to be launched in Portugal in the first half of 2026.
3. In Portugal, the critical topics to be included in the future process for the prevention of and compliance with labour rights were approved, and a transversal diagnosis covering Portugal was carried out. Colombia has a set of control mechanisms that enable the mapping and monitoring of critical labour matters. In Poland and Slovakia, the definition of the control points to be implemented is ongoing.

In progress.

1. In 2024, a global assessment was carried out focusing on human resources management practices and on indicators for gender representativeness throughout the employee life cycle, with the aim of identifying potential inequalities in the opportunities offered to women and men. Based on the results of this analysis, global and company-level action plans were defined, focused on initiatives to support parenthood.
2. The gender pay ratio remained stable at 98.6% (0.1 p.p. more than in 2024). We maintained the reporting of the ratio for the three most representative Companies of the Group, the results of which are also in line with the commitment: Biedronka: 98.5% | Pingo Doce: 99.8% | Ara: 97.9%.
3. In 2025, an e-learning module on discrimination and harassment in the workplace was launched as mandatory training for all managers in Portugal, including content on unconscious bias and how to identify and mitigate it.

In progress.

1. In 2025, three editions of JM Talks took place, sessions for inspiration and knowledge-sharing between experienced and junior leaders of the Group, with 655 participants. In 2026, four additional sessions are planned.
2. A new global young talent policy has been created and communicated, establishing common guidelines for our key programmes, such as the Trainee Programme, across all countries.
3. In 2025, 55.9% of our managers participated in at least one leadership development initiative, including management and leadership training, assessment programmes, coaching and mentoring. In 2026, an increase in leadership training offerings is planned
4. In 2025, the performance appraisal process for managers effectively integrated our Values and the evaluation of behaviours. As part of the onboarding process, a mandatory e-learning module on the Group’s Values is included for all employees.
5. We launched the Group-wide employee satisfaction survey in 2025, which included questions related to leadership. The results have been analysed, and their communication and the development of action plans are ongoing.

In progress.

1. In 2024, the goal setting and performance assessment processes were revised to reflect the evaluation of Values and Behaviours. Accordingly, since 2025, this principle has been formally reflected in the basis for calculating the annual performance bonuses of all eligible employees.
2. The mapping and consolidation of requirements and the architecture of the total compensation package statement are underway.

In progress.
The number of employees in a disadvantaged position in accessing the labour market* accounted, at the end of 2025, for 6.2% of the Group’s population – 1.5 p.p. more than in 2024. In 2025, we ensured 24 best-practice sharing actions, most of them which focused on presenting the Incluir Programme to companies, schools and foundations.

* The criteria considered in each country were: i) Portugal – disability certificate or individuals identified under the Incluir Programme within the pillars of disabilities, migrants and refugees, and social risk; ii) Poland – disability certificate and refugees of Ukrainian nationality; iii) Colombia – disability certificate, refugees of Venezuelan nationality and employees identified under the “Mamas Cabezas de Hogar” programme (the programme was not active during 2025 and its relaunch is planned for 2026).

In progress.

1. In 2025, 91.4% of eligible managers defined personal development plans. A reinforcement initiative is planned for 2026 with teams, with the aim of ensuring the completion of personal development plans.
2. Since 2024, the personal development plans (PDP) process includes moments dedicated to reflection and monitoring of the degree of execution, during the Get Feedback phase (meetings between the evaluated employee and his or her manager mid-way through the performance cycle, focused on monitoring objectives and discussing mid-term feedback).
3. In 2025, we ensured the internal posting of 73.7% of eligible vacancies that were published externally, with an average of 3.9 internal applications per vacancy registered (2.6 in 2024).
4. We are working on defining a global policy and framework for a referral programme, providing common guidelines while allowing adaptation to local needs and/or each Company’s context.

In progress.

1. In 2025, the certification of the occupational health and safety management system in Pingo Doce’s central kitchens was maintained. In addition, Pingo Doce’s logistic units were certified under ISO 45001:2023. The certification of Recheio stores and logistics platform, as well as the operation of Outro Chão and Seaculture (two companies of Jerónimo Martins Agro-Alimentar) are underway.
2. We reached a frequency index of 10.25 in 2025, a decrease of 1.6 when compared to 2024. A reduction in accidents with lost days was recorded both in Portugal and Poland (by 10.3% and 20.3%, respectively). The severity index was 0.23, a decrease of 0.06 compared to 2024.

In progress.

1. In 2025, in Poland, the Tikrow platform enabled an agile response to temporary work needs in stores (covering 80,903 immediate needs). In Portugal, Pingo Doce continues to develop and test solutions that promote efficiency in schedule management and provide greater predictability of needs at any given time.
2. We continue to develop a global training tool (Be a Leader for all), aimed at all Group employees, which aims to include wellbeing content. In 2026, an e-learning module covering several wellbeing-related topics will also be launched, aimed at all Group employees.
3. In Portugal and Poland, 100% of employees have access to at least one wellbeing programme. In Colombia, initiatives are planned to expand the rate of employee coverage.
4. In 2025, we maintained the support given to employees in vulnerable situations, with an investment of more than 53.6 million euros in internal social responsibility measures, an increase of 5.4% compared to the previous year. Investment in social allowances and loans granted to employees with special conditions at Biedronka was 6.8 million euros. In Portugal, to expand its reach and social impact, the Social Emergency Fund was transferred at the end of 2024 to the Jerónimo Martins Foundation.

Accomplished.
In 2025, we monitored 92% of our direct support (eligible according to the internal methodology based on the B4SI criteria). The monitoring and disclosure of the impacts from the support we offered according to this model are described in “Impacts on the affected communities”.

Accomplished.
Based on the B4SI methodology, we estimate that the Group Companies have supported more than 1.6 million people from vulnerable backgrounds, including projects focused on health and healthy eating. At least one Company in Poland, Portugal, and Colombia has implemented or supported one or more projects aimed at these vulnerable populations.

Accomplished.
After becoming the most relevant partner of the “Desayunos Saludables” (Healthy Breakfasts) project in 2024, Jerónimo Martins Colombia continued to cooperate with the Asociación de Bancos de Alimentos de Colombia (ABACO). Throughout the year, 5,505 children were supported through the delivery of food covering 25% of their daily nutritional needs. The target was exceeded by more than 80%.

In progress.
In 2025, 22% of our stores in Colombia made at least one donation during the year. Considering the continuous expansion of Ara’s store network, reaching 50% of stores donating food surpluses remains a significant challenge. In 2026, we aim to include an additional 120 stores in donation activities, which will allow us to reach 25% of the Company’s total stores.

In progress.
In 2024, a memorandum of understanding was signed with the Colombian Institute of Family Welfare (ICBF), for a period of three years, aiming at supporting community mothers’ homes. In 2025, “Rincones de Lectura” (Reading Corners) were delivered to 1,000 community mothers – an initiative that strengthens their pedagogical practices and opens the doors of reading culture to around 13,000 children. In addition, 37,000 measuring tapes were donated to the ICBF to support anthropometric measurements and the nutritional monitoring of children attending community homes.

Accomplished.
In 2025, Ara ensured the participation of 297 volunteers in 12 initiatives across 9 municipalities, focused on improving living conditions for vulnerable people and indigenous communities, promoting nutrition and healthy eating, environmental protection and reforestation, and animal support. In total, these actions benefited 810 people.

Accomplished.
In 2025, we supported more than 64,000 people through the “Two Million Reasons” programme, especially children and young people, with emphasis on the partnerships established with ABACO, the ICBF in alliance with Fundalectura, and the municipalities of Bogotá and Medellín. Additionally, it is estimated that more than 30,000 people benefited from food surpluses from stores and distribution centres, enabling access to quality meals and contributing to the reduction of food waste.

In progress.
In 2025, we ensured the extension of the product warranty from 2 to 3 years across nine categories of non-food electrical and non-electrical products. Of the 580 products covered, 539 now carry an extended warranty, representing 93% of the scope of this commitment.

Accomplished.
Progress regarding products with these characteristics in 2025:

• Poland: 330 references on sale (30 new).
• Portugal: 1,636 references on sale (163 new).
• Colombia: 27 references on sale (4 new).

In progress
At the time of their launch, products may have a nutritional profile considered to be better than the benchmark (or best in class), while, for reasons of competitive dynamics, formulas may be progressively improved by competitors (in the same year or in subsequent years). In 2025, and compared to 2024, progress was as follows):

• Private Brand Poland: Of the 169 references for children, 42% had a higher profile than the market (+1 p.p.), 47% had the same profile (-1 p.p.) and 11% had a worse profile (0 p.p.).
• Private Brand Portugal: Out of the 51 references on sale under Pingo Doce and Amanhecer brands, 75% (+2 p.p.) had similar profiles to the benchmark, and 24% (+1 p.p.) had a better profile. Only 2% had a worse profile (-4 p.p.). Of the seven new products intended for children launched in 2025, six had a performance equal to or better than the at the time of launch, and one product, due to its innovative characteristics, did not have any benchmark for comparison.
• Private Brand Colombia: All the six references in this category had a higher nutritional profile than the benchmark.

In progress.
The “Without GMO” symbol (or a claim with that information) was present in 65% (-8 p.p. than in 2024) of products containing more than 50% of corn and/or soy in the net weight.

In progress.
93% of the Private Brand alcoholic beverage items carried the full responsible‑consumption symbol set. The remaining 7% of items did not include the indication regarding responsible driving.

Accomplished.
Hebe launched 23 new vegan cosmetic products in 2025, bringing the full vegan range to 174.

Accomplished.
Hebe launched three new Hebe Naturals products containing at least 92% natural ingredients by net weight, increasing* the portfolio of products with these characteristics to 19.

* 2024 value was corrected from 29 to 16.

In progress.
In Portugal, Pingo Doce maintained its commitment to communicating with customers across a variety of channels such as packaging, leaflets, its website and social media, promoting the principles of the Mediterranean diet, the consumption of fresh products (such as fruit and vegetables, fish and meat) and soup. Sabe Bem magazine also remains an important communication vehicle, standing as the most widely read culinary publication in Portugal in 2025. Pingo Doce also invested in high‑visibility media, including television, cinema and digital, to publicise the removal of flavour enhancers and artificial colourings from the composition of its Private Brand products, a goal achieved in 2023. In Poland, Biedronka promoted healthier choices through initiatives encouraging the consumption of fruit and vegetables. Themed campaigns focused on Italian and Iberian gastronomy helped bring customers closer to the principles and flavours of the Mediterranean diet. Biedronka also published two digital magazines centred on seasonality and more sustainable lifestyles, making extensive use of media such as leaflets, newspapers and social media posts to share healthier eating habits. Collaboration between the Instytut Matki i Dziecka (Mother and Child Institute) and the Company’s quality department resulted in a magazine from Dada, the private brand specialising in products for babies, children and mothers. In Colombia, Ara launched the “La Placita de Ara” initiative, a dedicated space within stores to promote seasonal, fresh fruit and vegetables sourced locally and offered at affordable prices. It also developed initiatives focused on maternal and child nutrition with an educational component, particularly in Bogotá and Medellín.

In progress.
The product information voluntarily provided by the Companies is available in “Product information” and “Information in other media”.

In progress.
All new product launches from Pingo Doce and Recheio in 2025 carried the Nutri-Score label. By the end of the year, this label was present in 866 Pingo Doce products (-1% vs. 2024) and in 270 Recheio products (+37% vs. 2024).

In progress.
In 2025, Biedronka applied the Nutri-Score label to more 272 products, increasing the total number to 815 (50% more than in 2024) and maintaining the number of brands selected for categorization to 41 (including six for the Slovakian market).

In progress.
Regarding artificial colourings:

• in specialized perishables, we reached 94% products free from artificial colourings (-6 p.p.);
• in Private Brands, the ratio stood at 99% (+2 p.p.).

• in specialized perishables, we reached 56% products (-19 p.p.*) free from flavour enhancers;
• in Private Brands, the ratio stood at 99% (+2 p.p.).

* Corrected value versus 2024.

In progress.
In Poland, 169 products were considered eligible. Of these, 150 were completed as to the removal of glucose-fructose syrup corresponding to 89% of Private Brand products (+2 p.p.).

In progress.
169 products were considered in 2025. Of these, soy lecithin was removed from 48, corresponding to a total of 28% (the same figure as 2024).

In progress.
Our Portuguese Companies have reached the target of having 100% of breakfast cereals containing wholegrains as their main ingredient two years ahead our own deadline. Biedronka’s progress reached 92% of the eligible products (44 references out of 48 in 2024, which was maintained in 2025.

Accomplished.
Two ranges of Private Brand products were considered for determining the scope of this target: complements for milk (in which micronutrients naturally present in milk, like calcium and vitamin D, need to be reinforced) and for meat (in which protein enrichment for vegetable sources is important). As in 2024, in 2025 we accomplished the target:

• Milk alternatives: 100% of soy, oat, hazelnut, almond and rice beverages, were enriched with micronutrients such as calcium, selenium, magnesium, zinc, omega 3 and fibre, and vitamins like riboflavin (B2), B12 and D. Organic products are out of scope, since by definition they cannot have vitamins or minerals added.
• Meat alternatives: 100% of products were enriched with vegetable protein.

In progress.
In 2024, Biedronka focused its efforts on eliminating aspartame from 4 of the 20 eligible products, a level of progress that remained unchanged in 2025.
In Portugal, the Companies ended the year with 26 products containing aspartame (four fewer than in 2024*) and 28 containing acesulfame (four fewer than in 2024*).
Ara ended 2025 with 17 products containing acesulfame (+4 compared to 2024), while none of its products contained aspartame.
We will continue our efforts to remove aspartame and acesulfame from our Private Brand products.

* Corrected value versus 2024.

In progress
In Portugal, 16 Private Brand vegan cosmetic products were launched to the market, bringing the total to 171* cosmetic products without animal ingredients.
Biedronka launched 26 references, totalling 330 Private Brand cosmetics without animal ingredients.

* Corrected value versus 2024.

In progress.
At the end of 2025, Biedronka had 379 Private Brand personal care references without microplastics, representing 69% of the range.

In progress.
During 2025, we strengthened our offer of these products:

• In Portugal, Pingo Doce and Amanhecer ended the year with 138 products, a 3% increase versus 2024*.
• Biedronka ended the year with 212 references with at least 90% natural ingredients, 44 of which were launched in 2024.

* Corrected value versus 2024.

In progress.
In 2025, no Private Brand detergents were developed with all those characteristics.

Accomplished.
In 2025, 100% of the Fresh fish references had the “Eat Fish Twice a Week” label – in a total of 28 references in the market, 27 were launched in 2025.

Accomplished.
The Group had 1 level I recall, the cause of which was not attributable to Jerónimo Martins. This figure represented a 75% decrease compared to 2024, a year in which there had already been a 33% decrease compared to 2023, proving a downward trend in this indicator. The effectiveness of the recalling procedure was fully complied with.

Accomplished.
ISO 22000:2018 certification was maintained for 16 DCs and extended to one more, to a total of 17 Biedronka for the storage and distribution of food products, and at the Biedronka head office for the development of Private Brand food products.

In progress.
In 2025, the sales of Private Brand and perishable products and/or packaging with sustainability certification accounted for 14.5% (+0.3 p.p. compared with 2024).