Key actions Nuanced understanding of root causes As part of its broader objective to become the most inclusive retail chain, Jeronimo Martins identified three groups of people who are significantly disadvantaged in accessing the labour market: people with a disability or impairment, migrants and refugees, and individuals exposed to social risk. When investigating the root causes, Jeronimo Martins found that each group faced specific barriers: for people with disabilities, there are persistent misconceptions from employers about their ability to perform a job; migrants, refugees and those at social risk are often stigmatized as, for example, people recovered from alcohol or drug dependency. To address these challenges, the company partnered with over 100 NGOs specializing in different fields of social inclusion to gain deeper insights into the unique needs of each target population. They also conducted interviews and surveys with the target groups to identify the specific support and skills needed to facilitate access to the labour market. As one of the largest employers in Portugal, with diverse skill requirements, Jeronimo Martins was well-positioned to bridge this economic gap through a targeted upskilling and recruitment programme. Jeronimo Martins has developed a two-stage training methodology tailored to the needs of these populations. The first stage, in the classroom, focuses on developing behavioural skills and performing operational tasks in a safe 1 Meaningful definition of success Jeronimo Martins aims to be the most inclusive retailer in the markets where they operate. To support this vision, the company has set ambitious, company-wide objectives to increase representation of people with disabilities in the workforce, setting these goals annually. To ensure employee engagement and contribute to mindset shifts, the company has developed a tutorship model that trains leaders to appreciate individual differences, as well as the unique attributes and abilities of each person. This programme aligns with Jeronimo Martins’ mission to become a benchmark employer.2 Accountable and invested business leaders Jeronimo Martin’s Chairman and CEO and the General Directors of each company in Portugal form the leadership team sponsoring the programme. This programme takes a whole-of-business approach, involving various departments – such as HR, Health and Safety, Operations, and Marketing – at varying levels. Additionally, all Operations leaders are trained as programme tutors, serving as role models to inspire other employees to participate in the training. Additionally, the company invested in a dedicated internalized team of professionals to oversees the skill development for each candidate. Team members focus on adapting each workplace and learning path to emphasize the candidate’s abilities, rather than any potential limitations.3 Solution designed for context 4Jeronimo Martins rigorously tracks the effectiveness of the programme (whether the participants benefited from the intended outcome) by looking at the retention rate.12 The company also keeps track of turnover, absenteeism, and both participant and employer feedback, including through one- on-one check-ins and performance evaluations at two points during the traineeship (middle and end of the programme). Additionally, the company’s technical team continuously monitors each candidate’s development after they transition into other roles within the group. Based on these indicators, improvements have been made to enhance the programme experience, resulting in a declining turnover rate, which reached 7% in 2024.Rigorous tracking and course correction 5 Guided by the principle that “there are no people without capacities, only people without opportunities,” Jeronimo Martins Incluir Program offers comprehensive support to develop skills and create pathways for the social and professional integration of vulnerable populations. The company advises: –Creation of a true inclusive culture and leadership, in which leaders are committed to embrace difference as an added value and sponsor the programme, demonstrating total committment to agreed goals –Development of an internal on-the-job training process supported through a tutorship model –Partnership Network: organizations supporting candidate recruitment and training processesAdvice for others and next area of focusand comfortable environment for trainees using simulated stores. The second stage involves on-the-job training, with the support of tutors and the inclusion team, made up of social reintegration technicians who specialize in preparing and integrating such people. After completing these two stages, trainees are ready to be employed. These training opportunities are advertised on the company’s career portal, where a recruitment team assesses applicants based on competencies, motivation and fit with existing vacancies. If selected, candidates receive a personalized learning and onboarding plan. Upon programme completion, and if they demonstrated a strong performance, participants are encouraged to apply for a regular position within any of the group’s companies. The entire training programme is paid by the company. Jeronimo Martins built two state-of-the-art training centres with school stores serving the hiring needs of the northern and southern areas of the country. These centres are designed with various impairments in mind, featuring accessibility adaptations like readable signage and fonts for individuals with low vision or dyslexia, tactile surfaces, Braille text, colour coding, and headphones for individuals with autism, among other inclusive features. 21 Diversity, Equity and Inclusion Lighthouses 2025

Diversity Equity and Inclusion Lighthouses 2025