2024/2025 SUSTAINABILITY IN ACTION

SOCIAL: PEOPLE AND THEIR DEVELOPMENT

At Metro Ligero Oeste we promote the development of our human capital, which we consider our main asset and a fundamental pillar in our business strategy.

We encourage the reconciliation of employees’ personal and professional life, aware that this balance is key to ensuring stable, good-quality employment. We also continuously monitor occupational health and safety, making the well-being of our workers a priority in all our activities.

We strive to continually improve our labour practices, fostering innovation and promoting open, transparent and constructive internal dialogue. We believe that idea exchanges and collaboration are essential for strengthening the organisation and improving our employees’ experience.

In short, we are committed to the integral development of our team, prioritizing their well-being, work-life balance and safety, in order to consolidate a work culture based on excellence and collaboration.

2.1. MANAGEMENT OF OUR TALENT

Our policy is based on the continuous assessment of current and future needs, promoting constant training and agile and transparent communication, both vertical and horizontal, in order to strengthen the link between people and the organisation.

We strive to strengthen engagement through employees’ active participation at all levels, recognising and valuing the diverse experiences and skills that each individual contributes. We also take a proactive approach to attracting and retaining talent, convinced that a diverse and highly qualified team is key to fostering innovation and sustainable growth.

While implementing policies and practices that promote an inclusive, collaborative and wellness-focused work environment, we encourage our team’s growth and fulfilment through training and professional development programs. Our mission is to create a space in which talent can develop fully and where people feel valued, motivated and committed to the organisation’s success and sustainability.

We use on-going training, performance assessment and the integration of talent at all levels to promote the development of our team and strengthen an organisation that is more prepared, committed and able to respond to operational and strategic challenges.

HOURS OF TRAINING

TRAINING COURSES

TRAINING RATING

Each year, we offer an employee the opportunity to pursue specialized training or a master’s degree program that contributes to the development of their skills and competencies.

PERFORMANCE REVIEWS

El 77% of our total workforce receives periodic performance reviews.

NOTEWORTHY ACTIVITIES 2024/2025

The creation of a common tool for evaluating the professional development of the office staff is still in an analysis phase.
During this period, we advanced in the design of a training itinerary aimed at enhancing the soft skills of the people who manage teams within the organisation.

OTHER INITIATIVES

In line with our culture of continuous improvement, we continued to analyse training needs, including those related to innovation, technology and leadership.
Consistent with this approach, MLO’s social policy has been updated by incorporating a new line of action in the area of Human Capital Management, which includes the following commitments:
- Promote a culture of continuous improvement in worker knowledge, skills and experience, and recognise their contribution to the organisation.
- Establish strategies to attract, develop and retain talent, fostering a productive and committed work environment and ensuring fair and effective personnel management.
During this period, we continued to promote joint knowledge management sessions.

CHALLENGES FOR THE FUTURE

We will continue to consolidate the initiatives underway, so no specific new challenges are envisaged in this area for the coming period.

2.2 FAMILY - WORK BALANCE

The reconciliation of employees’ personal, family and professional life is key to ensuring stable, good-quality employment. Therefore, we actively promote this balance, offering support and flexibility to our professionals so that they can meet their personal and work responsibilities with equilibrium.

In 2023, the Másfamilia Foundation renewed our efr certificate, maintaining the C+ Committed Company rating, which endorses our commitment to reconciliation. In this spirit, we continue to implement policies and practices aimed at facilitating the balance between work, family and personal life, ensuring that our employees can carry out their professional activity without sacrificing their well-being.

In 2024 we also made significant progress with the incorporation of new measures resulting from the adoption of the Equality Plan, reinforcing our commitment to a more equitable and sustainable working environment.

Our experience shows that encouraging reconciliation not only improves the well-being and satisfaction of our employees, but also strengthens their commitment to the organisation and contributes to a more productive, positive and collaborative work environment.

All the reconciliation benefits and measures are available to the entire workforce, irrespective of their type of employment relationship, thus guaranteeing equitable and universal access.

In 2024 and 2025 only one worker took paternity leave. All employees who applied for parental leave, regardless of gender, were able to take it, and the return-to-work rate was 100%.

We create a stable, high-quality work environment that facilitates the balance between personal and professional life, reinforces people’s engagement and contributes to a more cohesive, productive and sustainable organisation.

About 80% of the workforce is familiar with the reconciliation measures that the organisation makes available to them, and 100% of the people who use them rates them as good and/or very good.

STRATEGIC ACTIONS AND HIGHLIGHTS 2024/2025

Although the goal of improving the efr certification score did not materialize in this cycle, the organisation maintained the level achieved in previous evaluations, reflecting the consolidation of policies and practices in the area of reconciliation and responsible people management. We will continue working to drive new areas of improvement.
Work reconciliation and co-responsibility measures were shared with the entire workforce, as well as the results of the April 2025 survey on knowledge of efr measures.

OTHER INITIATIVES

An online training action, now finished, was offered to all MLO workers on gender equality and LGBTQI+ inclusion. Furthermore, the Protocol on Prevention and Response to Situations of Harassment was updated and activities to raise awareness of this issue were carried out throughout the entire organisation.
Equality training and awareness-raising activities were provided for persons involved in the hiring process, with the aim of ensuring objectivity and preventing possible discriminatory attitudes. These actions will be continued in order to further strengthen awareness in this area.

CHALLENGES FOR THE FUTURE

Advance in the responsible people management model, consolidating reconciliation policies and developing new lines of improvement that contribute to increasing the level of excellence within the framework of EFR certification.

2.3 OCCUPATIONAL HEALTH AND SAFETY

We are certified in accordance with the international standard ISO 45001, which reflects our firm commitment to the protection and comprehensive well-being of our employees, beyond simple compliance with legal obligations regarding occupational health and safety.

Ensuring a safe and healthy work environment is a priority, so we work continuously to improve our processes and preventive measures, in order to reinforce the protection and well-being of our team.

In this context, we foster a strong preventive culture through participatory awareness talks, geared toward strengthening the roles and competencies of key figures in prevention, such as the safety manager. We also develop on-going training programs, including theoretical and practical refreshment training in those areas that we consider critical to our daily activity.

Our policy is aimed at ensuring that each worker sees Occupational Risk Prevention as a fundamental component of doing their job, promoting a proactive, responsible attitude with regard to health and safety.

During this period, we went a step further, as set out in paragraph 2.1, updating Metro Ligero Oeste’s social policy and incorporating a commitment to extend the guarantee of safe and healthy working conditions to contractor companies and the entire supply chain, oriented to preventing injuries and worker health deterioration.

We ensure a safe and healthy work environment and foster a strong preventive culture that protects people, reduces workplace accidents, and strengthens the operational reliability of our services.

ACCIDENT RATE TABLE

No. of work-related accidents (with and without leave)

Hours worked by a full-time employee

1,661

Total annual hours worked by employees

375,421

Accident ratio

4.61

No. of deaths

Accident rate a/c*200000 (a = no. of occupational accidents recorded in the period; b = Hours worked by a full-time employee in the period and c = b*no. of employees).

STRATEGIC ACTIONS AND HIGHLIGHTS 2024/2025

We established a participatory culture that involves the Health and Safety Committee, as well as middle management and occupational risk prevention agents, with the aim of raising awareness about hazard prevention in the workplace.
We offered awareness-raising actions about the prevention of workplace harassment, as well as the effects of alcohol and psychotropic substance consumption in the professional environment.
A tool that makes it possible to improve and facilitate authorisations remotely was developed, for prevention matters and the Railway Safety Management System. It is currently in the implementation phase, in accordance with the planned design, with a deadline in April 2026.

OTHER INITIATIVES

In accordance with section 2.1, Metro Ligero Oeste’s social policy has been updated, incorporating a commitment to extend the guarantee of safe and healthy working conditions to contractors and the entire supply chain, oriented toward preventing injuries and worker health deterioration.

CHALLENGES FOR THE FUTURE

Implement a systematic analysis program for serious occupational accidents occurring at MLO, identifying root causes and recurring factors.
Review and strengthen existing preventive measures based on the results of the analysis, ensuring their effectiveness and continuous updating.
Develop and consolidate a system for collecting and disseminating good practices within the PRL area.
Extend the communication of these good practices to all of the affected staff, promoting preventive culture and continuous improvement in occupational health and safety.

2.4. INTERNAL DIALOGUE AND LABOUR PRACTICES

Within the framework of our commitment to sustainability, we promote internal dialogue and the constant improvement of our work practices, as fundamental pillars of our management.

We encourage open, transparent and constructive communication with the whole workforce, including the workers’ legal representatives, and we promote spaces for dialogue and participation through various internal committees and commissions, such as the Equality Commission, the Commission against Harassment and the Drug Dependence Commission. This approach encourages participation and constant feedback, allows us to effectively address the needs of the people who make up the organisation and strengthens an environment of trust and collaboration.

We also prioritize work climate management, promoting initiatives that encourage respect, equity, diversity and inclusion. This is all done in order to consolidate a positive, fair and productive work environment, based on sincere and collaborative relationships.

We guarantee a healthy, safe work environment and consolidate a preventive culture that protects people, reduces the accident rate and strengthens the service’s operational reliability.

PAY EQUITY

In 2024, the Interprofessional Minimum Wage (SMI in its Spanish initials) was set at €15,876. On the other hand, our lowest salary per the collective agreement, corresponding to the category of C Operator, was €18,750.60. In 2025 this salary increased to €19,406.85 (compared to an SMI of €16,576), which represents an increase of 17.07% and is 20.88% higher than the SMI.

The wage-setting policy is based on the tables included in the current collective agreement, which establishes remuneration levels by professional category, regardless of the personal characteristics of the person doing the job.

We recognise the importance of open and constructive dialogue with the workers’ legal representatives, as well as with the workforce overall, as a means to promote a fair, collaborative and productive work environment. 100% of the employees, with the exception of the Management Committee, are covered by the Metro Ligero Oeste, S.A. collective agreement (Code number 28100100012014).

We reinforce fair, transparent working practices that ensure fair conditions, promote equal opportunities and consolidate a stable and inclusive working environment.

STRATEGIC ACTIONS AND HIGHLIGHTS 2024/2025

The actions identified in the “Employee Experience” project carried out with office staff in 2023 have been implemented. The project ended with the definition and communication of the final proposal of actions, timelines and associated costs.
We launched Equality Plan actions, extending reconciliation leaves and making them more flexible; they include infant care, adoptions or attending prenatal examinations, facilitating the adaptation of holidays and family leave, and promoting shared responsibility and the balance between personal and professional life.

OTHER INITIATIVES

The Works Committee, Human Resources and Occupational Risk Prevention participated in the evaluation of the protocol on action and protection against harassment.

CHALLENGES FOR THE FUTURE

This area is currently in a consolidation phase, without identifying new specific challenges in the short term, beyond continuity in the improvement of the practices already implemented.