| Board Member | Position | Shares Held (31.12.2025) | Fixed Remuneration | Multiple of Base Salary* |
|---|---|---|---|---|
| Miguel Nuno Santos Almeida | Chief Executive Officer | 236,004 | €675,000 | 1.40x |
| Luís Moutinho do Nascimento | Executive Member | 126,824 | €350,000 | 1.45x |
| Jorge Filipe Pinto Sequeira dos Santos Graça | Executive Member | 119,619 | €340,000 | 1.41x |
| Filipa de Sousa Taveira da Gama Santos Carvalho | Executive Member | 39,535 | €300,000 | 0.53x |
| Daniel Lopes Beato | Executive Member | 0 | €340,000 | 0x |
| Manuel António Neto Portugal Ramalho Eanes | Executive Member | 0 | €400,000 | 0x |
Average multiple of base salary across the five Executive Committee members other than the CEO: 0.68x.
*Multiple of base salary = (number of shares held × share price at year-end) / annual base salary. Share price used: €4.015 (closing price, 31 December 2025).
As part of its Enterprise Risk Management (ERM) framework and Business Risk Model (BRM), NOS continuously monitors emerging risks, new or evolving external factors with potential long-term and significant impact on the business, requiring proactive adaptation of the Company's strategy and business model. The following risks were identified as emerging in 2025:
Risk: Cybersecurity - Artificial Intelligence Adoption
Description: Increase in cyberattacks enhanced by the application of AI technologies. Malicious actors are increasingly leveraging artificial intelligence to conduct more sophisticated and large-scale cyberattacks, including ransomware, malware and phishing, at national and international level.
Impact: As a critical telecommunications infrastructure operator, NOS is exposed to potential disruption of essential services, compromise of customer data, and reputational damage, requiring continuously increasing investment in detection and response capabilities to keep pace with increasingly sophisticated attack techniques.
Mitigating actions: Set of initiatives to improve operational procedures, continuous monitoring and technical cybersecurity protection and contingency measures. l Information Security Policies and Rules are regularly updated and disseminated via training. l Continued strengthening of the set of technological tools used to prevent, detect and respond to cybersecurity incidents. l Continued strengthening of the Cybersecurity team in its various specialties.
Risk: Tech Business Model Shift
Description: The accelerating convergence of ICT, cloud, cybersecurity and telecom services is reshaping customer expectations in the B2B segment. Large enterprise customers increasingly expect integrated technology and digital advisory capabilities from their telecom providers, beyond traditional connectivity services, driven by external market pressure and evolving competitive dynamics.
Impact: This shift risks NOS being primarily associated by large B2B customers with connectivity and IoT services, rather than positioned as a broader technology and digital advisory partner — a positioning NOS aims to strengthen in order to capture additional value from consulting and software-related services.
Mitigating actions: Continuous strengthening of the portfolio of services for B2B clients (e.g. cloud, managed services, cybersecurity, data analytics & AI), including the integration of Claranet Portugal into the NOS Group. l Creation of the CyberInspect business area (cybersecurity testing platform).
At NOS, we believe that the performance of our suppliers is directly linked to the quality and sustainability of the services we deliver to our customers. That is why supplier evaluation plays a key role in ensuring excellence across our value chain.
Each year, we carry out a structured evaluation process covering selected Tier 1 suppliers, based on criteria such as business relevance, criticality, billing volume, direct interface with customers, or results from previous assessments. The methodology includes eight analysis dimensions, combining operational performance with environmental, social, and governance (ESG) aspects, integrated since 2019. These criteria are supported by measurable indicators and weightings, guaranteeing objectivity and comparability.
Suppliers scoring below 70% are required to implement a continuous improvement plan, developed in close collaboration with NOS. This includes alignment meetings, intermediate evaluations, and clearly defined timelines to address non-conformities. If improvement targets are not achieved, suppliers may be disqualified from future contracting processes.
In 2025, we strengthened our supplier evaluation model by further integrating quality and ESG criteria into performance assessments. A total of 331 Tier 1 suppliers were covered by this process, of which 212 significant suppliers were evaluated. Only 5% (10 suppliers) scored below 70%, all of whom are currently implementing corrective action plans under the supervision of our internal teams. Following the 2023 evaluation, NOS terminated the contract of one supplier in 2024 after failure to deliver the agreed improvement plan. In 2025, two of the other suppliers identified in the evaluation improved their scores. NOS has not terminated the contract with one supplier; however, future service opportunities with this supplier are under review.
This approach ensures continuous improvement, reinforces our commitment to service excellence, and embeds sustainability principles throughout our supply chain.
ESG and Human Rights Supplier Assessment
In addition to our annual Tier 1 supplier evaluation process, NOS applies a dedicated ESG and Human Rights assessment to a subset of critical suppliers, selected based on environmental, business and geographic risk criteria. Piloted in 2023 through a structured questionnaire covering areas such as labour practices, human rights, supply chain initiatives and anti-corruption, this assessment was applied to 174 critical suppliers, representing 4% of our total base of contractors and Tier I suppliers. In 2025, we began redesigning this assessment model to strengthen its robustness and expand its coverage, with the new version expected to enter into force in 2026.
NOS takes an active part in public policy debates relevant to the sectors and geographies in which we operate. We do this because public policy shapes the industry we work in and the communities we serve, and because we believe we have a meaningful contribution to make to that debate.
We are therefore committed to ensuring that all of our public policy engagement, whether direct, with public institutions, or indirect, through our membership in industry associations, is conducted in a manner consistent with internationally recognised environmental goals. This includes explicit alignment with the Paris Agreement on climate change, and with relevant United Nations Sustainable Development Goals, in particular SDG 6 (Clean Water and Sanitation), SDG 7 (Affordable and Clean Energy), SDG 12 (Responsible Consumption and Production), SDG 13 (Climate Action), SDG 14 (Life Below Water) and SDG 15 (Life on Land), as well as other applicable international environmental treaties and policy frameworks. This commitment applies across all the geographies and all the business segments in which we operate, and is upheld on an ongoing basis through the governance and review processes described below.
How we ensure this alignment
Ultimate responsibility for NOS's climate and environmental strategy, including ensuring that our public policy engagement remains aligned with it, rests with the Board of Directors. One executive director, who is a member of both the Board and the Executive Committee, has been specifically assigned oversight of sustainability, including climate and environmental matters. The Sustainability Department, mandated by the Executive Committee, oversees the alignment of the whole organization with these commitments, including with the Regulation and Competition Department, which is responsible for public policy engagement, both direct - with public institutions - and indirect engagement, through industry associations. The Head of the Sustainability Department reports directly to the Board through this executive director, and coordinates regularly with the top management of each business area.
We engage directly with public institutions at both national and European level, through participation in public consultations and meetings with regulators, legislators and policymakers, both national and European. Our direct engagement covers thematic areas such as digital connectivity and network infrastructure policy, audiovisual policy, digital sovereignty, environmental and energy efficiency standards, and consumer and market regulation relevant to the various sectors where NOS Group is present. NOS is registered in the EU Transparency Register (ID: 132297048123-76).
Where these positions carry potential environmental or climate relevance, they are reviewed by the Sustainability Department prior to submission, to confirm their consistency with our environmental commitments.
We also take part in industry associations relevant to the sectors in which we operate. We review the environmental and climate-related positions of these associations periodically, to confirm their alignment with the Paris Agreement and with our other environmental commitments.
Where we identify that a position taken by an association of which we are a member is not aligned with the Paris Agreement, with the other environmental commitments referred to above, or with our own position, we engage directly with that association to seek clarification or revision of that position, within a defined timeframe. Where alignment cannot be achieved, we reserve the right to publicly clarify our own position on the matter.
NOS embeds principles of ethical, safe and responsible use of Artificial Intelligence (AI) throughout the entire lifecycle of its solutions, from risk assessment prior to going live through to continuous monitoring after launch.
Limiting access to sensitive AI capabilities
All of NOS's Artificial Intelligence solutions undergo a mandatory risk assessment before going into production, which examines, on a case-by-case basis, whether the solution falls within any of the prohibited practices or high-risk categories defined by the EU AI Act, including facial recognition, remote biometric identification, emotion recognition, social scoring or classification, and other sensitive capabilities. Where a solution falls within a prohibited practice, its implementation is blocked; where it falls within a high-risk category, additional safeguards are required before the solution goes into production. Access to the data and resources used by AI applications is granted according to the principle of least privilege, based on the approved purpose, the scope of the project and the user's profile, with directly identifiable data pseudonymised by default.
Distinct labelling of AI-generated content and outcomes of AI-driven decisions
NOS's Artificial Intelligence solutions are identified as such to users, consistently throughout their lifecycle. On customer service channels, customers are informed, before making their first request, that they are interacting with a virtual assistant, this is the case on the 16990 phone line and on Chat NOS, available in the NOS app, where this information appears on the opening screen of the conversation. Internally, for example, NOS GPT, the corporate Generative Artificial Intelligence tool made available to employees, explicitly identifies itself as an AI assistant at the start of each session and permanently displays a visible notice that the responses it generates may contain inaccuracies and should be verified before use.
Mechanisms to detect and correct drift or degradation of AI models over time
NOS operates a continuous framework for monitoring, testing and improving its Artificial Intelligence solutions in production, combining regression testing whenever changes are introduced, continuous technical monitoring with automatic anomaly detection, and human evaluation of a sample of interactions by specialist auditors. Whenever drift or performance degradation is identified, corrective actions are implemented, adjustments to rules, configurations or content, which are subject to further testing before being deployed to production. For example, the voice virtual assistant on the 16990 channel has been continuously audited since it went into production, with around 6% of interactions reviewed by specialist auditors.
Regular assessments of deployed AI models for fairness/bias
AI solutions with a higher risk profile undergo a dedicated impact assessment, which examines the potential for unequal or discriminatory treatment, including the representativeness of training data, the treatment of vulnerable groups, model accuracy and fairness in performance. This assessment is validated by areas independent of the team developing the solution, including the Security & Privacy and Legal functions and the Data Protection Officer, and solutions are periodically reassessed, supported by continuous performance dashboards.
Initiatives to lower the ecological footprint of AI data centres/models
NOS has several initiatives in place to reduce the environmental footprint of digital infrastructure, although no specific measures aimed exclusively at the training or inference of AI models. At data-center level, server consolidation and virtualization, together with advanced cooling and lighting solutions, have contributed to an improvement in Data Centre energy efficiency. Energy performance is also monitored through the Power Usage Effectiveness (PUE) indicator, with a PUE of 1.56 recorded in 2025 for the Imopolis 1, Imopolis 2 and Norteshopping Data Centres. The use of renewable electricity is another relevant component of the decarbonisation strategy. Renewable electricity accounted for 93% of total electricity consumption in 2025, supported by mechanisms such as Power Purchase Agreements (PPAs), Guarantees of Origin and self-generation. Photovoltaic generation has also been planned for one of the Data Centres. Additional long-term targets include reducing energy consumption per unit of telecommunications data traffic by 80% by 2030, compared with 2019, and reducing Scope 1 and 2 emissions by 90% over the same period. Artificial intelligence is also being used to optimise the mobile network and reduce energy consumption.
Appeals process for users/affected third parties to contest an AI decision or outcome
Customers have mechanisms available to query, contest or request clarification regarding interactions and outcomes associated with the use of Artificial Intelligence, through NOS's general complaints management process. This process guarantees human review at every level of escalation, from customer support teams through to the NOS Ombudsman, with an independent external channel (the Complaints Book, Livro de Reclamações) available as a last resort. The average resolution time is approximately 7 days.
Quantification of the impact of AI initiatives/tools on sustainability outcomes
The SCAILE programme systematically tracks the impact of each Artificial Intelligence solution after implementation, through financial, operational and sustainability indicators. For example, two solutions currently in production, Smart Pairing AT and OTimize, which use AI to optimise the routing and triage of technical assistance requests, together avoid around 24,000 work orders per year, equivalent to approximately 720,000 km of avoided technician travel, around 180 tonnes of CO₂e, and around 54,000 litres of fuel saved.
Training of employees on the ethical use and/or security of AI
Through the FAAST GenAI programme, part of SCAILE, NOS provides its employees with training in Generative Artificial Intelligence, developing not only technical skills in its use but also a critical understanding of the risks, limitations and principles of responsible AI use. The programme combines virtual training on the fundamentals of AI and Generative AI, in-person workshops, including content on risk assessment and best practice ("GenAI Do's & Don'ts"), short-form content for continuous learning, and practical application through NOS GPT, with sessions dedicated to different areas of the organisation.
NOS’s Integrated Management System (IMS), certified under ISO 14001, establishes rigorous methodologies for the systematic identification of environmental aspects and the definition of measurable objectives. Standardised procedures ensure continuous evaluation of processes, eliminating waste, optimising operations, and enabling the safe implementation of preventive practices.
Materiality and Risk Assessment
Environmental impact assessment enables NOS to map and reassess the most relevant sustainability topics for the telecommunications sector. This process is complemented by an annual risk assessment, which cross-references sector material topics with those identified in the latest strategic cycle and the outcomes of risk evaluation. Legal and regulatory frameworks, national and international commitments, and global sustainability risks are also considered. A broad stakeholder consultation further reinforces the internal evaluation, ensuring that the materiality analysis is comprehensive and robust.
Environmental Audits
Considering NOS’s main environmental aspects, energy consumption, greenhouse gas emissions, effluents and waste, and electromagnetic radiation audits allow the company to:
- Ensure legal and regulatory compliance, minimising risks and guaranteeing conformity;
- Verify the implementation of environmental management procedures and progress towards defined objectives;
- Identify opportunities for improvement in energy efficiency, emissions reduction, and responsible waste management;
- Increase operational efficiency by detecting waste and optimising processes;
- Strengthen stakeholder trust by demonstrating NOS’s commitment to responsible and transparent environmental practices;
- Promote an internal culture of sustainability by engaging employees in adopting best practices;
- Prepare the company for future challenges, supporting its carbon-neutral ambition and transition towards a more circular economy.
This continuous cycle of evaluation and improvement is central to NOS’s sustainability strategy and environmental commitments.
Waste Management
NOS applies strict procedures for the classification, segregation, and routing of waste, ensuring traceability and full legal compliance. The IMS also defines supplier qualification requirements for waste management and safe handling rules for hazardous waste, protecting employees and preventing environmental incidents.
Training and Employee Engagement
Through the IMS, NOS identifies competency needs and implements mandatory training plans. The system ensures effective communication of environmental policies at all organisational levels, integrates safety with waste management, and establishes structured mechanisms for employee feedback and participation to drive continuous improvement.
Water Efficiency
The IMS also assesses the environmental impact of water use across NOS’s operations and identifies opportunities to improve efficiency. Although water is not considered a material topic, the company has implemented several measures to ensure responsible consumption, including:
- Rainwater harvesting at the Expo building for irrigation and fire-fighting systems;
- Installation of flow restrictors, automatic timers, and dual-flush systems across all facilities;
- Awareness and training campaigns encouraging employees to use water responsibly and promptly report leaks or breakages.
At NOS, we believe that sustainability is built from the inside out. That is why we foster an organisational culture aligned with our ESG commitments, environmental, social, and governance, through continuous training, awareness, and internal communication initiatives that engage all employees.
This approach is an integral part of NOS’s Sustainability Plan and Integrated Management System, ensuring that everyone in the company understands both the challenges and opportunities associated with sustainability, as well as the role each person can play in the transition towards a more conscious, environmentally friendly, safer, inclusive, and ethical future.
Through thematic campaigns, training sessions, engagement programmes, and regular content across internal platforms, we encourage responsible behaviours that reflect our values. Topics covered include energy efficiency, water conservation, circular economy, diversity and inclusion, social responsibility, ethical conduct, and sustainable innovation, among others.
By embedding ESG principles into the daily life of our organisation, we are strengthening NOS’s culture of responsibility, innovation, and commitment to positive impact inspiring our teams to do more and better, every day.
The deployment and operation of NOS's network infrastructure, including mobile network base stations, technical buildings and retail stores, can have an impact on the landscape and on biodiversity, particularly outside urban areas and in areas of high conservation value. NOS takes this risk into account in its regular environmental and risk assessment processes, either a formal environmental impact assessment procedure, whenever new infrastructure is involved, or through ongoing environmental management, for preexisting infrastructure.
Nevertheless, according to the legislation in place, the assessment of telecommunications infrastructure's impact on biodiversity is ensured through a phased screening procedure, built into the licensing process from the beginning. This mechanism first checks whether the project meets the thresholds for Environmental Impact Assessment (EIA), applicable whenever telecom infrastructure is associated with larger-scale projects, ensuring that cumulative effects are assessed as a whole. When a project does not meet these thresholds but falls within a Natura 2000 or other classified area, the screening process automatically triggers the Environmental Incidence Assessment procedure, securing a mandatory opinion from the nature conservation authority (ICNF) on the natural values at stake, in line with the Habitats and Birds Directives.
For all remaining cases, screening continues through sectoral licensing under domestic Law, which from the start coordinates the infrastructure's installation with territorial planning instruments, the National Ecological Reserve, and the National Agricultural Reserve, so that no infrastructure escapes environmental scrutiny, even when it is not subject to formal EIA or Incidence Assessment. This screening process also systematically considers criteria such as habitat fragmentation, avifauna collision and electrocution risk, disturbance to species during construction, and the cumulative effects of multiple infrastructures in the same area - the latter explicitly reinforced by Directive 2014/52/EU. The level of assessment applied - EIA, Incidence Assessment, or conditional sectoral licensing - is therefore determined, case by case, precisely by this initial screening, which ensures that size, location, and association with other projects are always weighed before authorization is granted.
Furthermore, our Code of Conduct for Suppliers and Partners requires that, whenever a supplier's activity involves physical or territorial impact (e.g. works, infrastructure, installations or on-site interventions), it must avoid operational activities in or on the vicinity of areas of recognized biodiversity importance, except where unavoidable; identify and assess biodiversity impacts and inform NOS of the prevention, mitigation or compensation measures adopted; and ensure it holds all legally required licenses to operate in protected areas as well as comply with applicable legislation on soil protection and deforestation prevention.
Double Materiality Assessment Methodology
NOS conducts double materiality assessments, according to the European Sustainability Reporting Standards (ESRS), combining impact and financial perspectives. In 2025, following the integration of Claranet Portugal, the assessment was reviewed with no changes to the list of material matters.
The assessment covered NOS’s entire value chain, including upstream activities, own operations and downstream activities, across all business areas and geographies and involved internal subject matter experts and a structured engagement with both internal and external stakeholders to ensure that relevant perspectives are incorporated into the assessment.
The Risk & Compliance team, which is responsible for NOS’s Enterprise Risk Management (ERM) methodology, plays a central role in integrating material sustainability matters into the broader risk management framework. Material matters are reflected in the Business Risk Model (BRM) and are considered in the selection of ERM risks submitted to the Executive Committee.
The process was also subject to third-party verification, providing an additional level of assurance. From a governance perspective, the results are reviewed by the Executive Committee and the Corporate Governance and Sustainability Committee and are ultimately approved by the Board of Directors.
The latest exercise – disclosed in our Annual Report and subject to third-party assurance – did not identify biodiversity as a material environmental topic from an impact perspective, or a source of substantive strategic or financial effects under our current business model and operational footprint. Nevertheless, we recognize the importance of biodiversity-related issues and implement planning and operational measures that prevent and minimise impacts of telecommunications infrastructure on landscape and biodiversity, particularly outside urban areas and in areas of high conservation value. We monitor policy developments and are strengthening our data collection practices to better understand the interconnection between our activities and biodiversity: we are currently planning to conduct a dedicated mapping exercise of the vicinity of our sites to areas of particular biodiversity importance, beyond those with legal protection status, using reference databases.
NOS adopts a responsible and integrated approach to managing waste electrical and electronic equipment (WEEE), in line with the principles of the circular economy, its Integrated Management System (IMS) certified under ISO 14001, and the commitments set out in its 2030 Sustainability Plan.
In the telecommunications sector, WEEE represents a significant share of the environmental impact associated with the life cycle of products and services. To address this, NOS has implemented a set of structural measures to prevent waste generation, promote equipment reuse, and ensure the responsible recovery of materials whenever reuse is not possible.
Our approach includes:
- Equipment refurbishment: An increasing number of set-top boxes and routers are refurbished and reintroduced to the market, extending their useful life and reducing the need for new equipment production.
- Efficient reverse logistics: NOS ensures the systematic collection of end-of-life or uninstalled equipment through its logistics and technical network, guaranteeing sorting, reuse, or appropriate treatment.
- Partnerships with licensed operators: When refurbishment is not possible, equipment is sent to licensed waste management entities specialised in dismantling and recovering WEEE, ensuring material recovery and compliance with applicable legislation.
- Awareness among customers and employees: Through campaigns and digital communications, NOS encourages customers to return equipment they no longer use, fostering active participation in reducing electronic waste.
This model directly contributes to the United Nations Sustainable Development Goals (SDGs), namely SDG 12 – Responsible Consumption and Production, SDG 13 – Climate Action, and SDG 9 – Industry, Innovation, and Infrastructure. More than a legal obligation, WEEE management at NOS is viewed as an opportunity to close value loops, reduce emissions, and preserve natural resources.
More information about our Circular Economy program available here.
Adequate wages
NOS's remuneration policy ensures that all salaried employees are paid at or above living wage standards. Wages are reviewed annually taking into account the increase in the cost of living, market benchmarks, and internal equity, ensuring both legal compliance and a decent standard of living for our employees and their families.
Equal remuneration
NOS commits to ensuring equal remuneration for men and women for work of equal value, in line with ILO Convention No. 100, and monitors compliance through its remuneration and pay equity mechanisms.
Parental leave
NOS respects the period of parental leave stipulated by Portuguese law. It also guarantees full payment of wages and maintenance of social protection benefits for all employees during their statutory annual leave period, in compliance with the Portuguese Labour Code.
- Primary caregiver: Entitled to 120 days (approximately 17 weeks) or 150 days (approximately 21 weeks) of consecutive paid leave, at their option, which may also be shared between both parents after childbirth. Leave of 120 or 150 days can also be taken simultaneously by both parents. An extra 30 days (approximately 4 weeks) can be added in the following cases:
(i) when the leave is shared between the parents, if the mother and father choose to exclusively share the initial leave, but not at the same time;
(ii) in the case of twins, with an additional 30 days for each twin beyond the first. - Non-primary caregiver: Entitled to 20 working days (approximately 4 weeks) of consecutive or intermittent paid leave, which can be extended by an additional 5 working days (approximately 1 week) if the leave is shared with the mother.
Paid leave for child care assistance
In addition to parental leave granted at birth or adoption, NOS complies with Portuguese labour law regarding paid leave for employees who need to provide urgent and essential assistance to a child during illness or accident.
- Child care assistance leave: Employees are entitled to take up to 30 days per year (or up to 15 days per year for children aged 12 or over) to assist a sick or injured child, receiving a Social Security allowance corresponding to 100% of their reference remuneration (with a guaranteed minimum of 65%).
- Children with a disability, chronic illness, or oncological condition: This leave is not subject to a fixed annual limit, and the corresponding Social Security allowance corresponds to 65% of the employee's reference remuneration.
Reorganisations
Our approach is designed to strengthen our collective ability to respond to challenges while also addressing the individual needs and interests of our employees, fostering a positive environment for change and personal and professional growth. We consistently and responsibly promote our people’s performance and development through internal mobility and recruitment opportunities, supported by appropriate training, reskilling and upskilling initiatives.
In line with our commitment to responsible employment practices, all reorganisation processes strictly comply with applicable labour legislation, including legally mandated consultation processes and notice periods. This ensures that organisational changes are carried out transparently, ethically, and with full respect for employee rights.
Scope of commitment:
These labour standards apply to:
- NOS’s own operations across Portugal.
- Contractors and partners, especially in cinema, cleaning, maintenance, and customer service operations. These standards are reflected in contractual clauses and monitored regularly.
Overtime and working hours
NOS encourages the right to rest and strictly respects the working hours established under Portuguese labour law (8 hours per day and 40 hours per week). In line with this, the company ensures that any overtime work performed is duly compensated in accordance with applicable legislation. NOS records all employees' working hours, including entries and exits, through a digital attendance system, in compliance with Portuguese labour law's time-recording requirements.
Beyond legal compliance, NOS also promotes awareness and training initiatives to help prevent excessive workload. As part of its NOS VITA wellbeing programme, the company delivers training for leaders on managing day-to-day work demands, including meeting-time management, prioritisation and focus, and hyperconnectivity management, with the explicit aim of avoiding excessive working hours. These initiatives complement the working-time monitoring and compensation practices described above, reinforcing NOS's commitment to a sustainable and balanced working environment for all employees.
Employee wellbeing and stress management
Through the NOS VITA wellbeing programme, in its emotional health dimension, NOS supports employees with webinars and informational content on mental health topics, including Emotional Management, Self-care, the Potential of Emotional Intelligence, and Wellbeing and Recovery Strategies at Work. The programme also promotes employees' financial wellbeing through financial literacy and Personal Finance training.
The Company has also developed capability-building initiatives focused on rapid-response mechanisms for psychological SOS situations and first aid.
These initiatives are complemented by mandatory occupational health and safety training covering psychosocial risks, provided to all employees and to partner employees working at NOS facilities or on NOS-managed infrastructure. Psychosocial risk is formally identified as part of NOS's hazard identification and risk assessment process, with dedicated action plans defined to mitigate it.
Part-time working arrangements
NOS respects and follows Portuguese labour law regarding part-time working arrangements for employees with family responsibilities. In accordance with the Portuguese Labour Code, employees with a child under the age of 12, or, regardless of age, a child with a disability or chronic illness living with them have the right to work part-time.
- This right may be exercised by either parent, or by both in successive periods, following complementary parental leave.
- Unless otherwise agreed, the part-time schedule corresponds to half of the equivalent full-time working period, and may be organised daily, in the morning or afternoon, or over three days a week, according to the employee's request.
- The arrangement may be extended for up to two years (three years for a third child or more, or four years in the case of a child with a disability or chronic illness).
- Employees who opt for part-time work under this regime cannot be penalised in performance evaluation or career progression.
Childcare Support
At NOS, we understand the importance of achieving a sustainable balance between professional responsibilities and family life. To support this, we offer a comprehensive suite of benefits that employees can tailor to their individual needs and life stages, including dedicated options to support childcare. These benefits are designed to help employees manage the financial demands of parenting while reinforcing our long-standing commitment to creating a family-friendly and inclusive workplace.
Breastfeeding and Parental Support
NOS is committed to providing a safe, supportive, and inclusive environment for all parents. At our headquarters we offer a dedicated breastfeeding and lactation room, designed to ensure maximum privacy, comfort, and convenience for nursing mothers.
In full compliance with Portuguese legislation, NOS grants breastfeeding mothers the right to two paid hours per day for breastfeeding, taken in one or two periods, without any impact on their remuneration.
We also facilitate a smooth reintegration process for employees returning from maternity or paternity leave. Parents are also encouraged to be actively present during key moments in their children’s lives, including the first day of school and throughout the academic year, with flexible arrangements to support school-related needs.
Furthermore, our flexible working hours, applicable to both start and end times, allow employees to manage their daily routines in a way that best supports their personal and family responsibilities. This flexibility reflects our broader commitment to employee well-being, autonomy, and a balanced work environment.
At NOS, we are committed to empowering employees to take an active role in shaping their careers. Our structured performance and development model integrates key elements such as performance evaluation, internal mobility, career progression, and professional development, ensuring that every employee has access to the tools and opportunities needed to grow within the organization.
Our approach is built on a combination of formal annual appraisals and continuous feedback throughout the year. Each year, employees and their managers collaboratively define individual and team goals, which are directly aligned with NOS’s strategic priorities. These goals serve as the foundation for annual performance reviews and are regularly revisited during feedback meetings, allowing for ongoing assessment and timely course correction where necessary.
Through our digital platform, employees are empowered to:
- Define and monitor their development plans and objectives;
- Request and provide feedback across teams and functions;
- Receive input from leaders when collaborating on cross-functional initiatives.
This multidimensional model blends goal-based performance management, team evaluation, and peer feedback. By aligning annual goal setting with continuous, agile feedback, we foster a culture of transparency, meritocracy, and fairness in career development.
NOS's OHS programme is built on regular hazard identification and risk assessment, embedded in its ISO 45001-certified Occupational Health and Safety Management System, and includes structured emergency response training, internal and external audits, and OHS training for employees and partners. As part of this programme, NOS also:
- Sets an annual target of ≤6 work-related accidents, based on the average recorded in the previous two years. In 2025, 9 such accidents were recorded against this target, preventive and corrective measures are being strengthened to further improve workplace safety.
- Has a dedicated procedure for the investigation of work-related accidents and near-misses ("Gestão de Incidentes de Trabalho"), defining the methodology and responsibilities for detecting, reporting, investigating and recording incidents. Investigations identify root causes and corrective actions to prevent recurrence, using a standardised accident investigation and registration report. For serious or fatal accidents, findings trigger a review of the hazard identification and risk assessment. Longer-term corrective actions are tracked through NOS's integrated management system (SGI) non-conformity and corrective action procedure.
NOS is committed to providing accessible, transparent and responsive customer relations, supported by a broad network of contact channels and clear complaint handling procedures.
NOS provides customers with an AI-based virtual assistant, available on the NOS Forum (forum.nos.pt), offering information and support related to NOS products and services. This channel complements NOS's other customer relationship channels, online forms, dedicated phone lines, and in-person support at NOS stores.
When a customer submits a complaint, through the Livro de Reclamações (Complaints Book), the NOS Ombudsman ("Provedoria NOS") online form, or any other contact channel, NOS confirms registration of the complaint to the customer by SMS and/or email, including the case reference. NOS is committed to notifying the customer of its decision on the complaint within a maximum period of 30 (thirty) days from the date of receipt.