OUR STRATEGIC CONTEXT 66 Sustainability Performance by CARES Sustainability Framework Caring and Responsible Employer (Social) If not managed effectively, these risks may lead to workplace incidents, higher employee turnover, increased recruitment and training costs, reduced productivity, and reputational impact. Conversely, responsible workforce management supports a more stable, capable, and engaged workforce, strengthening operational reliability and long-term organisational resilience. For the Group, caring for its people is therefore not treated as a standalone social initiative or compliance obligation. It is a core business responsibility and a critical enabler of business resilience. Our Strategy and Approach Under the Caring and Responsible Employer pillar, MST Golf manages people-related sustainability risks through governance structures, policies, and day-to-day operational practices. For MST Golf, managing people-related risks is not just a matter of individual controls but about building a coherent and supportive operating environment where employees are safe, treated fairly, developed appropriately, and able to perform at their best. Diversity, Inclusion and Workforce Stability Employee Health & Safety Labour Standards & Human Rights Employee Wellbeing, Engagement and Retention Employee Training, Development & Capability Why This Matters Employees are central to MST Golf’s operations and the quality of service delivered across retail outlets, warehouses, academies, indoor golf facilities, and corporate functions. Their safety, wellbeing, and capability directly influence customer experience, operational continuity, and overall business performance. The sustainability of the Group’s workforce is therefore closely linked to the sustainability and resilience of its operations. As identified in the Group’s sustainability risk landscape, peoplerelated risks may arise from both internal and external factors, including evolving workforce expectations, competitive labour markets, regulatory requirements, and the physical demands of operating environments. These risks are also interconnected. Weaknesses in one area can amplify risks in others, for example, poor wellbeing or leadership practices may contribute to higher turnover and capability gaps, while insufficient training or unclear expectations may increase the likelihood of safety incidents, compliance issues, and employee disengagement. SUSTAINABILITY STATEMENT
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