People

Five major lines of action to attract the best talent

The Strategic People Plan evolved in 2024 with the aim of securing the best talent so that the bank's business is sustainable over time, grows robustly and enables it to provide maximum value to customers. To this end, work was carried out throughout the year on various initiatives Grouped around five major lines of action.

1. Attract the best. During 2024, many jobs and opportunities were created for a very diverse Group of junior and experienced talent in terms of age, gender and culture. Our new talent recruitment plans focused on recruiting recent graduates and junior professionals at the beginning of their careers. Most new hires joined the Branch Network and Telephone Banking areas. In addition, the 'STEAM Talent' programmes, aimed at recent graduates in science and technology disciplines, helped to strengthen the bank's analytical and technical areas

2. Developing internal talent. One of the bank's priorities is to understand the needs of internal talent and create opportunities for their professional growth. Hence the importance of training professionals, to endow them with the knowledge and skills necessary for their current roles and also for those they may take on in the future, preparing them to incorporate new technologies into their day-to-day activities.

3. Generate an environment of inspiration and commitment. Suitable development programmes that cater to the needs of each career milestone, so as to train professionals who can become benchmarks in their areas of expertise, who lead by example with an open-minded and visionary approach. In addition, the People area works to promote a healthy lifestyle. Likewise, we seek to build an innovation ecosystem with programmes to train on cutting-edge techniques and methodologies and to develop the necessary skills, with a view to maintaining the innovative DNA that has always characterised the bank and to generate a cross-cutting collaboration model.

4. Ensure competitive remuneration. We wish to make sure that the remuneration and benefits package is competitive and also known and valued by all.

5. Make progress on the sustainability strategy. Our aim is to develop financial products consistent with our sustainable business strategy, train our people so they have the suitable knowledge needed to sell and provide advice in relation to these products, and foster a general culture of sustainability and diversity so all behaviour is aligned with the bank's strategy.

Securing the best talent

Safety, health and well-being

Bankinter's people are its main asset. Therefore, one of its fundamental objectives is to ensure the safety, health and well-being of its staff. Committed to this purpose, in May 2024 the bank updated its policy on this matter, which applies to all its operations and activities, phases of the value chain, geographical areas where it operates and to stakeholders, including staff, contractors and collaborators

To improve the effectiveness of preventive management and compliance with the most relevant national and international regulations, since June 2024 Bankinter and Bankinter Global Services have had a safety, health and well-being management system certified under the International Standard ISO 45001:2018 in accordance with the criteria established by the National Accreditation Entity. Likewise, both entities are certified as "healthy companies" by the World Health Organisation, thanks to their "Bankinter, Here to Help" programme, which was also recognised as a model of good business practice by the National Institute of Occupational Safety and Health in 2023.

Furthermore, indicators have been designed to assess the development, suitability and effectiveness of the management system implemented. These results are subject to several reviews by senior management and are ultimately analysed by the Sustainability Committee.

Relationship and closeness with people

New outreach programmes were rolled out in 2024 to help people throughout their career at Bankinter and enrich their experience at the bank. The Human Resources business partners held more than 1,150 personal conversations with employees to identify their professional growth concerns and provide guidance on the different paths to help them take the lead in their own professional development within the bank.

In addition, to broaden the scope of the programme, six information sessions were held on the new employee portal, which were attended by more than 205 people. In addition, sessions open to the entire staff on various topics related to Human Resources were also held, with more than 2,050 participants. Along these lines, it is worth highlighting the decision to contact all employees in the areas affected by the flash floods (DANA) on 29 October, so as to check their situation and provide them with the necessary material and emotional support. 153 people were contacted during the initiative

Moreover, the communication campaign #PorSerBankinter was maintained in 2024 on the social benefits available for many aspects of employees' lives, adapting the calendar of publications to needs that arise during the year. During the year, 15 publications were posted.

Training

Each year, the Training and Talent area seeks to support Bankinter's growth strategy with an annual training plan that is tailored to the bank's needs to identify talent, plan succession and train staff with the knowledge necessary for their current and future roles.

The Training and Talent Plan is developed by the Corporate University and its four learning schools (Corporate Culture, Commercial, Digital, and Technical Excellence, Talent and Leadership). In 2024, the following action plans and strategic lines were followed:

• Technical qualification. The objective is to keep the staff constantly updated in order to be able to respond to market demands.
• Delimitation and access to the network. The bank's various businesses and activities take centre stage, with content adapted to the day-to-day activities of the network and with the direct participation of the bank's experts.
• Bankinter strategic trends. The learning strategy is adapted to the market trends, which are also essential for Bankinter: Cybersecurity, sustainability, data, generative artificial intelligence, innovation...
• Critical skills. The focus is on identifying critical skills and the responsibility of each professional in their own growth.
• Channel diversity. The entire training programmes available at the Corporate University combines in-person and digitalisation with in-person, virtual and online options.

273,304 hours of training were delivered during 2024, of which 27% were in-person. 100% of our employees received training over the year, with an average of 51.1% per employee. The student satisfaction index (NPS) of the more than 18,000 surveys carried out on the 690 training courses taught was 65%, on an annual moving average.

The Corporate University schools assumed different training responsibilities. In 2024, the Corporate Culture School welcomed 215 new hires through its general onboarding programme and the new junior talent through the FUTURO Programme, in which 148 people participated, in addition to preparing the onboarding processes for future colleagues of EVO Banco in 2025.

The Commercial Excellence School focused on transforming the growth strategy of the bank's different businesses with a two-fold objective: address the business plan to meet the growth, profitability and efficiency challenges set by the Board of Directors and meet the mandatory training requirements established by the different regulatory bodies (CNMV, Banco de España and Department of General Insurance).

The Digital and Technical School rolls out technical training programmes for the specialist areas of Head Office Services and business, with a focus on five trends considered as strategic (data, generative artificial intelligence, sustainable finance, cybersecurity, fraud and innovation) and on language learning.

For its part, the Talent and Leadership School identifies internal talent through different exercises (in 2024, 224 people from the Risk and Digital Banking areas participated in these programmes), evaluates performance (99.6% of the workforce received the BKcrece process) and plans a smooth and controlled succession of critical positions. The school also focuses on skills training and leadership development for 406 people who manage teams.

Selection

In 2024, Bankinter continued to create jobs and generate a multitude of opportunities for both junior and experienced talent. Throughout 2024, 153 juniors began their professional careers at the Bankinter Group, representing 43% of the total number of new hires this year. Likewise, during the year, university internship programmes aimed at both financial profiles and science and technology continued, with a great reception by students: More than 5,000 applications were submitted in the different calls. To this end, 291 students completed internships in different areas of the bank, including the international destinations of Bankinter Luxembourg, Bankinter Portugal and Avant Money in Ireland, which welcomed 10 recent graduates through ICEX VIVES scholarships funded by Next Generation Europe funds.

As regards expert talent, the bank's recruitment focused primarily on commercial profiles for the most specialised businesses and specifically on those professionals with the necessary knowledge to continue promoting technology and digitalisation projects.

With regard to the in-house talent, the bank provided a wide and varied range of opportunities across all of its areas, both in Spain and abroad. In 2024, 153 vacancies were published, 59% more than the previous year

In line with the aim of providing growth and opportunities for internal talent, the third round of "Bankinter Mobility Exchange Edition" was held last year, a training and experiential programme aimed at facilitating the spread of knowledge and cultural integration, reinforcing our corporate identity through the professional contacts of employees from different areas and geographies. On this occasion, 17 of the best talents with potential went on an exchange to share a week with the teams of Bankinter Spain, Bankinter Luxembourg, Bankinter Portugal, Avant Money and EVO Banco.

Corporate benefits

Bankinter offers a range social benefits beyond the legal requirements for all employees to improve the quality of their personal life and professional development, including training assistance for employees and their children, insurance (health, life and accident), monthly salary advances, special terms and conditions for banking products and services, and meal subsidies depending on their hours and type of working day.

Employees also have a flexible remuneration system, under which they can replace part of their fixed monetary remuneration with certain goods and services (remuneration in kind), such as childcare vouchers, shares, training, pension plan contributions, transport cards or restaurant cards.

This increases employee remuneration in two ways: through the bank’s bargaining power to get the best prices possible for the goods and services included in the system; and through the tax advantages offered by certain products arranged through this system. Currently, 75% of employees use this flexible remuneration tool.

Pension schemes

In long-term benefits, intended to cover certain contingencies, the bank offers the following benefits:

• Supplementary cover additional to the benefits paid by the Social Security system in the case of widowhood, orphanhood, permanent occupational disability, absolute permanent disability or severe disability. They benefit the entire workforce
• Coverage off pension commitments for employees in service since before 1 March 1980, as established in the sector collective bargaining agreement
• Annual contribution of 550 euros, pursuant to the provisions of the banking sector collective agreement, to the pension plan of employees who have more than two years' service in banking and whose pension commitments are not covered by any other scheme.

Bankinter is also a member of the Employee Family Plan, promoted by the Adecco Foundation. This provides a variety of types of assistance to employees with disabilities and family members in a similar situation so they can achieve labour market and social integration or take part in other activities, including leisure activities.

Total compensation

Since 2018, Bankinter has had a total remuneration platform that allows employees to consult all the updated elements that form part of their pay package: fixed and variable remuneration, benefits and emotional remuneration. All of them are aimed at meeting your personal, family and professional needs, with the aim of improving your quality of life and promoting work-life balance.