IBERSOL | Integrated Management Report - 2024

CORPORATE GOVERNANCE REPORT and responsibilities related to the communication and image manage- ment of said brands, with all the positive or not so positive aspects that this can entail. In this regard, besides the natural operational and strategic accompani- ment of the business and frequent interactions with partners, the Group keeps a close eye on markets, with constant monitoring of relevant na- tional and international clippings and, in particular, the brands affected and their respective business groups Social Risks Obtaining and retaining critical talent The cultural transformation of societies, induced by access to technol- ogy, information, and new markets, products and services, leads to new generations of professionals entering the labour market with increasing- ly demanding expectations regarding alignment with organisational val- ues and criteria for professional fulfilment. In addition, this technological and cultural evolution brings with it the needs to companies acquire and develop, in advance, new critical skills for the future. At the level of human resources management, the Ibersol Group is fully cognisant of the importance of developing and retaining the talent it acquires across all functional and hierarchical levels of the organisation. In addition to the ongoing monitoring of the organisational climate, the Ibersol Group continuously implements a range of initiatives aimed at empowering, engaging and motivating its employees, while simultane- ously ensuring a diverse, non-discriminatory, transparent working envi- ronment that promotes merit and excellence. Moreover, the Ibersol Group has recently undertaken a review of its cor- porate identity framework and is currently in the process of defining fu- ture-oriented competencies aligned with the Group’s core values, which will inform the upskilling of its existing workforce and the attraction of new talent. The Group also remains attentive to emerging market trends, particularly those relating to new models of work (remote and/or hybrid arrange- ments, compensation options, etc.), which, due to their increased popu- larity, may give rise to cultural and operational challenges and/or oppor- 288