CaixaBank

Reference: pages 189-190.

CaixaBank's sustainability governance model sits within the Group's wider corporate governance system (Bylaws, Regulation of the Board of Directors, Corporate Governance Policy). The Board of Directors comprises nine independent directors, 60% of its members (p.189).

Board committees with sustainability duties (p.190): the Audit and Control Committee monitors "the integrity of sustainability information and the effectiveness of internal control systems"; the Appointments and Sustainability Committee "oversees compliance with the Bank's ESG policies and rules"; the Risks Committee "proposes the Group's risk policy to the Board, which includes ESG matters"; the Remuneration Committee "advises...on setting the remuneration linked to ESG factors."

Management-level bodies: the Management Committee "develops the strategy and lines of action in the area of sustainability," the Sustainability Committee "ensures the successful implementation of the sustainability strategy," and the Global Risks Committee "manages, controls and supervises...the risks in which the Group may incur" (p.190). "The Board of Directors assumes ultimate responsibility for sustainability, approving and overseeing the strategy and its implementation."

Reference: pages 189, 191-196.

CaixaBank discloses a quarter-by-quarter log of "Approvals and key discussions in sustainability during 2025" for the Board, the Appointments and Sustainability Committee, the Risks Committee and the Audit and Control Committee (pp.191-196).

Board-level items include: approval of the update of sustainability principles and statements (Climate Change Statement, Statement on Nature), the Green Bonds and Social Bonds Reports, the 2025 Double Materiality Study, the Prudential Transition Plan and the Climate Report, all in Q4 2025 (p.192).

The Risks Committee's 2025 agenda included monitoring of climate risk, review of the 2025 ESG risk materiality assessment and review of the Prudential Transition Plan (p.195). The Audit and Control Committee reviewed "results of the certification on internal control system of non-financial information" and held a "monograph on remuneration" (p.196).

Reference: pages 189, 372-373.

The Remuneration Committee "advises...on setting the remuneration linked to ESG factors" (p.189). CaixaBank's 2025 annual variable remuneration links a "Sustainability" factor for executive directors and the Management Committee, weighted 10.00% (Central Services 7.50%, Territorial Services 5.00%), built from three sub-metrics each weighted 25%: cumulative mobilisation of sustainable finance (achieved €33,928 M), engagement with 90% of companies with credit exposure to Net Zero-perimeter sectors (achieved 90%), and above-average recognition from 3-5 ESG rating agencies among Eurostoxx Banks peers (achieved by 43.9% of a further metric on women in management) (pp.372-373).

"The Bank has been incorporating ESG factors into its employees' variable remuneration scheme since 2024. Likewise, since 2021 these factors have been incorporated into the Multi-year Variable Remuneration system applicable to executive directors, members of the Management Committee and the rest of the Identified Staff" (p.373).

Reference: page 214 (Governance of sustainability - Statement on due diligence, per the CSRD content index).

The company's own ESRS content index maps GOV-4 to the "Governance of sustainability - Statement on due diligence" subsection of the General introduction chapter (p.214). The separate "Table of content associated with other regulations" cross-references ESRS 2 GOV-4 "Statement on due diligence, paragraph 30" to the same "Sustainability information - General introduction - Sustainability governance - Due diligence statement" section (p.611), and to Human Rights due diligence process content referenced elsewhere in the Social chapters (e.g. pp.361-362).

Reference: page 219, supported by the Audit and Control Committee's 2025 activity log (pp.195-196).

CaixaBank's content index places GOV-5 under "Sustainability management - Risk management and internal control over non-financial reporting" (p.219). The Audit and Control Committee is "responsible for overseeing the process for preparing, and the content of, the sustainability information to be approved by the Board of Directors for publication," including to "review the effectiveness of the Internal Control System for non-financial information, ensuring its reliability" (p.195). Its 2025 agenda recorded the "results of the certification on internal control system of non-financial information" and a "preliminary assessment of the Sustainability Verifier" (p.196), the latter referring to PricewaterhouseCoopers, the Group's external assurance provider.

Reference: page 225.

"CaixaBank is a financial group with a universal bancassurance model, a leader in Spain and with a solid and growing franchise in Portugal." The Group serves "more than 20 million customers" through "the largest physical network in the Iberian Peninsula, with more than 4,500 branches and 12,200 ATMs," combined with digital channels and "more than 47,100 employees" (p.225). It operates through segments including Retail Banking, Business Banking, Private Banking and CIB, with specialised propositions (AgroBank, DayOne, HolaBank, among others), and an international presence in "more than 24 countries" through branches, representative offices and agreements.

On value chain concentration: "as a financial group, it concentrates its material sustainability IROs mainly in the downstream of its value chain, associated with its financing and investment activity," while impacts are "also identified in the Group's own operations and in the upstream of its value chain" (p.225).

Reference: page 232.

CaixaBank engaged 10 stakeholder groups in its 2025 materiality process, including employees, customers, shareholders/investors/analysts, suppliers, regulatory bodies, media, NGOs and society, via surveys (2,409 responses covering 245 employees, 1,182 customers, 735 shareholders, 147 suppliers, 100 society/media) and dedicated interview sessions of 30-45 minutes with union representatives, customers, analysts/investors and media.

"The results of the surveys reflect the need to prioritise three topics: consumers and end-users, [own] workforce and cybersecurity." Retail customers "prioritise social concerns (privacy and security of their personal data) and governance matters (transparency and honesty)"; employees show "balanced priorities in relation to social and governance aspects"; the third sector "priorities environmental concerns and sustainable financing" (p.232).

Reference: pages 237-240 (materiality results table); page 241 (resilience).

The 2025 Double Materiality Study identified 34 IROs, grouped in 7 main topics and 18 material subtopics (Climate change, Own workforce, Affected communities, Consumers and end-users, Business conduct, Sustainable finance, Cybersecurity), versus 32 IROs across the same materiality threshold in 2024 (p.237). The Group publishes the full IRO table with type (risk/opportunity/positive or negative impact), actual/potential status and value-chain location (pp.238-240).

Main 2025 changes: "a new material negative impact on the possible loss of trust amongst stakeholders due to how the complaints channel is managed"; a reduction of a material risk "due to the aggregation of risks in both climate change and sustainable financing"; and two new material opportunities, one on accessibility for senior/pre-senior customers and one long-term opportunity linked to Artificial Intelligence (p.237).

On resilience: the Group "has established a comprehensive approach to assess and reinforce the resilience of its strategy and business model," using scenario analysis "to regularly assess the resilience of the balance sheet and income statement...under a forward-looking approach in stress scenarios," and participates in external multi-year stress tests including the EBA stress test and the 2024 Fit for 55 climate scenario exercise (p.241).

Reference: page 243.

The 2025 Double Materiality Study "has been prepared on the basis of the European Sustainability Reporting Standards (ESRS) and the EFRAG IG1 Materiality Assessment Implementation Guide," applying double materiality across both an impact perspective ("actual or potential impacts, both positive and negative, that the Group generates...on people or the environment") and a financial perspective (p.243).

Four phases: (1) Context analysis, drawing on the Strategic Plan, financial statements, Corporate Risk Catalogue/Risk Appetite Map, Human Rights due diligence procedures and external sustainability trend research; (2) Identification of IROs; (3) Assessment of IROs; (4) Double materiality results (p.243). A materiality threshold of 3 on a 1-5 scale is applied to both impact and financial materiality; IROs exceeding 3 are material (p.247). "The Doble Materiality Study has been reviewed and approved by the Management Commitment, as well as by the Board of Directors, prior review by the Appointments and Sustainability Committee and Audit and Control Committee" (p.243).

Reference: page 243, cross-referenced against the "Table of correspondence with the Corporate Sustainability Reporting Directive (CSRD)" (Annexes, pp.603-610).

The report carries a dedicated, page-referenced content index mapping every covered ESRS 2 and topical Disclosure Requirement to the section of the Consolidated Management Report where it is addressed (pp.603-610), plus a second "Table of content associated with other regulations" cross-referencing individual ESRS datapoints to SFDR, Pillar 3, Benchmark Regulation and EU Climate Law references (pp.611-620), explicitly marking datapoints the Group treats as "Not material" (e.g. the E2, E3, E4 and E5 datapoints, and the S2 value-chain-worker datapoints, per the 2025 DMA).

Reference: pages 253-254, 280-281.

"The Board of Directors approved the CaixaBank Group Prudential Transition Plan in December 2025, which will be reviewed annually" (p.253). It "integrates the climate objectives established by CaixaBank in its climate strategy," under which "CaixaBank is committed to achieving carbon neutrality by 2050" (p.253).

The 2025-2027 Sustainability Plan sets intermediate targets: "Achieve emission neutrality by 2050," with 2030 decarbonisation targets for 10 sectors, mobilisation of >€100,000 M in sustainable finance, 17% of income from sustainable finance, and engagement with 90% of carbon-intensive companies (p.254). Four levers are named: sustainable products and services, engagement with customers, active risk management and the Environmental Management Plan (p.254).

Since 2022 CaixaBank has published sector decarbonisation targets covering "oil and gas, power generation, thermal coal, real estate (commercial and residential), shipping, iron and steel, aviation and agriculture and livestock," covering "more than 36.0% of total corporate finance and project finance" (p.280). Following the 2025 dissolution of the NZBA alliance, "CaixaBank maintains its public commitment to achieving net zero emissions by 2050" (p.280).

Reference: pages 256, 279.

Climate risks are classified as physical (chronic - "changes in climate patterns, average temperatures, rainfall, sea level rise"; and acute - "increased extreme events") and transition (policy and legal, technological, market) (p.256).

Climate-related policies include the Statement on Climate Change, which "expresses CaixaBank's commitment to addressing climate change as regards compliance with the Paris Agreement," and the Corporate Global Risk Management Policy, which "sets out the general principles governing the risk management framework at Group companies, including ESG risks as a cross-cutting factor" (p.279). Climate risk management is described as "completely integrated into the Group's risk management framework," covering risk planning, corporate strategic processes, the risk catalogue and the risk appetite framework (p.279).

Reference: pages 253, 281, 297-305.

Actions run through the Prudential Transition Plan (p.253) and the Environmental Management Plan 2025-2027, whose climate change line covers "measurement, reduction and offsetting" via three steps: calculation of the operational carbon footprint, reduction of CO2 emissions, and offsetting of non-avoided emissions (p.297).

2025 actions included: electricity purchase via PPAs (113.88 GWh/year, 53.8% of total) and Guarantee of Origin certificates (211.74 GWh/year, 100% of total) (p.297); offsetting of unavoidable Scope 1, 2 and category-3.6 emissions through reforestation projects in Soria and Zamora, verified to the MITECO standard, with "100% of the offset projects focused on GHG emissions removal" since 2024 (p.298); air-conditioning replacement in 400 branches and lighting changes in 175 branches, and removal of 12 diesel tanks from the branch network (p.304); and an internal carbon price for corporate travel emissions, approved by the Sustainability Committee, with a shadow price from 2026 and a real rate expected in 2027 (p.304).

Reference: pages 280-281, 283-286 (Alignment of the credit and investment portfolio with the Paris Agreement - Decarbonisation targets; cross-referenced to ESRS E1-4 "GHG emission reduction targets, paragraph 34" in the report's own datapoint index, p.611).

CaixaBank targets carbon neutrality by 2050 and has published 2030 decarbonisation targets since 2022 for the most CO2-intensive sectors: "oil and gas, power generation, thermal coal, real estate (commercial and residential), shipping, iron and steel, aviation and agriculture and livestock," covering the loan and investment portfolios of CaixaBank, S.A. and Banco BPI (p.280).

For the electricity sector, the target is "to reduce the intensity metric by 30% by 2030" from a 136 kgCO2e/MWh base; the 2025 figure "stands slightly below the 2030 target" (p.286). For oil and gas, the target is a 23% reduction in the intensity metric by 2030 (p.286). VidaCaixa (insurance) targets "at least 50% by 2030" reduction of Scope 1-2 carbon footprint intensity of corporate investments, versus a 2019 base of 177 tCO2/€M invested (p.283-284).

Reference: page 305 (Environmental Management Plan - Energy consumption and energy mix).

CaixaBank Group's 2025 energy consumption by source is disclosed against 2024: fuel from coal and derivatives (0 MWh both years); crude oil and oil products (15,094 MWh in 2025 vs 16,096 in 2024); natural gas (3,470 vs 3,353 MWh); other fossil sources (40 vs 11 MWh); and purchased fossil electricity/heat/steam/cooling (0 MWh both years). Total energy consumption was 230,349 MWh (2025) vs 237,509 MWh (2024), or 4.55 MWh/employee vs 4.83 MWh/employee.

"For years, 100% of the electricity consumed has been from certified renewable sources" (p.298). Standardised energy consumption fell 4.2% in 2025 versus 2024, and 2.9% in overall terms (p.305). A 20 kW solar installation in Valencia generated 21 MWh in 2025, fed directly into the grid rather than self-consumed (p.305).

Reference: pages 307 (calculation of financed emissions) and 313 (operational carbon footprint calculation).

Financed emissions (Scope 3, category 15) are calculated following the PCAF standard, "The global GHG accounting & reporting standard for the financial industry," covering CaixaBank, CPC, Banco BPI and MicroBank for the banking business, and separately for VidaCaixa's insurance investment portfolio (p.307). "For all purposes the only material category of Scope 3 is category 15 'Investments', which represents 99.5% of the total emissions of this scope" for the insurance business (p.313).

Operational carbon footprint: Scope 1 gross GHG emissions moved from a 2024 base of 7,092.97 tCO2e to 7,646.23 tCO2e in 2025, against a 2030 milestone of 7,140.22 tCO2e; the largest Scope 1 sources are the vehicle fleet, natural gas and heating oil combustion (p.313). A 2025 Scope 3 materiality reassessment covering 19 Group companies (98% of Group assets) confirmed categories 3.1, 3.2, 3.3, 3.6 as material, and newly classified 3.7 (employee commuting) as material "due to an increase in emissions compared to 2021" (p.312).

Reference: page 298-300 (Environmental Management Plan - offsetting of non-avoided emissions).

"The CaixaBank Group's strategy to reduce the environmental impact of its emissions consists of promoting actions to reduce GHG emissions and offsetting those it cannot reduce, through GHG emission absorption projects." Since 2024, "100% of the offset projects focused on GHG emissions removal, compared to previous years when both emission reduction and removal projects were considered" (p.298).

The projects chosen to offset 2025 emissions include reforestation in Esteban de Gormaz and Beratón (Soria) and Agavanzal (Zamora), "verified applying the MITECO Verification Standard," covering 50% of the tons compensated, vintage 2024 and 2025 (p.298). The scope covers Scope 1, Scope 2 and category 3.6 (corporate travel) of Scope 3.

Reference: page 304.

"In 2025, the CaixaBank Sustainability Committee approved the implementation of an internal carbon price linked to the management of emissions from corporate travel (category 3.6, which accounts for 4.1% of CaixaBank, S.A.'s Operational Footprint emissions)." A shadow price will be implemented in 2026, with a real rate expected in 2027, initially covering 100% of CaixaBank, S.A.'s corporate travel emissions (Central Services and branch network), with the intention of extending it to other Group companies (p.304).

Reference: page 265 (Active climate risk management - ESG risk management framework - Climate risk measurement).

CaixaBank "has developed a measurement and scenario analysis framework to assess the impact of climate risk on credit risk," combining a qualitative scenario analysis with a quantitative measurement and monitoring framework, covering the most GHG-intensive sectors (oil and gas, power generation, automotive, aviation, shipping, residential and commercial real estate, cement, iron and steel, aluminium, agriculture), with heat maps built at 2030, 2040 and 2050 horizons at NACE-code granularity (p.265).

For physical risk, "the most impacted sectors are agriculture (droughts), construction (heat waves) and transport (coastal floods)"; construction is "the one most subject to physical risks" among exposed sectors. For transition risk, the analysis identifies "the segments potentially most affected by transition risk in the material risk sectors of the portfolio" (p.265). Mortgage-portfolio exposure is separately monitored against EPBD energy-efficiency requirements using EPC data or proxies (p.265-266).

Back-filled from ESRS 2 IRO-1 and the E1 climate risk-management section, where this content is disclosed in the FY2025 report (pages 258-261, 265). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

CaixaBank classifies climate risks as physical (chronic/acute) and transition (policy and legal, technological, market) (p.256), and uses the NGFS's four scenario categories - Orderly Transition, Disorderly Transition, Hot House World, and Too Little Too Late - as "the common starting point for the analysis of climate risks in the financial system" (p.258-259).

"In recent years, CaixaBank has adopted the Orderly Transition scenario," described as equivalent to the IPCC's SSP1-2.6 low-emissions pathway, as its central scenario, with a 2025 exercise concluding "this scenario remains the most appropriate" (p.259). For stress testing, "the results of the risk analysis in the disorderly transition and Hot House World scenarios are shown" separately (p.261) - Hot House World representing a materially higher-emission pathway. Credit-risk heat maps are built for the most GHG-intensive sectors at 2030, 2040 and 2050 horizons (p.265). The report does not name a distinct high-emission physical-risk scenario (e.g. SSP5-8.5) separately from Hot House World, nor state a global average temperature projection for each scenario - those elements of ESRS E1-2 paragraph 17(a)(iii) are not addressed in the passages found.

Back-filled from ESRS 2 SBM-3's resilience discussion and the E1 climate risk-measurement section, where this content is disclosed in the FY2025 report (pages 241, 265). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

Under "Resilience of the strategy and the business model in relation to the IROs," CaixaBank states it "uses scenario analysis as a tool to regularly assess the resilience of the balance sheet and income statement, as well as capital adequacy under a forward-looking approach in stress scenarios." It participates in "the European Banking Authority stress test, the Fit for 55 climate scenario conducted in 2024," and expects an ECB reverse stress test on geopolitical risk in 2026 (p.241).

Climate-specific resilience is addressed through the credit-risk measurement framework: heat maps built for the most GHG-intensive sectors at 2030, 2040 and 2050 horizons under transition scenarios "compatible with the decarbonisation commitments undertaken by CaixaBank" (p.265), and monitoring of mortgage-portfolio exposure to energy-efficiency-driven transition risk over time (p.265-266). The report does not set out a dedicated capacity-to-adapt discussion (flexibility of financial resources, ability to redeploy or decommission assets) distinct from this risk-management content.

Reference: page 206 (Sustainability governance - Framework of sustainability policies, principles and statements), elaborated pp.328-333.

Own-workforce policies sit within the Group's wider sustainability policy framework (p.206). CaixaBank's people strategy is framed around "being close to people with a team ready for the transformation...with the ambition to be the best Group to work for" (p.328), delivered through the CaixaBank Equality Plan (updated 2023, valid until February 2027), the Healthy Organisation Policy (approved 2023) and the Code of Ethics. Six material areas are identified: diversity and equal opportunity, professional development of talent, work environment, employee experience and impact on employability, appropriate and meritocratic remuneration, and dialogue with employees (p.333).

Reference: page 376 (Dialogue with employees).

CaixaBank maintains "a permanent and fluid dialogue with employee representatives, which has led to the signing of numerous labour agreements on all labour issues affecting employees" (p.361). The Group discloses 99.7% of CaixaBank Group employees covered by a collective bargaining agreement and 97.8% represented by employee legal representatives (p.361). The Management "declares its total neutrality towards the electoral process and provides the staff and the unions with all the means for a correct development of" union-representative elections (p.361).

Reference: page 376, and the Internal Reporting System (SII) described under Governance (p.472).

Employees can raise concerns through employee representative dialogue channels (p.376) and through the Group's Internal Reporting System (SII), a whistleblowing channel covering "mechanisms for detecting and investigating unlawful behaviours" that also receives human-rights-related concerns from the own workforce (p.472). CaixaBank's separate datapoint index cross-references "grievance handling mechanisms, paragraph 32(c)" to the Work Environment - Promoting Wellbeing section (p.615-616).

Reference: page 332.

CaixaBank's material own-workforce IROs are: active listening and communication with employees and their representatives (positive, potential); stability of employment through fair conditions, competitive pay and an indefinite-contract model (positive, current); satisfaction with skills development and internal mobility (positive, current); positive impact on employability and people management (positive, current); improving healthy habits across physical, emotional, financial and social wellbeing (positive, current); and a diverse, accessible, respectful and inclusive environment (positive, current) (pp.238, 332).

"These plans are subject to ongoing monitoring, ensuring alignment with the strategic objectives and the assessment of their effectiveness in improving the employee experience" (p.332), delivered through the six action areas: diversity and equal opportunity, professional development, work environment, employability, remuneration and employee dialogue (p.333).

Reference: page 329, within the "Levers in the framework of the Strategic Plan 2025-2027."

CaixaBank's people strategy sets three levers with associated commitments: (1) "Attract and retain the best talent" through the 360º Engagement Model, flexible work and meritocratic development; (2) "Accelerate the transformational capacity of existing talent" through upskilling/reskilling in AI, agile processes and project management; (3) "Strengthen the culture" through the AHEAD leadership model (p.329). A specific quantified target: "ensuring that approximately 100% of its workforce is employed under permanent contracts" - a 2027 target of 100%, against 99.6% achieved in 2025 (p.361).

Reference: page 334.

As at December 2025 the CaixaBank Group workforce totalled 47,120 employees (42,122 in Spain, 4,672 in Portugal, 326 elsewhere), up 2.4% on 2024, "mainly driven by the recruitment of technical profiles under the Cosmos Plan, as well as the strengthening of the commercial branch network." The Group expects "around 3,000 additional new hires by 2027." Workforce composition: 45.5% men, 55.5% women; average age 47.2 years; average length of service 19.1 years; 2,167 newly joined employees in 2025 (p.334).

Reference: page 334 (Characteristics of the workforce), the same location the company's own content index assigns to S1-6. The workforce breakdown given there (47,120 employees: 42,122 Spain, 4,672 Portugal, 326 other; 45.5% men, 55.5% women; average age 47.2 years; average tenure 19.1 years) is presented as a single combined characteristics table rather than splitting out non-employee workers separately; no distinct count of non-employee workers (e.g. temporary agency staff) is given in the passages found.

Reference: page 361.

99.7% of CaixaBank Group employees are covered by a collective bargaining agreement, and 97.8% are represented by employee legal representatives. For the EEA countries with more than 50 salaried employees representing over 10% of the total, coverage is reported at 80-100%, with Spain at 100% bargaining coverage / 98% workplace representation and Portugal at 98%/98%. "There are no agreements with employees for their representation by a European Works Council, European Company (SE) or European Cooperative Society (SCE)" (p.361).

Reference: pages 336-337.

CaixaBank's Equality Plan, first adopted in 2020 and updated in 2023 (valid until February 2027), "incorporates specific measures to improve the representation of women in management positions, in terms of work-life balance, prevention of harassment, protection of vulnerable groups (including the LGTBI group) and protocols for unmarried couples," aligned with Organic Law 3/2007 and Royal Decrees 6/2019, 901/2020 and 902/2020 (p.336).

The Wengage Programme is "the transversal diversity and inclusion programme of the CaixaBank Group," covering gender, generational, disability, LGBTI and cultural dimensions, with governance through a quarterly Diversity Committee reporting to the Management Committee and an External Advisory Committee of outside experts (p.337).

Reference: page 372 (Appropriate and meritocratic remuneration).

CaixaBank's remuneration approach is built on "appropriate and meritocratic remuneration" and includes ESG-linked variable pay schemes covering Quality, Sustainability and Compliance factors (p.372-373). Variable remuneration is "pegged to the achievement of targets (both quantitative and qualitative)," with receipt "conditional upon completion of regulatory training" (p.372).

Reference: page 361.

"In accordance with labour legislation, all CaixaBank Group employees are covered by employee protection mechanisms for situations such as parental leave, illness, workplace accidents, acquired disabilities, as well as retirement or unemployment." CaixaBank provides protection for loss of income from illness, occupational accident, acquired disability and paternity leave, supplements public health cover with private health cover, and provides continued salary during illness. A CaixaBank pension plan provides additional retirement coverage complementing public benefit systems (p.361).

Reference: page 344 (Diversity and equal opportunities - Diversity of persons with disabilities), part of the Wengage diversity programme covering "gender, generational, people with disabilities, LGBTI and cultural" dimensions (p.337).

Reference: page 350 (Professional development of talent).

Professional development is one of CaixaBank's six material own-workforce areas, delivered through action plans "on enhancing skills development in key areas (artificial intelligence, agile processes, and project management), and on rolling out upskilling and reskilling programmes to implement the new service model" as part of the "Accelerate the transformational capacity of existing talent" lever (p.329).

Reference: page 366 (accident and absenteeism data), page 367 (Healthy Organisation Policy and Plan).

Accident data for 2025 versus 2024: 418 non-serious and 2 serious accidents at work in 2025 (versus 442 non-serious in 2024). "During the 2025 financial year, there have been no fatalities due to work-related injuries or health problems" (p.366).

The Healthy Organisation Policy (approved 2023) and the 2025-2027 Healthy Organisation Strategic Plan underpin the "Somos Saludables" (We Are Healthy) Programme, structured around seven wellbeing factors: physical activity and sport, health and safety, emotional wellbeing, work spaces, healthy eating, social welfare (new in 2025) and financial wellbeing (p.367-368).

Reference: page 363 (Work environment - Work-life balance).

Work-life balance is addressed within the Work Environment material area, alongside protection of employees' human rights and total compensation ratio metrics; CaixaBank extends statutory childbirth leave beyond the legal minimum (p.361).

Reference: page 372 (Appropriate and meritocratic remuneration); pay-gap monitoring cross-referenced to Diversity and equal opportunities (p.336).

CaixaBank's datapoint index cross-references "ESRS S1-16 Unadjusted gender pay gap, paragraph 97(a)" to "Own workforce - Diversity and equal opportunities - Monitoring of the evolution of the Gender Pay Gap" (p.616), and "Excessive pay gap between the chief executive officer and employees, paragraph 97(b)" to "Own workforce - Working Environment - Total Compensation Ratio" (p.616-617). ESG factors including Quality and Sustainability metrics also feed into variable remuneration outcomes (pp.372-373).

Reference: page 362 (Work environment - Protecting the human rights of employees), page 472 (Internal Reporting System, SII).

Human rights protection is addressed as a distinct material area under Work Environment (p.362). Incidents and complaints are channelled through the Internal Reporting System (SII), which covers "mechanisms for detecting and investigating unlawful behaviours" (p.472). The datapoint index cross-references "Cases of discrimination, paragraph 103(a)" and "Non-compliance with the UN Guiding Principles on Business and Human Rights and the OECD Guidelines, paragraph 104(a)" to this Internal Reporting System section (pp.616-617).

Reference: pages 380-381.

CaixaBank's single material affected-communities IRO is "improving the social well-being of affected groups by promoting social projects with a positive impact" (positive, current) (p.380). Policies include commitments to "fostering solidarity through CaixaBank Volunteering," "promoting the participation of stakeholders in in-house solidarity programmes...and those of 'la Caixa' Banking Foundation," and "forging strategic alliances with social entities," complemented by the Code of Ethics and the Human Rights Principles (p.381). "Global Finance honours CaixaBank as the 'World's Best Bank for its support of Society 2025'...CaixaBank becomes the first financial institution to certify its Social Action" (p.380).

Reference: page 382 (Communication channels to collaborate with the affected communities). CaixaBank maintains "various communication, participation and dialogue" channels with affected communities, working with local NGOs, foundations and non-profit associations to "channel resources and support projects that address vulnerable groups and priority social needs" (p.380).

Reference: page 381, within the same "Policies related to affected communities" section per the company's content index. CaixaBank's affected-communities work runs through the CaixaBank Volunteers Association in collaboration with the "la Caixa" Banking Foundation and MicroBank (p.381).

Reference: page 381.

Action is delivered through social action and volunteering, financial and social inclusion, and financial education programmes (p.380). CaixaBank explicitly states: "CaixaBank has not defined quantitative targets in the area of Social Action, as these may not adequately reflect the diverse nature of impacts and the needs of communities across the different territories in which it operates" (p.381), tracking effectiveness qualitatively instead.

Reference: page 381.

"CaixaBank has not defined quantitative targets in the area of Social Action, as these may not adequately reflect the diverse nature of impacts and the needs of communities across the different territories in which it operates" (p.381) - a stated, reasoned absence of quantified targets rather than silence on the point.

Reference: page 206 (general policy framework), elaborated pp.396-398.

CaixaBank's material consumer IROs are: customer wellbeing and satisfaction through tailored, AI-supported service (positive, current); greenwashing/socialwashing perception risk (risk); financial and digital literacy (positive, current); improved accessibility for senior and pre-senior customers (opportunity); and threat of data loss or perceived poor management of financial/personal data (negative, current) (p.239). Description of the processes for identifying and assessing material customer IROs is set out at page 398.

Reference: pages 399, 410 (Customer experience; Consumer protection - Customer service channels). CaixaBank engages customers via its Customer Experience programme and dedicated customer-service channels covered under Consumer Protection (pp.399, 410).

Reference: pages 399, 410 (Consumer protection - Customer service channels; Customer experience), same locations the company's own content index assigns to S4-2.

CaixaBank's customer service function sits within Consumer Protection and handles the remediation of negative impacts on consumers and end-users, alongside the wider Customer Experience programme that measures and acts on customer feedback (Relational and Transactional NPS) (pp.399, 410). The description of the processes for identifying and assessing material customer IROs - including the risk of data loss and of greenwashing/socialwashing perception - sits at page 398.

Reference: pages 398-403, 410, 415, 444.

Action areas covering the material consumer IROs include Customer Experience (p.399), Customer Care (p.403), Consumer Protection - Customer Service Channels (p.410), Social Inclusion and Promotion of Employability (p.415), and Privacy and Personal Data Protection (p.444), addressing the identified risks on data/privacy and the positive-impact opportunities on financial literacy and accessibility.

Reference: pages 399 (quantified target), 430 (explicit no-target statement).

CaixaBank sets a quantified customer-experience target: a "Satisfaction Ranking (target 2027)" tracked via Relational and Transactional NPS (p.399, 372-373). For financial literacy specifically, the Group states the opposite choice explicitly: "CaixaBank has not defined quantitative targets, as these may not adequately reflect the diverse nature of the impacts, which depend on the socioeconomic context and the specific needs of each group. Setting uniform targets could undermine the purpose of generating knowledge" (p.430).

Reference: pages 453 (Corporate Culture), 457 (Business conduct policies).

CaixaBank's corporate culture "stems from CaixaBank's founding roots," built on the values of "quality, trust and social commitment" and set out in the Code of Ethics, "the highest-level standard within the CaixaBank Group, serving as a bedrock and giving purpose to all other rules and regulations" (pp.451, 457). Key business conduct policies listed: the Code of Ethics, Corporate Internal Reporting System Policy, Corporate Criminal Compliance Policy, Corporate Policy on Conflicts of Interest, Internal Rules of Conduct in the Securities Market (IRC), Corporate Regulatory Compliance Policy, the Corporate Anti-Corruption Policy, the Corporate AML/CFT Policy, the Corporate Procurement Policy, the Supplier Code of Conduct and the Tax Risk Control and Management Policy (p.457).

Reference: page 491 (Supplier relationship management).

CaixaBank's Supplier Code of Conduct, reviewed biennially (latest update approved by the Management Committee in January 2026), is built on the UN Global Compact's 10 Principles, the UN Universal Declaration of Human Rights, the UN Guiding Principles on Business and Human Rights, ILO conventions and ESG procurement standards, covering human and labour rights, occupational health and safety, and ethics and integrity (p.494).

2025 supplier metrics: €5.3 M awarded to Special Employment Centres (versus €5.7 M in 2024); 303 suppliers provided social/environmental certificates (versus 688 in 2024, of which 224 held ISO 14001 certification versus 387 in 2024); and 100% of the Procurement with Environmental Impact category carries environmental requirements (p.491).

Reference: page 483.

CaixaBank applies "a zero tolerance policy towards corruption and bribery," governed by the Code of Ethics, the Corporate Criminal Compliance Policy and the Corporate Anti-Corruption Policy, aligned with the UN Convention for the Prevention of Corruption. All employees, managers and Board members are considered exposed to corruption/bribery risk, with the branch network (cash handling, transaction recording) and Central Services (sponsorship, donations, procurement, HR) flagged as higher-exposure areas (p.483).

The programme comprises: an annual corruption Risk Map/Risk Assessment; governance through the Corporate Criminal Management Committee (monthly) reporting to the Global Risks Committee; mitigation measures (gap detection, certification audits, gift/hospitality review, report processing); procedures for emerging risks; training and communication; and a disciplinary process (p.483).

Reference: page 483.

"Number of convictions for violation of corruption and bribery laws: 0 (2025), 0 (2024)." "Number of fines for violation of corruption and bribery laws: 0 (2025), 0 (2024)," measured as convictions/fines imposed on CaixaBank as a criminally responsible legal entity (p.483). Specific-case investigations are led by Internal Audit "from an independent position," triggered via the SII whistleblowing channel or detection by control functions (p.483).

Reference: page 486.

"CaixaBank does not arrange direct interest representation services to represent its interests before the authorities, but generally shares its opinions through different associations to try to reach a consensus on the industry's position," while in specific cases messages may be shared directly with public authorities via position papers or impact analyses (p.486). Oversight sits with the Head of Compliance, Management Control and Capital, the Head of Public Affairs, and the Regulation Committee, which "monitors the regulatory environment and setting positions on developments of public policies." Named associations include the Spanish Confederation of Savings Banks (CECA), the Spanish Banking Association and the Institute of International Finance (p.486).

Reference: page 501.

"CaixaBank applies the same payment terms and general conditions to all its suppliers. In 2025, the average payment period was 14.6 days, and 95.4% of invoices were paid within the period established in the Group's general terms and conditions, set at 30 days, in line with the applicable statutory limit." The payment management model includes automated invoice notifications, a specialised back office chasing overdue invoices from day 20, and a scorecard tool for tracking payments pending (p.501). In 2025, 3,930 total payments were made, of which 3,550 within the legal deadline, with 121 payments pending.

Back-filled from the business conduct chapter (Monitoring of conduct), where this content is disclosed in the FY2025 report (page 482). This disclosure requirement did not exist as a numbered code under the 2023 ESRS the report was prepared against - business conduct targets fell under MDR-T, which the report does not present as a distinct "targets" heading.

CaixaBank does not state a numeric target for business conduct outcomes in the passages reviewed. Instead, under "Monitoring of Conduct," it reports the other MDR-T limb - tracking effectiveness in the absence of a stated target: "In addition to the Internal Reporting System and other channels, CaixaBank has established a series of specific indicators that facilitate the monitoring and identification of unlawful conduct," implemented as "specific indicators, alerts, and automated controls...in the main tools used for banking operations, allowing the identification of actions or behaviours not authorised by users" (p.482). Internal Audit additionally maintains "an internal fraud questionnaire...incorporated into process audits" as a further monitoring mechanism (p.482).