Our social performance

Our people

Employee diversity and inclusion

We have continued strengthening our organization and expanding our presence across different regions of the country. This growth has been possible thanks to the integration of experienced, well-trained talent that contributes to meeting our objectives, as well as opening opportunities for new generations to advance their professional development within Grupo Bafar.

Today our community comprises more than 13,915 employees. Of this total, 52% are men and 48% women, reflecting a diverse workforce that brings different perspectives, capabilities and experiences to the development of our operations.

The gender pay gap has continued to narrow progressively. At Grupo Bafar, employee compensation is determined on criteria linked to performance, efficiency and professional track record within the company, objectively recognizing their contribution and commitment over time.

13,915

Employees

Women

48%

Men

52%

Given the nature of our business and the operating structure of our production chain, 100% of our employees have full-time contracts, as our labour model does not contemplate temporary hiring schemes.

We also foster a work environment in which freedom of expression and dialogue are part of our organizational culture. Our employees can join a collective bargaining agreement to negotiate their benefits, ensuring their views and interests are represented ethically, responsibly and in an orderly manner.

Average salary by job category and gender

Section	Total	2025	2024	2023	Change
Executive Management
Women	4	211,955	239,818	201,828	9.0%
Men	21	232,908	246,976	203,543	2.9%
Senior Management
Women	1	178,440	163,376	98,470	-4.7%
Men	12	170,402	195,599	95,699	16.5%
Management
Women	38	78,615	163,376	49,658	-4.7%
Men	107	77,949	195,599	51,155	16.5%
Administrative Head
Women	244	31,589	33,519	27,278	2.0%
Men	498	32,219	34,096	28,139	1.7%
Facilitators
Women	544	15,413	15,870	8,291	1.2%
Men	1014	15,595	16,123	9,370	1.6%
Operational Supervision
Women	1276	10,610	9,402	—	10.7%
Men	2787	11,877	10,843	—	13.3%
Operational
Women	4289	9,517	8,506	—	9.0%
Men	2490	10,464	9,467	—	10.2%

Figures in Mexican pesos. The change compares 2025 with 2024.

Human capital development

To strengthen the integral development of our employees, at Grupo Bafar we have consolidated an Internal Talent Development Model through which we fill vacancies with our own talent. Through this initiative we promote the professional growth of our teams in line with the company’s needs, while generating development and mobility opportunities within the organization.

As part of this initiative we have developed several programs aimed at meeting our employees’ growth needs through continuous learning. Participants are selected based on criteria such as seniority and performance.

Over the years we have seen improved results from our talent pool. During this period, 525 employees successfully completed the program and 56% of approved staff reached the position they aspired to, reflecting the progress of this effort as an effective tool to drive internal development and strengthen our operational continuity.

525

Employees completed the program

56%

Reached their desired position

3,654

Staff trained in 2025

Talent pool · People released

555 2021

594 2022

514 2023

563 2024

514 2025

Commercial ExecutivesShift SupervisorCoordinatorsManagerWarehouse HeadsAssistant Managers

Managerial Talent Development

In addition to promoting the growth of our human capital, we have strengthened an initiative made up of five internal programs aimed at developing skills and boosting our staff’s managerial talent. Through Universidad Bafar, participating employees have an Individual Development Plan (IDP) structured under the 70-20-10 methodology.

70% of learning happens through daily work

20% takes place through coaching

10% takes place through academic training, including partnerships with other educational institutions

Five internal programs

Succession Program

Aimed at preparing employees with growth potential to take on positions of greater responsibility in the future, such as head, manager and director roles. We define an Individual Development Plan based on assessments that identify strengths and areas for improvement, facilitating an orderly transition to strategic functions.

High Potentials

We drive the development of new employees with high potential, identified through various assessments. This program aims to provide them with tools and knowledge that strengthen their leadership and management capabilities, with a view to filling key head and manager positions.

Key Positions

Focuses on preparing employees with the necessary profile to fill strategic positions within the company. Through an Individual Development Plan tailored to each role’s demands, we strengthen their competencies and support an evolution aligned with business needs.

Current Position

Aimed at reinforcing our employees’ performance in their current roles. Through this scheme we identify skill and knowledge gaps and establish specific training plans to strengthen their day-to-day contribution.

Cross Training

We give our employees the opportunity to train in different functions or positions within the organization. This approach promotes a more comprehensive view of the business, broadens their knowledge base and supports both their professional growth and greater operational flexibility.

Assessment tools

360 Assessment

Conducted every two years; the employee receives feedback from peers, superiors and themselves.

Evaluatest

A psychometric assessment that helps us identify development gaps and define action plans to address them precisely.

25-box Matrix

A tool that lets us map Grupo Bafar’s talent using two variables: performance and development potential.

M.E.T.A.

Mitigate, Avoid, Transfer and Accept risk: a tool for identifying and managing risks through strategic assessments and specific actions.

School stores

As part of our training programs, we have initiatives aimed at those joining our team for the first time. These are delivered by our own employees certified as instructors, who have the capabilities needed to accompany and train new staff.

For this we apply a teaching method structured around four fundamental steps.

Detailed explanation

We explain the tasks, steps and activities associated with each position, so the trainee clearly understands their responsibilities.

Active observation

The instructor closely accompanies the execution of activities to identify strengths and areas for improvement.

Hands-on direction

The employee takes a more active part in performing the functions under supervision.

Constructive feedback

Aimed at strengthening skills, correcting deviations and consolidating learning on an ongoing basis.

Occupational health and safety

At Grupo Bafar we reaffirm our commitment to the safety and well-being of our employees through a comprehensive occupational health and safety strategy. This approach, aligned with the Mexican Official Standards of the Ministry of Labour and Social Welfare, is based on three key guidelines set out in our Code of Ethics.

In addition, and in coordination with Universidad Bafar, the health, industrial safety and environment area keeps a detailed record of the sessions delivered, monitored virtually through the training portal. This allows us to track training actions and strengthen a culture of prevention across the organization.

During 2025 we delivered 14 health and safety training topics.

Training sessions

0 rows

Training	Description	Staff trained
Hand care	Awareness of hand hazard identification and preventive practices to avoid cuts, entrapment, blows, burns and contact with chemicals.	86
Walk safely	Development of safe movement habits inside the plant and work areas, focused on preventing slips, trips and falls.	68
Personal protective equipment (PPE)	Training on the selection, use, inspection and limitations of PPE to reduce exposure to occupational hazards.	61
Use, control and handling of hazardous chemicals	Training to identify, handle, store and control hazardous chemicals, including reading labels, safety data sheets and emergency response.	56
Lockout / tagout	Application of the lockout/tagout procedure to control hazardous energies and prevent unexpected start-ups during maintenance or equipment intervention.	45
Welding and cutting · safety conditions	Training to carry out spark or flame work safely, identifying fire, explosion, burn, metal fume and electrical hazards.	45
Electrical installation maintenance · safety conditions	Training to perform electrical maintenance safely, identifying electrical contact, arc flash, short circuit and unexpected energization hazards.	35
Static electricity · safety conditions	Training to identify, control and prevent risks from static electricity build-up, avoiding discharges, fires, explosions or equipment damage.	35
Elevated work / heights · safety conditions	Training to perform work at height safely, including hazard identification, use of fall-protection PPE, anchoring systems and preventive procedures.	38
Confined spaces	Training on atmospheric and physical hazards in confined spaces, use of monitoring and protective equipment, safe procedures and emergency response.	24
Manual load handling	Training in lifting, transporting, pushing and placing loads, with a focus on ergonomics and injury prevention.	36
Safe forklift operation	Training to operate forklifts safely, including pre-operational inspection, load stability, traffic rules and emergency response.	85
Safe ammonia handling	Training to identify ammonia-related hazards, apply safety measures, address leaks and respond appropriately to emergencies.	80
First aid brigade	Training to provide immediate care to injured or unwell people, including initial assessment, stabilization and coordination with emergency services.	84
Firefighting brigade	Training in prevention, identification and initial control of fires, use of firefighting equipment and action during emergencies.	107
Evacuation brigade	Training to plan, coordinate and execute safe, orderly evacuations, including route control, headcount and coordination with brigades.	61
Search and rescue brigade	Training to locate, rescue and bring people to safety during emergencies, applying safe procedures and coordination with brigades and support services.	61

CUU Plant training

0 rows

Training	Description	Staff trained
Care for your life	Promotion of self-care to prevent accidents and protect staff physical integrity.	96
Incidents	Identification, reporting and analysis of incidents to prevent future accidents.	26
Irresponsibility	Awareness of the consequences of unsafe acts and promotion of individual responsibility.	7
Safe shift	Reinforcement of practices to carry out work activities under safe conditions from start to finish.	24
Safety and mental state	Promotion of emotional and mental stability as a key factor in preventing occupational risks.	70
NOM 001 STPS	Safety conditions in buildings, premises, facilities and work areas to prevent risks.	22
NOM 002 STPS	Requirements for fire prevention and protection at workplaces.	27
NOM 004 STPS	Safety conditions and protective devices for the operation and maintenance of machinery and equipment.	29
NOM 005 STPS	Safety conditions for handling, transporting and storing hazardous chemicals.	24
NOM 006 STPS	Safety conditions for handling and storing materials, either manually or with machinery.	48
NOM 009 STPS	Minimum safety requirements to prevent risks during work at height.	6
NOM 010 STPS	Prevention and control measures for exposure to chemical contaminants in the work environment.	34
NOM 011 STPS	Health and safety conditions to prevent effects from occupational noise exposure.	29
NOM 012 STPS	Safety conditions to prevent risks from ionizing radiation exposure.	32
NOM 013 STPS	Preventive and control measures against non-ionizing electromagnetic radiation.	38
NOM 015 STPS	Health and safety conditions for exposure to extreme thermal conditions.	18
NOM 017 STPS	Requirements for selecting, using and handling personal protective equipment.	122
NOM 018 STPS	Identification and communication of hazards and risks from hazardous chemicals.	24
NOM 019 STPS	Requirements for the establishment and operation of health and safety committees.	25
NOM 020 STPS	Safety requirements for pressure vessels, cryogenic vessels and boilers.	11
NOM 024 STPS	Health and safety conditions to prevent risks from vibration exposure.	12
NOM 025 STPS	Lighting requirements to ensure safe and healthy conditions in work areas.	19
NOM 026 STPS	Use of colours, safety signs and identification of risks from fluids carried in pipes.	92
NOM 027 STPS	Health and safety conditions to prevent risks in welding and cutting activities.	27
NOM 029 STPS	Safety conditions for maintaining electrical installations and preventing accidents.	19
NOM 035 STPS	Identification, analysis and prevention of psychosocial risk factors and promotion of favourable environments.	11
NOM 036 STPS	Identification, prevention and control of ergonomic risks from manual load handling.	131
Emergency exits	Reinforcement of knowledge of evacuation routes and their proper signage and functionality.	38
Safety during breaks	Promotion of safe conditions during rest periods within the facilities.	42
Workplace safety	Establishment of safe practices to reduce occupational risks.	11
Safe work / New hires	Induction so new staff know and apply safety measures by area.	15
Induction	Basic information on safety, regulations and procedures before starting work.	1025
Contractors	Reinforcement of safety standards applicable to external staff.	493

We have internal mechanisms that allow us to reinforce prevention, monitor compliance with applicable guidelines and continuously track safety conditions at our facilities. Through periodic reviews and the participation of specialized bodies such as the Health and Safety Committee, we seek to identify areas needing attention in a timely manner and strengthen a safe work culture across the operation.

While we maintain permanent efforts to reduce incidents, we recognize that our activities involve risks that must be managed constantly. This year we recorded 284 internal accidents; we therefore closely track recorded events, analyse their causes and promote actions aimed at preventing recurrence.

As a result of sustained work on prevention and control, this year we maintained, for the fifth consecutive period, zero fatalities associated with work accidents or illnesses.

284

Internal accidents recorded

0

Fatalities (5th consecutive year)

Number of accidents by plant

Section	Number of severity¹ accidents	Number of severity² accidents	IMSS accidents³	Total
Chihuahua Plant
2024	82	72	30	184
2025	124	56	28	208
La Piedad Plant
2024	39	15	27	81
2025	1	59	16	76

¹ Severity accidents: reported accidents where the employee can continue working in their normal operation without any impact.

² Severity accidents: accidents where the employee requires a change of operation or internal leave.

³ IMSS accidents: those determined by IMSS as work accidents affecting the risk premium paid.

Number of absences 2025

2025	Absence due to Work Risk¹	Absence due to General Illness²
IMSS absences	1,186	7,478
Internal absences	687	332
Total	1,873	7,810

¹ Absence due to Work Risk: absences of a worker due to an accident within the work area during a given period.

² Absence due to General Illness: absences of a worker due to a general illness in relation to their working day.

Quality of life

In order to prioritize the well-being and care of our employees, we drive various internal programs aimed at monitoring their health and providing timely attention to factors that could pose future risks.

1

Consultations with nutritionists

2

Blood pressure measurement

3

Scheduling of audiometry and spirometry for staff working in risk areas

4

Complete medical examinations

5

Capillary glucose tests

6

Rapid HIV detection tests

7

Chronic disease follow-up

8

Influenza vaccination

9

Prenatal care

10

Vitamin C supply

Through the health campaigns run by Fundación Grupo Bafar.

Discounts to purchase glasses and hearing aids.

Hospital services at preferential prices.

Social well-being

At Grupo Bafar we understand that our employees’ well-being is fundamental to the company’s sustainable development. Therefore, in addition to complying with the minimum benefits established by Mexico’s Federal Labour Law, we have strengthened our value proposition with additional benefits aimed at improving our team’s work experience and quality of life.

Aware of the importance of emotional well-being and the work environment for our employees’ performance, we have continued implementing NOM-035-STPS-2018. Through this effort we strengthen our processes to identify, assess and address psychosocial risk factors.

Physical and mental healthWork-life balanceProfessional development and personal growthCommunication and teamworkRecognition and motivationSafety and work environment

Paternity leave

As part of our well-being approach, we have a paternity leave granting employees five working days with full pay. Through this benefit we seek to accompany families at a particularly significant stage, supporting the father’s presence in the first days of their child’s life.

5

working days with full pay

Bafar action plan and retirement plan

To strengthen the alignment of our executive and managerial talent with the company’s long-term vision, we have compensation mechanisms designed to recognize strategic contribution and reinforce the achievement of objectives. These schemes allow us to incentivize performance, encourage the retention of key profiles and consolidate greater alignment between individual goals and the evolution of the business.

We recognize the careers of those who have accompanied Grupo Bafar’s growth over the years, so we promote schemes designed to support this stage of employment transition with an approach of respect and recognition.

Respect and recognitionSupport and advisoryDignified and orderly transition

Fundación Grupo Bafar

Through Fundación Grupo Bafar, A.C., we have strengthened our social commitment with a vision centred on people’s development and the building of stronger communities. Since its creation in 2011, this effort has allowed us to channel initiatives aimed at generating social value and contributing in a more structured way to collective well-being.

We understand that the communities where we operate are an essential part of our environment and of our growth story. Their trust, participation and closeness have accompanied the evolution of Grupo Bafar and its subsidiaries, so we take on the responsibility of maintaining a relationship that transcends the business operation itself.

NutritionEnvironmental careSportEducationHealthValues

Collection Center

We have a collection center that strengthens our ability to respond to emergencies and natural disasters. Its infrastructure, with capacity to store up to 500 tonnes of supplies, allows us to organize and channel aid in a timely manner to the communities facing the greatest needs.

This effort is complemented by a distribution network that facilitates efficient delivery of aid, helping resources reach those in need of immediate attention more promptly and effectively.

In partnership with organizations such as BAMX, Fundación Alimento para Todos and Banco de Alimentos Michoacán.

3.2M

Families benefited

14M

Complete meals delivered

246,260 t

Tonnes of food collected

5

Active community kitchens

Volunteering

Volunteering is one of the most significant expressions of our social commitment. During the year, the participation of 514 volunteers allowed more than 3,207 hours to be devoted to community work, reflecting our people’s capacity for mobilization and involvement in causes of collective impact.

Through this effort we drive humanitarian aid actions, cleaning of public spaces and support for people in vulnerable situations.

514

Volunteers

3,207

Community work hours

Medical Days

During 2025 we continued strengthening our commitment to community well-being by holding free health days, developed in coordination with medical professionals and specialized organizations. Since this initiative began, we have brought care and prevention services to more than 16,730 people.

These days have allowed us to drive direct care actions with a preventive and supportive approach, reaffirming our conviction that collaboration with specialized allies is key to generating broader, more effective social impact.

State Visual Health Campaign: in collaboration with Fundación Devlyn, Fechac and Rotary, we ran a visual health campaign reaching various municipalities in Chihuahua, facilitating access to eye exams and prescription glasses.

16,730

People served since inception

Surgeries to correct conditions such as cleft lip and palate.

Comprehensive medical examinations.

Nutritional assessments.

Hearing and eye care campaigns.

Baby-B Daycare

As part of our commitment to the well-being of the families who make up Grupo Bafar, we have Baby-B, a space dedicated to early childhood care. Through this initiative we seek to support our employees in balancing their work and family responsibilities.

Baby-B is for the children of our employees from 45 days old up to 4 years of age, with the purpose of offering them a safe, close and professional environment that contributes to their well-being and integral development.

Baby-B is part of the IMSS daycare system (Mexican Social Security Institute).

530

Children cared for

45

Minimum age in days

4

Maximum age in years

Úne-T Tournament

The Úne-T Tournament is one of our main fundraising initiatives to continue Fundación Grupo Bafar’s social programs. In 2025 this effort allowed us to raise 66.5 million pesos, with more than 1,050 participants.

Through recreational and sporting activities such as golf, dominoes, table tennis, 7-a-side football and casino, the tournament promotes the participation of different audiences around a shared cause. This edition featured performances by Camila and Reyli Barba.

66.5 M

Million pesos raised

1,050

Participants

14

Tournament edition

Socio-Sports Schools and Bafar Academy

Through our alliance with the Real Madrid Foundation, we have strengthened a social impact platform that uses sport as a tool for training and human development. Thanks to this alliance, we have benefited more than 33,400 young people in 50 schools, shelters and community centers located in Chihuahua, Mexico City, Michoacán and Yucatán.

Bafar Academy is a benchmark within our alliance with the Real Madrid Foundation, consolidating itself as the first Real Madrid football school in Mexico. In 2025 alone, more than 190 young people took part in this space.

33,400

Young people benefited

50

Schools, shelters and centers

190

Young people at Bafar Academy 2025