Be Responsible

Through 2025 we ran a structured, participatory process to build the new Human Resources strategy for the 2026–2028 trienium.

The process began in January 2025, with an initial definition of dimensions and axes of action by the HR leadership. In March that first proposal was validated and enriched with the Human Resources team, an internal listening exercise that made it possible to weigh priorities, test alignment on what should be done in the short, medium and long term, and take in contributions from those who live the organisation's people every day. Integrating those contributions continued to mid-year, culminating in the presentation and discussion of the strategy with the Board in the autumn of 2025.

Seven strategic dimensions came out of that work and will organise all of RHG's HR activity from 2026, from attracting and retaining talent, to compensation and benefits, to training and developing people, among others.

Each dimension was broken down into a set of concrete initiatives, mapped by time horizon, which make up the roadmap for the next three years.

If strategy sets the future ambition, directing our focus and the allocation of resources, it is the Group's policies that keep that path on stable ground. RHG's Human Resources policies work as the foundations of our people strategy: principles of action, applicable to every employee in the Group. Procedures, in turn, are what turn the commitments in those policies into practice — concrete processes that make sure our people are managed hotel by hotel and month by month, always following the same rules and the same way of working.

At Real Hotels Group the functional matrix is a central tool of Human Resources management. It structures the organisation around five distinct functional groups, each subdivided into differentiated levels. This management tool is the foundation on which clear career paths, transparent pay policies and a culture of continuous development are built.

Each of these five groups gathers roles with responsibilities, business impact and skill requirements aligned with one another. Within each group, the levels create an objective scale of progression, letting an employee advance along their professional path without necessarily having to change department.

Real Hotels Group has a Bonus Award Policy in place applicable to all its employees, which is directly linked to the company's financial performance in each half-year.

The quantitative appraisal, which measures each employee's performance against performance indicators, is the basis for awarding the half-year bonuses. At the start of each half-year the KPIs and individual objectives are defined and communicated, in a collaborative process. Meeting the targets set is one of the factors determining eligibility for the half-year bonus.

Despite the commitment and dedication shown by everyone through the first half of 2025, results were not as expected. The Group GOP set for the first half-year was not met, and for that reason, and in line with the internal bonus award policy, the half-year bonus for the first period of 2025 was not processed. The bonus was paid in full, with both half-years paid together, in February 2026.

In 2025 RHG took a significant step in structured listening to its employees, running a pilot study in partnership with Great Place To Work® (GPTW), an international reference in assessing employee experience.

Through the Great Place to Work online platform, the study measured employees' trust in their leadership across three central dimensions — credibility, respect and impartiality — complemented by two further dimensions, pride and camaraderie. The Group's average of positive ratings among study participants stood at 56%.

At Real Hotels Group we invest in the continuous growth of our employees, because we know it is that constant learning which drives each person's individual path and lets them bring more value to the company. Investing in people translates, in practice, into higher-quality service and more satisfied guests.

This investment in developing people rests on Real Academy, the Real Hotels Group learning and development platform, which supports the continuous acquisition of skills across an employee's professional path.

In 2025 the hours of training made available to employees rose 13% against 2024. The Group offers training in a range of areas, so that each employee can develop the right skills for their path and for the quality of the service they provide. 262 courses ran in 2025, of which around 43% and 40% were in HR, Communication & Leadership and in Operations Management respectively.

A programme of excellence to train the next generation of Portuguese hospitality leaders in a real setting.

In 2025 Real Hotels Group gave shape to one of the most structural investments in its people strategy: the eXperience Program. More than a recruitment process, the programme grows from the conviction that the guest experience begins with the experience of our employees, and that attracting, developing and retaining young talent is a condition of sustainable growth for the business. The model, built around three specialisation profiles, created a structured pipeline of future professionals and strengthened the Group's position as a leading employer brand in the sector.

Alongside the more formal selection moments, RHG invested in formats that bring young talent closer to the brand's culture even before the application process. The Open Nights, held in Lisbon at Maxime Boutique Hotel and in the Algarve at Le Club, Grande Real Santa Eulália, brought together music, interactive activities and informal conversations with operations directors and shared-services leads, on a free and relaxed basis.

The initiative comes from the conviction that a good atmosphere, entertainment and creativity are an integral part of the Group's activity, and that those experiences should also be offered to the people who will build the future of hospitality: our future assets, our people.

In 2025 Real Hotels Group maintained its investment in an organisational culture built on inclusion.