Constance Hotels Services Limited | Annual Report 2025

ANNUAL REPORT 2025

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Our People and Health & Safety

4.4 Mystery Audits

A structured mystery audit programme is implemented annually across all resorts, providing an independent and objective assessment of service delivery and operational standards. Each audit is conducted through in person stays of two to three nights, covering the full guest journey over three to four days. The resulting insights are systematically analysed and cross referenced with guest feedback from reviews and satisfaction surveys, enabling the identification of recurring gaps and the prioritisation of targeted corrective actions. Each audit is followed by the implementation of detailed action plans to address identified shortcomings and support continuous improvement. For properties operating under Leading Hotels of the World standards, three member resorts exceeded the minimum required audit score of 80 percent, reflecting strong alignment with international luxury benchmarks. In parallel, Ecosure audits are conducted to assess compliance with Constance Minimum Standards, reinforcing consistency in service delivery and operational execution across CHSL. As part of its ongoing commitment to quality excellence and international positioning, CHSL entered into a partnership in 2025 with Forbes Travel Guide. Constance Prince Maurice, Constance Halaveli, Maldives, and Constance Lemuria, Seychelles, underwent comprehensive training and a total of 12 independent audits during the year. This process resulted in two resorts achieving a four-star certification, with continued efforts underway to attain five star certification. A further 12 audits are planned for 2026, supporting CHSL’s objective of strengthening its positioning among leading global luxury hospitality operators.

5. OUR PEOPLE AND HEALTH & SAFETY 5.1 Our People In 2025, CHSL continued to strengthen its strategic HR initiatives with a strong focus on talent acquisition, employer branding, digital transformation, employee experience, and service excellence. The year marked an important evolution in how we communicate, learn, and collaborate across our properties. By integrating new digital platforms, reinforcing international service standards, and advancing employee experience initiatives, the HR function continued to position itself as a strategic enabler of operational excellence and organisational culture. The implementation of our new Applicant Tracking System marked a key milestone in modernising our recruitment processes. As a competitive technological advantage, the platform enhances the candidate experience, accelerates hiring timelines, and provides improved candidate experience, recruitment visibility and reporting capabilities, enabling a more efficient and data-driven talent acquisition approach across the organisation. During the year, Talent Acquisition also continued to strengthen recruitment practices while supporting both the development of the local workforce and the organisation’s long-term talent pipeline. Particular attention was given to strengthening recruitment in Mauritius, with a continued commitment to ethical hiring practices and to supporting the Mauritian workforce through partnerships with local schools, hospitality institutions, and community associations. These initiatives aim to encourage young talent to pursue careers in hospitality and contribute to the long-term development of the local talent pipeline. At the same time, due to the limited availability of certain operational profiles on the local market, CHSL expanded its recruitment efforts regionally through targeted initiatives in several countries. Several on-site missions were conducted, including job fair, school visits, and meetings with local partners. Talent Acquisition

Significant progress was also made in strengthening the Employer Brand and Employee Value Proposition (EVP). The EVP was internally launched and activated through Brand Week, supported by the deployment of a full internal Employer Brand toolkit to ensure consistent messaging across the organisation. Externally, the Employer Brand was reinforced through press coverage and social media engagement. We also leveraged our social media platforms to attract talent, celebrate our people, showcase the unique culture across our destinations, and reinforce CHSL as an employer of choice. Finally, the Employee Referral Programme continued to support recruitment efforts by encouraging employees to recommend candidates from their networks, contributing to faster hiring and stronger cultural alignment within teams. A major milestone in 2025 was the successful launch of our new Constance internal communication platform, which is the central intranet connecting employees across all properties. The platform has significantly enhanced internal communication, engagement, and information sharing by bringing several key functions into a single digital ecosystem. The platform now supports internal communication, employee recognition, onboarding journeys, learning modules, and the secure sharing of documents and resources across the organisation. This transition marked an important step toward building a more connected workforce, ensuring that employees have easy access to information, recognition, and development opportunities directly from their mobile devices. Further progress was made in the digitalisation and automation of HR reporting processes. Several reports were streamlined and automated to improve efficiency, reduce manual workload, and provide faster access to real-time data for better decision-making. In parallel, the Constance Digitalisation Committee, “Synced” was established to coordinate and accelerate digital initiatives across the organisation. The committee brings together representatives from different departments to identify HR Digital Transformation