By transforming our commitments into objectives, we get closer to achieving excellent results every day.
| Commitment | Year | Status |
| In all countries, develop food alternatives such as vegan, lactose-free and/or gluten-free solutions that are aimed at consumers with specific dietary needs/preferences. | 2023 | Achieved |
| Ensure that products targeted at children have a higher nutritional profile than the benchmark (or best in class). In Colombia, ensure that products targeted at children have a higher nutritional profile than this benchmark until 2025. | 2023/2025 | In progress |
| In Portugal and Poland, ensure the use of voluntary “without GMO” labelling for 75% of Private Brand food references containing mostly (>50%/net weight) potentially modified ingredients (soy and corn), thus helping consumers in their decision-making process (55% year 1, 65% year 2, 75% year 3). | 2023 | Not achieved |
| In Portugal and Poland, continue to develop programmes promoting the Mediterranean Diet principles and healthy nutritional habits, based on recommendations by local experts, and raise consumer awareness on reading food labels. | 2023 | Achieved |
| In Portugal and Poland, ensure that 90% of Private Brand products do not contain, in their direct ingredients, artificial colorants until 2023. | 2023 | Achieved |
| In Portugal and Poland, ensure that 90% of Private Brand products do not contain, in their direct ingredients, artificial flavours enhancers until 2023. | 2023 | Achieved |
| In Portugal and Poland, position the Companies as healthy ageing promoters by democratising access to Private Brand food products that meet internationally recognised nutritional and dietary needs targeted to the +50 age groups. | 2023 | In progress |
| In Hebe, in promoting health through cosmetic products’ formulation, develop Private Brand alternatives without ingredients of animal origins, aimed at consumers with specific needs/preferences. | 2023 | Achieved |
| In Hebe, in the scope of promoting health through cosmetic products’ formulation, ensure that “Hebe Naturals” products have at least 90% natural ingredients in their composition (according to ISO 16128). | 2023 | Achieved |
| Commitment | Year | Status |
| Increase the number of locations with environmental certification to at least 60% of the total distribution centres and industrial units (fresh dough factory, central kitchens, soup factories and Terra Alegre dairy factory) by 2023. | 2023 | In progress |
| Reduce absolute scopes 1 and 2 GHG emissions by 55% by 2031, from a 2021 base year. | 2031 | In progress |
| Reach 60% renewable electricity consumption by 2030. | 2030 | In progress |
| Reduce absolute scopes 1 and 2 GHG emissions by 90% by 2050, from a 2021 base year. | 2050 | In progress |
| Neutralise residual scopes 1 and 2 GHG emissions through projects that meet strict eligibility criteria, in line with international best practices. | 2050 | In progress |
| Switch to 100% natural or low Global Warming Potential (GWP) refrigerants in Poland and Portugal by 2030 and in Colombia by 2035. | 2035 | In progress |
| Reduce energy consumption by 15% by 2030 (compared with 2021 levels) | 2030 | In progress |
| Reduce the carbon footprint (scopes 1 and 2) by at least 40% by 2023 (per 1,000 euros in sales), compared to 2017. | 2023 | In progress |
| Reduce energy consumption by 10% (per 1,000 euros in sales) by 2023, compared to 2017. | 2023 | In progress |
| Reduce water withdrawal measured in megalitres in Distribution activities by 10% (per million euros in sales) by 2023, compared to 2017. | 2023 | In progress |
| Limit food waste to 16.1 kg for each tonne of food sold by 2023. | 2023 | In progress |
| Ensure that at least 12% of the packaging of Private Brand products are included in the Ecodesign project by 2023, comparing to the 2020 assortment. | 2023 | Achieved |
| Ensure an annual waste recovery rate of at least 85% of the volume of waste generated by 2023. | 2023 | In progress |
| Support at least one nature conservation project in each country where we have operations and disclose its results annually. | 2023 | Achieved |
| Reduce by 5% by 2023, the specific consumption of plastic (measured in tonnes of plastic packaging per million euros of turnover), compared to 2018. | 2023 | In progress |
| Increase the content of recycled plastic to 10% of the total amount of plastic packaging under our responsibility (Private Brand, service packaging, check-out bags and wrapping film) by 2023. | 2023 | In progress |
| Reduce carbon emissions resulting from transporting goods to stores by 5% (in tonnes of CO2e per thousand pallets transported) by 2023, compared to 2020. | 2023 | In progress |
| Ensure that all Private Brand plastic packaging is reusable or recyclable. | 2025 | In progress |
| Reduce by 15% the use of virgin plastic in Private Brand packaging, service packs, wrapping film and check-out bags compared to 2018. | 2025 | In progress |
| Eliminate problematic components (e.g. PVC, EPS and XPS) from Private Brand plastic packaging by 2025. | 2025 | In progress |
| Reduce specific plastic consumption by 10% (measured in tonnes of plastic packaging for every million euros in sales) by 2025, compared to 2018. | 2025 | In progress |
| Incorporate at least 25% of recycled plastic in Private Brand plastic packaging by 2025. | 2025 | In progress |
| By 2030, halve the food waste generated by the activity of our companies (compared to 2016), in line with target 12.3 of the Sustainable Development Goals on responsible consumption and production. | 2030 | In progress |
| Commitment | Year | Status |
| Guarantee that at least 80% of the Jerónimo Martins Group’s purchases of food products are sourced from local suppliers. | 2023 | Achieved |
| Increase sales of Private Brand and/or perishable products and packaging with sustainability certification to at least 7% of the total sales of these product categories by 2023. | 2023 | In progress |
| Carry out environmental audits by at least 20% of Private Brand and perishables suppliers with a purchase volume greater than 1.1 million euros in the 2021-2023 period. | 2023 | In progress |
| Ensure that, by 2025, the palm oil, soy, paper and wood and beef in our Private Brand and perishable products aren't associated neither with deforestation nor with the conversion of High Conservation Value (HCV) ecosystems, while ensuring that human rights are safeguarded and respected. | 2025 | In progress |
| Contribute to The Consumer Goods Forum's (CGF) Forest Positive Coalition of Action commitments. Within the scope of our Private Brand and perishable products and for each of the commodities considered, the following goals were defined: [i] Palm Oil: continue to ensure 100% RSPO certification in Portugal and Poland. In Colombia, ensure compliance with the “Acuerdo de Voluntades para la Deforestación Cero en la Cadena de Palma en Colombia” (Voluntary Agreement for Zero Deforestation in the Colombian Palm Oil Chain) from the Colombian government. [ii] Soy: reduce by 50% soy from unknown origins to 16% of total direct and indirect soy. Reduce soy from countries with risk of deforestation to 25% and/or ensure they are sustainably sourced (e.g. RTRS or ProTerra certified or other multi-stakeholder schemes that promote the preservation of ecosystems in the main production areas of this ingredient). [iii] Beef: reduce unknown origins to 2.5% of total beef purchases. If sourcing from Brazil, engage with suppliers to ensure the adoption of deforestation policies and actions. [iv] Paper and timber: work with suppliers to achieve sustainable certificat ion (e.g., FSC® or PEFC) in 80% of virgin fibres used in products and in 70% of virgin fibres used in our packaging. | 2023 | In progress |
| Ensure the annual application of the Sustainable Agriculture Handbook in at least 70 new farms in Portugal and Poland, ensuring a minimum average sustainability index of 3.7 points (on a scale from 1 to 5, in which 5 is the maximum rating) for farms with at least two assessments in the 2021-2023 period. | 2023 | In progress |
| Eliminate the sale of eggs from caged hens in the Private Brands of the Jerónimo Martins Group companies. | 2025 | In progress |
| Ensure that 100% of virgin fibres used in our Private Brand and perishables products and packaging are certified by external and independent bodies, such as FSC® or PEFC. | 2030 | In progress |
| Commitment | Year | Status |
| Monitor and disclose at least 70% (in value) of the social impacts resulting from the annual support offered, according to the Business For Societal Impact (B4SI) model. | 2023 | Achieved |
| Strengthen the involvement in social projects in all geographies, targeted at children, youngsters and elderly from vulnerable environments, focusing on aspects of health and healthy eating, aiming to directly impact one million people by 2023. | 2023 | In progress |
| In Poland, expand the food donations programme for local non-governmental organisations to 70% of stores. | 2023 | Achieved |
| Commitment | Year | Status |
| Promote the integration of personal and professional life and a flexible and healthy working environment across the Group, by implementing the flexibility policy and providing mental health services to more than 90% of employees. Additionally, the Group aims to achieve a well-being index and an engagement index (global wellbeing index and global engagement index: measured through the group-wide employee satisfaction survey, considering the result of the “wellbeing” and “engagement” sections, respectively), equal to or greater than 75%. | 2023 | In progress |
| Reinforce the support given to employees in situations of vulnerability due to social and/or family emergencies across the Group, ensuring that more than 90% of emergency requests have a response and, depending on their nature, an action plan. | 2023 | In progress |
| Promote the respect for human and labour rights across the Group through regular awareness-raising and communication actions, ensuring: [i] a training module on the Code of Conduct for all employees; [ii] a global training programme on human and labour rights for employees in management positions; [iii] that 100% of new employees receive the Code of Conduct and the Anti-Corruption Policy, and that they sign their acknowledgement. | 2023 | In progress |
| Prepare the Group for the future of work in the age of digitisation, ensuring the development of employees and leaders through: [i] a minimum number of hours of global training of 50 hours/employee, which includes training in leadership programmes and also training courses carried out through the Group’s self-development platform; [ii] the creation of development plans for 80% of managers. | 2023 | In progress |
| Create opportunities for people at a disadvantage in accessing the labour market, namely people with disabilities, ensuring that more than 2% of people hired in Portugal have a disability or an incapacity. | 2023 | In progress |
| Strengthen the promotion of gender equality across the Group through: [i]improving methodologies for determining and monitoring disparities between men and women; [ii] the reduction in wage inequality between men and women, measured by the gender pay ratio (The salary difference between women and men in the universe of employees of the Jerónimo Martins Group, based on comparable realities. It is expressed by considering the average salary of women as a percentage of the average salary of men, with 100% being the salary ratio that represents total gender equity) and based on the year 2021 (97.6%), reporting this indicator also by the most representative Companies of the Group in terms of the number of employees (Biedronka, Pingo Doce and Ara); [iii] training at least 50% of managers in relevant content, such as unconscious bias. | 2023 | In progress |
| Strengthen workplace safety across the Group to prevent fatalities and accidents at work, reaching, by 2023 and globally, a reduction in the frequency index (number of accidents with loss of working days/total hours worked) to 12.50 and the severity index (number of days lost/total hours worked) to 0.30, based respectively on 13.26 and 0.31 in 2021. | 2023 | In progress |
| Foster a culture of recognition across the Group ensuring: [i] salaries’ competitiveness through annual internal, and external diagnostics every two years; [ii] at minimum, 85% of the Group's employees benefit from at least one recognition programme. | 2023 | In progress |