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Investor Presentaiton

Ferrero Group Sustainability Report 2022 Introduction Our sustainability progress Our reporting F Managing occupational health and wellbeing We offer occupational-health services as part of our wellbeing programme, and comply fully with the regulations in the countries where we operate. We employ occupational-health professionals in our biggest factories to ensure we identify health hazards, manage the necessary medical-surveillance activities of our workforce, respond to injuries, and minimise risks on site. Alongside our health and safety commitment, we strongly believe in supporting the physical, mental and emotional wellbeing of our people. Our holistic wellbeing programme is based on four pillars (Health, Energy, Protection, Community) and 16 quadrants representing the main areas of intervention. In 2021/22, we consolidated our approach: . We appointed a Global Wellbeing Manager. We adapted our Global Governance to be more supportive and effective. ⚫ Our three-year wellbeing strategic plan developed into a global roadmap, with nutrition and mental health as key areas of focus. • We implemented our wellbeing framework in all countries. Our new awareness strategy was established to foster a wellbeing culture. It includes four awareness days a year - one for each pillar- and a wellbeing month, run globally and locally. We also opened an intranet channel dedicated to wellbeing matters. This will help raise awareness and encourage people to discuss their understanding and opinions. • One year after the launch of our Employee Assistance programme at a global scale, we created specific measures to ensure workers are aware of their options for support (leadership engagement, orientation sessions, 'Did You Know?' campaign, onboarding brief). • To reinforce our commitment to wellbeing matters, we joined the Consumer Goods Forum in the Employee Health and Wellbeing workstream. Looking forward to 2022/23, we are kicking off the Workforce Nutrition project in four countries (Ecuador, Colombia, US and Germany) in partnership with the Global Alliance for Nutrition. We are also working on a mental-health strategy, which will help our people through challenging times, with a key focus on prevention, protection and promotion of mental health and wellbeing. What have we achieved? Overall, the trend for H&S in 2021/22 was positive. In 2021/22, our company Lost-Day Injury Rate (LDIR) decreased from 6.0 accidents per million hours worked to 5.1 (-15%) compared to the previous year. The company Total Recordable Injury Rate (TRIR) stood at 6.9 compared to 7.8 in the previous year (-11%) 2. 2. The main H&S KPI we have used since September 2019 is the TRIR. We continue to also monitor LDIR. The TRIR includes all lost-day injury cases, medical-treatment cases and restricted-work cases. The LDIR is calculated including temporary workers, excluding commuting accidents. Statistical data is on the occurrence of workplace accidents in the area considered, not including contractors and third-party business relationships. Our local approach During the year 2021/22, we maintained our response to the pandemic – tailored to each local situation - protecting our people and promoting vaccination campaigns to keep our workplaces safe. We have enhanced local wellbeing programmes, including occupational-health services, according to the type of work at each site and always complying with regulations. Services include: access to doctors, nurses, first-aid services and telemedicine; a balanced food offer in our restaurants with a nutritionist on site; regular medical check-ups; keep-fit initiatives, including sports and fitness clubs on site; mental-health first-aiders; length of service and recognition awards; mental and emotional education; family days; volunteering projects. Frequency rate - LDIR (1,000,000 hrs) FY 2019/20 FY2020/21 FY 2021/22 6.9 6.0 5.1 Key performance indicators³ Frequency rate -LDIR (1,000,000 hrs) Frequency rate - TRIR ((1,000,000 hrs)) Frequency rate -TRIR (1,000,000 hrs) FY 2019/20 FY 2020/21 FY 2021/22 9.1 7.8 6.9 FY 2019/20 FY 2020/21 FY 2021/224 6.9 6.0 5.1 9.1 7.8 6.9 3. Data for 2019/20 and 2020/21 have been recalculated to reflect the three years' scope. 4. To show an extending scope and guarantee comparability, information from new reporting locations was excluded. Without these exclusions, the LDIR will be 4.8 and the TRIR 6.4. 77 <
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