IBERSOL • 2023 Integrated Management Report

STRATEGIC FRAMEWORK People and Communities Vector Initiative Scope of action Promoting talent development and retention In 2023, more opportunities were created for personnel development through the use of digital training platforms, with a significant increase in total training hours, both in the central structure and in shop opera- tions. On the other hand, new employee benefits were introduced (e.g. health insurance), which also helped to increase retention and reduce human resource turnover. In 2024, the aim is to incorporate the group’s Values (revisited in 2023) more consistently into the performance appraisal process and to finalise the revision of career development policies. We also intend to focus on well-being by introducing new working models and renovating and re- configuring workspaces. Promoting diversity and inclusion throughout the organisation During 2023, the Ibersol Group's Equality and Non-Discrimination Plan was revised, with its lines of action dedicated to combating discrimina- tion and preventing harassment, promoting equality in access to em- ployment, working conditions and remuneration, as well as protecting parenthood and promoting the reconciliation of personal and profes- sional life. One of the concrete actions in this field was the revision of recruitment and selection procedures to ensure fairness and non-bias throughout the cycle, from the formulation of the need to the final se- lection. In 2024, the aim is to massively sensitise all teams to this issue, with a special focus on the most diverse operational teams. In addition to concrete actions in terms of onboarding, a new organisational climate survey will be conducted to measure this dimension. Helping to prevent hunger, through food waste recovery In 2023, the process of donating leftover food carried out by the Catering area in its various operations was continued. All the necessary operational and administrative procedures were also prepared for the mass launch of initiatives involving all the chain’s restaurants (along the lines of what was launched in Spain with the “Harvest” programme), with specialised enti- ties with an international presence. On the one hand, we have the partner- ship with “Refood”, an organisation that receives donations of leftover food (good for consumption, but not for sale) and distributes them to organisations and individuals at risk in terms of food security. On the other hand, we have “Too Good To Go”, which is a platform spe- cialising in the controlled sale of leftover food at reduced prices (allowing for some recovery and avoiding total waste). Operational tests have been carried out and the mass roll-out will take place throughout 2024, with the aim of extending the partnerships to various brands throughout the Ibe- rian Peninsula. During 2024, we also plan to benefit from all the additional details in terms of leftover food information to further improve forecasting and planning processes. 80