Annual report
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Annual report /2025
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General Index / Consolidated Management Report Letter from the Chairman P. 6 Letter from the CEO P. 8 Our identity P. 10 Corporate strategy and environment P. 20 Corporate Governance P. 35 Risk management P. 130 Value creation model P. 141 Sustainability Information P. 180 Shareholders and investors P. 567 NFIS P. 591 Other reporting frameworks P. 740 Glossary and structure P. 754 Annexes P. 775 / Consolidated Financial Statements Audit report P. REF. AR Consolidated financial statements P. REF. FS Notes to the consolidated financial statements P. REF. FS Translation of Annual Report originally issued and prepared in Spanish. This English version is a translation of the original in Spanish for information purposes only. In the event of a discrepancy, the original Spanish-language version prevails.
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Consolidated Management Report 2025 Consolidated Management Report /2025
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Contents /01 Our identity P. 11 Presentation of the CaixaBank Group P. 13 CaixaBank in 2025 P. 18 Significant events in the year /02 Corporate strategy and environment P. 21 Environment P. 29 Strategy /03 Corporate Governance P. 37 Corporate Governance /04 Risk management P. 131 Risk management P. 138 Reputational risk management /05 Value creation model P. 142 Business model P. 165 Distribution model P. 174 Technology and digitisation /06 Sustainability Information P. 181 ESRS 2 – General introduction P. 251 E – Environment P. 328 S – Social P. 451 G – Governance P. 510 ES – Sustainable finance P. 553 ES – Cybersecurity /07 Shareholders and investors P. 568 Key Group figures P. 569 Profit and earnings performance P. 581 Business activity performance P. 584 Risk management P. 585 Liquidity and financing structure P. 586 Capital management P. 588 Shareholder remuneration P. 589 Dialogue with shareholders and investors 2025 Consolidated Management Report 2
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/08 NFIS P. 592 Table of correspondence with Law 11/2018 and Taxonomy Regulation P. 604 Table of correspondence with the Corporate Sustainability Reporting Directive (CSRD) P. 611 Table of content associated with other regulations P. 621 Taxonomy Regulation (EU) 2020/852 and Delegated Acts /09 Other reporting frameworks P. 741 United Nations Environment Programme Finance Initiative (UNEP FI) P. 744 Table of correspondence between the CSRD and the International Financial Reporting Standards on Sustainability (IFRS S) P. 750 Sustainable Development Goals (SDGs) /10 Glossary and structure P. 755 Non-financial information P. 760 Methodology used to calculate financed emissions P. 764 Financial information P. 773 Group structure /11 Annexes P. 775 Independent verification report P. 780 Limited independent assurance report on the UNEP FI Principles of Responsible Banking P. 782 Internal control and risk management systems related to the financial reporting process (ICFR) P. 803 Table reconciling the contents with the CNMV template for Annual Corporate Governance Reports P. 808 Degree of monitoring of corporate governance recommendations P. 819 Statistical information on corporate governance required by the CNMV P. ARR Annual Remuneration Report 2025 Consolidated Management Report 3
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Legal Notice This document is intended exclusively for informational purposes and does not aim to provide financial advice or constitute an offer or invitation to sell, exchange or acquire any type of security or any financial service or product of CaixaBank, S.A. (hereinafter,"CaixaBank" or "the Company") or of any other company mentioned herein. The information contained therein is subject to and should be treated as complementary to, other publicly available information. The information refers to CaixaBank Group; where there is a different scope for data or information, this will be specified. Anyone who purchases a security at any time must do so solely on the basis of their own judgment or the suitability of the security for their own purposes, and exclusively on the basis of the public information set out in the public documentation drawn up and registered by the issuer in the context of this specific information, availing themselves of advice if they consider this necessary or appropriate in accordance with the circumstances, and not on the basis of the information set out in this document. CaixaBank wishes to emphasise that this document may contain statements relating to projections or estimates in respect of future business or returns, particularly in relation to financial information and non-financial information regarding the CaixaBank Group, such as ESG performance targets, which has been prepared primarily on the basis of estimates made by the Company. Please note that these estimates represent our expectations regarding the development of our business and that there may be various risks, uncertainties and other relevant factors that could cause developments to differ materially from our expectations. These variables include market conditions, macroeconomic factors, regulatory and government requirements; fluctuations in national or international stock markets or in interest and exchange rates; changes in the financial position or our customers, debtors or counterparties, as well as our capacity to meet ESG expectations and obligations, which can mainly depend on the actions of third parties, such as our decarbonisation targets, etc. These risk factors, together with any others mentioned in past or future reports, could adversely affect our business and its level of performance, or the achievement of future objectives, including those relating to ESG performance. Other variables that are unknown or unpredictable, or for which there is uncertainty about their evolution and/or potential impacts, may cause the results to differ materially from those described in the forecasts and estimates. Past financial statements and previous growth rates are no guarantee of the future performance, results or price of shares (including earnings per share). Nothing contained in this document should be construed as constituting a forecast of future results or profit. It should also be noted that this document has been prepared on the basis of the accounting records kept by CaixaBank and, where applicable, by the other CaixaBank Group companies, and includes certain adjustments and reclassifications to bring the principles and criteria followed by the integrated companies in line with those of CaixaBank, and therefore the data contained in this presentation may not coincide in some respects with the financial information published by some entities in the CaixaBank Group. The statement of profit or loss and the consolidated balance sheet and the corresponding breakdowns of those statements provided in this report, are presented under management criteria, but have still been prepared in accordance with International Financial Reporting Standards ("IFRS") as adopted by the European Union under the terms of Regulation (EC) No 1606/2002 of the European Parliament and of the Council of 19 July 2002, as subsequently amended. In preparing these statements, Circular 4/2017 of the Bank of Spain of 6 December, as subsequently modified, has also been taken into due account in that it adapts IFRS-EU to Spanish credit institutions. This document features data supplied by third parties generally considered to be reliable information sources. However, the accuracy of the data has not been verified. With regard to the data provided by third parties, neither CaixaBank nor any of its administrators, directors or employees, guarantees or vouches, either explicitly or implicitly, that these contents are exact, precise or complete, nor is it obliged to keep them duly updated, or to correct them in the event of detecting any deficiency, error or omission. Moreover, in reproducing these contents via any medium, CaixaBank may introduce any changes it deems suitable and may partially or completely omit any portions of this presentation it chooses. CaixaBank assumes no liability for any discrepancies with this version. This statement should be taken into account by all persons or entities that may have to take decisions 2025 Consolidated Management Report 4
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or prepare or disseminate opinions regarding securities issued by CaixaBank and, in particular, by analysts and investors who handle this presentation. All of them are invited to consult the documentation and public information communicated or registered by CaixaBank with the Spanish National Securities Market Commission (CNMV). Be advised that this document contains unaudited financial information. In addition to the financial information prepared in accordance with IFRS, this report contains a number of the Alternative Performance Measures (APMs) set out in the Guidelines on Alternative Performance Measures published by the European Securities and Markets Authority on 5 October 2015 (ESMA/2015/1415) (“the ESMA Guidelines”), which have not been audited, so as to provide a clearer picture of the Company’s financial performance and situation. These measures are considered additional disclosures and in no case replace the financial information prepared under IFRSs. Moreover, the way CaixaBank Group defines and calculates these measures may differ to the way similar measures are calculated by other companies. As such, they may not be comparable. Please refer to the 'Glossary' section of the document for details of the APMs used, as well as for the reconciliation of certain management indicators to the indicators presented in the consolidated financial statements prepared under the IFRS. The content of this document is regulated by the Spanish legislation applicable at the time of its drafting, and it is not intended for any natural or legal persons located in any other jurisdiction. Thus, it does not necessarily comply with the regulations or legal requirements that apply in other jurisdictions. Notwithstanding the legal requirements or any limitation imposed by CaixaBank that may be applicable, any form of use or exploitation of the contents of this document, as well as the use of the signs, trademarks and logos contained herein, is expressly prohibited. This prohibition extends to any type of reproduction, distribution, transfer to third parties, public communication and transformation, by means of any type of support or medium, for commercial purposes, without the prior and express authorisation of CaixaBank and/or other respective owners of the presentation. Failure to comply with this restriction may constitute an offence punishable by law in such cases. Figures are presented in millions of euros unless the use of another monetary unit is stated explicitly, and may be expressed as either million euros or €M. 2025 Consolidated Management Report 5
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Letter from the Chairman Tomás Muniesa Arantegui Chairman The results we achieved in 2025, the first year of the new strategic cycle, reflect our company's financial strength. It has been a true privilege to chair CaixaBank this year, especially given the achievements made in an environment marked by international uncertainty and significant global challenges. We are living through a higlhy complex time, with changes in international relations, regional conflicts, new trade rules and demographic, technological and social trends of great impact: The world economy is in constant transformation. Despite this environment, the resilience of the Spanish economy has been significant, showing positive dynamics in the main indicators and standing out as a benchmark within the Eurozone. The Portuguese economy has also performed very positively. In this context, financial markets have performed extraordinarily well globally. In particular, the IBEX-35 was the strongest-performing index among major advanced economies, appreciating during the year by more than 49 %, the second largest gain in its history. The Spanish index has shown remarkable resilience in the face of the uncertainties and challenges of the year's economic and financial landscape. This strong performance has been largely driven by the banking sector, which has played a key role in this revaluation. CaixaBank, in particular, recorded extraordinary gains during the year, almost doubling its share value from €5.24 to €10.45 as at 31 December. This strong performance is supported by a positive outlook for 2026. The recognised profit of 5,891 million euros is evidence of an excellent year and of our capacity to evolve in a demanding environment, strengthening confidence in our company and offering an attractive remuneration to our shareholders. In April 2025, we paid out 2,028 million euros as a supplementary dividend for 2024, which is equivalent to 53.5 % of last year's consolidated net profit. The 2025 dividend plan maintained the strategy of distributing 50-60 % of consolidated net income, and back in November, an interim dividend of 1,179 million euros was paid out. On 29 January 2026, the Board of Directors resolved to propose the approval of a final dividend of 2,320 million euros to the General Meeting of Shareholders, which would bring the total amount of cash shareholder remuneration equivalent to 59.4 % of consolidated net profit in 2025. 2025 Consolidated Management Report 6
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These figures allow us to be particularly satisfied with this first year of the 2025-27 Strategic Plan. We have strengthened our leadership, succeeded in accelerating our growth ambitions and planned transformation and remained committed to generating value for our shareholders and customers. Always remaining faithful to the essence that defines us: Our commitment to people. Thanks to everybody's efforts at CaixaBank, we have exceeded the target set, always with the priority of offering differentiated value propositions and the best quality of service, as well as advancing towards a more sustainable economy and supporting the economic and social development of all people. Our corporate commitment remains intact, fulfilling our purpose of being close to the people for what really matters. We aim to continue supporting the economic and social development of our customers and society as a whole, not as an intention, but as a core element of our strategy. We promote key areas for this development through specific social and financial inclusion initiatives across the country, including rural and depopulated regions and the most vulnerable groups. We encourage training, employability and entrepreneurship and respond to the challenge of increasing longevity with value propositions for elderly people. We must also recognise that 2025 was a year in which solidarity played a role. Thanks to the dedication of the entire company and our shareholders, we were able to support the Red Cross response plan against the effects of the catastrophic flooding. A specific support plan was also deployed for the victims of the fires that affected different regions of the country. In short, we closed a very positive year marked by significant achievements, and we look ahead to 2026 in an excellent position to continue contributing to society’s progress. 2025 Consolidated Management Report 7
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Letter from the CEO Gonzalo Gortazar Rotaeche Chief Executive Officer The 2025 financial year was characterised by a favourable domestic economic environment albeit marked by declining interest rates, tightening competitive pressures, heightened international geopolitical uncertainty and the acceleration of technological transformation. Against this backdrop, CaixaBank once again demonstrated the strength of its business model and its ability to generate sustained value, consolidating its position as a leading financial institution in the Iberian Peninsula. Commercial activity performed strongly in both the performing loan portfolio and customer funds, which grew by 7.0 % to (to €376,2 Bn) and 6.8 % (to €731,9 Bn). This translated into market share gains across the board in all key segments. Lending market share increased by 13 bps to 23.4 %, deposits by 12 bps to 24.7 % and savings insurance by 19 bps to 37.8 %. The protection business also delivered an excellent performance, with non-life and life-risk insurance premiums increasing by 13 %, reflecting the strength of a high-quality, broad and diversified product and service offering. Net income amounted to €5,891 M, representing an increase of 1.8 % despite lower interest rates, and a return on tangible equity (RoTE) of 17,5 %. The Group’s financial strength was also reflected in asset quality indicators, with an NPL ratio of 2.1 %, down 54 bps during the year, and in its capital position, with a CET1 ratio of 12.6%, providing a substantial buffer above regulatory requirements. The strength of the balance sheet and our execution capability have been recognised by the main rating agencies, which upgraded CaixaBank's ratings across its debt instruments, thereby reinforcing market confidence in our financial profile and long-term value creatin capacity. This strong performance is underpinned by effective commercial execution and a strategy based on specialisation and close customer relationships. We continued to adapt our value proposition and customer segmentation to anticipate the needs of households and businesses, while strengthening our position in strategic areas such as wealth management, insurance and financing. 2025 Consolidated Management Report 8
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At the same time, digitalisation remains a key lever for service expansion and, in 2025, we continued to develop our hybrid service model, combining digital channels, remote relationship managers and Spain’s most extensive physical branch network. This combination gives us a unique position to deliver high-quality service while maintaining operational efficiency and supporting economic development across the territory. Sustainability remains a cross-cutting pillar of our strategy and a key driver of long-term growth. During the year, we mobilised more than €46 Bn in sustainable finance, steadily progressing towards the target of exceeding €100 Bn over the 2025–2027 period. We integrate environmental criteria into our business activity, with specific targets to reduce the carbon footprint of our portfolio, and support our customers in their transition processes. At the same time, we maintain a firm commitment to financial and social inclusion, promoting initiatives aimed at improving employability and supporting the most vulnerable groups. 2025 was an excellent year for the CaixaBank Group. Progress in the execution of our 2025–2027 Strategic Plan exceeded the targets we set at the beginning of the year. As a consequence, we revised upwards our ambition for the strategic cycle as a whole. Profitable growth, operational transformation and a positive contribution to society will remain our focus for the remaining two years. All these achievements have only been possible thanks to the effort, professionalism and dedication of all the people who are part of the CaixaBank Group. Their daily work is the basis on which we continue to build a strong, responsible organisation that creates value for society. I would like to express my gratitude both to them and to the customers who place their trust in CaixaBank, for their commitment and loyalty. 2025 Consolidated Management Report 9
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2025 Consolidated Management Report 10 /01 Our identity P. 11 Presentation of the CaixaBank Group P. 18 Significant events in the year P. 13 CaixaBank in 2025 P. 13 Customers P. 14 Shareholders and Investors P. 15 Employees P. 16 Society P. 17 Environment
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Presentation of the CaixaBank Group CaixaBank is a financial group with a socially responsible universal banking model with a long-term vision,based on quality, close relationships and expertise. It offers a value proposition of products and services adapted for each sector, adopting innovation as a strategic challenge and a distinguishing feature of its corporate culture, and whose leading position in retail banking in Spain and Portugal makes it a key player in supporting sustainable economic growth. CaixaBank, S.A. is the Parent company of a group of financial services, whose stock is traded on the stock exchanges of Barcelona, Madrid, Valencia and Bilbao and on the continuous market. It has been part of the IBEX-35 since 2011, as well as the Euro Stoxx Bank Price EUR, the MSCI Europe and the MSCI Pan-Euro. 2025 Consolidated Management Report 11
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IMPACT ON SOCIETY CaixaBank offers its customers the best tools and expert advice to make decisions and develop habits that form the basis of financial well-being and enable them, for example, to appropriately plan to address recurring expenses, cover unforeseen events, maintain purchasing power during retirement or to make their dreams and projects come true. We do this by: | Standing by people for everything that matters. We do this with: | Specialised advice, | Personal finance simulation and monitoring tools, | Comfortable and secure payment methods, | A broad range of saving, pension and insurance products, | Responsibly-granted loans, | And, overseeing the security of our customers' personal information. We contribute to the progress of society: | Effectively and prudently channelling savings and financing, and guaranteeing an efficient and secure payment system. | Through financial inclusion and education; environmental sustainability; support for diversity; with housing aid programmes; and promoting corporate voluntary work, | And, of course, through our collaboration with the Obra Social (social work) of “la Caixa” Foundation, whose budget is partly nourished through the dividends that CriteriaCaixa earns from its share in CaixaBank. A major part of this budget is funnelled into identified local needs through the CaixaBank branch network in Spain and BPI in Portugal. 2025 Consolidated Management Report 12 Besides contributing to our customers' financial well-being, our aim is to support the progress of the whole of society. We are a deeply-rooted retail bank in all areas in which we work and, for this reason, we feel a part of the progress of the communities where we engage our business.
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CaixaBank in 2025 CUSTOMERS The bank of choice for individual customers in Spain, with a sound and growing franchise in Portugal. 20.7 M 18.9 M 1.8 M customers in Spain in Portugal € 664,040M € 731,936 M € 384,334M Of total assets Customer funds Loans and advances to customers, gross _INTEGRATED OMNICHANNEL DISTRIBUTION PLATFORM FOR FINANCIAL AND INSURANCE NEEDS 4,552 12,272 Branches ATMs 13.7 M #1 Life insurance and asset management facilities, in Spain of digital customers _LEADING FRANCHISE IN BANCASSURANCE IN SPAIN AND PORTUGAL Spain 23.4% 24.7% 23.5% 31.0% Loans to households and businesses Mortgages Loans to business Card turnover 24.7% 23.3% 34.2% 37.8% Household and company deposits Investment funds Pension plans Savings insurance Portugal 11.7% 13.2% 11.0% Loans to households and businesses Mortgages Loans to business 19.3% 10.4% 13.1% Savings insurance Household and company deposits Investment funds _WIDESPREAD RECOGNITION Best Bank in Spain 2025 Best Bank for Diversity and Inclusion in Europe 2025 Euromoney A 2025 Consolidated Management Report 13 Best Private Banking in Portugal 2025 2025 Five Star Award #1 Prestige Products
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SHAREHOLDERS AND INVESTORS _GROWTH IN QUALITY OF RESULTS € 5,891 M € 16,270 M Attributed profit/(loss) Gross income _IMPROVEMENT IN PROFITABILITY AND COST-INCOME: 17.5% 39.4% RoTE accum. 12 months Cost-to-income ratio _ABUNDANT LIQUIDITY € 171,830 M 202% 146% Total liquid assets Liquidity Coverage Ratio (LCR) Net Stable Funding Ratio (NSFR) _BALANCE SHEET STRENGTH 12.6% 17.5% 27.7% CET1 Total capital MREL 2.1% 77% 0.22% Non-performing loans ratio NPL coverage ratio Cost of risk (12 months) _CREATING SHAREHOLDER VALUE 59.4 % € 0.50 50 - 60% Cash Pay-out in 20251 Dividend per share1 Target cash Pay-out in 20262 Share buyback programmes in 2025 € 1,000 M € 500 M Executed3 In progress4 1 Includes the interim dividend for 2025, paid in November 2025 for the sum of €0.1679 gross per share and a final dividend of € 0.3321 gross per share to be paid in April 2026, as agreed by the Board of Directors, to be proposed at the next General Meeting of Shareholders for approval. 2 Target of Pay-out in cash according to the dividend plan for 2026 agreed by the Board of Directors. 3 Relates to the fifth and sixth share buyback programme (€ 500 million each). 4 Relates to the seventh share buyback programme. According to the latest information available as at 13 February 2026, a total of 21,893,928 shares had been acquired for € 228 million. 2025 Consolidated Management Report 14
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EMPLOYEES To be close to people, with a team that is prepared for the transformation with the ambition of being the best group to work for 47,120 55.5% 45.5% Employees Women Men 47.2 years 19.1 years 2,167 Average age Average length of service Newly joined workforce _COMMITMENT TO DIVERSITY Diversidad de género 44.0% 45.0% of women in management positions CaixaBank, S.A.1 2027 target 1.1% Adjusted gender pay gap Diversity of persons with disabilities 713 Employees with disabilities (2025) Generational diversity 10.2% 11.4% Employed people under 35 years old in 2025 2027 target 1 From lower management in A and B branches. Scope CaixaBank, S.A. _COMMITMENT TO TRAINING € 18.1 M 2,810,229 60.3 Total investment in training Training hours Hours of training per employee _PROMOTING WELL-BEING 2025 Consolidated Management Report 15 Certified with A level of excellence
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SOCIETY _CONTRIBUTION TO GDP 1.14% € 19,249 M Direct and indirect contribution to Spain's GDP 17.40% CaixaBank (Spain) Gross Value Added of CaixaBank in the financial and insurance sector 0.47% € 1,433 M Direct and indirect contribution to Portuguese GDP 6% BPI (Portugal) Gross value added of BPI in the financial and insurance sector FINANCING AND INVESTMENT WITH IMPACT € 7,250 M Of own social bonds issued since 2019 € 77,743 M Assets under management with a high sustainability rating according to SFDR in Spain and Portugal (articles 8 and 9)1 _TAXES PAID, THIRD-PARTY TAX COLLECTION AND OTHER CONTRIBUTIONS € 3,541 M € 2,751 M € 169 M Own taxes paid Taxes collected from third parties2 Other contributions3 BOOSTING ECONOMIC ACTIVITY 73,383 7,191 Spain Portugal Job positions generated through the multiplier effect of purchases from suppliers4 Improving people's employability 48,216 150,000 People who have improved their employability in 2025 2027 target _SOCIAL COMMITMENT ROOTED IN THE DNA Committed to vulnerable groups 23,860 754,902 Volunteers Beneficiaries Commitment to financial inclusion in rural areas through mobile offices 29 1,413 Ofibuses (including 4 held in reserve) Towns served in 17 provinces 2,234 92% Spanish towns where CaixaBank has a presence Citizens with a branch in their municipality (Spain) in 2023 Committed to vulnerable groups 409,158 Vulnerable Basic Payment Account customers 1 Includes mutual funds, pension funds, EPSVs and Unit Linked and under Article 8 and 9 of the SFDR of the fund managers in Spain and Portugal. 2 Taxes collected from third parties arising from their economic relationship with CaixaBank. 3 Contribution to the Deposit Guarantee Fund, Extraordinary contribution to the banking sector (Portugal), Contribution to the Single Resolution Fund and Monetisable DTAs. 4 CaixaBank Research, based on the value of CaixaBank's activity, Spanish GDP, employment according to National Accounts and figures per worker and based on input-output tables of the National Statistics Institute (INE), with data for the fourth quarter. 2025 Consolidated Management Report 16
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ENVIRONMENT Transitioning to a carbon neutral economy _PORTFOLIO DECARBONISATION Approval of the Group's Prudential Transition Plan for risk management 10 Sectors with decarbonisation targets Electric Fossil fuel combustion Coal phase out Iron and steel Commercial real estate Residential real estate Maritime Aviation Agriculture and livestock Automotive _MOBILISATION OF SUSTAINABLE FINANCES >€ 100.000 M Target 2025-2027 € 46.167 M Mobilised by Group in 2025 Implementation of environmental efficiency measures in accordance with the requirements of internationally recognised standards: _COMMITMENT TO NATURE ACKNOWLEDGEMENT 2025 Consolidated Management Report 17 Statement on Nature approved by the Board of Directors Green bond issue for € 1,000 million, reaching the total to € 8,150 million since 2020
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Significant events in the year January February March April May June CaixaBank issues €1,000 million as a new Senior Non-Preferred bond. CaixaBank issues €1,000 million as a new Tier 2 subordinated bond. CaixaBank, recognised for the third consecutive year as 'Best Private Banking Institution in Spain' by Euromoney. CaixaBank, recognised as the "Best Bank in the World for its support to Society" by Global Finance. CaixaBank celebrates Social Month, with more than 2,580 social initiatives across Spain, involving 18,000 volunteers. CaixaBank, the first financial institution in Spain to offer Tap to Pay on iPhone, which allows users to turn their smartphone into a point of sale. CaixaBank, recognised for the fourth consecutive year for excellence in its Human Resources practices by Top Employers. CaixaBank launches the ‘Cosmos’ plan, its roadmap for processes and technology under the 2025–2027 Strategic Plan, which will involve total investment of €5,000 million. CaixaBank pays the 2024 dividend of €2,028 million, equivalent to €0.2864 per share. CaixaBank places a double- tranche issue including its ninth green bond issue for €1,000 million. With this issue, CaixaBank has issued green bonds amounting to €8,150 million since their launch in 2020. CaixaBank, the first bank in Europe to be certified under the SEPA Request To Pay scheme, activates the commercial service in Spain. CaixaBank's Board of Directors appoints Amparo Moraleda as Vice-Chairwoman. The General Meeting of Shareholders approves the appointment of five new directors. CaixaBank launches 'Facilitea Casa', a real estate portal to facilitate access to housing through digital solutions. This proposal is in addition to 'Facilitea Coches'. CaixaBank launches the 2025-2027 Strategic Plan, focused on digitalisation, sustainability and personalised customer service. CaixaBank launches Generation+, a new range of products for retirement planning and support for the elderly. CaixaBank, awarded "Best Bank in Europe for Technology" by the Financial Times Group. CaixaBank approves the sixth sharebuyback (SBB), for a maximum amount of €500 million. The programme got under way in June 2025. 2025 Consolidated Management Report 18
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July August September October November December CaixaBank creates the AI Office to ensure that all projects comply with the regulations, ethics and provide value to stakeholders. CaixaBank guarantees financial inclusion in 266 towns of less than 100 inhabitants thanks to the mobile branch service. In total, CaixaBank provides coverage, through mobile branches, to 1,413 localities and more than 644,000 people. CaixaBank launches the periodic premium version of MyBox VidaCare 10, the first insurance policy to protect against loss of autonomy due to neurodegenerative diseases. CaixaBank and imagin launch an innovative personalised "Cashback" reimbursement programme, to refund part of the money spent by customers on their purchases. CaixaBank places an issue for 1 billion euros of Tier 2 corporate subordinated debt. Following this issue, CaixaBank has issued 7 corporate bonds for an amount of 7,250 million euros since their inception in 2019. MicroBank, the leading bank in Europe in microcredit lending, with €2,444 million granted in 2025. CaixaBank is recognised by Environmental Finance with the following awards: “Innovation in Use-of-Proceeds Financing” and “Innovation of the Year” for its supply chain finance model. CaixaBank first bank in Spain to offer Pay Later, allowing purchases to be split into instalments at the time of payment using Apple Pay. CaixaBank, the first Spanish bank to take part in the creation of a euro-linked stablecoin, alongside other European banks. CaixaBank launches CaixaBank Wealth Management, its new brand for its Private Banking division. CaixaBank achieves the highest rating in MSCI's ESG rating. The Board of Directors agrees to changes in the Management Committee. CaixaBank launches its seventh share buyback programme for a maximum of 500 million euros, following the completion of the fifth and sixth programmes for 500 million euros each. The Board of Directors approves the Group's Prudential Transition Plan, which is a central tool for climate risk management. CaixaBank adds four new international awards for its innovation and transformation projects at the Quorus-Infosys Awards. 2025 Consolidated Management Report 19
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2025 Consolidated Management Report 20 /02 Corporate strategy and environment P. 21 Environment P. 29 Strategy P. 21 Economic environment P. 30 2025–2027 Strategic Plan P. 23 Business environment: sector, technology and sustainability
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Environment ECONOMIC ENVIRONMENT PERFORMANCE OF THE GLOBAL ECONOMY AND THE EURO AREA Global economic resilience in a year marked by geopolitical uncertainty and tariff tensions. The year 2025 was marked by high geopolitical and economic uncertainty, accentuated by the substantial global increase in tariffs applied by the US Government. While the signing of several trade agreements in the second half of the year helped to clarify the outlook, the new scenario is characterized by tariffs that are significantly higher than pre-2025 levels and by the persistence of some uncertainty regarding their macroeconomic impact. In any event, geopolitical risks, beyond tariffs, will continue to shape the new year, particularly in relation to the implications of US foreign policy. Despite this adverse context, the international economy showed remarkable resilience. Global GDP is estimated to have recorded growth of around 3.3 % in 2025, supported by the conclusion of tariff agreements that avoided extreme scenarios, by monetary easing, and by the boost provided by a weaker dollar for most emerging economies. Behind this resilience of the global economy, the performance by region was mixed. In the United States, activity slowed less than expected and, thanks to the key support provided by investment in artificial intelligence (AI), GDP managed to grow by close to 2 %. China managed to overcome the persistent difficulties in the real estate sector and weak domestic demand, maintaining growth close to the official 5 % target, supported by the reorientation of its exports toward other economies such as ASEAN countries and Europe. In the USA, the cooling of the labour market, amid inflationary pressures that proved more contained than expected, prompted the Federal Reserve to begin easing monetary policy by cutting interest rates by a total of 75 bp over the final three meetings of 2025, bringing the federal funds target range to 3.50 %–3.75 %, after having remained on hold for most of the year due to the high level of prevailing uncertainty. The Fed has suggested that the solid growth in activity means there is no rush to reduce interest rates again in the short term, while it awaits greater signs of easing inflationary pressures. The financial markets have priced in between two and three rate cuts in 2026. In May 2026, the mandate of Jerome Powell as chair of the Fed expires, and President Trump has chosen Kevin Warsh as his successor. Mr Warsh has positioned himself as a defender of the independence of the central bank who is in favour of lower rates but critical of past policies of quantitative expansion. The euro area economy performed somewhat better than expected in 2025, although with marked volatility in the first half of the year as a result of front-loaded purchases aimed at mitigating the impact of U.S. tariffs. Overall, euro area GDP is estimated to have grown by 1.5 % in 2025, compared with 0.8 % in 2024. However, the region’s three largest economies continued to display signs of underlying weakness, although they ended 2025 with increased dynamism. Thus, Germany, following two years of contraction, managed modest growth of 0.3 %. France (+0.9% vs. 1.1% in 2024) endured a political crisis which delayed approval of a budget to reduce its high fiscal deficit until the start of 2026. Italy grew at a very sedate pace (+0.7%), constrained by the fading impact of the Superbonus programme (tax relief on construction costs). The euro area is expected to grow at around 1.3% in 2026. The consolidation of inflation around the 2 % target allowed the ECB to maintain a path of monetary easing throughout 2025, ultimately setting interest rates at neutral levels, with the deposit facility rate at 2.00 %. The ECB is expected to keep interest rates unchanged throughout 2026, supported by inflation at target and a more 2025 Consolidated Management Report 21
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balanced risk landscape. In view of uncertainty in the global environment, the ECB has reiterated its preference for caution, reserving the option to recalibrate its monetary policy only in the event of substantial changes to the outlook. DEVELOPMENTS IN SPAIN AND PORTUGAL SPAIN The Spanish economy delivered unexpectedly robust growth. In 2025, the Spanish economy continued to outperform. GDP grew by 2.8 %, exceeding initial forecasts and well above the euro area average. The expansion was largely mainly by domestic demand, supported by both private consumption and investment. The strength of the labour market played a key role: Social Security affiliation reached a record high of 21.84 million, with more than half a million new jobs, while the unemployment rate continued to drop. Population growth, supported by migration flows, boosted employment and consumption. This was compounded by the decline in interest rates, which stimulated the real estate market and business investment, also supported by the rollout of Next Generation EU (NGEU) funds. By contrast, net external demand slightly dented growth: although exports - particularly non- tourism services - expanded, the increase in imports, in line with the strength of domestic demand, offset that effect. The disinflation path was interrupted in the second half of the year, such that after reaching a low of 2.0 % in May, inflation ended the year at 2.9 %, one tenth of a percentage point above the December 2024 level, driven mainly by the energy component. Even so, on an annual average basis, inflation eased to 2.7 % from 2.8 % the previous year, while core inflation declined to 2.3 % from 2.9 %. The housing market consolidated a clearly expansionary phase in 2025 in terms of both activity and prices, particularly in the first half of the year. Over the 12 months to November, home sales were up 13.3 % year-on-year, reaching around 710,000 transactions, the highest level since 2008. However, a more subdued trend in sales began to emerge in the second half of the year. On the supply side, momentum remains insufficient to absorb the strength of demand. New-build permits over the 12 months to November amounted to 136,000 homes, a figure below annual net household formation, estimated at around 226,000. This imbalance between supply and demand continued to put upward pressure on prices. The transaction price index published by the INE picked up to 12.8 % year on year in the third quarter of 2025, compared with 8.4 % in 2024. Looking ahead to 2026, demand is expected to remain consistently high, while supply will continue to be insufficient to absorb strong demand and reduce the accumulated shortfall, which has exceeded 600,000 homes since 2021. Looking ahead to 2026, CaixaBank Research expects robust, albeit somewhat more moderate, growth, with GDP expanding by slightly more than 2.0 %, constrained by weak external demand, affected by higher tariffs and the sluggishness of the main European economies. Private consumption will remain the main driver, supported by demographic dynamism and a strong labour market, while investment will continue to benefit from European funds and favourable financing conditions. PORTUGAL Slight slowdown of the Portuguese economy. The Portuguese economy recorded a slight slowdown, with GDP growth of 1.9 %, compared with 2.1 % in 2024 and 3.1 % in 2023. Even so, Portugal outperformed the euro area, and its GDP stands more than 10 % above pre-pandemic levels, compared with around 6.8% in the euro area. Growth was underpinned by domestic demand, driven by private consumption as a result of higher disposable income and robust job creation. Investment also picked up over the year. By contrast, net external demand detracted from growth: Exports were affected by trade uncertainty, while imports rallied. For 2026, GDP growth of close to 2 % is projected, supported by investment, strong consumer spending, and a supportive fiscal policy underpinned by public finances close to balance. 2025 Consolidated Management Report 22
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BUSINESS ENVIRONMENT: SECTOR, TECHNOLOGY AND SUSTAINABILITY BUSINESS PROFITABILITY AND CAPITAL ADEQUACY The profitability of the Spanish banking sector remained robust in 2025, despite net interest income tightening. The return on equity (ROE) was 14.2 % in the third quarter of 20251, 11 bps higher than a year earlier and above the European average. The decline in unit margins resulting from cuts in benchmark interest rates was partially offset by the recovery in lending and higher volumes . The results published for the third quarter of 2025 featured aggregate net interest income that was already very slightly down on the previous quarter 1. As the reduction in monetary policy interest rates is fully passed through to bank lending rates, net interest income is expected to stabilise. The private sector loan book in Spain recorded a 3.1 % increase through to November 2025 , compared with November 2024, reversing the downward trend seen in recent years. The reduction in benchmark interest rates in recent months, as well as the reactivation of credit demand, have contributed to slowing down this contraction. In parallel, credit quality continued to improve in 2025 . The NPL ratio stood at 2.84 % in October 2025, a cumulative decline of 57 basis points from a year earlier. Early signs of deterioration in credit quality have been relatively modest. Consequently, credit under special surveillance fell sharply in June 2025, showing a 16.5 % drop compared with the previous year 2. The weight of loans under special surveillance (or Stage 2) stood at 5.7% 2 (1.3 percentage points less than in June 2024). 2025 Consolidated Management Report 23 1 Supervisory Statistics of Credit Institutions, Banco de España, Q3 2025. 2 Bank of Spain Financial Stability Report. Autumn 2025.
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On the other hand, the outstanding amount of ICO-guaranteed loans continued to decline, falling by 35.8 % in July 2025 compared to the previous year2. Among these assets, non-performing loans declined by 2.3 % and loans under special surveillance by 43.7 %. Despite this positive trend, the ratio of loans under special monitoring declined by only 2.9 percentage points, while the NPL ratio increased by 9.5 percentage points, reaching 20.5 % and 27.8 %, respectively, as this is a closed portfolio with no new lending and ongoing amortisation. Capital ratios are at robust levels and continue to maintain a comfortable margin over regulatory requirements. In Spain, the CET1 ratio stood at 13.83 % in September 2025,1 up 49 basis points year on year, as capital growth more than offset the increase in risk-weighted assets (RWAs). The results of various stress tests show a broad aggregate resilience to scenarios in which systemic risks materialise1. These analyses confirm that the banking sector is starting from a solid position and that the solvency of Spanish banks shows lower sensitivity to the materialization of the various risk scenarios. However, it should be noted that the tax on banking has had a significant impact on the statement of profit and loss of the Spanish banking sector and, consequently, on the ability to generate capital organically. It should be noted that the bank tax, which has been extended for three years with a progressive rate structure, disproportionately penalizes larger institutions. Liquidity levels in the Spanish financial sector remain comfortably above the required threshold . The liquidity coverage ratio (LCR) of Spanish banks as a whole reached 174.4 % in September 2025 2 and remains above the average in Europe. All of this keeps the Spanish financial system in a solid position and significantly limits the likelihood that financial shocks will translate into liquidity and funding strains. Finally, the share prices of Spanish banks are clearly trading above book value. This has led to an improvement in various valuation and risk metrics. It is worth noting that, despite the stock market turbulence of April 2025, the price-to-book value (PBV) ratio of Spanish banks 3 has continued to rise and remains above 1, exceeding both the average ratio of European banks and its own average level in 2024. 2025 Consolidated Management Report 24 1 Supervisory Statistics of Credit Institutions, Banco de España, 3Q 2025. 2Bank of Spain Financial Stability Report. Autumn 2025 3 Source: Bloomberg.
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DIGITAL TRANSFORMATION For the banking sector, digital transformation means focusing more on the customer and calls for higher levels of satisfaction (in terms of convenience, immediacy, personalisation or cost) amid greater competition and lower friction when operating simultaneously with multiple institutions or switching provider. Digitalisation has also facilitated the entry of non- traditional competitors (Fintech and Bigtech), with business models that leverage new technologies and a relatively light cost base, thereby putting pressure on industry margins. For the time being, the size of this non-traditional sector relative to the financial system as a whole remains limited , although its growth is strong and its presence can be observed across the financial sector’s value chain. In addition, these new players are expanding their range of products and services in a bid to move closer to those offered by traditional banks. On the other hand, access to data and the ability to generate value from it have become important sources of competitive advantage. Data storage and processing make it possible to create products better tailored to customers and their risk profiles. There has also been an increase in the use and development of new technologies (such as cloud, blockchain or generative AI) within the sector, albeit with different levels of maturity. In any case, the use of new technologies in the sector generates the need to adapt business processes and strategies to the new environment. The digitalisation of the sector also brings with it numerous opportunities to generate more revenue. In particular, through the use of digital technology, institutions can expand their customer base and provide services more efficiently and at a lower cost. In this regard, digitalisation makes it possible to reach a larger number of potential customers without the need to expand the physical branch network. Digitalisation also makes it possible to create new business opportunities, for example by offering digital platforms that allow third parties to market their products, or through new financial products that are better tailored to the needs and profiles of individual customers. Moreover, payment patterns are changing . The trend of a gradual reduction in the use of cash in favour of electronic payments has gained speed with COVID-19, becoming established thereafter. The digital payments landscape is also evolving, from a model almost exclusively dominated by card-based systems (linked to bank deposits) towards a more mixed model in which Fintech and Bigtech players also involved, offering alternative payment solutions based on new technologies such as digital wallets, which are becoming increasingly popular among users. In parallel, new types of money and private payment methods are emerging, such as stablecoins. 2025 Consolidated Management Report 25 In recent years, increasingly digital consumer habits have accelerated the digitalization of the banking sector.
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The expansion of the cryptoasset market and stablecoins in recent years has driven private investment in distributed ledger technologies (Distributed Ledger Technology or DLT) , enabling value-added functionalities in payments (such as programmability in payments via Smart Contracts). This trend is being accelerated by the entry into force of the MiCA regulation in the European Union and by political momentum and the approval of the GENIUS Act in the United States, which provide regulatory clarity and encourage major players to explore the issuance and use of stablecoins, thereby supporting their adoption at scale. In response to these developments, central banks, particularly in advanced economies, are pressing ahead with initiatives to create market infrastructures that operate with tokenised central bank money, as a way of ensuring that citizens and businesses alike continue to have access to central bank money in the digital era and that the money they issue continues to act as a monetary anchor (supporting the stability, integration and efficiency of the financial and payment systems). The European Commission also presented other legislative proposals geared towards aligning payment services and the financial sector in general with the digital transformation of the European economy, and which have a high potential for disruption. It specifically highlights the proposal for a financial data access regulation (FiDAR), which is currently being negotiated by the institutions of Europe and will establish rights and obligations in relation to the exchange of customers’ financial data beyond payment accounts. A further highlight is the review of the European payment services framework (PSD3 and PSR), which, among other things, will introduce changes in the management of access permissions to customer payment data and measures to combat and mitigate fraud. In November 2025, the European Council and the European Parliament reached a provisional political agreement on this revision (which must still complete the formal procedures prior to its entry into force). CaixaBank faces the challenge of digitalisation with a strategy focused on customer experience. In this regard, the digital transformation offers the Institution new opportunities to understand its customers and offer them a higher-value proposal, using a multi-channel assistance model. In particular, CaixaBank has a distribution platform that combines great physical capillarity with high digital capabilities, as evidenced by the fact that the Bank has more than 12 million digital customers in Spain. Likewise, in response to changes in customer habits, the Bank is placing particular emphasis on initiatives aimed at enhancing customer interaction through non-face-to-face channels and on the provision of digital-native services. In this regard, imagin features a digital ecosystem and lifestyle platform focused on the younger segment, offering financial and non-financial products and services, it own and of third parties. In parallel, digital transformation is also leading to further development of capabilities such as advanced analytics, generative Artificial Intelligence and tokenisation. With regard to this latter point, CaixaBank is participating in various tokenised money initiatives together with central banks and other financial institutions, and forms part of a consortium of European banks to issue a euro-denominated stablecoin in accordance with the MiCA Regulation. 2025 Consolidated Management Report 26
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CYBERSECURITY Digital transformation boosts the sector's competitiveness and efficiency, but also exposes banks to new risks. Greater digital activity among customers and employees, increased reliance on third parties, and the uptake of new technologies such as AI call for tougher cybersecurity, fraud prevention and information protection, together with operational resilience. The cyber risk poses a major threat to financial stability. Specifically, cyber incidents can have an impact on a range of financial activities (such as the provision of credit, payment and settlement services) by disrupting the information and communication technologies (ICT) that support them. Cyber incidents can also result in the misuse of the data that these technologies process or store. Inside the financial sector, banks have many points of contact with third parties, which increases their exposure to cyber- attacks and can be used as entry points for attacks in the financial sector. In addition, the cyber threat landscape is constantly evolving and becoming increasingly complex , with a greater number of attacks and an increase in their sophistication and potential impact, resulting from the digitisation of the economy, increased dependence on third parties, geopolitical tensions and the advance of offensive capabilities based on new technologies such as Artificial Intelligence (AI) or quantum computing. In response, the European Central Bank has prioritised cyber resilience for the 2024–26 period , stepping up oversight and audits to ensure that institutions have robust control environments in place and can withstand cyber attacks. In tandem, the European Union (EU) is responding to cyber risk with several initiatives, including the Digital Operational Resilience Act (DORA), in force since January 2023 with the aim of making financial institutions more resilient to digital risks, by creating a framework to ensure that they can prevent, detect, respond to, and recover from any form of disruption and threat related to ICTs. CaixaBank is aware of the existing threat level and maintains cybersecurity as a priority. To that end, it has a Strategic Plan for Information Security that constantly measures the Group’s cybersecurity capabilities and it seeks to keep the Bank at the forefront of data protection, in accordance with the best market standards. 2025 Consolidated Management Report 27 CaixaBank has a Strategic Plan for Information Security that continuously measures the Group's cybersecurity capabilities. See “Cybersecurity” section
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SUSTAINABILITY The goal of decarbonisation of the European economy has been accompanied by increasingly demanding regulation on how to address sustainability and growing pressure (both from investors and from authorities and supervisors) for companies to adjust their strategies accordingly. However, some of these regulatory requirements have been relaxed in 2025 in the interests of competitiveness. Specifically, the European Commission presented the Omnibus Simplification Package, with the aim of simplifying the EU sustainability regulatory framework without compromising the objectives of the European Green Deal. This initiative proposes key amendments to the main sustainability regulations, such as the Corporate Sustainability Reporting Directive (CSRD), the Taxonomy and the Sustainable Due Diligence Directive (CSDDD), reducing or postponing reporting obligations (depending on the size of the company), in order to facilitate their application and ease burdens, especially for small and medium-sized companies. However, for financial institutions, this simplification could result in more limited availability of ESG information for certain companies, which could affect the quality of information and the analysis of sustainability-related risks. In December 2025, a provisional political agreement was reached between the Council and the European Parliament on this package. Formal adoption is expected in 2026. In the area of banking supervision, the ECB has made the risk of climate and biodiversity loss a priority for 2024-26. Further highlights include its action plan to explicitly incorporate climate change and the energy transition into its operational framework. The plan, which aims to reduce climate-related risk on the ECB’s balance sheet, promote greater transparency and disclosure of climate risks by companies and financial institutions, improve climate risk management, and support an orderly transition of the economy, has been progressively consolidated through concrete measures, such as enhancing risk models to incorporate climate scenarios and introducing a climate factor into the collateral framework from 2026. In addition, the setting of supervisory expectations in this area and the assessment of the banks' practices related to climate and environmental risk strategy, governance and management, stand out. For its part, the European Banking Authority (EBA) has completed important initiatives to incorporate ESG aspects into the regulatory and supervisory framework. Among the initiatives is the publication of the final ESG risk management guidelines, which set out clear expectations on how institutions should incorporate ESG factors into their governance, risk management, strategy and business model. A key aspect of these guidelines is the introduction of a prudential transition plan, which requires institutions to align their strategy with the EU’s climate objectives, including carbon neutrality by 2050. This plan must be supported by a climate scenario analysis, covering both physical and transition risks, and must be integrated into the institutions’ financial and capital planning. Moreover, the EU maintains its long-term climate commitments. In 2021, it approved the European Climate Law (which sets the bloc’s emission reduction targets for 2030 and carbon neutrality by 2050 as a legal commitment) and has begun to roll out measures and reforms in various economic sectors (from housing to energy and transport) to reduce GHG emissions in line with the targets set and move towards a decarbonised economy. This transformation necessitates profound structural and social changes and a substantial mobilization of both public and private resources. 2025 Consolidated Management Report 28
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Strategy 2025–2027 STRATEGIC PLAN The year 2025 marked the start of the 2025–2027 Strategic Plan. A Plan that focuses on business growth and transformation, while maintaining CaixaBank’s commitment to society. During this new Strategic Plan, CaixaBank intends to move towards two major objectives to ensure sustained profitability in the long term: On the one hand, to consolidate the market leadership position and, on the other hand, to accelerate the transformation to prepare for an increasingly digital and competitive environment . All of this is underpinned by a commitment to always remain close to people for a more sustainable society, with a differential ESG positioning. The Strategic Plan 2025–2027 is based on three strategic lines: 2025 Consolidated Management Report 29 _PILLARS OF THE 2025–2027 STRATEGIC PLAN TO ENSURE SUSTAINED PROFITABILITY AT HIGH LEVELS /01 /02 /03 Growth acceleration Transformation and business investment Differential positioning in ESG In 2024, CaixaBank unveiled its 2025– 2027 Strategic Plan, with the aim of accelerating growth, driving transformation and consolidating sustainability.
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/01 ACCELERATION OF GROWTH CaixaBank aims to ramp up business growth in both Spain and Portugal. Following the successful integration with Bankia, the Group aims to solidify its market leadership by capitalizing on its key strengths to expand across all business segments through the following strategies: 2025 Consolidated Management Report 30 Developing products and services with a focus on sustainability. Client loyalty and engagement, with a particular emphasis on acquiring new clients. Sustaining international growth. Promotion of our proprietary digital ecosystems and solutions. Enhancing the value proposition for both individuals and companies.
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2025 Consolidated Management Report 31 1 Combined share of mutual funds (factory view), pension plans and savings insurance. Based on data from INVERCO and ICEA. FaciliteaCoches ~ 24 THOUSAND Financed vehicles Digital portal for financing used vehicles. Links credit to the product and digitalises the purchasing and financing experience FaciliteaCasa ~ 67 THOUSAND Properties on the platform Real estate portal for buying and renting. It offers financing and mortgage advice without directly marketing the properties Pay Later 1st Bank in Spain to offer the service Instalment plan for online purchases Stablecoin consortium 1st Spanish bank to back the initiative Initiative to launch a stablecoin with European banks Generación+ ~ 45 % Penetration among ≥65 years old Proposal for the senior segment with financial products, retirement planning and leisure and care services. Tap to pay ~ 1.6 M Transactions Turn your smartphone or tablet into a contactless point-of- sale (POS) terminal Cashback << >100 Partner brands Personalised reimbursement programme KPI Starting point (Dec 2024) 2025 2027 target Share of credit to households and businesses 23.3% 23.4% Increase share Share of deposits to households and businesses 24.6% 24.7% Increase share Asset management fee1 29.5% 29.0% Increase share MyBox VidaCare 10 28.1 % Market share in life-risk insurance More comprehensive coverage Dec 24 Apr 25 May 25 Jun 25 Aug 25 Sep 25 Sep 25 Oct 25 Since the launch of the Strategic Plan, CaixaBank has made progress in the deployment of the following strategic initiatives framed in the Plan in line with the objectives set by the Group. Particularly noteworthy is the boost to ecosystems and proprietary digital solutions, with the launch of Facilitea Coches and Facilitea Casas, both of which were very well received. Progress was also made in the development of various initiatives aimed at customer loyalty and linkage and in improving the value proposition, while maintaining a clear commercial focus on customer acquisition.
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/02 TRANSFORMATION AND INVESTING IN THE BUSINESS CaixaBank intends to spearhead business transformation by ramping up technology investments to fuel growth in every segment , gearing up for a more competitive landscape. The Group boasts the largest physical network in Spain, tailored by segment, with top-tier digital and remote channels, and it aspires to continue developing unique capabilities for the future. This line’s core ambitions include: As part of this line of the Strategic Plan, which envisages a global investment in technology and digitalisation for the 2025–2027 period of €5,000 million , CaixaBank has launched the “Cosmos” plan, its roadmap for processes and technology (see section “Cosmos Plan”). Cosmos articulates the technological strategy of the Group in the coming years around four major objectives: | Making its Business areas more agile and with greater commercial capacity; | Developing new services through cutting-edge capabilities and process simplification; | Enhancing operational excellence by becoming more efficient; and | Strengthening and evolving the current technology platform, applying the highest standards of resilience and security. The plan is built around three main levers: 2025 Consolidated Management Report 32 New technologies to support employees and customers. AI and cloud as transversal levers. Operational excellence and greater efficiency. Optimise and improve the distribution platform. Delivering specialised and personalised service through our distinctive distribution platform. Revamping digital channels to enhance customer experience and increase commercial and operational efficiency. Scale up investment in digital and technology. Boosting technology investments to back strategic initiatives, develop state-of-the-art capabilities, and elevate service quality. Drive the transformation of talent. Promoting organisational excellence by encouraging agility, simplification, and fully harnessing the potential of current talent. KPI Starting point (Dec 2024) 2025 2027 target Cloud absorption (%) 33% 39% 50% Workforce <35 years old (%) 9.1% 10.2% 11.4%
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/03 DIFFERENTIAL POSITIONING IN ESG CaixaBank wants to maintain its founding essence, being close to people for a more sustainable and inclusive society, with two clear objectives in sight: | Moving towards a more sustainable economy, increasing the mobilisation of sustainable funds and implementing the portfolio decarbonisation targets in line with the commitments made. | Enhance economic and social prosperity, focusing on three primary areas: social and financial inclusion, employability and employment, as well as being a key player in financial and personal well-being in a society where life expectancy is progressively longer. Levers to achieve these objectives: During 2025, the Group continued to promote sustainable finance across its various business segments through the launch of new sustainable products. Likewise, sustainable intermediation maintained a strong growth pace, with a significant role in the placement of sustainable bonds issued by corporate clients. In parallel, within the framework of initiatives aimed at promoting economic and social development, the Group has continued to foster employability and entrepreneurship through specific products. These include loans targeted at students, self-employed individuals and entrepreneurs, as well as microcredits for groups with difficulties in accessing finance. Thanks to these solutions, more than 48,200 people have been able to improve their job prospects and develop business projects, consolidating CaixaBank's role as an active agent in generating a positive impact on society. 2025 Consolidated Management Report 33 Development of products and services to support the transition of our customers (mobility, home, business consulting, etc.). Active Management of Decarbonization Levers (NZBA perimeter) – Transition Plan. Continue to train sales and risk teams. Engagement plan for corporate customers (Business Banking, CIB and BPI). 1 The starting point of 2024 corresponds to the attainment in the period 2022-2024. 2 For the 2025-2027 period, the definition of "sustainable finance mobilisation" has been updated, incorporating the sustainable financing of BPI as well as others (see section "Sustainable Finance - Sustainable Business"). The starting point corresponds to the accumulated amount for the period 2022-2024, while the value for 2025 refers to one year. KPI Starting point (Dec 2024)1 2025 2027 target Mobilising sustainable finance (cumul. 2025-27) (€ million)2 86,770 46,167 >100,000 People who have improved their employability or gained access to employment thanks to specific solutions (cum. 2025-27) 101,319 48,216 150,000
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FINANCIAL OBJECTIVES The 2025–2027 Strategic Plan aims to achieve three key objectives3: 1. Maintain sustainable profitability while investing in the business . The Group has set targets under the Strategic Plan of achieving a Return on Tangible Equity (ROTE) of above 16 % by 2027, and a cost- to-income ratio at levels close to 40 % (low 40s). Simultaneously, CaixaBank anticipates a stable net interest income growth around 0 %, service income growth in the mid-single digits, and controlled cost growth at approximately 4 %, all calculated in terms of Compound Annual Growth Rate (CAGR) throughout this Strategic Plan. 2. Growth in profitability on a prudent basis . CaixaBank aims for a turnover increase of over 4 % in CAGR terms, keeping the Non- Performing Loan (NPL) ratio at around 2 % by 2027, and maintaining the Cost of Risk below 30 basis points on average annually from 2025 to 2027. 3. High distribution capacity . Last but not least, the Strategic Plan includes a commitment to pay cash dividends with a pay-out ratio of between 50 % and 60 % of consolidated net profit, including an interim dividend each year and an additional 1 distribution of CET1 capital above 12.5 %2. As communicated to the market in the presentation of results of 2025, is planned exceed the defined objectives in the Strategic Plan. For on the one hand, is expected be able to reach in 2027 a ROTE around 20% and a ratio of efficiency around the high 30s, as well as a growth of the net interest income of around 4% (CAGR). On the other hand, is expected achieve a growth of the turnover nearly 6% (CAGR) and a ratio of NPLs below 1.75% in 2027. In the first year of the 2025–2027 Strategic Plan, the Group recorded a positive performance across its main financial metrics, in line with the targets set for 2025. In particular, growth in business activity, with a ROTE of 17.5 %, while maintaining a low cost-to-income ratio. The Group has also continued to maintain solid solvency and liquidity levels, together with low levels of non-performing loans. 2025 Consolidated Management Report 34 As a result of the deployment and execution of this new Strategic Plan, CaixaBank aims to achieve the financial targets set for 2027. 1 Subject to authorisation by the ECB and the Board of Directors. Considers the capital and profitability objectives established in the 2025–2027 Strategic Plan. 2 The threshold for additional distribution of excess CET1 capital by 2025 is 12.25 %. 3 Guidance 2027 updated in the presentation of results of the 2025 (January 2026). KPI Starting point (Dec 2024) 2025 2027 target Guidance 2027 updated3 ROTE 18.1% 17.5% >16 % c.20 % Cost-to-income ratio 38.5% 39.4% Low 40s High 30s Non-performing loans ratio 2.6% 2.1% ~2 % < 1.75 %
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2025 Consolidated Management Report 35 /03 Corporate Governance P. 37 Corporate Governance P. 38 Good Governance Best Practices (G) P. 43 Ownership P. 53 Management and Administration of the Company P. 84 Board Committees P. 120 Senior Management P. 126 Remuneration amount
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Below is the Annual Corporate Governance Report (hereinafter, ACGR) of CaixaBank, S.A. (hereinafter, CaixaBank, the Entity or the Company) for the 2025 financial year, prepared in a free format. It consists of the "Corporate Governance" chapter of the Consolidated Management Report, together with sections F (ICFR) and G (Degree of Compliance with Corporate Governance Recommendations), the Reconciliation Table and the "Statistical Annex of the ACGR" presented below. The consolidated version of the ACGR is available on CaixaBank’s corporate website (www.caixabank.com) and on the CNMV’s website. The information contained in the Annual Corporate Governance Report is presented with reference to the year ended 31 December 2025. Throughout the document, abbreviations are used for certain corporate names of different entities: FBLC (Fundación Bancaria ”la Caixa”), Criteria Caixa (Criteria Caixa, S.A.U.); FROB (Fondo de Reestructuración Ordenada Bancaria); BFA (BFA Tenedora de Acciones, S.A.); as well as for the governing bodies of CaixaBank: the Board (the Board of Directors) or the AGM (the Annual General Meeting of Shareholders). 2025 Consolidated Management Report 36
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Corporate Governance Sound corporate governance enables companies to maintain an efficient and methodical decision-making process, because it incorporates clarity in the allocation of roles and responsibilities and, at the same time, promotes proper risk management and efficient internal control, which enhances transparency and limits the appearance of potential conflicts of interest. All this promotes management excellence that results in greater value contribution to the company and therefore to its stakeholders. In line with our commitment to our mission and vision, integrating good corporate governance practices into our business is necessary and is a strategic priority to achieve a well-run company and to be recognised for it. Information on the Company's corporate governance is supplemented by the Annual Report on the Remuneration of Directors (ARRD), which is prepared and submitted to a non-binding vote at the Annual General Meeting of Shareholders. Following approval by the Board of Directors and its publication on the CNMV website, the ARRD and this ACGR are available on the CaixaBank corporate website (www.caixabank.com). CaixaBank's Corporate Governance Policy is based on the Company’s corporate values, as well as on good corporate governance practices, notably the recommendations of the Code of Good Governance of Listed Companies approved by the CNMV in 2015 and updated in 2020. This policy establishes the principles of action governing the Company’s corporate governance and its text was reviewed in June 2025. Maximum rating obtained in the certification of Good Corporate Governance, which recognises that CaixaBank has implemented the best good governance practices. 2025 Consolidated Management Report 37 CORPORATE GOVERNANCE PRINCIPLES AND PRACTICES 01. Competences and self-organisation in an efficient manner of the Board of Directors 02. Diversity and balance in the composition of the Board of Directors 03. Professionalism for the proper fulfilment of the duties of the members of the Board of Directors 04. Balanced remuneration aimed at attracting and retaining the appropriate profile of members of the Board of Directors 06. Protection and promotion of shareholders' rights 05. Commitment to ethical and sustainable action 07. Prevention, identification and proper handling of conflicts of interest, in particular with regard to related party transactions, considering intragroup relations 08. Regulatory compliance as the guiding principle for everyone who forms part of CaixaBank 09. Achievement of corporate interest through the acceptance and updating of best governance practices 10. Transparency of information covering both financial and non-financial information
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GOOD GOVERNANCE BEST PRACTICES (G) Of the 64 recommendations contained in the Code of Good Governance, excluding one that does not apply, CaixaBank is fully compliant with 58 and partially compliant with five. The following list shows the recommendations with which CaixaBank is partially compliant and the reasons for this: _THE COMPANY IS PARTIALLY COMPLIANT WITH THE FOLLOWING RECOMMENDATIONS: RECOMMENDATION 5 On the delegation of powers to issue shares and convertible securities without pre-emptive subscription rights, in that the maximum limit is complied with in relation to the increase in capital and, with respect to the issue of convertible securities, the 20 % limit stipulated in Article 511 of the Spanish Capital Companies Act is not applicable to issues by credit institutions that are considered additional tier 1 capital instruments (AT1), in compliance with the provisions of Regulation (EU) 575/2013 in accordance with the Fifteenth Additional Provision of the Spanish Capital Companies Act. The resolutions adopted by the General Meeting of Shareholders held on 22 March 2024 allow for the delegation of the powers to issue bonds convertible into shares in accordance with the Fifteenth Additional Provision of the Spanish Capital Companies Act, whereby the 20 % limit does not apply. RECOMMENDATION 10 The Regulations of CaixaBank's General Meeting of Shareholders provide for a different system of presumption of voting depending on whether the resolutions are proposed by the Board of Directors or by shareholders. This is intended to avoid difficulties in counting shareholders who are absent before the vote is taken and also resolves the situation where new proposals deal with resolutions that contradict the proposals submitted by the Board, guaranteeing in all cases the transparency of the vote count and proper recording of votes. RECOMMENDATION 27 Proxies for voting at Board meetings in the event of inability to attend may be granted with or without specific instructions according to the preference of each director. The freedom to grant proxies with or without specific instructions is considered by the Company to be good corporate governance practice and, in particular, the absence of instructions, facilitating the proxyholder's position to follow the tenor of the debate. 2025 Consolidated Management Report 38
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RECOMMENDATION 36 For the financial year 2025, the Board of Directors conducted an internal self-assessment of its performance, having decided not to engage the services of an external advisor, on the grounds that, given the partial renewal of the board and the relatively short period for which the current board had been in place following the changes approved at the 2025 Annual General Meeting of Shareholders, it was considered more appropriate and reasonable to postpone the involvement of an external expert until the next self-assessment exercise. RECOMMENDATION 64 Payments for termination or expiry of the Chief Executive Officer's contract, including severance pay in the event of termination or expiry of the relationship in certain cases and the post- contractual non-compete agreement, do not exceed the amount equivalent to two years of total annual remuneration. In addition, CaixaBank has recognised a social security supplement for the Chief Executive Officer to cover the contingencies of retirement, death and total permanent disability, absolute permanent disability or severe disability. In the case of the commitment to cover the retirement contingency, this is a system established under a defined contribution plan, for which the annual contributions to be made are fixed in advance. By virtue of this commitment, the Chief Executive Officer is entitled to receive a retirement benefit when he/she reaches the legally established retirement age. This benefit will be the result of the sum of the contributions made by CaixaBank and their corresponding returns up to that date, provided that he/she is not dismissed for just cause, and without prejudice to the applicable treatment of discretionary pension benefits in accordance with the remuneration regulations applicable to credit institutions. With the termination of the Chief Executive Officer's contract, the contributions would be consolidated (except in the event of termination for just cause attributable to the Chief Executive Officer), but in no case is there any provision for the possibility of receiving an early retirement benefit, since its accrual and payment would occur only on the occasion and at the time of retirement (or the occurrence of the other contingencies covered) and not on the occasion of the termination of the contract. The nature of these savings schemes is not to indemnify or compensate for the loss of rights to the assumption of non-competition obligations, as they are configured as a saving system that is endowed over time with periodic contributions and which form part of the fixed components of the usual remuneration package of the executive directors; unlike indemnities or compensations for non-competition, it grows over time and is not set in absolute terms. Therefore, the Company would only be in breach of Recommendation 64 if the mere consolidation of savings scheme entitlements, without actual accrual or payment at the time of termination, were to be included in the concept of termination payments or termination of contract payments as defined therein. 2025 Consolidated Management Report 39 Moreover, it is considered that Recommendation 2 does not apply, as CaixaBank is not a company controlled by another entity, listed or otherwise, in the sense of Article 42 of the Commercial Code. (D.7)
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CHANGES IN THE COMPOSITION OF THE BOARD AND ITS COMMITTEES IN FINANCIAL YEAR 2025 On 1 January 2025, Tomás Muniesa became Chairman of the CaixaBank Board of Directors, with no executive functions. Subsequently, on 27 March 2025, the Board of Directors appointed María Amparo Moraleda, an independent director, as Deputy Chairwoman of the Board. In addition, CaixaBank's Annual General Meeting of Shareholders held on 11 April 2025 approved the re- election of Koro Usarraga (independent director), Fernando María Ulrich (external director) and Teresa Santero (proprietary director) as members of the Board of Directors. The appointments of Rosa María García (independent director), Luis Álvarez (independent director), Bernardo Sánchez (independent director), Pablo Arturo Forero (other external director) and José María Méndez (proprietary director) were also approved. Furthermore, in relation to the composition of the Board Committees, following the Annual General Meeting of Shareholders, at the proposal of the Appointments and Sustainability Committee, the Board agreed on: The incorporation of Cristina Garmendia as a new member of the Executive Committee, as well as the re-election of Koro Usarraga, following her re- election as a director by the General Meeting of Shareholders. The incorporation of Rosa María García as a new member of the Appointments and Sustainability Committee. As well as the continuation of Fernando María Ulrich in his position as a member of the Committee, following his re-election as a director by the General Meeting of Shareholders. The incorporation of Bernardo Sánchez and José María Méndez as new members of the Audit and Control Committee. As well as the continuation of Teresa Santero in her position as member of the Committee, following her re-election as a director by the General Meeting of Shareholders. The incorporation of Rosa María García and Pablo Arturo Forero as new members of the Risks Committee. And, the continuation of Koro Usarraga and Fernando María Ulrich as Chairwoman and committee member, respectively, following their re- election as directors by the General Meeting of Shareholders. The appointment of Cristina Garmendia as Chairwoman of the Remuneration Committee. Likewise, the appointment of Luis Álvarez, Pablo Arturo Forero and José María Méndez as new members of the Committee, and the continuation of Koro Usarraga in her role as a member of the Committee, following her re-election as a director by the General Meeting of Shareholders. Lastly, the incorporation of Luis Álvarez and Bernardo Sánchez as new members of the Innovation, Technology and Digital Transformation Committee. 2025 Consolidated Management Report 40 During the financial year 2025, the Board of Directors of CaixaBank increased and strengthened compliance with its functions, acting in all instances within its powers, implementing as many resolutions and issuing as many reports as required or as expressly requested of it.
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CORPORATE GOVERNANCE DEVELOPMENTS IN 2025 Notwithstanding the provisions of the section above on the new appointments and re-elections of directors, in addition to the changes in the Chair and Deputy Chair, it should be noted that the Board of Directors had implemented an improvement plan for 2025, as a result of the self-assessment exercise performed in 2024 on the functioning of the Board and its Committees, with a view to preserving its efficiency in the organisation and dynamics of both the Board and its Committees. It was proposed to prioritise the integration of new directors into the Company's culture, as well as introducing them to the management team and the organisation, through welcome programmes and induction training. Likewise, to continue to improve the distribution of competences and coordination among the Board's committees. In order to meet these objectives and to facilitate the integration of new directors into the dynamics of the Board and its Committees, the new directors attended the sessions held after the 2025 AGM as guests, the welcome pack for new directors was updated and the directors attended the sessions of the training plan for the Board of Directors following their appointment at the general meeting. In relation to the coordination and distribution of competences across the Board Committees, the Regulation of the Board of Directors was amended on 20 February 2025, among other reasons, to propose ways of ensuring the necessary coordination among the Board Committees when they have shared competences; the distribution of competences among the Board Committees on ESG matters was updated and, in order to increase the time dedicated to sustainability issues, the duration of Appointments and Sustainability Committee meetings was increased. In addition, following the recommendations made by the Lead Independent Director, the Board proposed to continue to pay particular attention to the Company's actions in the following areas: regular monitoring of the most significant investment projects and the activities of CaixaBank's main subsidiaries; execution of the Strategic Plan for Information Systems; the improvements made in the area of customer service; and the action plans implemented within the organisation, with a special focus on talent development. In this regard, during the 2025 financial year, the Board monitored the Strategic Plan 2025-2027, as well as the Information Systems Strategic Plan. The systematic review of major investment projects and monitoring of the main subsidiaries was also carried out, as well as the continuous oversight at board and executive committee level of the subsidiaries MicroBank, BuildingCenter, BPI, VidaCaixa and CaixaBank Payments & Consumer. The project to enhance customer service was closely monitored, along with its implementation, which is having a significant impact on the culture of the organisation. Additionally, the Board's involvement with talent development was maintained, with training carried out in the area of talent management, while the achievement of the Executive Team's variable challenge was also monitored. Finally, in order to keep the Board permanently up to date, it was agreed to continue promoting training activities for Board members on different subjects, paying special attention to the areas with priority for the fulfilment of their duties. Thus, in relation to these opportunities for improvement, during the 2025 financial year, the established objectives were met once again and sound progress was made towards achieving good corporate governance, consolidating the strengths of transparent, efficient and coherent governance that is aligned with the objectives of the Company's Strategic Plan. Finally, in line with best corporate governance practices, the Lead Independent Director held three meetings without the presence of the Executive Director. 2025 Consolidated Management Report 41
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CHALLENGES FOR 2026 After carrying out the self-assessment exercise and examining the results obtained and the conclusions drawn, also taking into account the activity reports of the Board Committees (as published below and also on the corporate website, as an exercise in greater transparency and good practice in the Entity's corporate governance), the Board has concluded that, in general terms, its operations and composition are adequate for the exercise and performance of its functions, in particular regarding the proper management of the company carried out by the governing body. In short, the Board favourably assessed the quality and efficiency of its functioning, as well as that of its Committees during the financial year 2025. Furthermore, the structure, size and composition of the Board of Directors was considered adequate, particularly in terms of gender diversity and diversity of professional training and experience, age and geographical origin, in accordance with the assessment of compliance with the selection policy, also taking into account the individual re-evaluation of the suitability of each director carried out by the Appointments and Sustainability Committee, which leads to the conclusion that the overall composition of the Board of Directors is suitable. Likewise, in order to continue improving the quality and efficiency of the functioning of the Board and its Committees, it was agreed to address and implement some specific recommendations during the 2026 financial year. With regard to the functioning of the Board and its Committees, the focus will remain on preserving and reinforcing efficiency in their organisation and working dynamics, promoting proper planning of meetings, advance submission of documentation and smooth coordination between the Committees, in order to ensure their efficient functioning and orientation towards strategic debate. Likewise, the Board will continue to pay special attention to monitoring the Company's most relevant strategic and operational areas, including the performance of its business model, the implementation of its main corporate projects, the activity of its subsidiaries and the progress of its strategic plans in the field of technology. Oversight of initiatives aimed at improving the customer experience and developing talent within the organisation will also be further strengthened, Finally, with the aim of ensuring that its members' competences are always up- to-date, the Board will continue to promote training activities in the areas relevant to the proper performance of its functions, fostering a framework of continuous learning adapted to the strategic priorities of the Company. 2025 Consolidated Management Report 42
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OWNERSHIP SHARE CAPITAL (A.1 + A.11 + A.14) 7,024,520,689 shares at 31/12/2025 (nominal amount euro/ share) | Of the same class and series | With equal political and economic rights | Represented by book-entries | There are no loyalty shares with double voting rights | The shares are listed on the Continuous Market of the Barcelona, Bilbao, Madrid and Valencia Stock Exchanges At year-end, CaixaBank's share capital amounted to €7,024,520,689, represented by 7,024,520,689 shares of €1 par value each, belonging to a single class and series, with identical voting and dividend rights, and represented by book entries. The shares into which the Company's share capital is divided are listed for trading on the Barcelona, Bilbao, Madrid and Valencia stock exchanges through the Automated Trading System (Continuous Market). On 5 December 2025, CaixaBank's current share capital was registered with the Valencia Companies Registry, following the implementation of the share capital reduction agreed on by the Board of Directors on 27 November 2025. The Company’s By-laws do not provide for loyalty shares with double voting rights. As regards the issuance of securities not traded in a regulated EU market, referring to non-participating or non-convertible securities, CaixaBank carried out: _ISSUANCES TRADED OUTSIDE REGULATED MARKETS Year Type of issuance Market Amount Currency ISIN 2021 Ordinary non-preferred bonds SIX (Switzerland) 200 million CHF CH1112011593 2023 Ordinary non-preferred bonds GEM (Ireland) 1,250 million USD US12803RAA23 / USE2428RAA35 2023 Ordinary non-preferred bonds GEM (Ireland) 1,000 million USD US12803RAB06 / USE2428RAB18 2023 Ordinary non-preferred bonds GEM (Ireland) 1,000 million USD US12803RAC88 / USE2428RAC90 2024 Ordinary preferred bonds SIX (Switzerland) 300 million CHF CH1325807886 2024 Ordinary non-preferred bonds GEM (Ireland) 1,000 million USD US12803RAG92 / USE2428RAG05 2024 Ordinary non-preferred bonds GEM (Ireland) 1,000 million USD US12803RAH75 / USE2428RAH87 2025 Ordinary non-preferred bonds GEM (Ireland) 1,000 million USD US12803RAK05 / USE2428RAK17 2025 Ordinary non-preferred bonds GEM (Ireland) 1,000 million USD US12803RAL87 / USE2428RAL99 2025 Ordinary non-preferred bonds GEM (Ireland) 1,000 million USD US12803RAM60/ USE2428RAM72 Note: As at 31 December 2025, an ordinary bond issue made in 2002, resulting from the merger by absorption of Bankia, for an amount of €7.9 million (ISIN XS0147547177) and admitted to trading on the unregulated market in Luxembourg, was still outstanding. _SHAREHOLDING STRUCTURE Share tranches Shareholders¹ Shares % Share capital from 1 to 500 252,744 46,039,272 0.7 from 501 to 1,000 91,833 66,118,185 0.9 from 1,001 to 5,000 136,306 295,370,889 4.2 from 5,001 to 50,000 33,571 374,273,425 5.3 from 50,001 to 100,000 665 44,809,556 0.6 more than 100,000² 501 6,197,909,362 88.2 Total 515,620 7,024,520,689 100 1 For shares held by investors trading through a custodian entity located outside Spain, the custodian is considered to be the shareholder and appears as such in the corresponding book entry register. 2 Includes treasury shares. 2025 Consolidated Management Report 43
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SIGNIFICANT SHAREHOLDERS (A.2) In accordance with the CNMV definition, significant shareholders are those who hold voting rights representing at least 3 % of the total voting rights of the issuer (or 1 % if the shareholder is a resident of a tax haven). According to the information provided by "la Caixa" Banking Foundation (and its subsidiary Criteria Caixa, S.A.U.) and by FROB (and its subsidiary BFA, Tenedora de Acciones, S.A.) at 31 December 2025, as well as BlackRock's latest public communication to the CNMV on 4 July 2025, its shareholdings (based on the share capital at 31 December 2025) are as follows: % of voting rights attributed to the shares % of voting rights through financial instruments Name or corporate name of the owner Direct Indirect Direct Indirect % total voting rights BlackRock, Inc. 0.000 4.660 0.000 0.060 4.720 ”la Caixa” Banking Foundation 0.000 31.269 0.000 0.000 31.269 Criteria Caixa, S.A.U. 31.269 0.000 0.000 0.000 31.269 FROB 0.000 18.082 0.000 0.000 18.082 BFA, Tenedora de Acciones, S.A. 18.082 0.000 0.000 0.000 18.082 DETAILS OF INDIRECT HOLDING Details of direct and indirect owners of significant holdings at the end of the financial year, excluding directors with a significant shareholding: Name or corporate name of the indirect owner Name or corporate name of the direct owner % of voting rights attributed to the shares % of voting rights through financial instruments % total voting rights BlackRock, Inc. Other controlled entities belonging to the BlackRock, Inc. Group 4.660 0.060 4.720 ”la Caixa” Banking Foundation Criteria Caixa, S.A.U. 31.269 0.000 31.269 FROB BFA, Tenedora de Acciones, S.A. 18.082 0.000 18.082 The most relevant changes with regard to significant shareholdings in the last financial year and notified to the CNMV are detailed below: Status of significant shareholding Date Shareholder name % previous stake % subsequent stake 04/07/2025 BlackRock, Inc. 4.080 4.680 SHAREHOLDERS' AGREEMENTS (A.7 + A.4) The Company is not aware of any concerted actions among its shareholders or shareholders' agreements, or any other type of relationship, whether of a family, commercial, contractual or corporate nature, among the significant shareholders. 2025 Consolidated Management Report 44
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TREASURY SHARES (A.9 + A.10) As at 31 December 2025, the Board of Directors has the authorisation of the AGM of 11 April 2025, granted for five years, to proceed with the derivative acquisition of treasury shares, both directly and indirectly through its subsidiaries, on the following terms: | The acquisition may be in the form of a trade, swap, dation in payment or any other form allowed by law, in one or more instalments, provided that the nominal amount of the shares acquired does not amount to more than 10 % of the subscribed share capital when added to those already owned by the Company. | When the acquisition is burdensome, the price shall be the price of Company's shares on the Continuous Market at the close of the day prior to the acquisition, +/-15 %. Furthermore, the shares acquired by virtue of this authorisation may be subsequently disposed of or redeemed, or else extended to employees and directors of the Company or its Group as part of the remuneration systems. In accordance with the provisions of the Internal Rules of Conduct in the Securities Market, CaixaBank share transactions must always be made for legitimate purposes, such as contributing to liquidity and regularising the trading of CaixaBank shares. Under no circumstances shall they be conducted in order to intervene in the free market price formation process or to favour specific CaixaBank shareholders. In this regard, the Board of Directors set the criteria for intervention in treasury shares on the basis of a new alerts system to define the margin of discretion of the separate area when managing treasury shares. 15,755,959 Number of shares held directly 928,441 Number of indirect shares* 0.24% % of total share capital Number of indirect shares* through: VidaCaixa, S.A.U. de Seguros y Reaseguros 274,292 Banco BPI, S.A 454,865 Nuevo Micro Bank, S.A.U. 22,611 CaixaBank Payments & Consumer, E.F.C, E.P., S.A. 128,958 CaixaBank Wealth Management Luxembourg, S.A. 42,035 CaixaBank Facilities Management, S.A. 365 CaixaBank Operational Services, S.A.U. 5,315 Total 928,441 Treasury share transactions are carried out in isolation in an area separate from other activities and protected by the appropriate firewalls so that no inside information is made available. 2025 Consolidated Management Report 45
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Share buyback programme The Board of Directors, having obtained the relevant regulatory authorisations, approved a series of share buy-back programmes to reduce CaixaBank's share capital by redeeming the shares acquired under the programme. Information on the acquisition and disposal of treasury shares during the year is included in Note 21 to the Consolidated Financial Statements, "Equity". The characteristics of the various programmes are as follows: Programme Start date Maximum amount (million euros) Status No. of shares purchased % of the capital bond No. of shares after Programme Share capital after Programme (euros) Date of entry in the Companies Registry SBB II September 2023 500 Completed 129,404,256 1.72% 7,372,727,363 7,372,727,363 03/05/2024 SBB III March 2024 500 Completed 104,639,681 1.42% 7,268,087,682 7,268,087,682 13/06/2024 SBB IV SBB IV 500 Completed 93,149,836 1.28% 7,174,937,846 7,174,937,846 04/12/2024 SBB V November 2024 500 Completed 89,372,390 1.25% 7,085,565,456 7,085,565,456 13/05/2025 SBB VI June 2025 500 Completed 61,044,767 0.86% 7,024,520,689 7,024,520,689 05/12/2025 SBB VII November 2025 500 In progress (1) 1 As at 31 December 2025, transactions amounting to €108 million had been carried out, with a total of 10,822,959 treasury shares repurchased, equivalent to 21.69 % of the maximum monetary amount. 2025 Consolidated Management Report 46
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REGULATORY FREE FLOAT (A.11) The CNMV defines estimated free float as the part of share capital that is not in the possession of significant shareholders (as described in Section A.2 above), of members of the board of directors, or of the Company itself in the form of treasury shares. AVAILABLE FREE FLOAT In order to specify the number of shares available to the public, a definition of free float is used which takes into account issued shares minus treasury shares, shares held by members of the Board of Directors and shares held by the “la Caixa” Banking Foundation and the FROB, which differs from the regulatory calculation. _GEOGRAPHICAL DISTRIBUTION OF INSTITUTIONAL INVESTORS 75.5% of the free float corresponds to institutional investors 2025 Consolidated Management Report 47 45% 7% 19% 14% 5% 10% USA and Canada Spain United Kingdom Rest of Europe Asia and Rest of the world Not defined/foreign 0.24% Treasury shares 54.07% Significant shareholders (total) 0.02% Board 45.67% Regulatory free float (CNMV criterion) 23.7% 0.8% 70.3% 5.3% Retail underlying Employees International Institutional National Institutional 18.1% 31.3% 0.3% 50.4% FROB La Caixa Foundation Treasury and Board Free float
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AUTHORISATION TO INCREASE CAPITAL (A.1) As of 31 December 2025, the Board has the authorisation of the AGM of 22 March 2024, granted until March 2029, to increase the share capital one or more times up to a maximum nominal amount of €3,686,363,681 (equivalent to 50 % of the share capital after the execution of the capital reduction approved at the same AGM), under the terms it deems appropriate. This authorisation may be used for the issue of new shares, with or without a premium and with or without voting rights, for cash payments. The Board is authorised to exclude, in whole or in part, the pre-emptive subscription rights, in which case the capital increases will be limited, in general, to a maximum total amount of €737,272,736; equivalent to 10 % of the share capital after the execution of the capital reduction approved at the same general meeting. As an exception, this limit does not apply to capital increases for the conversion of convertible bonds, which will be subject to the general limit of 50 % of share capital. Along these lines, as of 3 May 2021, the Spanish Capital Companies Act includes as a general obligation the 20 % limitation for the exclusion of pre-emptive subscription rights in capital increases, as well as, for credit institutions, the possibility of not applying this 20 % (and only the general limit of 50 %) to convertible bond issues made by credit institutions, provided that such issues comply with the requirements set out under Regulation (EU) 575/2013. At the 2025 AGM held on 11 April 2025, the report from the Board of Directors dated 28 November 2024 was communicated and made available to shareholders, as required under Article 511 of Royal Legislative Decree 1/2010, of 2 July, concerning the issuance of potentially convertible preference shares into shares for a total nominal amount of €1,000,000,000 excluding the pre-emptive subscription right executed on 28 January 2025. Furthermore, on 29 July 2025, the Board of Directors approved the issuance of potentially convertible preference shares into shares for a total nominal amount of €750,000,000, excluding the pre-emptive subscription right, with the final terms set on 15 September 2025, as published in a disclosure of Other Relevant Information released on the same date. 2025 Consolidated Management Report 48
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_BREAKDOWN OF PREFERENCE SHARE ISSUANCES 1 (€ MILLION) Outstanding amount Issue date Maturities Nominal amount Annual remuneration 31/12/2025 31/12/2024 March 2018 Perpetual 1250 5,250 % 245 1,250 October 2020 Perpetual 750 5.875 % 750 750 September 2021 Perpetual 750 3.625 % 750 750 March 2023 Perpetual 750 8.250 % 750 750 January 2024 Perpetual 750 7.500 % 750 750 January 2025 Perpetual 1,000 6.250 % 1,000 September 2025 Perpetual 500 5.875 % 500 PREFERENCE SHARES 4,745 4,250 Own securities purchased 0 0 Total 4,745 4,250 1 Perpetual additional tier 1 capital instruments that may be redeemed (partially or in full) under certain circumstances at CaixaBank's option (once at least five years have elapsed since their issue date according to the particular conditions of each one of them, and with the prior consent of the competent authority) and, in any case, will be converted into the newly issued ordinary CaixaBank shares if it or the CaixaBank Group has a Common Equity Tier 1 ordinary capital ratio (CET1) calculated in accordance with European Regulation 575/2013, of 26 June, of the European Parliament and of the Council, on prudential requirements for credit institutions and investment firms ("CRR"), of less than 5.125 %. The conversion price of the preference shares shall be the highest of (i) the volume-weighted daily average price of CaixaBank’s shares in the five trading days prior to the day the corresponding conversion is announced, ii) the minimum conversion price specified for each issue, and (iii) the par value of CaixaBank’s shares at the time of conversion. 2025 Consolidated Management Report 49
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SHARE PRICE PERFORMANCE (A.1) CaixaBank's share price closed 2025 at €10.445 per share, representing an increase of 99.5 % over the year. CaixaBank's trading volume in terms of the number of shares traded was 21.2 % lower than in 20241 (+21.2 % in euros1). The financial markets improved over the course of 2025. After a spike in geopolitical risk associated with Trump's policies at the beginning of the year and a brief phase of volatility, volatility steadily declined as data confirmed a moderate impact on inflation and resilient economic growth. Despite the persistence of several pockets of vulnerability – stemming from geopolitical tensions and large US investments in artificial intelligence – the global markets recorded their third consecutive year of overall gains, with the MSCI ACWI rising by 20 %. In Europe and the United States, indices moved in similar ranges: 18 % for the Euro Stoxx 50 and 16 % for the S&P 500. In the United States, the big tech companies (the so-called "Magnificent 7") rose by 24 %, increasing the concentration of the index. Among the stock market indices, the IBEX 35 stood out, rising 49 %, driven by the banking sector. In the fixed income markets , developed economies' sovereign curves showed steeper slopes. In Europe and Japan, the upward shift was concentrated at the longer end of the curve, reflecting fiscal concerns: Germany's stimulus plans boosted its 30- year benchmark by almost 90 bp to close to 3.5 %. At the same time, peripheral premiums narrowed significantly, especially in Italy (-46 bp) and Spain (-26 bp), while the French premium closed the year at around 70 bp, the highest in the euro area after Slovakia. In the United States, the Fed's rate cuts, and the expectation that further cuts will be implemented, favoured declines at the short end, while long-term rates closed virtually flat, albeit at elevated levels, with the 10-year Treasury above 4.0 %. In the foreign exchange market , the initial appreciation of the dollar following Trump's victory was reversed sharply in the first half of 2025, with the euro appreciating by more than 13 % against the dollar to USD 1.18 per euro. In nominal effective terms, the euro gained 5 %, moderated by the strength of other European currencies. Finally, in the commodities markets , energy commodities fell in Europe (Brent -18 %, natural gas TTF -42 %), while precious metals recorded a historic rally (gold +65 %, silver +148 %) driven by increased central bank purchases and structural supply imbalances, in a move that was amplified by speculative factors and the search for a safe haven amid geopolitical tensions. 1 Traded on listed platforms, includes: BME, BATS Chi-X, TURQUOISE and BATS Europe, among others; excludes over-the-counter transactions. It does not include block transactions or applications. 2025 Consolidated Management Report 50
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_PERFORMANCE OF CAIXABANK SHARES (WITH RESPECT TO SPANISH AND EUROPEAN BENCHMARK INDICES) (year-end 2024 base 100 and % annual change) CaixaBank Euro Stoxx 50 IBEX 35 Euro Stoxx Banks +99.5% +18.3% +49.3% +80.3% Share December 2025 December 2024 Change Share price (€/share) 10.445 5.236 5.209 Market capitalisation (€ million) 73,200 37,269 35,931 Book value (€/share) 5.49 5.17 0.32 Tangible book value (€/share) 4.69 4.41 0.28 Net profit attrib. per share (€/share) (12 months) 0.83 0.80 0.04 PER (Price / EPS; times) 12.52 6.57 5.95 P/B ratio (price / book value) 1.90 1.01 0.89 2025 Consolidated Management Report 51 CaixaBank Euro Stoxx Banks IBEX 35 Euro Stoxx 50 Dec. 24 Mar. 25 Jun. 25 Sep. 25 Dec. 25
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SHAREHOLDER RIGHTS There are no legal or statutory restrictions on the exercise of shareholders' voting rights, which may be exercised either through physical or telematic attendance at the AGM, if certain conditions¹ are met, or prior to the AGM by remote means of communication. (B.6) In 2025, no amendments to CaixaBank's By-laws were approved (except for those relating to the modification of its share capital). The Company's By-laws do not provide for loyalty shares with double voting rights. Similarly, there are no statutory limitations on the transferability of shares, aside from those prescribed by legal regulations. (A.1 and A.12) CaixaBank has not adopted any neutralisation measures (according to the definitions set out in the Spanish Securities Market Act) in the event of a takeover bid. (A.13) On the other hand, there are legal provisions 2 that regulate the acquisition of significant shareholdings in credit institutions as banking is a regulated sector (the acquisition of shareholdings or significant influence is subject to regulatory approval or non-objection) without prejudice to those related to the obligation to formulate a public takeover bid for the shares to acquire control and for other similar operations. With regard to the rules governing amendments to the By-laws, as well as those governing shareholders' rights to amend them, CaixaBank's rules and regulations largely reflect the provisions of the Spanish Capital Companies Act. Likewise, as a credit institution, the amendment of the By-laws is subject to the authorisation and registration procedure established in Royal Decree 84/2015, of 13 February, which implements Law 10/2014, of 26 June, on the regulation, supervision and solvency of credit institutions. It should be mentioned that, in accordance with the regime envisaged in this rule, certain modifications (the change of registered office within the national territory, the increase of share capital or the textual incorporation of mandatory or prohibitive legal or regulatory precepts, or to comply with judicial or administrative resolutions, as well as those that the Bank of Spain has considered of little relevance in response to prior consultation) are not subject to the authorisation procedure, although they must in any case be notified to the Bank of Spain for filing in the Register of Credit Institutions. (B.3) In relation to the right to information, the Company acts under the general principles of transparency and non-discrimination contained in current legislation and set out in internal regulations, especially in the policy on communication and contact with shareholders, institutional investors and proxy shareholders, which is available on the corporate website. With regard to inside information, in general, this is made public immediately through the CNMV website and the corporate website, as well as any other channel deemed appropriate. Notwithstanding the foregoing, the Company's Investor Relations area carries out information and liaison activities with different stakeholders, always in accordance with the principles of the aforementioned policy. 1 Registration of ownership of shares in the relevant book-entry ledger, at least five days in advance of the date on which the general meeting is to be held and ownership of at least 1,000 shares, individually or in a group with other shareholders. 2 Regulation (EU) 1024/2013 of the Council, of 15 October 2013, conferring specific tasks on the European Central Bank concerning policies relating to the prudential supervision of credit institutions; Spanish Securities Market Act; Act 10/2014, of 26 June, on the organisation, supervision and solvency of credit institutions (Articles 16 to 23) and Royal Decree 84/2015, of 13 February, which implements it. 2025 Consolidated Management Report 52
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MANAGEMENT AND ADMINISTRATION OF THE COMPANY At CaixaBank, the management and control of the Company is carried out by the General Meeting of Shareholders, the Board and its Committees: THE ANNUAL GENERAL MEETING OF SHAREHOLDERS CaixaBank's Annual General Meeting of Shareholders is the highest representative and participatory body of the Company's shareholders. Accordingly, in order to facilitate the participation of shareholders in the Annual General Meeting of Shareholders and the exercise of their rights, the Board will adopt such measures as appropriate so that the AGM may effectively perform its duties. _ATTENDANCE AT GENERAL MEETINGS (B.4) Distance voting Date of general meeting Present in person Represented Votes by electronic means Others Total 31/03/20232 49.61% 25.22% 0.91% 0.82% 76.56% Of which: Free float¹ 0.02% 20.82% 0.91% 0.82% 22.57% 22/03/20243 48.74% 28.29% 0.35% 0.45% 77.83% Of which: Free float¹ 0.04% 23.29% 0.35% 0.45% 24.13% 11/04/20254 48.94% 32.90% 0.52% 0.45% 82.81% Of which: Free float¹ 0.03% 28.77% 0.52% 0.45% 29.77% 1 Approximate information as foreign significant shareholders hold their shares through nominees. 2 The Annual General Meeting of Shareholders in March 2023 was held in a hybrid format (attendance in person and using remote means), so the physical attendance figure includes both in-person and remote participation by shareholders. 3 The Annual General Meeting of Shareholders in March 2024 was held in a hybrid format (attendance in person and using remote means), so the physical attendance figure includes both in-person and remote participation by shareholders. 4 The Annual General Meeting of Shareholders in April 2025 was held in a hybrid format (attendance in person and using remote means), so the physical attendance figure includes both in-person and remote participation by shareholders. 2025 Consolidated Management Report 53 GENERAL MEETING OF SHAREHOLDERS EXTERNAL AUDIT Executive Committee Appointments and Sustainability Committee Risks Committee Remuneration Committee Innovation, Technology and Digital Transformation Committee Audit and Control Committee BOARD OF DIRECTORS MANAGEMENT BODIES CHIEF EXECUTIVE OFFICER AND MANAGEMENT COMMITTEE Designates / Reportsto/
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At the Annual General Meeting of Shareholders held in April 2025 all items on the agenda were approved (B.5): _GENERAL MEETING OF SHAREHOLDERS OF 11 APRIL 2025 82.81 % of quorum 94.07% on share capital average approval Agreements of the Annual General Meeting of Shareholders 11/04/2025 % of votes issued in favour % of votes in favour regarding share capital 1.1 Approval of the individual and consolidated financial statements and their respective management reports for the financial year 2024 99.78% 82.61% 1.2 Approval of the consolidated non-financial information statement for the financial year 2024 99.78% 82.62% 1.3 Approval of the Board of Directors' performance in 2024 99.60% 82.46% 2 Approval of the proposed appropriation of profit or loss for the financial year 2024 99.81% 82.64% 3 Re-election of the statutory auditor of the Company and its consolidated Group for the financial year 2026 99.70% 82.55% 4.1 Re-appointment of director Koro Usarraga Unsain 99.37% 82.27% 4.2 Re-appointment of director Fernando María Costa Duarte Ulrich 98.44% 81.50% 4.3 Re-appointment of director Teresa Santero Quintillá 95.91% 79.41% 4.4 Appointment of director Rosa María García Piñeiro 99.61% 82.47% 4.5 Appointment of director Luis Álvarez Satorre 99.60% 82.47% 4.6 Appointment of director Bernardo Sánchez Incera 99.35% 82.26% 4.7 Appointment of director Pablo Arturo Forero Calderón 99.33% 82.24% 4.8 Appointment of director José María Méndez Álvarez-Cedrón 99.38% 82.29% 5.1 Authorisation for the Company to acquire treasury shares as provided for in Article 146 of the Spanish Capital Companies Act, revoking, in terms of the undrawn amount, the authorisation currently in force, approved at the Annual General Meeting of Shareholders held on 22 May 2020 99.47% 82.36% 5.2 Capital reduction for a maximum amount equivalent to 10 % of the share capital through the redemption of treasury shares 99.74% 82.59% 6.1 Setting of directors' remuneration 77.43% 64.10% 6.2 Approval of the Remuneration Policy of the Board of Directors 76.61% 63.43% 6.3 Delivery of shares to the executive directors as payment of the variable component of their remuneration 77.78% 64.39% 6.4 Approval of the maximum level of variable remuneration for employees whose professional activities have a significant impact on the Company's risk profile 77.88% 64.42% 6.5 Consultative vote on the Annual Report on the Remuneration of Directors for the 2024 financial year 77.02% 63.76% 7 Authorisation and delegation of powers to interpret, correct, supplement, implement and develop the resolutions adopted by the general meeting of shareholders, and delegation of powers to notarise those resolutions in public deeds, file them and, where appropriate, correct them 99.83% 82.65% Average 94.07% 77.88% Data for the AGM held on 11 April 2025. For more information on the voting results, see: https://www.caixabank.com/deployedfiles/caixabank_com/Estaticos/PDFs/Accionistasinversores/Gobierno_Corporativo/JGA/2025/Quorum_CAST_certificado.pdf 2025 Consolidated Management Report 54
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At CaixaBank, there are no differences with respect to the minimum quorum requirements for the constitution of the general meeting, or with respect to the rules for adopting corporate resolutions established by the Spanish Capital Companies Act. (B.1, B.2) It has not been established that the decisions that entail an acquisition, disposal or contribution to another company of essential assets or other similar corporate transactions (other than those established by law) must be subject to the approval of the AGM. However, the Regulation of the General Meeting of Shareholders establishes that the AGM shall have the remit prescribed by the law and regulations applicable to the Company. (B.7) The corporate governance information is available on CaixaBank's corporate website (www.caixabank.com) under "Shareholders and Investors – Corporate governance and remuneration policy"¹, including specific information on the general meetings of shareholders"². Also, when an AGM is announced, a banner appears on the CaixaBank homepage with a direct link to the information about the meeting. (B.8) 1 https://www.caixabank.com/es/accionistas-inversores/gobierno-corporativo/consejo-administracion.html 2 https://www.caixabank.com/es/accionistas-inversores/gobierno-corporativo/junta-general-accionistas.html 2025 Consolidated Management Report 55
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THE BOARD OF DIRECTORS The Board of Directors is the Company's most senior representative, management and administrative body with powers to adopt agreements on all matters except those that fall within the remit of the AGM. It approves and oversees the strategic and management directives established in the interest of all Group companies, and it ensures regulatory compliance and the implementation of good practices in the performance of its activity, as well as adherence to the additional principles of social responsibility that it has voluntarily assumed. The maximum and minimum number of Directors established in the By-laws is 22 and 12, respectively. (C.1.1) The General Meeting of Shareholders held on 22 May 2020 adopted the agreement to set the number of Board members at 15. At CaixaBank, the Chairman and Chief Executive Officer have different yet complementary roles. There is a clear division of responsibilities between each position. The Chairman is the Company's senior representative, performs the functions assigned by the By-laws and current regulations, and coordinates together with the Board of Directors, the functioning of the Board Committees for a better performance of the supervisory function. Since January 2025, the Chairman of the Board of Directors has carried out a purely non- executive (proprietary) role, having no executive functions. Meanwhile, CaixaBank’s Chief Executive Officer is the Company’s most senior executive and is entrusted with the day-to-day running of the business under the supervision of the Board of Directors. There is also a delegated Committee, the Executive Committee, which has executive functions (excluding those that cannot be delegated). This Committee also reports to the Board of Directors and meets on a more regular basis. There is a Lead Independent Director appointed from among the independent directors who, in addition to leading the periodic assessment of the Chairman, also chairs the Board in the absence of the Chairman and the Deputy Chairman, in addition to other assigned duties. The directors meet the requirements of honourability, experience and good governance in accordance with the applicable law at all times, considering, furthermore, recommendations and proposals for the composition of administrative bodies and profile of directors issued by authorities and national or community experts. As of 31 December 2025, the Board of Directors comprises 15 members, of whom one was an executive director and 14 were non-executive directors (nine independent directors, three proprietary directors and two other external directors). Independent directors make up 60 % of the CaixaBank Board of Directors, which amply complies with the current provisions of Recommendation 17 of the Good Governance Code for Listed Companies for companies that have one shareholder who controls more than 30 % of the share capital. As of 31 December 2025, the Board of Directors comprises one executive director, the Chief Executive Officer, two directors classified as other external directors and three proprietary directors. Of the proprietary directors, two were appointed on the proposal of FBLC and CriteriaCaixa, while the third was appointed on the proposal of the FROB Executive Resolution Authority and BFA Tenedora de Acciones, S.A.U. For illustrative purposes, the following chart shows the distribution of directors in the different categories and the significant shareholder they represent, if proprietary directors. _BOARD AT THE CLOSE OF 2025 - CATEGORY OF _MEMBERS OF THE BOARD OF DIRECTORS _OF CAIXABANK 2025 Consolidated Management Report 56 Non-proprietary directors Independent directors 13% Other external directors 7% Executive directors 20% Proprietary directors 13% Criteria-FB “La Caixa” 60% 7% BFA-FROB 80%
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_BOARD OF DIRECTORS 2025 Consolidated Management Report 57 40% <4 years 27% 4 - 8 years 33% 8-12 years 60% Independent directors (C.1.3) 20% Proprietary directors (C.1.3) 7% Executive directors (C.1.3) 13% Other external directors (C.1.3) Category Date of first appointment Average of 5.5 years on the board (5.7 for independent directors) María Amparo Moraleda Deputy Chairwoman - Independent Bernardo Sánchez Independent director Peter Löscher Independent director Rosa Mª García Independent director Cristina Garmendia Independent director Eduardo Javier Sanchiz Lead Independent Director Koro Usarraga Independent director Mª Verónica Fisas Independent director Luis Álvarez Independent director Gonzalo Gortazar Chief Executive Officer - Executive Fernando Mª Ulrich Other external director Pablo Arturo Forero Other external director Teresa Santero Proprietary director José Mª Méndez Proprietary director Tomás Muniesa Chairman - Proprietary Executive Committee Appointments and Sustainability Committee Audit and Control Committee Remuneration Committee Risks Committee Innovation, Technology and Digital Transformation Committee BOARD COMMITTEES
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_DETAILS OF THE COMPANY'S DIRECTORS AT YEAR-END 2025 ARE SET OUT BELOW: (C.1.2) Tomas Muniesa María Amparo Moraleda Gonzalo Gortazar1 Eduardo Javier Sanchiz Luis Álvarez Fernando María Ulrich2 Mª Verónica Fisas Pablo Arturo Forero2 Rosa María García Cristina Garmendia Peter Löscher Jose María Méndez Bernardo Sánchez Teresa Santero Koro Usarraga Director category Proprietary Independent Executive Independent Independent Other external Independent Other external Independent Independent Independent Proprietary Independent Proprietary Independent Position on the Board Chairman Deputy Chairwoman Chief Executive Officer Lead Independent Director Director Director Director Director Director Director Director Director Director Director Director Date of first appointment 01/01/2018 24/04/2014 30/06/2014 21/09/2017 11/04/2025 03/12/2020 25/02/2016 11/04/2025 11/04/2025 05/04/2019 31/03/2023 11/04/2025 11/04/2025 03/12/2020 30/06/2016 Date of last appointment 08/04/2022 31/03/2023 31/03/2023 08/04/2022 11/04/2025 11/04/2025 22/03/2024 11/04/2025 11/04/2025 31/03/2023 31/03/2023 11/04/2025 11/04/2025 11/04/2025 11/04/2025 Election procedure General Meeting of Shareholders Resolution General Meeting of Shareholders Resolution General Meeting of Shareholder s Resolution General Meeting of Shareholders Resolution General Meeting of Shareholders Resolution General Meeting of Shareholder s Resolution General Meeting of Shareholder s Resolution General Meeting of Shareholder s Resolution General Meeting of Shareholder s Resolution General Meeting of Shareholders Resolution General Meeting of Shareholder s Resolution General Meeting of Shareholder s Resolution General Meeting of Shareholder s Resolution General Meeting of Shareholder s Resolution General Meeting of Shareholder s Resolution Year of birth 1952 1964 1965 1956 1961 1952 1964 1956 1974 1962 1957 1966 1960 1959 1957 Date of end of term of office 08/04/2026 31/03/2027 31/03/2027 08/04/2026 11/04/2029 11/04/2029 22/03/2028 11/04/2029 11/04/2029 31/03/2027 31/03/2027 11/04/2029 11/04/2029 11/04/2029 11/04/2029 Nationality Spanish Spanish Spanish Spanish Spanish Portuguese Spanish Spanish Spanish Spanish Austrian Spanish Spanish Spanish Spanish 1 It has been delegated all powers delegable by law and the By-laws, without prejudice to the limitations established in the Regulation of the Board of Directors, which apply at all times for internal purposes. (C.1.9) 2 Fernando María Ulrich and Pablo Arturo Forero were classified as other external directors, neither proprietary nor independent, in accordance with the provisions of Section 2 of Article 529 duodecies of the Spanish Capital Companies Act. Fernando María Ulrich has served as non-executive Chairman of Banco BPI, S.A. since 2017 and, at the time Pablo Arturo Forero was appointed, five years had not elapsed since he had held the position of Chief Executive Officer and Executive Deputy Chairman of Banco BPI, S.A. No independent directors receive from the Company or its group any amount or payment other than standard director remuneration, or maintain or have maintained during the last year a business relationship with the Company or any Group company, either in their own name or as a significant shareholder, director or senior manager of an entity which maintains or has maintained such a relationship. (C.1.3) The Company has not appointed any proprietary directors at the request of shareholders holding less than 3 % of the share capital. (C.1.8) The General Secretary and Secretary to the Board of Directors, Óscar Calderón, is not a director. (C.1.29) Details of departures from the Board of Directors during the year are set out below: (C.1.2.B) Name Category of director at the time of cessation Date of last appointment Date of cessation Specialised committees of which he or she was a member Indicate whether the departure took place before the end of his or her term of office José Ignacio Goirigolzarri Executive 03/12/2020 01/01/2025 Committee, Innovation, Technology and Digital Transformation Committee No. Term of office not renewed (*) Joaquín Ayuso Independent 03/12/2020 11/04/2025 Remuneration Committee, Risks Committee No. Term of office not renewed Francisco Javier Campo Independent 03/12/2020 11/04/2025 Appointments and Sustainability Committee, Audit and Control Committee, Innovation, Technology and Digital Transformation Committee No. Term of office not renewed Eva Castillo Independent 03/12/2020 11/04/2025 Executive Committee, Remuneration Committee, Innovation, Technology and Digital Transformation Committee No. Term of office not renewed José Serna Proprietary 14/05/2021 11/04/2025 Audit and Control Committee, Remuneration Committee Yes. Resignation (**) (*) In the communication dated 30 October 2024 (Other Relevant Information disclosure - registration number 31.114), Jose Ignacio Goirigolzarri expressed his intention to not renew his term at the next General Meeting of Shareholders, following the successful completion of the CaixaBank Group's 2022-2024 Strategic Plan, drawn up after the merger with Bankia, thus concluding a cycle that started when he joined Bankia in 2012. (**) Resignation of José Serna as member of the Board of Directors with effect from the Annual General Meeting of Shareholders, as his term of office was coming to an end. 2025 Consolidated Management Report 58
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_SHARES HELD BY THE BOARD (A.3) Name Number of voting rights attached to the shares % of voting rights attributed to the shares Number of voting rights through financial instruments % of voting rights through financial instruments Total number of voting rights % total voting rights From the total number of voting rights attributed to the shares, indicate, if applicable, the additional votes corresponding to shares with loyalty voting rights Direct Indirect Direct Indirect Direct Indirect Direct Indirect Direct Indirect Tomas Muniesa 304,375 0 0.004% 0.000% 0 0 0.000% 0.000% 304,375 0.004% 0 0 María Amparo Moraleda 0 0 0.000% 0.000% 0 0 0.000% 0.000% 0 0.000% 0 0 Gonzalo Gortazar 495,666 0 0.007% 0.000% 373,787 0 0.005% 0.000% 869,453 0.012% 0 0 Eduardo Javier Sanchiz 4,150 0 0.000% 0.000% 0 0 0.000% 0.000% 4,150 0.000% 0 0 Luis Álvarez 0 0 0.000% 0.000% 0 0 0.000% 0.000% 0 0.000% 0 0 Fernando María Ulrich 0 0 0.000% 0.000% 0 0 0.000% 0.000% 0 0.000% 0 0 Mª Verónica Fisas 0 0 0.000% 0.000% 0 0 0.000% 0.000% 0 0.000% 0 0 Pablo Arturo Forero 87,047 0 0.001% 0.000% 0 0 0.000% 0.000% 87,047 0.001% 0 0 Rosa María García 0 0 0.000% 0.000% 0 0 0.000% 0.000% 0 0.000% 0 0 Cristina Garmendia 0 0 0.000% 0.000% 0 0 0.000% 0.000% 0 0.000% 0 0 Peter Löscher 0 0 0.000% 0.000% 0 0 0.000% 0.000% 0.000% 0 0 Jose María Méndez 0 0 0.000% 0.000% 0 0 0.000% 0.000% 0 0.000% 0 0 Bernardo Sánchez 0 0 0.000% 0.000% 0 0 0.000% 0.000% 0 0.000% 0 0 Teresa Santero 0 0 0.000% 0.000% 0 0 0.000% 0.000% 0 0.000% 0 0 Koro Usarraga 7,175 0 0.000% 0.000% 0 0 0.000% 0.000% 7,175 0.000% 0 0 TOTAL 898,413 0 0.013% 0.000% 373,787 0 0.005% 0.000% 1,272,200 0.018% 0 0 Note: The information regarding the number of voting rights through financial instruments provided in this section refers to the maximum number of shares pending receipt as a result of long-term incentive plans as well as bonuses from previous financial years whose settlement is deferred in compliance with applicable regulations. Therefore, the information provided in this column of the table does not specifically refer to financial instruments that grant the right to acquire shares, but rather to shares owned by CaixaBank that are intended for the settlement of these plans, with the appropriate adjustments at the time of handover to the relevant Board members. It is at the time of settlement of these plans when each beneficiary will communicate to the market the acquisition of the shares whose voting rights will then belong to them. 2025 Consolidated Management Report 59
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49.35% + 0.02%1 Significant shareholders represented on the Board % total voting rights of significant shareholders represented on the Board total voting rights owned by the Board "la Caixa" Banking Foundation (CriteriaCaixa) 31.27% FROB (BFA TENEDORA DE ACCIONES) 18.08% 49.37% total voting rights represented on the Board (Directors + significant shareholders represented on the Board) Real % not calculated, not addition of previous % 2025 Consolidated Management Report 60 1 For formatting reasons, in the Statistical Annex of the CNMV the % shareholding of the Board is 0.02 % because it does not allow three decimal places (0.018 %).
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CVS OF THE DIRECTORS (C.1.3) TOMÁS MUNIESA Proprietary Chairman Education Mr Muniesa holds a degree in Business Studies and a Master's degree in Business Administration from ESADE Business School. Professional career He joined "la Caixa" in 1976 and was appointed Deputy General Manager of the Insurance and Asset Management Group of CaixaBank in 1992, becoming General Manager in 2011, a post he held until November 2018. In that year, he stepped down from his executive functions at the CaixaBank Group and was appointed Deputy Chairman of CaixaBank. Previously, he was also Chairman of MEFF (Sociedad Rectora de Productos Derivados) and Deputy Chairman of VidaCaixa, where he was CEO, SegurCaixa Adeslas and BME (Bolsas y Mercados Españoles). He was also Second Deputy Chairmaan of UNESPA, Director and Chairman of the Audit Committee of Consorcio de Compensación de Seguros, Director of Vithas Sanidad S.L., Director of Allianz Portugal and Alternate Director of Grupo Financiero Inbursa in Mexico. Other positions currently held Chairman of the CaixaBank Dual Training Foundation (Dualiza), Deputy Chairman of CECA and Deputy Chairman of the COTEC Foundation. He is a member of the Board of Trustees of the ESADE Foundation and of other foundations such as: Fundación CEDE, Fundación FEDEA, Fundación Real Instituto Elcano, Fundación Aspen Institute España, Fundación Conexión España, Fundación Mobile World Capital and Fundación Consejo España-USA. He is also a member of the Advisory Board of the Spanish Confederation of Business Organizations (CEOE) and of other relevant institutions and associations in Spain. MARÍA AMPARO MORALEDA Independent Deputy Chairwoman Education Ms Moraleda graduated in Industrial Engineering from the ICAI Business School and holds an MBA from the IESE Business School. Professional career Between 2012 and 2017, she was a member of the Board of Directors of Faurecia, S.A. and a member of the Advisory Board of KPMG España (from 2012). Between 2013 and 2021, she was a member of the Board of Directors of Solvay, S.A. She was Chief Operating Officer for Iberdrola's International area with responsibility for the United Kingdom and the United States between January 2009 and February 2012. She was also the head of Iberdrola Engineering and Construction from January 2009 to January 2011. She was the Executive Chairwoman of IBM for Spain and Portugal from July 2001 to January 2009 and her responsibilities were expanded to include Greece, Israel and Türkiye from July 2005 to January 2009. Between June 2000 and 2001, she was executive assistant to the Chairwoman of IBM Corporation. From 1998 to 2000 she was General Manager at INSA (a subsidiary of IBM Global Services). From 1995 to 1997 she was head of HR for EMEA at IBM Global Services and from 1988 to 1995 she held various offices and management positions at IBM España. Other positions currently held She is an independent director at several companies: Airbus Group, S.E. (since 2015) Vodafone Group (since 2017) and A.P. Møller-Mærsk A/S (since 2021). She is also a member of the Advisory Board of the following companies: SAP Ibérica (since 2013), Spencer Stuart (since 2017) Kearney (since 2022) and ISS España. She is also a member of various boards and trusts of different institutions and bodies, including the Royal Academy of of Economic and Financial Sciences, the Academy of Social and Environmental Sciences of Andalusia, the Board of Trustees of MD Anderson International Spain, the Vodafone Foundation, the Airbus Foundation and the Curarte Foundation. GONZALO GORTAZAR Chief Executive Officer Education Mr Gortazar is a graduate in Law and Business Studies from Comillas Pontifical University (ICADE) and holds an MBA in Business Administration from INSEAD. Professional career He served as Chief Financial Officer of CaixaBank until his appointment as Chief Executive Officer in June 2014. Prior to that, he was CEO of Criteria CaixaCorp between 2009 and June 2011. From 1993 to 2009, he worked at Morgan Stanley in London and Madrid, where he held various positions in the Investment Banking Division, heading up the Financial Institutions Group in Europe until he joined Criteria. Previously, he held various corporate banking and investment banking positions at Bank of America. He also served as First Deputy Chairman of Repsol and Director of Grupo Financiero Inbursa, Erste Bank, SegurCaixa Adeslas, Abertis, Port Aventura and Saba. 2025 Consolidated Management Report 61
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Other positions currently held He is also the current Chairman of VidaCaixa, Chairman of CaixaBank Payments & Consumer(*) and Director of Banco BPI. (*) As of 28 January 2026 he no longer holds this position. EDUARDO JAVIER SANCHIZ Lead Independent Director Education Mr Sanchiz holds a degree in Economics and Business Administration from the University of Deusto and a Master's degree in Business Administration from the Instituto Empresa in Madrid. Professional career Former CEO of Almirall (July 2011-September 2017). Prior to that, he served as Executive Director of Corporate Development and Finance and CFO. He has been a member of the company's Board of Directors since 2005 and of its Dermatology Committee since 2015. Previously, he held various positions at the US pharmaceutical company Eli Lilly & Co. Further positions of note include General Manager for Belgium and Mexico and Executive Officer for the business area responsible for countries in central, northern, eastern and southern Europe. Other positions currently held He is a member of the Board of Directors of the French pharmaceutical company Pierre Fabre and a member of its Strategy Committee, as well as its Audit Committee. He is also a member of the Board of Sabadell-Asabys Health Innovation Investments 2B S.C.R., S.A. and a member of the Advisory Board of the Biotechnology Institute, S.L. LUIS ÁLVAREZ Independent director Education Telecommunications Engineer, having studied at the Polytechnic University of Madrid. Professional career He was CEO of SIA (Sistemas Informáticos Abiertos), an Indra Group company specialising in cybersecurity, with a multinational scope, from January 2020 to July 2022. Formerly, he was an independent consultant in the field of technology services and digital transformation projects and for almost 20 years he held different positions in BT Global Services, a multinational technology services provider, serving as CEO of the company from 2012 to 2017. Previously (and from the start of his professional career), he worked as a telecommunications engineer for several different companies, including Grupo Santander, IBM and Ericsson. Other positions currently held He is currently Country Manager for Spain at NEORIS, a company dedicated to global technology consultancy, digital transformation projects and artificial intelligence. In addition, he is non-executive Chairman of several companies in the field of infrastructure and submarine cables: Eagle Crest Telecoms Ltd., Islalink Holding Sociedad Limitada and Balalink S.A.U. FERNANDO MARÍA ULRICH Other external director Education Degree in Business and Economics from the Higher Institute of Economics and Management at the University of Lisbon. Professional career He has been the non-executive Chairman of Banco BPI, S.A. since 2017. He has also been the non-executive Chairman of BFA (Angola) (2005-2017); a member of the APB (Portuguese Association of Banks) Board of Directors (2004-2019); Chairman of the General and Supervisory Board of the University of Algarve, Faro (Portugal) (2009-2013); non-executive Director of SEMAPA, (2006-2008); non-executive Director of Portugal Telecom (1998-2005); non-executive Director of Allianz Portugal (1999-2004); non- executive Director of PT Multimedia (2002-2004); member of the Advisory Board of the Confederation of Portuguese Business (CIP) (2002-2004); non- executive Director of IMPRESA and of the Portuguese media conglomerate, SIC (2000-2003); Deputy Chairman of the Board of Directors of BPI SGPS, S.A. (1995-1999); Deputy Chairman of Banco de Fomento & Exterior, S.A. and Banco Borges & Irmão (1996-1998); member of the Advisory Board for Treasury Reform (1990-1992); member of the National Board of the Portuguese Securities Market Commission (1992-1995); Executive Director of Banco Fonsecas & Burnay (1991-1996); Deputy Chairman of Banco Portugués de Investimento (1989-2007); Executive Director of Banco Portugués de Investimento (1985-1989); Deputy Director of Sociedade Portuguesa de Investimentos (SPI) (1983-1985); Chief of Cabinet of the Ministry of Finance of the Government of Portugal (1981-1983); member of the Secretariat for Economic Cooperation of the Portuguese Ministry of Foreign Affairs (1979-1980) and member of the Portuguese delegation to the 2025 Consolidated Management Report 62
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OECD (1975-1979). He was also head of the financial markets section for the newspaper Expresso (1973-1974). Other positions currently held Non-executive Chairman of Banco BPI, a subsidiary of the CaixaBank Group. MARÍA VERÓNICA FISAS Independent director Education Ms Fisas holds a degree in Law and a Master's degree in Business Administration from EAE Business School. Professional career In 2001, as the CEO of the US subsidiary of Natura Bissé, she was responsible for the expansion and consolidation of the business, obtaining outstanding results in product distribution and brand positioning. In 2009, she joined the Board of Directors of Stanpa, Asociación Nacional de Perfumería y Cosmética, becoming Chairwoman of the Board of Directors of Stanpa in 2019 and also Chairwoman of Fundación Stanpa. Other positions currently held She has been Executive Officer of the Board of Directors of Natura Bissé and General Manager of the Natura Bissé Group since 2007. She has also been a trustee of the Ricardo Fisas Natura Bissé Foundation since 2008. PABLO ARTURO FORERO Other external Education Mr Forero holds a degree in Economics, specialising in macroeconomics, from the Universidad Autónoma of Madrid. Professional career Previously, he was non-executive Chairman of CaixaBank Asset Management, SGIIC, S.A., a subsidiary of CaixaBank, S.A. and an independent director and Chairman of the Risks Committee of HSBC Continental Europe, the subsidiary bank of HSBC Holdings plc (2023-2025). From 2017 to 2020, he served as Chief Executive Officer and executive Deputy Chairman of Banco BPI, S.A. (Portugal). He was also Head of Risk at CaixaBank (2013-2016); Director of Treasury, Capital Markets and Asset Allocation (2011-2013), Investment Director of asset management operations as well as investment advisor for the company's insurance business (2009-2011). He also held positions at JP Morgan Asset Management UK, where he was a member of the Management Committee and the Investment Committee; Head of Asset Management in Spain at JP Morgan España; Head of Markets and ALCO at the Spanish branch of the US investment bank, Manufacturers Hanover Trust Co. He began his professional career at Arthur Andersen & CO Spain, holding various positions in the audit department. Other positions currently held He has been an independent director(*) of the Portuguese company, Grupo Jose de Mello, since June 2021. (*) As of 1 January 2026 he no longer holds this position. ROSA MARÍA GARCÍA Independent director Education Ms García Piñeiro is an industrial engineer with a Master's degree in Industrial Organisation and Management from the University of Vigo, a Master's degree in Environmental Engineering from the School of Industrial Organisation in Madrid and a Master's degree in Business Administration and Management from the University of Geneva. Professional career Previously, her professional career was linked to the Alcoa Group (from 1999), where she held senior positions in the management of sustainability- related aspects, such as global Deputy Chairwoman of Sustainability at Alcoa Corp from November 2016 to February 2024, and notably serving as Chairwoman of the Alcoa Foundation. Other positions currently held She is an independent director at several companies: ACERINOX, S.A. (since 2017), as a member of the Executive Committee and Chairwoman of the Sustainability Committee; Ence Energía y Celulosa, S.A. (since 2018), as a member of the Audit Committee, member of the Appointments and Remuneration Committee and Chairwoman of the Sustainability Committee, and PowerCo SE (since 2022). She is also Chairwoman of the Advisory Board of the Geneva Center for Business and Human Rights, an educational centre attached to the Geneva School of Economics and Management (GSEM); member of the Advisory Board of Blossom, a communications company mainly linked to the field of sustainability based in Geneva (Switzerland) and advisor to the Impact Committee of the Canadian venture capital fund, Circular Innovation Fund. 2025 Consolidated Management Report 63
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CRISTINA GARMENDIA Independent director Education Ms Garmendia holds a degree in Biological Sciences, specialising in Genetics, a PhD in Molecular Biology from the Severo Ochoa Molecular Biology Centre of the Autonomous University of Madrid and an MBA from the IESE Business School of the University of Navarra. Professional career She was formerly Executive Deputy Chairwoman and Chief Financial Officer of the Amasua Group. Member of the governance bodies of, among others, Genetrix, S.L. (Executive Chairwoman), Sygnis AG (Chairwoman of the Supervisory Board), Satlantis Microsats (Chairwoman), Science & Innovation Link Office, S.L. (Director), and independent director of NTT DATA (previously EVERIS), Naturgy Energy Group, S.A. (formerly, Gas Natural, S.A.), Corporación Financiera Alba, Pelayo Mutua de Seguros. She held the position of Minister of Science and Innovation in the Spanish Government throughout the entire 9th parliamentary term from April 2008 to December 2011. Other positions currently held She is the non-executive Chairwoman of Mediaset España Comunicación, S.A., and as such, a trustee of FAD Juventud. She is also Deputy Chairwoman of Compañía de Distribución Integral Logista Holdings, S.A. and Director of Ysios Capital Partners, SGEIC, S.A. She is Chairwoman of the COTEC Foundation and, as such, a member of the Board of Trustees of the Pelayo and SEPI Foundations. She is a member of the Advisory Board of the Women for Africa Foundation and UNICEF, Spanish Committee, and is also a member of the Advisory Board of Integrated Service Solutions, S.L. and of the security company S2 Grupo. PETER LÖSCHER Independent director Education Mr Löscher studied Economics and Finance at the University of Vienna and Business Administration at the Chinese University of Hong Kong. He obtained a Master’s Degree in Business Administration and Management from the University of Vienna, and completed the Advanced Administration Program at Harvard Business School. Professional career He previously held the post of Chairman of the Board of Directors of Sulzer AG (Switzerland) and Chairman of the Supervisory Board of OMV AG (Austria). From March 2014 to March 2016, he served as CEO of Renova Management AG (Switzerland), and was Chairman and Chief Executive Officer of Siemens AG (Germany) between 2007 and 2013. He also served as Chairman of Global Human Health and as a member of the Executive Board of Merck & Co., Inc. (USA), Chairman and CEO of GE Healthcare BioSciences, and member of the General Electric Executive Board (USA), Operations Director and member of the Amersham Plc Board (United Kingdom). He held leading positions in Aventis (Japan) and Hoechst (Germany and the United Kingdom). He served as Chairman of the Board of Directors of the Siemens Foundation and is an emeritus member of the Advisory Board of the Singapore Economic Development Board; he is also a member of the International Advisory Board of Bocconi University. He is Honorary Professor at Tongji University (Shanghai), holds an Honorary Doctorate in Engineering from Michigan State University and an Honorary Doctorate from the Slovak Engineering University in Bratislava. He holds the Grand Decoration of Honor in Gold from the Republic of Austria and is a Knight Commander of the Order of Civil Merit of Spain. Other positions currently held He is currently an independent non-executive Director of Telefónica, S.A. (Spain) and Chairman of the Supervisory Board of Telefónica Deutschland Holding AG (Germany); member of the Supervisory Board of Royal Philips (Netherlands), non-executive Director of Thyssen-Bornemisza Group AG (Switzerland) and non-executive member (*) of the Board of Directors of Doha Venture Capital LLC (Qatar). (*) As of 1 January 2026 he no longer holds this position. JOSÉ MARÍA MÉNDEZ Proprietary director Education Mr Méndez holds a degree in Law from the University of Santiago de Compostela and in Political Science and Administration from the Universidad Autónoma of Madrid, having also completed the Senior Management Programme at IESE Business School (University of Navarra). Additionally, he is a civil servant on leave of absence from the Cuerpo Superior de Administradores Civiles del Estado (Senior Civil Administrators of the State). Professional career Previously, he was CEO of Cecabank, S.A. and General Manager of CECA; Deputy Chairman of the Board of the European Savings and Retail Banking Group (ESBG); member of the Board of the World Saving Banks and Retail Banking Institute (WSBI); Deputy Chairman of the Fundación de las Cajas de Ahorros (FUNCAS); Chairman of the Spanish Centre for Sustainable and Responsible Finance (FINRESP); member of the Management Committee of the Deposit Guarantee Fund for Credit Institutions and an independent expert on the Board of the European Investment Bank (EIB). 2025 Consolidated Management Report 64
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He joined CECA as General Secretary in 2003, having previously held various positions in the Directorate General of the Treasury and Financial Policy of the Ministry of Economy (1993-2003) and as Deputy General Manager of Financial Policy from 2000 to 2003. Other positions currently held He is currently Managing Director of Criteria Caixa S.A.U. and holds management responsibilities at the "la Caixa" Banking Foundation in the institutional area. He is also a trustee of the FUNCAS, CEOE and CEDE foundations. BERNARDO SÁNCHEZ Independent director Education Mr Sánchez holds an MBA from INSEAD, a Graduate Diploma in Political Studies from Institut d'Etudes Politiques in Paris, a Degree in Economics from the University of Paris III and a Master's degree in International Economics from the University of Paris II. Professional career He previously held the position of Managing Director at Société Générale Group (France) (from November 2009 to September 2018), responsible for retail banking in France, international retail banking for Specialised Financial Services worldwide and insurance companies; he was also non-executive Director of Boursorama, S.A., a subsidiary of Société Générale Group, specialised in digital banking services. His former roles include Chief Executive Officer of the Monoprix Group (France) (2004-2009) and of the Vivarte Group (France) (2003-2004), Chairman of LVMH Fashion Group (France) (2001-2003) and International Director and member of the Executive Committee and General Manager of Inditex Group and General Manager of Zara France (Inditex Group) (1996-2001). He also held various positions in the French banking group Crédit Lyonnais (1984-1996), including that of Chief Executive Officer of Banca Jover (the Group's subsidiary in Spain) from 1994 to 1996. Other positions currently held He is non-executive Chairman of the Board of Directors of COFACE, S.A. (Compagnie Française d'Assurance pour le Commerce Extérieur) (listed company). He is also an independent director of Edenred S.A. and Deputy Chairman of the Board of Directors of Compagnie Financière Richelieu as well as a member of the Supervisory Board of its subsidiary, Banque Richelieu France. Furthermore, he is a member of the Board of INSEAD as well as a member of the Board and Treasurer of EHPAD (Association Sainte Famille nursing home). TERESA SANTERO Proprietary director Education Ms Santero holds a degree in Business Administration from the University of Zaragoza and a PhD in Economics from the University of Illinois Chicago (USA). Professional career Previously, she held positions of responsibility in both the central government administration and the autonomous government. She previously worked for 10 years as an economist in the Economics Department of the OECD in Paris. She was also a visiting lecturer at the Economics Department of the Complutense University in Madrid and associate professor and research aide at the University of Illinois Chicago (USA). She has been on various boards of directors and was an independent member of the General Board of the Spanish Official Credit Institute, ICO (2018-2020), Director of the Spanish industrial holding company, SEPI (2008-2011) and of Navantia (2010-2011), member of the Executive Committee and the Board of the Zona Franca Consortium in Barcelona (2008-2011) and Director of Instituto Tecnológico de Aragón (2004-2007). She has also been a member of the Board of Trustees of several foundations: the Zaragoza Logistics Center (ZLC) Foundation (2005-2007), the Foundation for the Development of Hydrogen Technologies (2005-2007) and the Observatorio de Prospectiva Tecnológica Industrial Foundation (2008-2011). Other positions currently held She is a lecturer at Universidad Instituto de Empresa (UIE) in Madrid. KORO USARRAGA Independent director Education Ms Usarraga has a degree in Business Administration and a Master's degree in Business Management from ESADE, took the PADE (Senior Management Programme) at IESE and is a qualified chartered accountant. Professional career She worked at Arthur Andersen for 20 years and was appointed partner of the audit division in 1993. In 2001, she was appointed Corporate General Manager of Occidental Hotels & Resorts. She was also Managing Director of Renta Corporación and an independent director of NH Hotel Group (2015-2017). Other positions currently held She currently sits on the Board of Directors of Vocento, Vehicle Testing Equipment and 2005 KP Inversiones. 2025 Consolidated Management Report 65
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The positions held by directors in group companies and other (listed or unlisted) companies are as follows: _POSITIONS OF DIRECTORS IN OTHER GROUP COMPANIES (C.1.10) Name of Director Corporate name of the company Listed Position Gonzalo Gortazar BANCO BPI, S.A. NO Director CAIXABANK PAYMENTS & CONSUMER E.F.C, E.P, S.A.U. (*) NO Chairman VIDACAIXA, S.A.U. DE SEGUROS Y REASEGUROS NO Chairman Fernando María Ulrich BANCO BPI, S.A. NO Chairman (*) As of 28 January 2026 he no longer holds this position. The information on directors and positions at other companies refers to the year-end. The Company is not aware of any significant relationships between key shareholders (including those represented on the Board) and its Board members. (A.6) The Company has set rules on the maximum number of external company boards its directors can serve on. According to Article 26.5 of the Regulation of the Board of Directors, CaixaBank's directors must adhere to the limits on board memberships as stipulated in current regulations concerning the organisation, supervision and solvency of credit institutions. (C.1.12) 2025 Consolidated Management Report 66
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_POSITIONS OF DIRECTORS IN OTHER LISTED AND UNLISTED COMPANIES (C.1.11) TOMÁS MUNIESA Corporate name of the company Listed Position Paid SPANISH CHAMBER OF COMMERCE NO Member NO CONFEDERACIÓN ESPAÑOLA DE CAJAS DE AHORROS (CECA) NO Deputy Chairman YES CONSEJO EMPRESARIAL ESPAÑOL PARA EL DESARROLLO SOSTENIBLE (FORÉTICA) NO Director NO FOMENT DEL TREBALL NACIONAL NO Member NO FUNDACIÓN ASPEN INSTITUTE ESPAÑA NO Trustee NO FUNDACIÓN CAIXABANK DUALIZA NO Chairman NO FUNDACIÓN CEDE (CONFEDERACIÓN ESPAÑOLA DE DIRECTIVOS Y EJECUTIVOS) NO Trustee NO FUNDACIÓN CONEXIÓN ESPAÑA NO Trustee NO FUNDACIÓN CONSEJO ESPAÑA-USA NO Trustee NO COTEC FOUNDATION FOR INNOVATION NO Deputy Chairman NO FUNDACIÓN DE ESTUDIOS DE ECONOMÍA APLICADA (FEDEA) NO Trustee NO FUNDACIÓN ESADE NO Trustee NO FUNDACIÓN MOBILE WORLD CAPITAL BARCELONA NO Trustee NO FUNDACIÓN REAL INSTITUTO ELCANO NO Trustee NO Mª AMPARO MORALEDA Corporate name of the company Listed Position Paid AIRBUS GROUP, S.E. YES Director YES AIRBUS FOUNDATION NO Trustee NO FUNDACIÓN CURARTE NO Trustee NO FUNDACIÓN MD ANDERSON INTERNATIONAL ESPAÑA NO Trustee NO IESE NO Board member NO A.P. MOLLER-MAERKS A/S A.P. YES Director YES VODAFONE FOUNDATION NO Trustee NO VODAFONE GROUP PLC YES Director YES GONZALO GORTAZAR Corporate name of the company Listed Position Paid BUSINESS ASSOCIATION NO Member NO EUROFI NO Member NO FUNDACIÓN CONSEJO ESPAÑA-CHINA NO Trustee NO INSTITUTE OF INTERNATIONAL FINANCE NO Member NO EDUARDO JAVIER SANCHIZ Corporate name of the company Listed Position Paid PIERRE FABRE, S.A. NO Director YES SABADELL - ASABYS HEALTH INNOVATION INVESTMENTS 2B, S.C.R, S.A. NO Director YES LUIS ÁLVAREZ Corporate name of the company Listed Position Paid COMPAÑÍA NEORIS ESPAÑA, S.A. NO Country Manager YES EAGLE CREST TELECOMS LTD NO Chairman YES ISLALINK HOLDING, S.L. NO Chairman YES BALALINK, S.A.U. NO Chairman YES 2025 Consolidated Management Report 67
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_POSITIONS OF DIRECTORS IN OTHER LISTED AND UNLISTED COMPANIES (C.1.11) Mª VERÓNICA FISAS Corporate name of the company Listed Position Paid ASOCIACIÓN NACIONAL DE PERFUMERIA Y COSMÉTICA (STANPA) NO Chairwoman NO FUNDACIÓN RICARDO FISAS NATURA BISSÉ NO Trustee NO FUNDACIÓN STANPA NO Chairwoman NO NATURA BISSÉ INT. DALLAS (USA) NO Chairwoman NO NATURA BISSÉ INT. LTD (UK) NO Director NO NATURA BISSÉ INT. SA de C.V. (MEXICO) NO Chairwoman NO NATURA BISSÉ INTERNATIONAL, S.A. NO Chief Executive Officer YES NATURA BISSÉ INTERNATIONAL, S.R.L. (ITALY) NO Chief Executive Officer NO NB SELECTIVE DISTRIBUTION, S.L. NO Joint and several director NO NATURA BISSÉ INTERNATIONAL TRADING (SHANGHAI), CO, LTD NO Joint and several director NO PABLO ARTURO FORERO Corporate name of the company Listed Position Paid JOSE DE MELLO GROUP (*) NO Director YES (*) As of 1 January 2026 he no longer holds this position. ROSA MARÍA GARCÍA Corporate name of the company Listed Position Paid ACERINOX, S.A. YES Director YES ENCE ENERGÍA Y CELULOSA, S.A. YES Director YES POWERCO SE NO Director YES CRISTINA GARMENDIA Corporate name of the company Listed Position Paid COMPAÑÍA DE DISTRIBUCIÓN INTEGRAL LOGISTA HOLDINGS, S.A. Yes Deputy Chairwoman YES COTEC FOUNDATION FOR INNOVATION NO Chairwoman NO FUNDACIÓN AMIGOS DEL MUSEO DEL PRADO NO Trustee NO FUNDACIÓN AMIGOS DEL MUSEO REINA SOFIA NO Trustee NO FUNDACIÓN FAD JUVENTUD NO Trustee NO FUNDACIÓN MARGARITA SALAS NO Trustee NO FUNDACIÓN PELAYO NO Trustee NO FUNDACIÓN REAL ESCUELA ANDALUZA DE ARTE ECUESTRE NO Trustee NO FUNDACIÓN SEPI FSP NO Trustee NO JAIZKIBEL 2007, S.L. (SOCIEDAD PATRIMONIAL) NO Sole director YES MEDIASET ESPAÑA COMUNICACIÓN, S.A. NO Chairwoman YES YSIOS ASSET MANAGEMENT, S.L. NO Director NO YSIOS CAPITAL PARTNERS CIV I, S.L. NO Director NO YSIOS CAPITAL PARTNERS CIV II, S.L. NO Director NO YSIOS CAPITAL PARTNERS CIV III, S.L. NO Director NO YSIOS CAPITAL PARTNERS SGEIC, S.A. NO Director YES PETER LÖSCHER Corporate name of the company Listed Position Paid DOHA VENTURE CAPITAL LLC (*) NO Director YES FUNDING FOUNDATION GUSTAV MAHLER JUGENDORCHESTER NO Trustee NO ROYAL PHILIPS YES Member of the Supervisory Board YES TELEFÓNICA S.A. ESPAÑA YES Director YES TELEFONICA DEUTSCHLAND HOLDING AG NO Chairman of the Supervisory Board YES THYSSEN-BORNEMISZA GROUP NO Director YES (*) As of 1 January 2026 he no longer holds this position. 2025 Consolidated Management Report 68
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_POSITIONS OF DIRECTORS IN OTHER LISTED AND UNLISTED COMPANIES (C.1.11) JOSE MARÍA MÉNDEZ Corporate name of the company Listed Position Paid CRITERIA CAIXA, S.A.U. NO General Manager YES LA CAIXA BANKING FOUNDATION NO Director YES FUNDACIÓN CEDE (CONFEDERACIÓN ESPAÑOLA DE DIRECTIVOS Y EJECUTIVOS) NO Trustee NO CEOE FOUNDATION (SPANISH CONFEDERATION OF BUSINESS ORGANIZATIONS) NO Trustee NO FUNCAS (CECA'S BANKS AND SAVINGS BANKS FOUNDATION) NO Trustee NO BERNARDO SÁNCHEZ Corporate name of the company Listed Position Paid COFACE, S.A YES Chairman YES EDENRED, S.A. YES Director YES COMPAGNIE FINANCIÈRE RICHELIEU NO Deputy Chairman YES BANQUE RICHELIEU FRANCE NO Member of the Supervisory Board YES INSEAD NO Director NO L'EHPAD LA SAINTE FAMILLE NO Board Member and Treasurer NO KORO USARRAGA Corporate name of the company Listed Position Paid 2005 KP INVERSIONES, S.L. NO Joint and several director NO VEHICLE TESTING EQUIPMENT, S.L. (FILIAL 100 % DE 2005 KP INVERSIONES, S.L.) NO Joint and several director NO VOCENTO, S.A. YES Director YES _OTHER PAID ACTIVITIES OTHER THAN THOSE LISTED ABOVE (C.1.11) Mª AMPARO MORALEDA Corporate name of the company Listed Position Paid AT KEARNEY, S.A. NO Member of the Advisory Board YES ISS ESPAÑA NO Member of the Advisory Board YES SAP IBÉRICA NO Member of the Advisory Board YES SPENCER STUART NO Member of the Advisory Board YES ROSA MARÍA GARCÍA Corporate name of the company Listed Position Paid CIRCULAR INNOVATION FUND NO Advisor to the Impact Committee YES CRISTINA GARMENDIA Corporate name of the company Listed Position Paid INTEGRATED SERVICE SOLUTIONS, S.L. NO Member of the Advisory Board YES S2 GRUPO DE INNOVACIÓN EN PROCESOS ORGANIZATIVOS, S.L.U. NO Member of the Advisory Board YES UNIVERSIDAD EUROPEA DE MADRID, S.A. NO Member of the Advisory Board YES TERESA SANTERO Corporate name of the company Listed Position Paid INSTITUTO DE EMPRESA MADRID NO Teacher YES 2025 Consolidated Management Report 69
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. DIVERSITY OF THE BOARD OF DIRECTORS (C.1.5 + C.1.6 + C.1.7) In order to ensure an appropriate balance in the composition of the Board at all times, promoting diversity in gender, age and background, as well as in education, knowledge and professional experience, that contributes to diverse and independent opinions and a sound and mature decision-making process, CaixaBank has a Selection, Diversity and Suitability Assessment Policy in place for members of the Board of Directors, members of senior management and other holders of key roles at CaixaBank and its Group, which is updated regularly. The policy is part of the Company's corporate governance framework and outlines the key aspects and commitments of the Company and its Group regarding the selection and assessment of the suitability of directors, senior management and key function holders. A review and update of certain aspects of the policy was scheduled for June 2025. As provided for in Article 19 of the Regulation of the Board of Directors, the Appointments and Sustainability Committee is responsible for supervising compliance with this policy. This Committee must, among other duties, analyse and propose the profiles of candidates to fill Board positions, considering diversity as an essential factor in the selection process and suitability, with a particular focus on gender diversity. Within the framework of the policy, and with a view to diversity, the following measures have been established: | Consideration, during the director selection and re-election procedures, of the goal of ensuring a composition of the Board that is balanced and diverse, particularly in terms of gender equality as well as knowledge, education and professional experience, age and geographical origin, ensuring a suitable balance and facilitating the selection of candidates from the least represented gender. For this purpose, the suitability assessment reports shall include an assessment of how the candidate contributes to ensuring a diverse and appropriate composition of the Board of Directors. | Annual evaluation of the composition and competences of the Board, which takes into account the diversity aspects indicated above and, in particular, the objectives of balanced gender representation, establishing actions to be taken when there is a discrepancy. | Preparation and update of a skills matrix, the results of which may serve to detect future needs relating to training or areas to improve in future appointments. 2025 Consolidated Management Report 70
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The Selection Policy of CaixaBank's Board, in particular, Section 6.1 of this policy, on the fundamental elements of the diversity policy in the Board of Directors, and the Protocol on Procedures for assessing suitability and appointing directors and senior management, as well as other key positions at CaixaBank, establish the obligation of the Appointments and Sustainability Committee to assess the collective suitability of the Board of Directors each year. Adequate diversity in the composition of the Board is taken into account throughout the selection and suitability assessment process at CaixaBank, considering, in particular, diversity of gender, educational and professional experience, age and geographical origin. Recommendation 15 of the Good Governance Code stipulates that the percentage of female directors must never fall below 30 % of the total number of members of the Board of Directors. Furthermore, by the end of 2022, female directors should comprise at least 40 % of the Board's members. The percentage of women on the Board has stood at 40 % since 2020. In the annual assessment of compliance with the aforementioned Policy, the structure, size and composition of the Board of Directors, in particular, in terms of diversity of gender, education and professional experience, age and geographical origin, were considered adequate, also taking into consideration the individual reassessment of the suitability of each director performed by the Appointments and Sustainability Committee, leading to the conclusion that the Board of Directors as a whole is suitable in terms of composition. It is also noted that the functioning and composition of the Board of Directors have been adequate for the performance of its functions, in particular for the proper management of the entity that the governing body has carried out. _DISTRIBUTION OF EDUCATION AMONG MEMBERS OF THE BOARD OF DIRECTORS _DISTRIBUTION OF EXPERIENCE AMONG MEMBERS OF THE BOARD OF DIRECTORS 2025 Consolidated Management Report 71 Law Mathematics, Physics, Engineering, other science degrees Economics, business studies Executive experience in banking/ financial sector Executive experience in other sectors Credit institutions Financial markets (other) Academic sector - Research Public service/ relations with regulators Corporate governance (including membership of governance bodies) AuditRisk management, compliance Innovation and Technologies Environment, climate change Spain Portugal Rest of Europe (including European institutions) Others (USA, Latin America) Other university degrees
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TRAINING OF BOARD OF DIRECTORS (C.1.5 + C.1.6 + C.1.7.) With regard to the training provided to the members of the Company's Board of Directors, in 2025 the Board of Directors ran an annual training plan designed on the basis on the strategic and priority topics identified, with the aim of ensuring the continuous updating of the directors' knowledge and skills needed for the proper performance of their duties. In 2025, a ten-session training plan was implemented, focusing on key issues such as: DORA, the evolution of payment ecosystems, business, geopolitics, sustainability, cybersecurity (with a focus on fraud), people, the consolidation of the European financial system and regulation. In addition, specific training programmes have been implemented for the members of the Audit and Control Committee and the Risks Committee. Two training sessions were held in the Audit and Control Committee. The first, on the use of artificial intelligence, and the second, on the Corporate Sustainability Reporting Directive. The Committee also included eight monographic exhibitions on the agenda of its ordinary meetings, covering audit matters, internal risk models, remuneration, the sustainability of audit functions, cybersecurity, the audit functions in subsidiaries such as BPI, VidaCaixa, CaixaBank Payments & Consumer, CaixaBank Asset Management, BuildingCenter and the branch network. The Risks Committee held three training sessions on risk-adjusted profitability (artificial intelligence, IRCS and economic capital). This Committee also included six thematic presentations on the agenda of its ordinary meetings, in which relevant risks such as fiduciary risk, model risk, outsourcing risk, actuarial risk, external fraud risk, technological and operational risk, legal and regulatory risk, and environmental, social, and governance (ESG) risk were discussed in detail. It is also worth mentioning that directors joining the Board of Directors receive a Welcome Pack, which is updated periodically and contains basic information on the functioning of the Board and its Committees, as well as the Company's main internal regulations on corporate governance and strategic issues. In 2025, specific banking and financial training programmes were provided for the directors Rosa María García and Luis Álvarez Satorre who joined the Company during the year. These sessions were designed to ensure their proper integration and complement their profiles, broadening their knowledge about the CaixaBank Group's business activities and its regulatory framework. In particular, the directors took part in training sessions given by different CaixaBank divisions on subjects such as Corporate Governance, product marketing and rules of conduct, Finance, Risk Management, Regulatory Compliance, Human Resources, Digital Transformation and Advanced Analytics, Sustainability, CaixaBank's Reputational Model and its Strategic Plan. 2025 Consolidated Management Report 72
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_BOARD OF DIRECTORS SKILLS MATRIX – CAIXABANK 2025 Tomás Muniesa María Amparo Moraleda Gonzalo Gortazar Eduardo J. Sanchiz Luis Álvarez Fernando Mª Ulrich Mª Verónica Fisas Pablo Arturo Forero Rosa Mª García Cristina Garmendia Peter Löscher José María Méndez Bernardo Sánchez Teresa Santero Koro Usarraga Position and Category Executive Chairman Deputy Chairwoman Chief Executive Officer Lead Independent Director Independent Other external Independent Other external Independent Independent Independent Proprietary Independent Proprietary Independent Education Law ● ● ● Business studies ● ● ● ● ● ● ● ● ● ● ● ● ● ● Mathematics, Physics, Engineering, other science degrees ● ● ● ● Other university degrees ● ● Senior management experience (senior management - executive board) Banking/financial sector ● ● ● ● ● ● Other sectors ● ● ● ● ● ● ● ● ● ● Experience in the financial sector Credit institutions ● ● ● ● ● ● ● ● ● ● ● ● ● ● Financial markets (other) ● ● ● ● ● ● ● ● ● ● ● Other experience Academic sector - Research ● ● Public sector/Relations with regulators ● ● ● ● ● Corporate governance (including membership of governance bodies) ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Audit ● ● ● ● ● ● ● ● ● ● ● Risk management/ compliance ● ● ● ● ● ● ● ● ● ● ● Innovation and Technology ● ● ● ● ● ● ● ● Environment, climate change ● ● ● ● International experience Spain ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Portugal ● ● ● ● ● ● ● Rest of Europe (including European institutions) ● ● ● ● ● ● ● ● ● ● ● ● Others (the USA, Latin America) ● ● ● ● ● ● ● ● ● ● ● Diversity of gender, geographical origin, age Gender diversity ● ● ● ● ● ● Nationality ES ES ES ES ES PT ES ES ES ES AT ES ES ES ES Age 73 61 60 69 64 73 61 69 51 63 68 59 65 66 68 2025 Consolidated Management Report 73
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In recent financial years, the presence of independent directors has been maintained (see chart opposite), along with gender diversity on the Board, having already achieved the target set by Recommendation 15 of the Good Governance Code to have at least 40 % female directors since the AGM held in May 2020. (C.1.4) _TRENDS IN INDEPENDENCE Number of women directors % of total directors of each category (C.1.4) 2025 2024 2023 2022 2025 2024 2023 2022 Executive - - - - 0.00 0.00 0.00 0.00 Proprietary 1 1 1 1 33.33 33.33 33.33 33.33 Independent 5 5 5 5 55.55 55.55 55.55 55.55 Other external - - - - 0.00 0.00 0.00 0.00 TOTAL 6 6 6 6 40.00 40.00 40.00 40.00 GENDER DIVERSITY 40 % Women on the Board of Directors 50 % Women on the Executive Committee 60 % Women on the Risks Committee 40 % Women on the Remuneration Committee 29 % Women on the Innovation, Technology and Digital Transformation Committee 40 % Women on the Audit and Control Committee 40 % Women on the Appointments and Sustainability Committee As a result, it can be said that CaixaBank's Board is in line with the IBEX 35 average in terms of the presence of women, according to publicly available information on the composition of the Boards of Directors of IBEX 35 companies at year-end 2025 (with an average of 41.23 %)¹. 1 Average number of women sitting on the Board of IBEX 35 companies, calculated according to the public information available on the websites of the companies. 2025 Consolidated Management Report 74
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SELECTION, APPOINTMENT, RE-ELECTION, EVALUATION AND CESSATION OF MEMBERS OF THE BOARD PRINCIPLES OF PROPORTIONALITY AMONG BOARD MEMBER CATEGORIES (C.1.16) 1. External (non-executive) directors should constitute a majority over executive directors, and the number of the latter should be the minimum necessary. 2. The external directors will include holders of stable significant shareholdings in the Company (or their representatives) or those shareholders that have been proposed as directors even though their holding is not significant (proprietary directors), and persons of recognised experience who can perform their functions without being influenced by the Company or its Group, its executive team or significant shareholders (independent directors). 3. Among the external directors , the ratio of proprietary and independent directors should reflect the existing proportion of the Company’s share capital represented by proprietary directors and the remainder of its capital. At least one third of the Company’s directors will be independent directors (provided that there is one shareholder, or several acting in concert, controlling more than 30 % of the share capital). 4. No shareholder may be represented on the Board by a number of proprietary directors representing more than 40 % of the total number of Board members, without this affecting the right to proportional representation provided for by law. SELECTION AND APPOINTMENT (C.1.16) The Selection, Diversity and Suitability Assessment Policy for members of the Board of Directors, senior management and other holders of key roles, includes the main aspects and undertakings of the Company in relation to the appointment and selection of directors. Its purpose is to put forward candidates that ensure the effective capability of the Board to take decisions independently in the interest of the Company. In this context, director appointment proposals put forward by the Board for the consideration of the AGM, and the appointment agreements adopted by the Board by virtue of the powers legally attributed to it, must be preceded by the corresponding proposal from the Appointments and Sustainability Committee, when dealing with independent directors, and by a report, in the case of all other directors. Proposals for the appointment and re- election of directors are accompanied by a report from the Board setting out the competences, experience and merits of the candidate. In the process of selecting new directors, CaixaBank relies on the collaboration of external consultants. In accordance with the legal provisions, the candidates must meet the suitability requirements for the position and, in particular, they must have recognised business and professional repute, suitable knowledge and experience to understand the Company's activities and main risks, and be in a position to exercise good governance. Applicable law and regulations will also be taken into account when shaping the overall composition of the Board of Directors. In particular, the overall composition of the Board of Directors must incorporate sufficient knowledge, abilities and experience regarding the governance of credit institutions, to sufficiently understand the Company's activities, including the primary risks, and to ensure the effective capacity of the Board of Directors to take independent and autonomous decisions in the Company's interests. The Appointments and Sustainability Committee, with the assistance of the General Secretary and the Secretary to the Board of Directors, taking into account the balance of knowledge, experience, capacity and diversity required and in place on the Board of Directors, draws up a skills matrix, which is continuously updated, and approved by the Board of Directors. 2025 Consolidated Management Report 75
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Where applicable, the results of applying the matrix may be used to identify future training needs or areas to strengthen in future appointments. The Selection Policy is complemented by a Protocol of procedures for assessing the suitability and appointments of directors and members of senior management and other holders of key functions at CaixaBank (hereinafter, the Suitability Protocol) that establishes the procedures for making the selection and the continuous assessment of the suitability of Board members, among other groups, including any unforeseeable circumstances which may affect their suitability for the position. The Suitability Protocol establishes the Company's units and internal procedures involved in the selection and ongoing assessment of members of the Board of Directors, general managers and other senior executives, the heads of the internal control functions and other key posts in CaixaBank, as defined under applicable legislation. Under the Suitability Protocol, the Board of Directors, as a plenary body, assesses the suitability of proposed candidates, based on a report from the Appointments and Sustainability Committee. This entire process is subject to the provisions of the internal regulation on the appointment of directors and the applicable regulation for corporate enterprises and credit institutions, which is subject to the suitability assessment of the European Central Bank and culminates in the acceptance of the position after the approval by the banking authority of the proposed appointment, which will be approved by the General Meeting of Shareholders. RE-ELECTION AND LENGTH OF TERM OF OFFICE (C.1.16 + C.1.23) Directors shall hold their posts for the term stipulated in the By-laws (four years) – for as long as the AGM does not resolve to remove them and they do not stand down from office – and may be re- elected one or more times for periods of equal length. However, independent directors may not continue to serve as such for a continuous period exceeding 12 years. Directors appointed by co-option shall hold their post until the date of the next AGM or until the legal deadline for holding the AGM that is to decide whether to approve the financial statements for the previous financial year has passed. If the vacancy arises after the AGM is called but before it is held, the appointment of the director by co-option to cover the vacancy will take effect until the next AGM is held. CESSATION (C.1.19+ C.1.36) Directors shall step down when the period for which they were appointed has elapsed, when so decided by the AGM and when they resign. When directors leave office prior to the end of their term, they must explain the reasons in a letter sent to all members of the Board of Directors. In the following circumstances, directors must tender their resignation from the Board, formally setting out their intention to resign (Article 28.2 of the Regulation of the Board of Directors): | When they leave the positions, posts or functions with which their appointment as director was associated; | When they are subject to any of the cases of incompatibility or prohibition provided by law or no longer meet the suitability requirements; | When they are indicted for an allegedly criminal act or are subject to a disciplinary proceeding for serious or very serious misconduct instructed by the supervisory authorities; | When their continuance on the Board may jeopardise the interests of the Company; | When significant changes occur in their professional situation on in the conditions in which they were appointed director; | When due to reasons attributable to the director, their remaining on the Board causes serious damage to the corporate net worth or reputation in the judgement of the Board. In the case of proprietary directors, when the shareholder they represent transfers its entire shareholding or up to a level requiring a reduction in the number of proprietary directors. In the event that the natural person representing a legal entity that has been appointed as a director, in cases where the law so permits, falls under any of the circumstances referred to above, the natural person representative must place their position at the disposal of the legal entity that appointed them. If the latter decides that the representative should remain in their post as a director, the legal entity director must tender its resignation from the Board. 2025 Consolidated Management Report 76
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All of the above, notwithstanding the provisions of Royal Decree 84/2015, of 13 February, which implements Act 10/2014, of 26 June, on the organisation, supervision and solvency of credit institutions, on the requirements of repute that must be met by directors and the consequences of losses derived therefrom, along with other regulations or guidelines applicable to the nature of the company. During the financial year 2025, the Board of Directors was not informed or did not become aware of any situation involving a director, whether related to his or her performance in the Company itself or otherwise, that may have been detrimental to the credit and reputation of CaixaBank. (C.1.37) OTHER LIMITATIONS ON THE POSITION OF DIRECTOR There are no specific requirements, other than those relating to directors, to be appointed Chairman of the Board. (C.1.21) Neither the By-laws nor the Regulation of the Board of Directors establish any age limit for serving as a director. (C.1.22) Neither the Company's By-laws nor the Regulation of the Board of Directors specify a limited term of office or impose additional, stricter requirements for independent directors beyond what is required by law. (C.1.23) _OPERATION AND WORKINGS OF THE BOARD (C.1.25 AND C.1.26) NUMBER OF MEETINGS Note: During 2025, no Board meetings were held without the Chairman's attendance. 2025 Consolidated Management Report 77 24 of the Executive Committee 13 of the Audit and Control Committee 7 of the Remuneration Committee 4 of the Innovation, Technology and Digital Transformation Committee 13 of the Risks Committee 12 of the Appointments and Sustainability Committee 3 of the Lead Independent Director without the presence of the Executive Director 13 of the Board 13 attended in person by at least 80 % of directors 97.78 % Attendance in person as a % of total votes during the year 10 with in-person attendance, or proxies with specific instructions, of all the directors 97.78 % Votes cast in person and by delegation with specific instructions, as a % of total votes during the year
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_ATTENDANCE AND DEDICATION AT MEETINGS OF THE BOARD AND ITS COMMITTEES Committee of the Board Executive Committee Audit and Control Committee Appointments and Sustainability Committee Remuneration Committee Risks Committee Innovation, Technology and Digital Transformation Committee Average attendance 98% 96% 98% 93% 100% 96% 92% Individual attendance Telematic attendance Delegation without voting instructions Average individual attendance Tomas Muniesa 13/13 100% 0 0 24/24 4/4 100% Amparo Moraleda 12/13 92.3% 1 1 21/24 12/12 3/4 91% Gonzalo Gortazar 13/13 100% 0 0 24/24 4/4 100% Eduardo Javier Sanchiz 13/13 100% 1 0 23/24 13/13 12/12 98% Luis Álvarez 8/8 100% 0 0 5/5 3/3 100% Fernando María Ulrich 13/13 100% 3 0 10/12 13/13 95% Verónica Fisas 13/13 100% 3 0 11/13 92% Pablo Arturo Forero 6/7 85.7% 0 1 4/4 7/7 94% Rosa María García 8/9 88.9% 1 1 7/8 8/8 92% Cristina Garmendia 13/13 100% 1 0 15/16 13/13 7/7 4/4 98% Peter Löscher 12/13 92.3% 3 1 11/12 3/4 90% Jose María Méndez 7/7 100% 0 0 5/6 3/3 94% Bernardo Sánchez 8/8 100% 1 0 7/7 3/3 100% Teresa Santero 13/13 100% 1 0 13/13 100% Koro Usarraga 13/13 100% 0 0 24/24 7/7 13/13 100% 2025 Consolidated Management Report 78
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REGULATION OF THE BOARD (C.1.15) In 2025, the Board of Directors approved an amended version of the Regulation of the Board of Directors. The purpose of this amendment was to align the Regulation of the Board of Directors with the various good governance rules, guidelines and recommendations that affect different aspects related to the composition, functioning and competences of CaixaBank's governance bodies. In general terms, the amendments to the Regulation of the Board of Directors approved on 20 February 2025 refer to a systematic reorganisation of the regulation and various technical clarifications to align it with the Spanish Capital Companies Act, the Code of Good Governance and the CNMV's guidelines, incorporating new articles and sections, updating headings and eliminating duplications. It also extends the scope of application to senior executives (whose definition is aligned with Article 249 bis of the Spanish Capital Companies Act) and updates the rules of interpretation, amendment and dissemination (notification to the CNMV, filing with the Companies Registry, information at the general meeting and publication on the website). A new article has been included on principles of action which reinforces the commitment to corporate interest, the creation of long-term sustainable value and the consideration of stakeholders. Additionally, it structures and enhances the non- delegable powers of the Board (general meeting, strategy and policies – including sustainability – organisation and positions, senior management, internal control, public information and related party transactions) and updates the criteria governing the Board's composition and diversity. The functions of the Chairman have been developed (meeting call and agenda, guarantee of prior information, training and evaluation, representation and approval of minutes) and the functions of the Deputy Chairman have been updated (possibility of multiple deputies and order of succession); a specific article has also been included covering the delegation of the powers of the Board, as well as its compatibility with the granting of powers. The functions of the Secretary/ Deputy Secretary have been extended (good governance, channelling of information, secretaries of committees and of the general meeting). It effectively makes calling meetings more flexible; telematic meetings are established as a simultaneous act and agreements are formalised in writing and without a meeting, rules of representation are specified (between equivalent categories) and the invitation of external parties is permitted when it contributes to improving the performance of the Board. The rules common to all the Committees have also been harmonised (non-executive only, majority of independents, automatic continuity after re- election, chairing by independents, secretary/ deputy secretary to the board, induction and training, annual plan and calendar, access to information and external advice without conflicts and coordination between committees with joint meetings and exchange of reports). Specifically, the existing competences have been maintained in the Audit and Control Committee, systematically organised by subject matter and the competence to ensure that the internal audit unit has the material and human resources necessary for the efficient performance of its duties has been incorporated, along with the competence to propose, supervise and periodically review the internal reporting and periodic control procedure established by the Company for related party transactions whose approval has been delegated by the Board, and references to the assurance provider for sustainability reporting have been incorporated in parallel with the provisions for the statutory auditor. For the Risks Committee, the reference to various types of financial and non-financial risks has been expanded by including a reference to risks related to "artificial intelligence", and the "identification and understanding of emerging risks" is included as a new competency, along with "fostering a culture before the board and within the committee itself in which risk is a factor that is taken into account in all decisions and at all levels in the Company" and "ensuring that the information disseminated by the Company through its website on matters within the competence of the Committee is sufficient and appropriate and complies with the provisions of the law and the good governance recommendations upheld by the Company". New responsibilities have been included for the Appointments and Sustainability Committee (such as ensuring that the information disseminated by the Company through its website on matters relating to the Committee is sufficient and appropriate, as well as submitting to the Board the proposals for drawing up the strategy, plans, policies and objectives in different aspects related to sustainability), with an express reference to the Board's skills matrix, and in the case of the Remuneration Committee, the verification of information relating to the remuneration of directors and senior executives in corporate documents. The competences of the Innovation, Technology and Digital Transformation Committee (digital strategy, new models, technological impact, cybersecurity and ethical considerations) have been maintained, aligning its operations with those of the legally mandatory Board Committees. Finally, the duties of directors have been finetuned (diligence with the business judgement rule, loyalty, confidentiality with express reference to securities market regulations, flexibility in the area of non- competition in post-contractual agreements, conflicts and reputational information), the rules governing remuneration have been adjusted (motivation of the policy, validity and annual report with consultative vote) and the rules governing related party transactions has been clarified. 2025 Consolidated Management Report 79
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For further details of the amended articles, see the Board of Director's report on the amendments to the Regulation of the Board of Directors published as documentation relating to the items on the agenda of the 2025 Annual General Meeting of Shareholders and available on CaixaBank's corporate website. (https://www.caixabank.com/deployedfiles/caixabank_com/Estaticos/PDFs/Accionistasinversores/ Gobierno_Corporativo/JGA/2025/Informe_modificaciones_Reglamento_para_Junta_consolidado_ CAST_2025.pdf) All amendments to the Regulation of the Board of Directors are notified to the CNMV and are made public and filed with the Companies Registry, after which the consolidated text is published on the CNMV's website and on the Company's own website. INFORMATION (C.1.35) There is a procedure in place whereby directors may obtain the information needed to prepare for the meetings with the governing bodies with sufficient time. In general, documents for approval by the Board, especially those which cannot be fully analysed and discussed during the meeting due to their length, are sent to Board members prior to the meetings. Furthermore, pursuant to the provisions of Article 29 of the Regulation of the Board of Directors, directors may request information on any aspect of the Company and the group and examine its books, records and documents. Requests should be addressed to the secretary, who will relay them to the Chairman of the Board of Directors if they are of an executive nature. Otherwise, they will be relayed to the Chief Executive Officer, who will forward them to the appropriate contact person and, if necessary, inform the directors of their duty of confidentiality. DELEGATION OF VOTES (C.1.24) The Regulation of the Board of Directors establishes that directors must attend Board meetings in person. However, when they are unable to do so in person, they shall endeavour to delegate their vote in writing, on a special basis for each meeting, to another Board member, including the appropriate instructions therein. Non-executive directors can only delegate to another non-executive director. Independent directors may only delegate votes to a fellow independent director. Notwithstanding the above, and so that the proxyholder can vote accordingly based on the outcome of the debate by the Board, proxies are not usually granted with specific instructions, and must always be given in strict accordance with legal requirements. This is in keeping with the law on the powers of the Chairman of Board of Directors, who is given, among others, the power to stimulate debate and active involvement among all directors, safeguarding their right to freely adopt positions. DECISION-MAKING No qualified majorities other than those prescribed by law are required for any type of decision. (C.1.20) At CaixaBank, there is no statutory or regulatory provision giving the Chairman of the Board of Directors a casting vote. At CaixaBank, there is broad participation and debate at Board meetings and the main resolutions are adopted with a vote in favour of a large majority of the directors. The Company has not entered into any material agreements that come into force, are modified or are terminated in the event of a change in its control following a public takeover bid, and their effects. (C.1.38) The role of Lead Independent Director, appointed from among the independent directors, was introduced in 2017. The current lead independent director was appointed by the Board of Directors on 22 December 2022, following a favourable report from the Appointments and Sustainability Committee. However, the appointment of Eduardo Javier Sanchiz as Lead Independent Director of CaixaBank came into effect from the Annual General Meeting of Shareholders held on 31 March 2023. 2025 Consolidated Management Report 80
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RELATIONS WITH THE MARKET (C.1.30) With regard to its relations with market agents, the Company acts on the principles of transparency and non-discrimination and according to the provisions of the Regulation of the Board of Directors which stipulate that the Board, through communications submitted to the CNMV and published on the corporate website, shall immediately inform the public of any relevant information. With regard to the Company’s relations with market agents, the Investor Relations department shall coordinate its relations with analysts, shareholders and institutional investors, among others, and manage their requests for information in order to ensure they are treated fairly and objectively. In this regard, and pursuant to Recommendation 4 of the Good Governance Code of Listed Companies, CaixaBank has a Policy on Communication and Contact with Shareholders, Institutional Investors and Proxy Shareholders which is available on the Company's website. As part of this policy, and pursuant to the authority vested in the Lead Independent Director, he/she is required to stay in contact, as appropriate, with investors and shareholders to hear their views and develop a balanced understanding of their concerns, especially those relating to the Company's corporate governance. Also, the powers legally delegated to the Board of Directors specifically include the duty of supervising the dissemination of information and communications relating to the Company. Therefore, the Board of Directors is responsible for managing and supervising at the highest level the information distributed to shareholders, institutional investors and the markets in general. Consequently, the Board of Directors, through the corresponding bodies and departments, works to ensure, protect and facilitate the exercising of the rights of the shareholders, institutional investors and the markets in general in the defence of the corporate interest, in compliance with the following principles: Transparency Equal treatment and non- discrimination Immediate access and ongoing communication At the cutting-edge of new technologies Fulfilling the rules and recommendations These principles apply to all information disclosed and the Company’s communications with shareholders, institutional investors and relations with markets and to other stakeholders, such as financial intermediaries, management companies and custodians of the Company’s shares, financial analysts, regulatory and supervisory bodies, proxy advisors, information agencies and credit rating agencies. The Company pays particular heed to the rules governing the processing of inside information and other potentially relevant information contained in the applicable legislation and the Company’s regulations on shareholder relations and communications with securities markets, as set out in CaixaBank’s Code of Business Conduct and Ethics, the Internal Code of Conduct on Matters Relating to the Stock Market of CaixaBank, S.A. and the Regulation of the Board of Directors (also available on the Company's website). 2025 Consolidated Management Report 81
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ASSESSMENT OF THE BOARD (C.1.17 + C.1.18) The Board evaluates its performance and that of its Committees annually, pursuant to Article 5 of the Regulation of the Board of Directors. For 2025, the Board of Directors decided to conduct an internal self-assessment of its performance, having decided not to engage the services of an external advisor, on the grounds that, given the partial renewal of the board and the relatively short period for which the current board had been in place following the changes to its composition approved at the 2025 Annual General Meeting of Shareholders, it was considered more appropriate and reasonable to postpone the involvement of an external expert until the next self-assessment exercise. Consequently, the self-assessment exercise followed the same procedure as the previous year, with the assistance of the General Secretary and the Board of Directors. The assessment was conducted in accordance with the provisions of Article 529 nonies of the Consolidated Text of the Spanish Capital Companies Act and in accordance with the regulations and good corporate governance practices applicable to CaixaBank as a credit institution and listed company. It is a fundamental corporate governance practice to ensure the effectiveness of the governing body and to promote the success of the Company in achieving its long-term objectives. At the same time, the assessment allows the Company to corroborate compliance with the main standards of good corporate governance. In line with the Good Governance Code, the assessment pays special attention to the aspects of diversity and suitability of the members of the Board and of the Board as a whole. Compliance with the Policy on the Selection of Directors is also verified, complying with all the aspects that must be assessed annually. The assessment of the Board produced the necessary data and the required feedback from its members to design an efficient improvement plan adapted to the needs of the Company. These data and feedback can be found in the section on "Challenges for the 2026 financial year". Accordingly, the Appointments and Sustainability Committee submitted to the Board of Directors the Assessment Report for the 2025 financial year, which has been approved by CaixaBank's Board of Directors. The members of the Board were assessed using the following methodology: online questionnaire addressed to directors and analysis of the results with a mechanism for rating and defining positive results in the short term and recommendations in the long term. Without prejudice to other matters, the aforementioned questionnaires assess: | The functioning and composition of the Board (preparation, dynamics and culture; assessment of the working tools; and assessment of the Board's self-evaluation process); | The functioning and composition of the committees (the members of each committee are sent a detailed self- assessment questionnaire for the relevant committee); | The performance of the Chairman, the Chief Executive Officer, the Lead Independent Director and the Secretary. 2025 Consolidated Management Report 82
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The results and conclusions reached, including the recommendations, are set out in the document analysing the performance assessment of the CaixaBank Board and its Committees for 2025, which was revised and approved by the Board of Directors. In general, and based on the responses received from the directors following the questionnaires, as well as on the activity reports drawn up by each of the committees, a positive assessment was reached regarding the quality and efficiency of the functioning of the Board of Directors and its Committees in 2025, as well as the performance of the Chairman, the Chief Executive Officer, the Lead Independent Director and the Secretary to the Board of Directors during the year. The structure, size and composition of the Board of Directors are also deemed to be suitable, particularly with respect to gender diversity and diversity of education and professional experience, age and geographical origin, in accordance with the verification of compliance with the selection policy, and also taking into account the re-assessment of the individual suitability of each director carried out by the Appointments and Sustainability Committee, which leads to the conclusion that the overall composition of the Board of Directors is suitable. During the year, the Appointments and Sustainability Committee monitored the improvement actions identified in the previous year. Once again, the objectives were met and solid progress was made on the path to good Corporate Governance, consolidating the strengths of transparent, efficient and coherent governance aligned with the objectives of the Company's 2025-2027 Strategic Plan. This is explained in more detail in the section "Developments in Corporate Governance in 2025". 2025 Consolidated Management Report 83
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BOARD COMMITTEES (C.2.1) In exercising its powers of self-organisation, the Board is supported by a number of committees with specific remits and entrusted with oversight and advisory responsibilities, as well as by an Executive Committee. There are no specific regulations for Board Committees, which are governed in accordance with the law, the By-laws and the Regulation of the Board of Directors, amendments to which during the year are as described in the section “Administration – The Board of Directors – Operation of the Board of Directors – Regulation of the Board of Directors”. In aspects not specifically laid out for the Executive Committee, the operational rules governing the Board itself will be applied, by virtue of the Regulation of the Board of Directors. The Board Committees, in accordance with the provisions of the Regulation of the Board of Directors and applicable legislation, draw up an annual report on their activities, which includes an assessment of their performance during the year. The preparation of the Activity Reports follows best practices and the recommendations set out in the Guidelines of the European Banking Authority (EBA) on internal governance, the Recommendations of the CNMV’s Good Governance Code for Listed Companies, CNMV Technical Guide 1/2019 on appointments and remuneration committees, and CNMV Technical Guide 1/2024 on audit committees of public-interest entities. The annual activity reports of the Committees, included below in this ACGR, are available on the Bank’s corporate website and are made available to shareholders from the time the General Meeting of Shareholders is convened. (C.2.3) 2025 Consolidated Management Report 84 _NUMBER OF FEMALE DIRECTORS WHO WERE MEMBERS OF THE COMMITTEES ATTACHED TO THE BOARD OF DIRECTORS AT THE CLOSE OF THE LAST FOUR FINANCIAL YEARS (C.2.2) Financial year 2025 Financial year 2024 Financial year 2023 Financial year 2022 Number % Number % Number % Number % Audit and Control Committee 2 40,00 2 40,00 2 40,00 3 50,00 Innovation, Technology and Digital Transformation Committee 2 28,57 3 42,86 3 42,86 3 60,00 Appointments and Sustainability Committee 2 40,00 1 20,00 1 20,00 1 20,00 Remuneration Committee 2 40,00 3 60,00 3 60,00 2 50,00 Risks Committee 3 60,00 2 40,00 2 40,00 2 33,33 Executive Committee 3 50,00 3 42,86 3 42,86 4 57,14 _PRESENCE OF BOARD MEMBERS ON THE DIFFERENT COMMITTEES Member Executive Committee Audit and Control Committee Risks Committee Appointments and Sustainability Committee Remuneration Committee Technology, Innovation and Digital Transformation Committee Tomás Muniesa Chairman Chairman Gonzalo Gortázar Member Member Eduardo Javier Sanchiz Member Chairman Member Luis Álvarez Member Member Bernardo Sánchez Member Member Pablo Arturo Forero Member Member Fernando María Ulrich Member Member María Verónica Fisas Member Cristina Garmendia Member Member Chairwoman Member Peter Löscher Member Member María Amparo Moraleda Member Chairwoman Member Teresa Santero Member Rosa María García Member Member Koro Usarraga Member Chairwoman Member José María Méndez Member Member
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ACTIVITY REPORT OF THE EXECUTIVE COMMITTEE Article 39 of the By-laws and Article 15 of the Regulation of the Board describe the organisation and remit of the Executive Committee. COMPOSITION In accordance with Article 15 of the Regulation of the Board of Directors, the Chairman and the Chief Executive Officer are members of the Executive Committee. Likewise, the positions of Chairman and Secretary of the Executive Committee are held by those who perform the same roles on the Board of Directors. As at 31 December 2025, the Committee is composed of six members, with a balanced representation between men and women (50 % women). Since 1 January 2025, following his appointment as Chairman of the Board of Directors, Tomás Muniesa has served as Chairman of the Committee. Likewise, the composition of the Committee was modified following the Annual General Meeting of Shareholders held on 11 April, with the Board approving the appointment of Cristina Garmendia as a new member of the Committee, as well as the reappointment of Koro Usarraga as a member following her re-election as a Director ( See Other Relevant Information disclosure No. 34100). Member Position Category Date of first appointment Tomás Muniesa Chairman Proprietary 01/01/2018(2)(6) Gonzalo Gortazar Member Executive 30/06/2014(1)(5) Eduardo Javier Sanchiz Member Independent 31/03/2023 Cristina Garmendia Member Independent 11/04/2025 María Amparo Moraleda Member Independent 24/04/2014(3)(5) Koro Usarraga Member Independent 22/05/2020(4)(7) (1) Re-elected on 23 April 2015, 5 April 2019 and 31 March 2023. (2) Re-elected on 6 April 2018 and 8 April 2022. (3) Re-elected on 5 April 2019. (4) Re-elected on 14 May 2021. (5) Re-elected on 31 March 2023. (6) Appointed Chairman of the Board of Directors on 30 October 2024, with effect from 1 January 2025. (7) Re-elected on 11 April 2025. DISTRIBUTION OF COMMITTEE MEMBERS BY CATEGORY (% of total committee members): % of executive directors 17% % of proprietary directors 17% % of independent directors 67% The members of the Committee have been appointed in consideration of their knowledge and experience. For information purposes, the professional career of each Committee member can be found under “Board of Directors – CVs of the directors”. Overall, the members of the Committee possess the technical expertise required for the performance of their duties, as reflected in the skills matrix available in the section “Diversity on the Board of Directors – Skills Matrix of the Board of Directors of CaixaBank 2025”. 2025 Consolidated Management Report 85
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NUMBER OF MEETINGS AND ATTENDANCE (C.1.25) During the financial year 2025, the Committee held a total of 24 meetings, of which two were extraordinary. One of these meetings was held using remote means only. The attendance of members, whether present or represented, at the Committee's meetings during 2025 was as follows: Member Attendance/ No. of meetings in 2025(*) Attendance in 2025 (%) Delegations Tomás Muniesa 24/24 100.00% - Gonzalo Gortazar 24/24 100.00% - Eduardo Javier Sanchiz 23/24 95.83% 1 Cristina Garmendia 15/16 93.75% 1 María Amparo Moraleda 21/24 87.50% 3 Koro Usarraga 24/24 100.00% - (*) This column reflects in-person attendance, whether by physical or remote means. As regards the number of meetings, when the director has been appointed as a member of the Committee during the year, only meetings from the date of appointment are counted. Note: Eva Castillo attended all the meetings of this Committee until her departure effective 11 April 2025. It should be noted that, during the meetings, and with their attendance limited to specific items on the agenda, senior executives from the Business (7/24) and Risk (24/24) areas attended as guests, including executives from subsidiaries within these areas. In addition, the heads of the following areas also attended: Accounting, Management Control and Capital (6/24); Corporate Development (4/24); Payments & Consumer (2/24); Sustainability (2/24); Communication and Institutional Relations (2/24); Digital Transformation and Advanced Analytics (2/24); Finance (2/24); People (2/24); Insurance (3/24); Legal Affairs (2/24); Operations (1/24); Corporate & Investment Banking (1/24); as well as the Chief Executive Officer of Banco Português de Investimento (“BPI”) (1/24). In addition, the Chief Executive Officer and the General Secretary and Secretary to the Board presented matters to the Committee. FUNCTIONING The Executive Committee has been delegated all powers and authorities that may be delegated under applicable law and the Company’s By-laws, subject to the limitations set out in Article 5.5 of the Regulation of the Board of Directors. The permanent delegation of the Board's powers to this Committee requires a vote in favour from at least two-thirds of the Board members. (C.1.9) The Committee establishes an annual plan that is adapted to the needs that arise during the year and meets as often as it is convened by its Chairman or whoever may stand in for him or her. Prior to each meeting, the relevant documentation (agenda, reports and minutes) is made available in advance to the Committee members through the IT tools enabled for that purpose. The Executive Committee follows up on its annual planning at each meeting. After each meeting, its Chairman reports to the full Board on the main matters discussed and the decisions taken. Furthermore, the minutes of the meetings, together with their supporting documents and an executive summary, are made available to all members of the Board of Directors. ACTIVITIES DURING THE YEAR MONITORING OF RESULTS AND OTHER FINANCIAL MATTERS The Committee carried out extensive monitoring of CaixaBank’s results and activity, as well as other accounting and financial matters. With respect to its activity, the Committee mainly examined customer funds, the loan book and the NPL ratio. As regards results, metrics such as net interest income, fees and commissions, expenses, and impairment charges were presented to the Committee. Along the same lines, the Committee was presented with information on activity and results broken down by regional divisions. The Committee received status updates on the funding and liquidity position. Interest rate risk and the strategy for its management were reviewed, as well as the status of the fixed income portfolio. The Committee received information on market developments. Moreover, the Committee was briefed on matters relating to the dividend to be paid out in respect of 2024, as well as on the dividend plan for 2025. The Committee was also briefed on matters relating to the share buyback programmes, particularly their degree of execution. It is also worth noting that the Committee was briefed on the distributions carried out under the 2022-2024 Strategic Plan. Lastly, the Committee was provided with information on the 2025 financial stress test conducted by the European Banking Authority (EBA), and the 2025 Supervisory Review and Evaluation Process (SREP) was also discussed within the Committee. 2025 Consolidated Management Report 86
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MONITORING OF PRODUCTS, SERVICES AND OTHER BUSINESS ASPECTS The Committee monitored matters relating to products and services and other business-related issues, examining specific segments in greater detail. As regards the Companies business, an overview was presented covering, among other matters, the main figures, relevant organisational and structural issues, the key priorities under the Strategic Plan, and the status of the challenges identified for 2025. The priorities for 2025 were also set out. Information was presented on the Corporate & Investment Banking (CIB) business for the first quarter of 2025, covering performance, resources and challenges. The Committee also reviewed the status of certain KPIs under the Strategic Plan, as well as specific objectives of the 2025–2027 Sustainability Plan. The segment’s contribution in terms of results and its positioning in sector studies were likewise discussed. Furthermore, the Committee was briefed on the status and performance of the Facilitea business. Looking at the Private Banking business, the current situation was presented, with detailed information provided, among other aspects, on the structure of the centres and the number of clients and relationship managers. The Committee was also briefed on the priorities for 2025, as well as the roadmap for the 2025–2027 period. In the digital sphere, the Connecta initiative was addressed, as a model for the remote management of clients and support for other business segments. In addition, the Generación + project, aimed at senior clients, was presented to the Committee in response to demographic ageing and as a further show of CaixaBank’s firm social commitment. Moreover, the Committee received detailed information on the subsidiaries business. More precisely, information was presented on the results and business performance of CaixaBank Payments & Consumer, E.F.C., E.P., S.A. (“CaixaBank Payments & Consumer”). In addition, the Committee was given a detailed presentation of the business of Nuevo Micro Bank, S.A., Sociedad Unipersonal (“MicroBank”), including financial information, details on products, and its social impact. With regard to the insurance business, and looking specifically at VidaCaixa, S.A.U. de Seguros y Reaseguros (“VidaCaixa”), information was presented on results, activity, monitoring of the Strategic Plan, technological matters, and the monitoring of investee companies such as SegurCaixa Adeslas, S.A. de Seguros y Reaseguros. Lastly, the Committee was briefed on the launch of new digital services for Imagin customers. MONITORING OF THE NPL RATIO, NON- PERFORMING BALANCES, FORECLOSED ASSETS AND OTHER ASPECTS The Executive Committee regularly monitored risks over the course of 2025. In this regard, it was informed of developments in credit risk, non-performing loans and the status of foreclosed assets, as well as of the impact of the geopolitical context on the loan book. Moreover, information was presented on exposure by sector of activity, particularly in higher-risk sectors, and on the measures adopted. Lastly, aspects relating to the SREP process were shared with the Committee in the context of credit risk. The Committee authorised the sale of several loan portfolios. Information was provided, among other matters, on their characteristics, the planned timetable for the transactions, and their financial impact. The Committee was briefed on the characteristics of the real estate portfolio managed by Building Center, S.A.U. (“BuildingCenter”), and on the impact of the Impulsa social programme, which aims to provide social support and assistance to tenants in social housing. Lastly, the Committee was informed of several legislative amendments considered relevant to the real estate sector. 2025 Consolidated Management Report 87
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ACTIVITY RELATING TO LENDING AND GUARANTEES The Committee approved credit and guarantee transactions meeting certain criteria and submitted transactions to the Board for approval, all within the scope of the powers vested in it. It also approved a debt restructuring plan. It also authorised the signing of framework agreements for financial transactions, with a view to mitigating the risk of fluctuating interest rates for certain syndicated credit and lending transactions. The Committee was likewise briefed on lending transactions approved under the urgent procedure, and it received periodic reports on the activities of the Standing Loan Committee. ACTIVITY RELATED TO INVESTEE COMPANIES, BRANCHES AND OTHER ENTITIES The Committee passed resolutions relating to wholly-owned subsidiaries, exercising its powers as the sole shareholder. Specifically, it passed resolutions relating, among other matters, to the re- election and appointment of directors, the approval of the annual financial statements, remuneration matters and the reappointment of the statutory auditor, as well as the acquisition of treasury shares by subsidiaries of the CaixaBank Group for the purpose of remunerating their executives. Moreover, periodic reports on appointments, reappointments and cessations at the CaixaBank Group's main subsidiaries were approved, as well as periodic reports on changes of directors at investee companies. The Committee received information on the performance and valuation of investee companies, associates and jointly controlled entities. In addition, the Committee was briefed on the investments and corporate transactions carried out in 2024, as well as those envisaged for 2025. Various resolutions were adopted in relation to subsidiaries and representative offices, including, among others, resolutions concerning changes of registered office and appointments to positions. Resolutions were also passed on the renewal and appointment of members of the boards of trustees of foundations. The Committee approved the setting up of a securitisation fund. Sustainability and social activities A presentation on the Fundación CaixaBank Dualiza was delivered to the Committee, focusing on the promotion of vocational education and training. The activity carried out in 2024 was reviewed, together with the general lines of the action plan for 2025 and its participation in collaborative campaigns. The Committee was briefed on the regulatory framework for sustainability reporting and, in this regard, the transition to the Corporate Sustainability Reporting Directive (CSRD) and the European Sustainability Reporting Standards (ESRS) was explained. The main challenges involved in implementing the CSRD and the approach adopted by CaixaBank were also presented, together with the results of the double materiality assessment and the governance of the project. Last but not least, information on the Social Activity programme across the branch network was presented to the Committee. 2025 Consolidated Management Report 88
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OTHER ASPECTS The quality targets model for 2025, together with the metrics underpinning it, was presented to the Committee. Matters relating to corporate communications were addressed, including, among others, brand tracking and the presentation of the digital acceleration plan. In addition, the Group-wide sponsorship governance model was presented, establishing a common framework for controlling reputational risk in this area. The Committee also analysed various business opportunities in Portugal. In the area of people management, a strategic overview was provided on the evolution of the model, detailing progress in areas such as skills programmes, training, diversity and digital platforms for employees. The Committee was also provided with information on the status of the Occupational Pension Plan. The Committee was regularly briefed on litigation, lawsuits and administrative proceedings, and was also provided with a legal risk report and an update on the trend in claims. It also approved various amendments to the powers relating to the acquisition of real estate for own use. Throughout 2025, the Committee was regularly briefed on treasury share transactions already carried out, including information on share purchases relating to the employee flexible remuneration programme. A quarterly summary of the investment portfolio transactions carried out by CaixaBank was also presented. The Committee also approved two synthetic securitisation transactions, following a detailed explanation of the respective proposals. ANNUAL ASSESSMENT OF THE COMMITTEE’S PERFORMANCE This report was drawn up in accordance with Article 529 nonies of the Spanish Capital Companies Act, as part of the annual assessment that the Board of Directors is required to carry out of its own performance and that of its Committees. This Activity Report was drawn up by the Executive Committee on 18 December 2025, in accordance with the By-laws and the Regulation of the Board of Directors, and was submitted to the Board for approval. 2025 Consolidated Management Report 89 During the 2025 financial year, the Executive Committee concluded that the frequency and duration of the meetings held were broadly appropriate to ensure its proper functioning and to provide, when necessary, timely advice to the Board of Directors.
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ACTIVITY REPORT OF THE APPOINTMENTS AND SUSTAINABILITY COMMITTEE The Appointments and Sustainability Committee, its organisation and tasks are largely regulated in Article 40 of the By-laws and Article 19 of the Regulation of the Board of Directors and in prevailing law and regulations. COMPOSITION The Appointments and Sustainability Committee comprises a number of non-executive directors determined by the Board, subject to a minimum of three and a maximum of five members. A majority of its members must be independent directors. The members of the Appointments and Sustainability Committee are appointed by the Board, at the proposal of the Committee itself, and the Chairman of the Committee is appointed from among the independent directors who sit on the Committee. As at 31 December 2025, the Committee is composed of five members, with a balanced representation between men and women (40 % women). During 2025, the composition of the Committee was amended following the Annual General Meeting of Shareholders held on 11 April. The Board resolved to appoint Rosa María García as a new member of the Committee following her appointment as a director, and Fernando María Ulrich continued as a member following his re-election ( see Other Relevant Information disclosure No. 34100). Member Position Category Date of first appointment María Amparo Moraleda Chairwoman Independent 17/02/2022(1)(3) Eduardo Javier Sanchiz Member Independent 22/05/2020(2) Rosa María García Member Independent 11/04/2025 Fernando María Ulrich Member Other external 03/03/2021(4) Peter Löscher Member Independent 31/03/2023 (1) Appointed as Chairwoman on 31 March 2023. (2) Re-elected as a Board member on 8 April 2022. (3) Re-elected as a Board member on 31 March 2023. (4) Re-elected as a Board member on 11 April 2025 DISTRIBUTION OF COMMITTEE MEMBERS BY CATEGORY (% of total committee members) % of independent directors 80% % of other external directors 20% The members of the Committee have been appointed in consideration of their knowledge and experience. For information purposes, the professional career of each committee member can be found under “Board of Directors – CVs of the directors”. Overall, the members of the Committee possess the technical expertise required for the performance of their duties, as reflected in the skills matrix available in the section "Diversity on the Board of Directors – Skills Matrix of the Board of Directors of CaixaBank 2025". 2025 Consolidated Management Report 90
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NUMBER OF MEETINGS AND ATTENDANCE (C.1.25) In 2025, the Committee met on 12 occasions, all of which were held exclusively by remote means. The attendance of members, whether present or represented, at the Committee's meetings during 2025 was as follows Member Attendance/ No. of meetings in 2025(*) Attendance in 2025 (%) (since taking office) Delegations María Amparo Moraleda 12/12 100.00% - Eduardo Javier Sanchiz 12/12 100.00% - Rosa María García 7/8 87.50% 1 Fernando María Ulrich 10/12 83.00% 2 Peter Löscher 11/12 91.70% - (*) This column reflects in-person attendance, whether by physical or remote means. Regarding the number of meetings, when the Director has been appointed as a member of the Committee during the fiscal year, only the meetings from the date of appointment are calculated. Note: Francisco Javier Campo attended all meetings of the Committee until his effective departure on 11 April 2025. During the meetings, the following area heads attended as guests: Sustainability (10/12), Accounting and Integrated Legal Reporting (4/12), People (4/12), Internal Audit (1/12), Legal Affairs (2/12), Communication and Institutional Relations (1/12), and Finance (1/12). In all cases, their attendance was limited to those items on the agenda that fell within their respective remits. Likewise, the Committee was briefed on matters relating to selection and suitability assessment, appointments and corporate governance, sustainability and governance, among others. FUNCTIONING The Committee establishes an annual work plan, which is adapted to the needs that arise during the year, and meets whenever a meeting is deemed appropriate for the proper discharge of its duties. Meetings are announced by the Chairman, either on their own initiative or at the request of two committee members. It is also required to meet whenever the Board or its Chairman requests the issuance of a report or the submission of a proposal. Prior to each meeting, the relevant documentation (agenda, reports and minutes) is made available in advance to the Committee members through the IT tools enabled for that purpose. The Appointments and Sustainability Committee reviews the implementation of its annual work plan at each of its meetings. After each meeting, its Chairman reports to the full Board on the main matters discussed and the decisions taken. Furthermore, the minutes of the meetings, together with their supporting documents and an executive summary, are made available to all members of the Board of Directors. Its functions include: | Evaluating and proposing to the Board the assessment of skills, knowledge and experience required of Board members and key personnel. | Submitting to the Board the proposals for the nomination of the independent directors to be appointed by co-option or for submission to the decision of the AGM, as well as the proposals for the reappointment or removal of such directors. | Reporting on the appointment and, as the case may be, dismissal of the Lead Independent Director, the Secretary and the Deputy Secretaries for approval by the Board. | Reporting on proposals for the appointment or removal of senior executives, with the capacity to carry out such proposals directly when the Committee deems this necessary in the case of senior executives as a result of to their control or support duties concerning the Board or its committees. Proposing the basic terms of the contracts of senior executives other than their pay and remuneration, and reporting those terms once they have been established. | Examining and organising, under the supervision of the Lead Independent Director and with the support of the Chairman of the Board, the succession of the latter, as well as study and organise, in collaboration with the Chairman, the succession of the Company's CEO and, as the case may be, sending proposals to the Board so that the succession process is suitably planned and takes place in an orderly fashion. | Reporting to the Board on gender diversity issues, and setting a target for representation of the underrepresented sex on the Board and developing guidelines on how this target should be achieved, ensuring in all cases compliance with the diversity policy applied in relation to the Board, which will be reported on in the Annual Corporate Governance Report. | Periodically evaluating, at least once a year, the structure, size, composition and actions of the Board and of its committees, its Chairman, CEO and Secretary, making recommendations regarding possible changes to these. Here, the Committee shall act under the direction of the Lead Independent Director when assessing the performance of the Chairman. Evaluating the composition of the Management Committee, as well as its replacement lists, to ensure coverage as members come and go. 2025 Consolidated Management Report 91
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| Evaluating the suitability of the various members of the Board of Directors as a whole, and reporting the Board consequently. | Periodically reviewing the Board selection and appointment policy in relation to senior executives and making recommendations. | Overseeing and regularly assessing and reviewing compliance with the Company's rules and policies in environmental and social matters, so as to confirm that it is fulfilling its duty to promote the corporate interest and catering, where appropriate, to the legitimate interests of all other stakeholders, as well as submitting the proposals it considers appropriate on this matter to the Board and, particularly, submitting the sustainability/ corporate responsibility policy for approval. In addition, the Committee will ensure the Company’s environmental and social practices are in accordance with the established strategy and policy. ACTIVITIES DURING THE YEAR SELECTION, DIVERSITY AND ASSESSMENT OF THE SUITABILITY OF DIRECTORS, SENIOR MANAGEMENT AND OTHER KEY FUNCTION HOLDERS In connection with the proposals for the re-election of Teresa Santero, Koro Usarraga and Fernando María Ulrich as directors submitted to the Annual General Meeting of Shareholders held on 11 April 2025, the Committee assessed that these directors continued to meet the fit and proper requirements necessary to perform their roles. In doing so, it evaluated their performance since their initial appointment as directors and resolved to propose to the Board, for submission to the Annual General Meeting, the re-election of Koro Usarraga as an independent director. It also issued a favourable report in relation to the re-election of Fernando María Ulrich as an other external director and, at the proposal of FROB (Executive Resolution Authority) and BFA Tenedora de Acciones, S.A.U., issued a favourable report in relation to the re-election of Teresa Santero as a proprietary director. Likewise, in relation to the proposals for the appointment of Rosa María García, Luis Álvarez and Bernardo Sánchez as independent directors, the Committee proposed to the Board that it, in turn, propose to the Annual General Meeting the appointment of Rosa María García, Luis Álvarez and Bernardo Sánchez as independent directors, to fill the vacancies arising from the resignation of José Ignacio Goirigolzarri and the non-renewal of the terms of office of Joaquín Ayuso and Francisco Javier Campo. Lastly, the Committee submitted a favourable report to the Board of Directors on the proposal made to the General Meeting of Shareholders for the appointment of Pablo Arturo Forero as an other external director, and for the appointment of José María Méndez as a proprietary director, the latter at the proposal of Fundación Bancaria Caixa d’Estalvis i Pensions de Barcelona, “la Caixa” and Criteria Caixa, S.A.U. The Committee also carried out, as is customary, the regular individual suitability assessment of all directors and of senior executives and other key function holders, concluding that all of them continued to be suitable for the performance of their respective positions and duties. The Committee issued a favourable report to the Board of Directors on the appointment of Amparo Moraleda as Deputy Chairwoman, following the vacancy arising from the appointment of Tomás Muniesa as non-executive Chairman, with effect from 1 January 2025. In addition, the Committee was briefed on the appointments, re-appointments and removals approved at the Group’s most significant subsidiaries. SELECTION POLICY AND PROTOCOL, AND SUCCESSION POLICY AND PLAN The Committee issued a favourable report to the Board on the proposal to review the Policy on selection, diversity and suitability assessment of the members of the Board and senior management and other key function holders of CaixaBank and its Group, as well as the Protocol on procedures for the assessment of suitability and the appointment of directors and senior management and other key function holders at CaixaBank. Likewise, the Committee issued a favourable report and submitted to the Board the update of the Succession Policy for the members of the Board of Directors, senior management and other key function holders of CaixaBank, as well as the Succession Plan for key positions on the Board of Directors, defining the required profiles and the procedures for their appointment (whether planned or unforeseen succession), and the succession plan for key executives. 2025 Consolidated Management Report 92
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CORPORATE GOVERNANCE, INCLUDING THE ANNUAL VERIFICATION OF DIRECTOR STATUS The Committee agreed with the content of the Annual Corporate Governance Report for 2024 and issued a favourable report to the Board. It also reviewed and confirmed the classification of the directors (executive, independent, proprietary or other external). The Committee also approved a proposal to enhance the aforementioned Annual Corporate Governance Report, as well as the committees’ activity reports, with the aim of improving transparency and eliminating duplication of information reported on the committees’ activities in both documents. With regard to the annual self-assessment of the performance of the Board and its Committees for 2024, the Committee agreed with the recommendations set out in the improvement plan document to be implemented in 2025 and monitored their implementation. Furthermore, following the 2025 Annual General Meeting of Shareholders, the Committee issued a favourable report on the proposed restructuring of the committees, as well as on the appointment of Cristina Garmendia as Chairwoman of the Remuneration Committee. Within the framework of its functions, the Committee reported favourably on the initiation of the 2025 self-assessment process and subsequently analysed the conclusions set out in the corresponding self-assessment report, which was submitted to the Board for approval in December 2025. Moreover, the update of the contents of the “Welcome Pack”, as well as the annual continuous training plans, were approved, including both the annual training plan for the members of the Board of Directors for 2026 and the plans for the members of the Audit and Control Committee and the Risks Committee. Training programmes for new Board members with no prior banking experience were also approved. In addition, on a six-monthly basis, the Lead Independent Director presented a summary report on their activities during the reporting period. Lastly, the Committee issued a favourable report on the proposed update of the Corporate Governance Policy and the policy defining the structure of the CaixaBank Group. NON-FINANCIAL INFORMATION The Committee reviewed the non-financial information contained in the 2024 consolidated Management Report, which includes the Non- Financial Information Statement (NFIS). SUSTAINABILITY/SOCIAL RESPONSIBILITY POLICIES Corporate Sustainability Plan for 2025-2027 The Committee expressed its agreement with the updates made to the following documents: Sustainability Business Principles, Human Rights Principles, Statement on Climate Change, Statement on Nature, and the process for adherence to corporate sustainability policies. In addition, the Committee reported favourably to the Board on the following reports: “Sustainability, Socioeconomic Impact and Contribution to the SDGs 2024 (SISE 2024)”, “Statement on Principal Adverse Impacts of Investment and Insurance Advice on Sustainability Factors”, “Statement on Principal Adverse Impacts of Investment Decisions on Sustainability Factors”, the Social Bond Impact Report (“Social Bonds Report”), and the Green Bond Impact Report (“Green Bonds Report”). Likewise, the Committee reported to the Board on the Sustainable Funding Framework (formerly the Sustainable Financing Framework), which is used in the market for explanatory purposes. The Committee also reported on the update to the Corporate Policy on the Management of Sustainability/ESG Risks. Throughout the year, the Committee monitors the Sustainability Plan 2025–2027, which was approved by the Board of Directors at its meeting in October 2024. The main objectives of this plan are to transition towards a more sustainable economy and to support the economic and social development of all people. The Committee was also informed of the main conclusions of the reports prepared under the CSRD and of the study carried out on the double materiality assessment. The Committee was also briefed on the update to the 2025–2027 target for the sustainable financial income KPI, as well as other documents such as the methodology for assessing compliance with the KPI on the percentage of financial income generated from sustainable financing, the Sustainable Financing Identification Guide, and the guides for calculating the KPIs under the 2025–2027 plan, among others. Lastly, with a view to keeping the members of the Committee up to date, throughout 2025 the heads of the various areas briefed the Committee on regulatory developments in the fields of sustainability and governance: the approval of the draft bill transposing the CSRD framework into Spanish law, as well as the proposal to defer its entry into force by two years (to 2028); the approval of the Organic Law on Balanced Representation; the Omnibus package; and the new Guidelines of the European Banking Authority (EBA) on the management of environmental, social and governance (ESG) risks. 2025 Consolidated Management Report 93
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During 2025, the Appointments and Sustainability Committee concluded that the frequency and duration of the meetings held were, overall, appropriate to ensure its proper functioning and to provide, when necessary, timely advice to the Board of Directors. CLIMATE AND ENVIRONMENTAL RISKS The Committee monitored and issued a favourable report on the commitment to achieve net-zero emissions by 2050. To this end, the Committee was informed of progress in the relevant metrics, including: (i) the net-zero strategic and operating framework and the trend in decarbonisation metrics; and (ii) engagement actions with companies with credit exposure in sectors included within the perimeter with decarbonisation targets. An internal framework for the operationalisation of decarbonisation was also updated. With regard to the management and control of climate and environmental risks, the Internal Capital Adequacy Assessment Process (ICAAP) and the Internal Recovery Plan (IRP) were reviewed, together with the transition plan and the implementation of the new EBA Guidelines on ESG risk management. Updates and new features of the Internal Control System for Sustainability Reporting (ICSR) were also approved, among other measures. This report was drawn up in accordance with Article 529 nonies of the Spanish Capital Companies Act, as part of the annual assessment that the Board of Directors is required to carry out of its own performance and that of its Committees. This Activity Report was drawn up by the Appointments and Sustainability Committee on 15 December 2025, in accordance with the By-laws and the Regulation of the Board of Directors, and was submitted to the Board for approval. 2025 Consolidated Management Report 94 ANNUAL ASSESSMENT OF THE COMMITTEE’S PERFORMANCE
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ACTIVITY REPORT OF THE RISKS COMMITTEE The organisation and functions of the Risks Committee are governed by Article 40 of the By-laws and Article 18 of the Regulation of the Board of Directors. NUMBER OF MEMBERS The Risks Committee is composed of non-executive directors, in the number determined by the Board, with a minimum of three and a maximum of six members, the majority of whom are independent directors. The members of the Risks Committee are appointed by the Board of Directors, on the proposal of the Appointments and Sustainability Committee, and the Chairman of the Committee is appointed from among the independent directors who are members of it. As at 31 December 2025, the Committee is composed of five members, with a balanced representation between men and women (60 % women). During 2025, the composition of the Committee was amended following the Annual General Meeting of Shareholders held on 11 April. The Board resolved to appoint Rosa María García and Pablo Arturo Forero as new members of the Committee following their appointment as directors, and Fernando María Ulrich continued as a member following his re- election ( see Other Relevant Information disclosure No. 34100). COMPOSITION Member Position Category Date of first appointment Koro Usarraga Chairwoman Independent 01/02/2018(1)(2)(4)(5) Pablo Arturo Forero Member Other external 11/04/2025 Rosa María García Member Independent 11/04/2025 Fernando María Ulrich Member Other external 30/03/2021(4) María Verónica Fisas Member Independent 22/05/2020(3) (1) Appointed as Chairwoman on 31 March 2023. (2) Re-elected as a Board member on 14 May 2021. (3) Re-elected as a Board member on 22 March 2024. (4) Re-elected as a Board member on 11 April 2025. (5) Re-elected as Chairwoman on 11 April 2025. DISTRIBUTION OF COMMITTEE MEMBERS BY CATEGORY (% of the total number of committee members) % of independent directors 60% % of other external directors 40% The members of the Committee have been appointed in consideration of their knowledge and experience. For information purposes, the professional career of each committee member can be found under “Board of Directors – CVs of the directors”. Overall, the members of the Committee possess the technical expertise required for the performance of their duties, as reflected in the skills matrix available in the section “Diversity on the Board of Directors – Skills Matrix of the Board of Directors of CaixaBank 2025”. NUMBER OF MEETINGS AND ATTENDANCE (C.1.25) In 2025, the Committee met on 13 occasions. During that year, all meetings were held in person. The attendance of members, whether present or represented, at the Committee's meetings during 2025 was as follows: Member Attendance/No. of meetings in 2025(*) Attendance in 2025 (%) Delegati ons Koro Usarraga 13/13 100.00% - Pablo Arturo Forero 7/7 100.00% - Rosa María García 8/8 100.00% - Fernando María Ulrich 13/13 100.00% - María Verónica Fisas 11/13 84.60% 1 (*) This column reflects in-person attendance, whether by physical or remote means. Regarding the number of meetings, when the Director has been appointed as a member of the Committee during the fiscal year, only the meetings from the date of appointment are calculated. Note: Joaquín Ayuso attended all meetings of the Committee until his effective departure on 11 April 2025. 2025 Consolidated Management Report 95
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It should be noted that the following were present at the meetings as guests, attending only for specific items on the agenda: Chief Risk Officer (13/13), Head of the Corporate Risk Management Function & Planning (13/13) and Director de Enterprise Risk Management & Planning (13/13), as well as heads of Compliance and Control and Public Affairs (12/13), Accounting, Management Control and Capital (8/13), Chief Operating Officer (6/13), Legal Affairs (5/13), Internal Audit (4/13), Sustainability (4/13), People (4/13), Finance (3/13), Innovation (1/13) and Communication and Institutional Relations (1/13), together with directors from the different subsidiaries. FUNCTIONING The Committee establishes an annual plan that is adjusted to the needs that arise during the year and meets whenever appropriate for the effective performance of its duties. Meetings are convened by the Chairwoman of the Committee, either on his or her own initiative or at the request of two members of the Committee. Prior to each meeting, the relevant documentation (agenda, reports and minutes) is made available in advance to the Committee members through the IT tools enabled for that purpose. At each meeting, the Committee follows up on its annual planning and subsequently reports to the Board on the main issues discussed and decisions taken. For the proper performance of its duties, the Company ensures that the Risks Committee has unimpeded access to information on the Company's risk situation and, if necessary, the Risks Committee may request the attendance at meetings of persons within the organisation who have duties related to its functions and may receive such advice as may be necessary to form an opinion on matters within its competence. The Risks Committee follows up on its annual planning at each meeting. After each meeting, its Chairman reports to the full Board on the main matters discussed and the decisions taken. Furthermore, the minutes of the meetings, together with their supporting documents and an executive summary, are made available to all members of the Board of Directors. Its duties include: | Advising the Board of Directors on the overall susceptibility to risk, current and future, of the Company and its strategy in this area, reporting on the risk appetite framework, assisting in the monitoring of the implementation of this strategy, ensuring that the Group’s actions are consistent with the level of risk tolerance previously decided and implementing the monitoring of the appropriateness of the risks assumed and the profile established. | Proposing to the Board the Group's risk policy. | Ensuring that the pricing policy of the assets and liabilities offered to customers fully considers the Company's business model and risk strategy. | Working with the Board of Directors to determine the nature, quantity, format and frequency of the information concerning risks that the Board should receive and establishing the information that the Committee should receive. | Regularly reviewing exposures with its main customers and business sectors, as well as broken down by geographic area and type of risk. | Reviewing risk reporting and control processes, as well as information systems and indicators. | Overseeing the effectiveness of the risk control and management function. | Appraising and making decisions in relation to regulatory compliance risk within the scope of its remit, broadly meaning the risk management of legal or regulatory sanctions, financial loss, material or reputational damage that the Company could sustain as a result of non- compliance with laws, rules, regulations, standards and codes of conduct, detecting and monitoring any risk of non-compliance and examining possible deficiencies. | Overseeing the effectiveness of the regulatory compliance function. | Reporting on new products and services or significant changes to existing ones. | Cooperating with the Remuneration Committee to establish rational remuneration policies and practices. Examining if the incentive policy anticipated in the remuneration systems take into account the risk, capital, liquidity and the probability and timing of the benefits, among other things. | Assisting the Board of Directors in setting up effective reporting channels, ensuring the allocation of suitable resources the risk management and for the approval and periodic review of the strategies and policies with regard to risk assumption, management, supervision and reduction. | Any others attributed to it by the law, the By- laws, the Regulation of the Board of Directors and other regulations applicable to the Company. 2025 Consolidated Management Report 96
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ACTIVITIES DURING THE YEAR RISK CULTURE The Committee monitored internal initiatives aimed at promoting the risk culture across the institution, in line with supervisory expectations and industry best practices. STRATEGIC RISK PROCESSES Risk Assessment The Committee reviews the Risk Assessment process on an annual basis and reported favourably to the Board on the outcome of the 2024 annual exercise, included in the ICAAP, which showed a moderate-low level for the Group’s aggregated risk profile. The committee was briefed on the six-monthly monitoring of potential emerging risks and appraised the Risk Assessment as at June 2025. It also reviewed the proposal for the annual update of the top risk events, based on the outcome of the Risk Assessment. Corporate Risk Catalogue The Committee issued a report to the Board recommending that the Corporate Risk Catalogue be updated. Ultimately, the 13 risks comprising Level 1 of the internal taxonomy were retained. Risk Appetite Framework (RAF) Lastly, with regard to the RAF, the Committee received monthly information on the monitoring of Level 1 metrics and, on a quarterly basis, information on Level 2 metrics. The Committee also assessed updates and developments in the RAF and issued a favourable report to the Board on matters relating to the Risk Appetite Statement and Level 1 RAF metrics. It likewise monitored the metrics, paying particular attention to compliance with the thresholds in place. SYSTEMATIC RISK MONITORING The Committee receives monthly information on a systematic basis through the various documents that make up the Risk Scorecard, covering both financial and non-financial risks, together with a specific report on technology risk, focusing on information security risk. In addition, a joint meeting was held during the year with the Innovation, Technology and Digital Transformation Committee, at which a dedicated deep-dive was conducted to examine technology risks, RAF metrics relating to IT risk, and policies relating to technology risk management. GROUP RISK POLICIES The Committee examined the timeline and schedule for conducting the reviews and the status of the general risk management policies, as well as the annual approval of the Group’s Risk Policies, and issued a report to the Board recommending that governance of the general policies for the management and control of financial and non- financial risks be updated. CAPITAL AND LIQUIDITY SELF-ASSESSMENT PROCESSES A further joint meeting was held with the Audit and Control Committee, at which the Group’s capital adequacy (ICAAP) and liquidity (ILAAP) processes were overseen. Both the ICAAP and the ILAAP involve various processes as an integral part of risk and capital management, together with their scenarios and the corresponding reports from the second and third lines of defence. Moreover, a favourable opinion was issued on the annual update of the Liquidity Contingency Plan. The Committee was also briefed on the ORSA (Own Risk and Solvency Assessment) exercise at VidaCaixa. RECOVERY PLAN In coordination with the Audit and Control Committee, a joint meeting was held to discuss and assess the Group's Recovery Plan with year-end 2024 data, with a favourable report ultimately submitted to the Board. MONITORING OF THE RISK MANAGEMENT FUNCTION The Committee reported favourably to the Board on the approval of the Master Plan of the Risk Management Function 2025-2027, aligned with the Strategic Plan. It also received information on of the Annual Activity Report of the Group Risk Management Function for 2024, as well as of the monitoring of the 2025 Risk Master Plan. It likewise received updates on supervisory activity related to risk management. MONITORING OF THE COMPLIANCE FUNCTION The Committee monitored the compliance function through the Compliance Plan and the 2024 Annual Compliance Report. It was briefed on the strategic lines of the 2025 Compliance Plan, on the approval of which it reported favourably to the Board. It regularly monitored supervisory and regulatory requirements in the area of compliance and received recurring information on the systems for the prevention of money laundering and terrorist financing, sanctions, market abuse, and the consultation and whistleblowing channels, among other matters. REMUNERATION SYSTEMS In accordance with its role of cooperating with the Remuneration Committee in establishing sound remuneration policies and practices, the Committee analysed the risk alignment of variable remuneration for senior management and the Identified Staff, as well as the assessment of individual targets for 2024, the setting of targets for 2025 and the proposed remuneration for 2025 of the heads of the risk management and compliance functions, namely the heads of Corporate Risk 2025 Consolidated Management Report 97
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During 2025, the Risks Committee concluded that, in general, the frequency and duration of the meetings held were adequate to ensure its proper functioning and to provide timely advice to the Board of Directors when required. Management Function & Planning and Compliance, respectively. In addition, in accordance with the Remuneration Policy, the annual approval of the variable remuneration schemes was subject to the favourable opinion of the Risks Committee, which is required to ensure that such schemes are consistent with the Company’s risk appetite. OTHER REGULAR MONITORING ACTIVITY In addition, as part of the risk monitoring function entrusted to the Committee, the following matters were also subject to regular oversight at its meetings: (i) overall situation summary; (ii) minutes of the Global Risks Committee; (iii) Pillar 3 Disclosures; (iv) note on risk management in the financial statements; and (v) the assessment of significant new products and their post-launch monitoring. OTHER BUSINESS As a new development during the year, the Committee issued a report to the Board recommending the approval of the Prudential Transition Plan; a strategic document describing how risks arising from ESG factors are managed in the context of the transition towards a climate- neutral economy by 2050. The Committee was also briefed during the year on the following matters, among others: (i) 2024 Annual Report on Risk Model Validation and the 2025 Annual Plan; (ii) Annual Privacy Report; (iii) 2024 Annual Report of the Financial Information Reliability Department and the 2025 Annual Plan; (iv) newsletters on specific sector analyses; (v) the Audit Risk Assessment; (vi) the report on operational losses; (vii) specific focus items on geopolitical events and detailed monitoring of certain credit portfolios and exposures, particularly in specific sectors of activity; (viii) updates to IFRS 9 parameters; (ix) monitoring of leveraged finance; (x) the non-maturity deposits (NMD) model; and (xi) certain real estate risk stress testing exercises. The Committee also held three additional training sessions during the year, covering the following topics: (i) RAR (Risk-Adjusted Return); (ii) Artificial Intelligence; and (iii) Internal Risk Control Systems (IRCS) and economic capital. MONOGRAPHIC MEETINGS During 2025, the Committee held the following eight monographic meetings for the purpose of analysing in detail the following risks: (i) model risk; (ii) fiduciary risk; (iii) outsourcing risk; (iv) technology risk; (v) external fraud risk; (vi) operational risk; (vii) legal and regulatory risk; and (viii) ESG risks. Moreover, dedicated follow-up sessions were presented to monitor risk management at the most significant subsidiaries: BPI, VidaCaixa, CaixaBank Payments & Consumer, MicroBank, CaixaBank Asset Management, CaixaBank Wealth Management Luxembourg, BuildingCenter and CaixaBank Securitisation. ANNUAL ASSESSMENT OF THE COMMITTEE’S PERFORMANCE This report was drawn up in accordance with Article 529 nonies of the Spanish Capital Companies Act, as part of the annual assessment that the Board of Directors is required to carry out of its own performance and that of its Committees. This Activity Report was drawn up by the Risks Committee on 10 December 2025, in accordance with the By-laws and the Regulation of the Board of Directors, and was submitted to the Board for approval. 2025 Consolidated Management Report 98
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ACTIVITY REPORT OF THE REMUNERATION COMMITTEE Articles 40 and 20 of the By-laws and the Regulation of the Board of Directors and applicable legislation govern the organisation and operation of the Remuneration Committee. COMPOSITION The Remuneration Committee comprises a number of non-executive directors determined by the Board, subject to a minimum of three and a maximum of five members. A majority of its members must be independent directors. The members of the Remuneration Committee are appointed by the Board of Directors, at the proposal of the Appointments and Sustainability Committee, and the Chairman of the Committee is appointed from among the independent directors who are members of the Committee. As at 31 December 2025, the Committee is composed of five members, with a balanced representation between men and women (40 % women). During 2025, the composition of the Committee changed following the Annual General Meeting of Shareholders held on 11 April. The Board resolved to appoint Luis Álvarez, Pablo Arturo Forero and José María Méndez as new members of the Committee following their appointment as directors, while Koro Usarraga continued to sit on the Committee following her re-election as a director. Likewise, the Board resolved to appoint Cristina Garmendia as Chairwoman of the Committee (see Other Relevant Information disclosure No. 34100). Member Position Category Date of first appointment Cristina Garmendia Chairwoman Independent 22/05/2020(1)(3) Luis Álvarez Member Independent 11/04/2025 Pablo Arturo Forero Member Other external 11/04/2025 José María Méndez Member Proprietary 11/04/2025 Koro Usarraga Member Independent 31/03/2023(2) (1) Re-elected as a member of the Board on 31 March 2023. (2) Re-elected as a member of the Board on 11 April 2025. (3) Appointed as Chairwoman on 11 April 2025. DISTRIBUTION OF COMMITTEE MEMBERS BY CATEGORY (% of total committee members) % of proprietary directors 20% % of independent directors 60% % of other external directors 20% The members of the Committee have been appointed in consideration of their knowledge and experience. For information purposes, the professional career of each committee member can be found under “Board of Directors – CVs of the directors”. Overall, the members of the Committee possess the technical expertise required for the performance of their duties, as reflected in the skills matrix available in the section “Diversity on the Board of Directors – Skills Matrix of the Board of Directors of CaixaBank 2025”. NUMBER OF MEETINGS AND ATTENDANCE (C.1.25) In 2025, the Committee met on seven occasions, all of which were held exclusively as remote events. Attendance among members in 2025 was as follows: Member Attendance/No. of meetings in 2025(*) Attendance in 2025 (%) Delegation s Cristina Garmendia 7/7 100.00% - Luis Álvarez 5/5 100.00% - Pablo Arturo Forero 4/4 100.00% - José María Méndez 3/3 100.00% - Koro Usarraga 7/7 100.00% - (*) This column reflects in-person attendance, whether by physical or remote means. Regarding the number of meetings, when the Director has been appointed as a member of the Committee during the fiscal year, only the meetings from the date of appointment are calculated. Note: Francisco Joaquín Ayuso and Eva Castillo attended all meetings of this Committee until their effective departure on 11 April 2025. 2025 Consolidated Management Report 99
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It should be noted that, during the meetings, and limiting their attendance to specific agenda items, the Chief People Officer (5/7), as well as other managers from that area, attended as guests. In addition, the Head of Internal Audit (1/7) and members of her team attended one of the meetings. FUNCTIONING The Committee establishes an annual plan that is adjusted to the needs that arise during the year and meets whenever appropriate for the effective performance of its duties. Meetings are convened by the Chairman of the Committee, either on her own initiative or at the request of two members of the Committee. Prior to each meeting, the relevant documentation (agenda, reports and minutes) is made available in advance to the Committee members through the IT tools enabled for that purpose. The Remuneration Committee monitors its annual planning at each meeting. After each meeting, its Chairman reports to the full Board on the main matters discussed and the decisions taken. Furthermore, the minutes of the meetings, together with their supporting documents and an executive summary, are made available to all members of the Board of Directors. Its duties include: | Drafting the resolutions related to remuneration and, particularly, reporting and proposing to the Board the remuneration policy, the system and amount of annual remuneration for directors and senior management, as well as the individual remuneration of the executive directors and senior managers, and the conditions of their contracts, without prejudice to the competences of the Appointments and Sustainability Committee in relation to any conditions not related to remuneration. | Overseeing compliance with the remuneration policy for directors and senior executives, as well as reporting on the basic conditions established in the contracts entered into with them and compliance therewith. | Informing and preparing the Company's general remuneration policy and in particular those policies that relate to categories of personnel whose professional activities have a significant impact on the Company's risk profile and those that aim to avoid or manage conflicts of interest with clients. | Analysing, formulating and periodically reviewing the remuneration programmes, weighing up their adequacy and performance and ensuring compliance. | Proposing to the Board the approval of the remuneration reports or policies that it is required to submit to the General Meeting of Shareholders, as well as reporting to the Board on any remuneration-related proposals the Board may intend to lay before the general meeting. | Ensuring that any conflicts of interest do not impair the independence of the external advice given to the Committee related to the exercise of its functions. | Considering any suggestions it receives from the Company's Chairman, Board members, executives and shareholders. | The Committee prepares an annual report on its activities that highlights any incidents involving its functions, which will serve as a basis, among other things, for the evaluation of the Board. ACTIVITIES DURING THE YEAR REMUNERATION OF DIRECTORS, SENIOR MANAGEMENT AND KEY FUNCTION HOLDERS The Committee issued a favourable report and submitted to the Board confirmation of the achievement of the corporate targets under the 2024 bonus scheme for the executive directors, as well as for the remaining members of the Management Committee and Central Services, together with confirmation of the achievement of the individual targets for 2024 of the members of the Management Committee and Central Services, both of which apply to the Head of the Corporate Risk Management Function & Planning and the Head of Compliance. In addition, it issued a favourable report to the Board supporting the proposed 2024 bonus for the outgoing executive Chairman, the Chief Executive Officer, the members of the Management Committee, the Head of the Corporate Risk Management Function & Planning and the Head of Compliance. With regard to the proposed economic terms for 2025, a favourable report was issued on the proposals relating to the Chief Executive Officer, the members of the Management Committee, the Head of the Corporate Risk Management Function & Planning and the Head of Compliance. As regards the targets for the 2025 financial year for the 2025 bonus, the Committee issued a favourable report on: | the individual targets for the 2025 financial year for the members of the Management Committee, the Head of Corporate Risk Management Function Planning (RMFP) and the Head of Compliance. 2025 Consolidated Management Report 100
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| the proposed corporate metrics (bonus scheme and corporate targets) for 2025 for the Chief Executive Officer, the members of the Management Committee, Central Services and Territorial Services, which apply to holders of independent business control functions in accordance with the variable remuneration model with annual and multi-year metrics in force since 2022, and, subsequently, the proposed corporate targets for 2025 for the Chief Executive Officer and the members of the Management Committee, as well as for Central Services. It issued a favourable report on the economic terms for the 2025 financial year of the current non- executive Chairman of the Board. It also issued a favourable report on the update to the remuneration of non-executive directors in their capacity as such. In addition, it issued a favourable report on the proposed variable remuneration schemes for 2026 for the Chief Executive Officer, the members of the Management Committee and Central Services. GENERAL REMUNERATION POLICY. IDENTIFIED STAFF REMUNERATION POLICY It reviewed the request for exclusions from the 2025 Identified Staff population, as well as the annual Internal Audit report on the process for identifying members of the Identified Staff and the management of the exclusions applied. It also issued a favourable opinion on the composition of the Identified Staff segment for 2026. ANALYSIS, FORMULATION AND REVIEW OF REMUNERATION PROGRAMMES It approved the amendment of the protocol for the approval and monitoring of the bonus pool, as well as the amendment of the procedure for the definition, approval and monitoring of qualitative corporate targets. It was likewise briefed on the 2024 wage register. REPORTS AND REMUNERATION POLICY TO BE SUBMITTED TO THE GENERAL MEETING OF SHAREHOLDERS It issued a favourable report on the proposal to be submitted to the General Meeting of Shareholders regarding the new Board Remuneration Policy, together with the required reasoned report. It also approved the motion for the delivery of shares to the executive director as part of the Company's variable remuneration programme. Likewise, it was agreed to issue a favourable report on the Board of Directors’ detailed recommendation regarding the proposal to approve the maximum level of variable remuneration for those employees whose professional activities have a significant impact on the Company’s risk profile. In addition, a favourable report was issued on the draft Annual Report on the Remuneration of Directors for 2024, as reviewed by Internal Audit. At the Company’s Annual General Meeting of Shareholders held on 11 April 2025, these proposals, set out under item “SIX” on the agenda, were approved with the following voting percentages: Proposal For Against Abstentions Setting of directors' remuneration 77.43% 22.41% 0.17% Approval of the Remuneration Policy of the Board of Directors 76.61% 23.04% 0.35% Delivery of shares to executive directors as payment for the variable component of their remuneration. 77.78% 0.29% 21.93% Approval of the maximum level of variable remuneration for employees whose professional activities have a significant impact on the Company's risk profile 77.88% 0.35% 21.77% 2025 Consolidated Management Report 101
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During 2025, the Remuneration Committee concluded that, in general, the frequency and duration of the meetings held were adequate to ensure its proper functioning and to provide timely advice to the Board of Directors when required. OTHER BUSINESS It was briefed on the supervisory exercises with an impact on the area of remuneration, as well as of the meetings held by the various officers with the supervisors. The Committee was also given a summary of the audits carried out by Internal Audit in relation to remuneration. ANNUAL ASSESSMENT OF THE COMMITTEE’S PERFORMANCE This report has been prepared in accordance with Article 529 nonies of the Spanish Capital Companies Act, within the framework of the annual evaluation that the Board of Directors must carry out on its own functioning and that of its Committees. This Activity Report was drawn up by the Remuneration Committee on 11 December 2025, in accordance with the By-laws and the Regulation of the Board of Directors, and was submitted to the Board for approval. 2025 Consolidated Management Report 102
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ACTIVITY REPORT OF THE INNOVATION, TECHNOLOGY AND DIGITAL TRANSFORMATION COMMITTEE The Innovation, Technology and Digital Transformation Committee, its organisation and tasks are regulated in Article 21 of the Regulation of the Board of Directors and in prevailing law and regulations. COMPOSITION The Innovation, Technology and Digital Transformation Committee will be composed of a minimum of three and a maximum of seven members. The Chairman of the Board and the CEO will always sit on the Committee. The other members are appointed by the Board, on the recommendation of the Appointments and Sustainability Committee, paying close attention to the knowledge and experience of candidates on the subjects that fall within the Committee's remit. The Innovation, Technology and Digital Transformation Committee is chaired by the Chairman of the Board. As at 31 December 2025, the Committee is composed of seven members, with women accounting for 29 % of its membership. . Since 1 January 2025, following his appointment as Chairman of the Board of Directors, Tomás Muniesa has served as Chairman of the Committee. Likewise, the composition of the Committee was amended following the Annual General Meeting of Shareholders held on 11 April, with the Board resolving to appoint Luis Álvarez and Bernardo Sánchez as new members of the Committee following their appointment as directors ( see Other Relevant Information disclosure No. 34100). Member Position Category Date of first appointment Tomás Muniesa Chairman Proprietary 01/01/2018(2) Gonzalo Gortazar Member Executive 23/05/2019(1) Luis Álvarez Member Independent 11/04/2025 Cristina Garmendia Member Independent 23/05/2019(1) Peter Löscher Member Independent 31/03/2023 Bernardo Sánchez Member Independent 11/04/2025 María Amparo Moraleda Member Independent 23/05/2019 (1) Re-elected member of the Board on 31 March 2023. (2) Appointed Chairman on 30 October 2024, effective 1 January 2025. DISTRIBUTION OF COMMITTEE MEMBERS BY CATEGORY (% of total committee members) % of executive directors 14% % of proprietary directors 14% % of independent directors 71% The members of the Committee have been appointed in consideration of their knowledge and experience. For information purposes, the professional career of each committee member can be found under “Board of Directors – CVs of the directors”. Overall, the members of the Committee possess the technical expertise required for the performance of their duties, as reflected in the skills matrix available in the section “Diversity on the Board of Directors – Skills Matrix of the Board of Directors of CaixaBank 2025” 2025 Consolidated Management Report 103
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NUMBER OF MEETINGS AND ATTENDANCE (C.1.25) During 2025, the Committee held a total of four meetings, all of which were held in person. The attendance of members, whether present or represented, at the Committee's meetings during the year was as follows: Member Attendance/ No. of meetings in 2025* Attendance in 2025 (%) Delegations Tomás Muniesa 4/4 100.00% - Gonzalo Gortazar 4/4 100.00% - Luis Álvarez 3/3 100.00% - Cristina Garmendia 4/4 100.00% - Peter Löscher 3/4 75.00% 1 Bernardo Sánchez 3/3 100.00% - María Amparo Moraleda 3/4 75.00% - (*) This column reflects in-person attendance, whether by physical or remote means. Regarding the number of meetings, when the Director has been appointed as a member of the Committee during the fiscal year, only the meetings from the date of appointment are calculated. It should be noted that representatives from the Operations Division (4/4) and the Digital Transformation & Advanced Analytics Division (4/4) attended the meetings as guests, all of them limiting their attendance to specific items on the agenda. In addition, the following persons attended specific Committee meetings on an ad hoc basis: representatives from the Payments & Consumers Division (1/2); the Chief Operating Officer at CaixaBank Payments & Consumer (1/4); the Risk Division (1/4); the Corporate and Enterprise Risk Management Function and Planning Division (1/4); the IT and Digital Banking Audit Division (1/4); the Compliance and Public Affairs Division (1/4); the Chief Technology Officer (1/4); the Head of AI Governance – CAIO (1/4); and the Head of Non- Financial Risks (1/4). FUNCTIONING The Committee establishes an annual work plan, which is adapted to the needs that arise during the year, and meets whenever a meeting is deemed appropriate for the proper discharge of its duties. Meetings are announced by the Chairman, either on their own initiative or at the request of two committee members. It is also required to meet whenever the Board or its Chairman requests the issuance of a report or the submission of a proposal. Prior to each meeting, the relevant documentation (agenda, reports and minutes) is made available in advance to the Committee members through the IT tools enabled for that purpose. The Innovation, Technology and Digital Transformation Committee reviews the implementation of its annual work plan at each of its meetings. After each meeting, its Chairman reports to the full Board on the main matters discussed and the decisions taken. Furthermore, the minutes of the meetings, together with their supporting documents and an executive summary, are made available to all members of the Board of Directors. Its duties include: | Advising the Board on the implementation of the strategic plan in aspects relating to digital transformation and technological innovation and, in particular, reporting on plans and projects designed by CaixaBank in this field, as well as any new business models, products, customer relationships, and so on, that may be developed. | Fostering a climate of debate and reflection to allow the Board to spot new business opportunities emerging from technological developments, as well as possible threats. | Supporting the Board of Directors in identifying, monitoring and analysing new competitors, new business models, technological advances and main trends and initiatives relating to technological innovation, while studying those factors that make certain innovations more likely to succeed and increase their transformation capacity. | Supporting the Board of Directors in analysing the impact of technological innovation on market structure, the provision of financial services and customer habits. Among others aspects, the Committee shall analyse the potential disruption of new technologies, the possible regulatory implications of their development, the impact in terms of cybersecurity and matters relating to protection of privacy and data usage. | Stimulating discussion and debate on the ethical and social implications deriving from the use of new technologies within the banking and insurance business. | Where appropriate, supporting the Risks Committee and the Board of Directors, within their advisory functions, in carrying out the duties ascribed to the Risks Committee and the Board in relation to the supervision of technological risks and cyber-security aspects. 2025 Consolidated Management Report 104
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ACTIVITIES DURING THE YEAR MONITORING OF TECHNOLOGY AND INNOVATION STRATEGIES With a view to advising on the execution of the Innovation Plan within the framework of the 2025– 2026 Strategic Plan, the Committee carried out an in-depth analysis of the main technological innovation trends in the fintech sector and reviewed the priority initiatives linked to the launch of new products and services at CaixaBank. The Committee also reviewed proposals for projects aimed at driving the development of products based on digital technology (digital assets) and digital identity solutions, conceived as long-term initiatives, the development of which will commence provided that a regulatory framework is in force and consolidated. PROGRESS IN IMPLEMENTING THE STRATEGIC INFRASTRUCTURE PLAN Project Cosmos was presented to the Committee, setting out the strategic plan of the Operations Division to modernise the institution’s infrastructure and operations. This plan is built around four key objectives: become more agile, develop new services through advanced technologies, enhance operational efficiency, and strengthen the technology platform OPERATIONS AND PAYMENTS; COGNITIVE PLATFORM AND DATA; PROCESSES; CIB AND MARKETS; AND RESILIENCE The members of the Committee noted positive progress in strategic projects such as the evolution of the technological architecture, the integration of generative artificial intelligence in digital channels and the acceleration of transversal programmes such as GalaxIA, DataNow and Miró, a project to improve the functionalities of the CaixaBank app. It was also emphasised that it is important to assess clients’ digital capabilities, prioritise the areas with the greatest impact on the business and user experience, and ensure a robust governance model to manage complexity and guarantee success. KEY TRENDS, SOLUTIONS AND GOVERNANCE OF ARTIFICIAL INTELLIGENCE (AI) The Committee examined the main trends in the use of artificial intelligence, as well as the initiatives currently under development at CaixaBank. The Committee was also informed of progress in the governance of AI implemented at CaixaBank, as well as of the specialised teams tasked with managing it. MONITORING OF TECHNOLOGICAL AND CYBERSECURITY RISK In discharging its duties, the Committee held a joint meeting with the Risks Committee at which the main technology risks, criticalities and trends associated with financial activity and the digitalisation of our clients’ habits were analysed. The meeting mainly addressed issues related to the regulatory framework for technology risk management, the mitigating actions implemented, RAF IT Risk metrics, as well as the associated risks. STRATEGY AND CAPABILITIES IN DATA AND ADVANCED ANALYTICS The Committee was briefed on the status of the Group’s analytics capabilities and reviewed opportunities to improve data availability and use. 2025 Consolidated Management Report 105
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During 2025, the Innovation, Technology and Digital Transformation concluded that the frequency and duration of the meetings held were, overall, appropriate to ensure its proper functioning and to provide, when necessary, timely advice to the Board of Directors. ANNUAL ASSESSMENT OF THE COMMITTEE’S PERFORMANCE This report was drawn up in accordance with Article 529 nonies of the Spanish Capital Companies Act, as part of the annual assessment that the Board of Directors is required to carry out of its own performance and that of its Committees. This Activity Report was drawn up by the Innovation, Technology and Digital Transformation Committee on 10 December 2025, in accordance with the By- laws and the Regulation of the Board of Directors, and was submitted to the Board for approval. 2025 Consolidated Management Report 106
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ACTIVITY REPORT OF THE AUDIT AND CONTROL COMMITTEE Articles 40 and 17 of the By-laws and the Regulation of the Board of Directors and applicable legislation describe the organisation and operation of the Audit and Control Committee. NUMBER OF MEMBERS The Audit and Control Committee is composed exclusively of non-executive directors, in a number to be determined by the Board, between a minimum of three and a maximum of seven. The majority of the members of the Audit and Control Committee are independent. The Committee will appoint a Chairman from among the independent directors. The Chairman must be replaced every four years and may be re- elected once a period of one year from his/her departure has transpired. As of 31 December 2025, the Committee is composed of five members, with a balanced representation between men and women (40 % women). The composition of the Committee was amended in 2025 following the Annual General Meeting of Shareholders held on 11 April, with the Board resolving to appoint Bernardo Sánchez and José María Méndez as new members of the Committee following their appointment as directors, while Teresa Santero continued to sit on the Committee following her re-election as a director ( see Other Relevant Information disclosure No. 34100). COMPOSITION Member Position Category Date of first appointment Eduardo Javier Sanchiz Chairman (1) Independent 01/02/2018(2) Cristina Garmendia Member Independent 22/05/2020(3) José María Méndez Member Proprietary 11/04/2025 Teresa Santero Member Proprietary 30/03/2021(4) Bernardo Sánchez Member Independent 11/04/2025 (1) Appointed Chairman on 31 March 2023. (2) Re-elected member of the Board on 6 April 2018 and 8 April 2022. (3) Re-elected member of the Board on 31 March 2023. (4) Re-elected member of the Board on 11 April 2025. DISTRIBUTION OF COMMITTEE MEMBERS BY CATEGORY (% of total committee members) % of proprietary directors 40% % of independent directors 60% The members of the Committee have been appointed on the basis of their knowledge and experience, particularly in the fields of accounting, auditing and risk management. For information purposes, the professional career of each committee member can be found under “Board of Directors – CVs of the directors”. Overall, the members of the Committee possess the technical expertise required for the performance of their duties, as reflected in the skills matrix available in the section “Diversity on the Board of Directors – Skills Matrix of the Board of Directors of CaixaBank 2025”. 2025 Consolidated Management Report 107
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NUMBER OF MEETINGS AND ATTENDANCE (C.1.25) In 2025, the Committee met on 13 occasions. All meetings during the year were held in person. Attendance among members in 2025 was as follows: Member Attendance/ No. of meetings in 2025(*) Attendance in 2025 (%) Delegations Eduardo Javier Sanchiz 13/13 100.00% - Cristina Garmendia 13/13 100.00% - José María Méndez 5/6 83.30% 1 Teresa Santero 13/13 100.00% - Bernardo Sánchez 7/7 100.00% - (*) This column reflects in-person attendance, whether by physical or remote means. As regards the number of meetings, when the director has been appointed as a member of the Committee during the year, only meetings from the date of appointment are counted. Note: Francisco Javier Campo and José Serna attended all meetings of the Committee until their effective departure on 11 April 2025. Notably, the following departments and roles attended the meetings as guests, limiting their attendance to specific items on the agenda: the Accounting, Management Control and Capital Division (13/13), Internal Audit (13/13), Sustainability (3/13), Compliance and Control and Public Affairs (11/13), ALM, Treasury & Funding (treasury shares) (11/13), the Risk Management Function (RMF) (9/13), Legal and Tax Advisory (8/13), Communication and Institutional Relations (1/13), Corporate Development (1/13), People (3/13), Risk (7/13), Business (2/13), Insurance (1/13) and Operations (1/3). In addition, the external auditor (7/13) and the sustainability information assurance provider (3/13) presented matters to the Committee. FUNCTIONING The Committee establishes an annual work plan, which is adapted to the needs that arise during the year, and meets on a quarterly basis as a rule, as well as additionally whenever a meeting is deemed appropriate for the proper discharge of its duties. Meetings are convened by the Chairman of the Committee, either on the Chair’s own initiative or at the request of two members of the Committee. Prior to each meeting, the relevant documentation (agenda, reports and minutes) is made available in advance to the Committee members through the IT tools enabled for that purpose. In particular, in discharging its duties the Committee may access any information or documentation held by the Company in an appropriate, timely, and sufficient manner, and may request: (i) the assistance and cooperation of the members of the executive team or staff of the Company; (ii) the assistance of the Company’s auditors to address specific points on the agenda for which they have been invited; and (iii) advice from external experts when deemed necessary. The Committee maintains an effective communication channel with its stakeholders, which will normally be the Chairman of the Committee with the Company's management, particularly the financial management; the head of internal audits; and the main auditor responsible for account auditing. The Audit and Control Committee follows up on its annual planning at each meeting. After each meeting, its Chairman reports to the full Board on the main matters discussed and the decisions taken. Furthermore, the minutes of the meetings, together with their supporting documents and an executive summary, are made available to all members of the Board of Directors. Its duties include: | Reporting to the AGM on matters posed by shareholders that fall within the Committee’s remit and, in particular, on the result of the audit, explaining how this has contributed to the integrity of the financial information and the Committee’s role in this process. | Overseeing the process of preparing and presenting the financial and non-financial information of the Company and, if applicable, the Group, ensuring compliance with regulatory requirements, reviewing the accounts, ensuring proper consolidation perimeter delineation, and correct application of generally accepted accounting principles. | Ensuring that the Board presents the financial statements and management report to the AGM without limitations or qualifications in the audit report and that, in the exceptional case of qualifications, both the Chairman of the Committee and the auditors clearly explain to shareholders the content and scope of such limitations or qualifications. 2025 Consolidated Management Report 108
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Informing the Board of Directors in advance of the financial information and the related non-financial information that the Company must periodically release to the markets and their supervisory bodies. | Overseeing the effectiveness of internal control systems, and discussing with the statutory auditor any weaknesses identified in the internal control system during the audit, all without jeopardising its independence. For such purposes, and if appropriate, it may submit recommendations or proposals to the Board and the corresponding deadline for follow-up. | Overseeing the internal audit. | Establishing and overseeing a mechanism that allows the Company’s employees, or those of the group it belongs to, to confidentially and, if deemed appropriate, anonymously report significant irregularities, especially financial and accounting ones, that they observe within the Company, receiving periodic updates on its operation and proposing appropriate actions for improvement and reducing the risk of future irregularities. | Supervising the effectiveness of risk management and control systems, in coordination with the Risks Committee, when necessary. | Establishing appropriate relationships with the external auditor, evaluating and supervising these relationships. | Supervising compliance with regulations on related party transactions and providing information to the Board or, if applicable, to the AGM, on such transactions beforehand. ACTIVITIES DURING THE YEAR FINANCIAL AND NON-FINANCIAL (SUSTAINABILITY) REPORTING The Committee placed particular emphasis on overseeing the process of preparing and submitting the mandatory financial information, corporate information and non-financial information, as well as on monitoring the project to transpose the Directive (EU) 2022/2464 on corporate sustainability reporting (CSRD) and the proposed Omnibus regulatory simplification. . The responsible areas attended all the meetings held by the Committee during 2025, enabling the Committee to be informed sufficiently in advance about the process for preparing the interim financial information and the separate and consolidated financial statements, as well as information relating to results. The Committee reviewed and endorsed the principles, valuation criteria, judgements and estimates, and accounting practices applied by CaixaBank, and oversaw their compliance with accounting regulations and the criteria established by the relevant regulators and supervisors. All of this to ensure the integrity of accounting and financial information systems, including financial and operational control and compliance with applicable legislation. At its meeting of 19 February, the Committee issued a favourable report on the financial statements as at 31 December 2024, prior to their authorisation for issue by the Board of Directors. Likewise, the European Single Electronic Format (ESEF) was used to draw up the annual financial information. Likewise, on 28 April, 28 July and 29 October 2025, the Committee issued favourable reports on the financial statements as at 31 March, 30 June and 30 September 2025, respectively, also prior to their authorisation for issue by the Board of Directors. The Committee oversaw the effectiveness and operation of the internal controls carried out to provide reasonable assurance as to the reliability of the financial and non-financial information that CaixaBank provides to the market. The Head of Internal Financial Control presented his annual and quarterly reports on the functioning of the Internal Control over Financial Reporting (ICFR) system. The conclusions were that the Company has appropriate procedures and the necessary controls in place to establish a robust system that operated effectively during the year. Information relating to the ICFR system is also subject to review by both the internal and external auditors, who have indicated that no issues have been identified that could affect it. The Committee likewise reviewed and verified the Non-Financial Information Statement and Sustainability Report included as part of the Management Report, focusing on the main indicators, and also oversaw the operation and control environment in place, taking into account the guidelines and recommendations issued by the supervisor. The Head of Financial Internal Control presented the annual report on the operation of the Internal Control over Non-Financial Reporting System (ICFRS), concluding that the Company has the appropriate procedures and necessary controls in place to constitute a robust system, which operated effectively throughout the 2025 financial year. Moreover, the Non-Financial Information Statement, as required under the regulations applicable to the year, underwent a specific assurance process by an external expert who, prior to issuing the corresponding report, reported to the Committee on the review process, its methodology and the scope of the engagements carried out. 2025 Consolidated Management Report 109
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The Committee analysed the Group’s double materiality assessment for 2025, prepared in line with the Corporate Sustainability Reporting Directive (CSRD), focusing in particular on priority matters looking forwards. Moreover, the Committee regularly monitored the performance and trend in the main figures contained in the statement of profit or loss and balance sheet, as well as the status of legal contingencies and their provisions, and details of the Group’s liquidity and capital adequacy position. Likewise, the Committee issued a favourable report to the Board of Directors on the severely adverse scenario of the 2024 ICAAP (Internal Capital Adequacy Assessment Process), as well as on the economic capital of the CaixaBank Group as at December 2024. It was also briefed, in accordance with the Pillar III disclosure standard and prior to its approval by the Board of Directors, of the annual Pillar 3 information, as well as the selection of that information to be published each quarter. It should be noted that, during the year, the Committee was regularly informed of monitoring activities within the scope of the Single Supervisory Mechanism, including the annual findings of the Supervisory Review and Evaluation Process (SREP). The Committee also regularly monitored the main accounting figures, the various audit tests and the accounting impacts. Notably, no contributions to the Single Resolution Fund or the Deposit Guarantee Fund were made in 2025, as the capitalisation targets established in 2024 had already been met. Among other matters, the Committee also oversaw the procedures and methodology followed to determine the impacts. The committee was also informed of the priorities and planning relating to supervisory activity for 2025, of the consistent application of International Financial Reporting Standards (IFRS) by listed entities, and it monitored regulatory developments in the area of sustainability disclosures, in particular those included in the Management Report. The Committee reviewed the update of the Statement on Principal Adverse Impacts (PIAS), in accordance with the requirements of Regulation (EU) 2019/2088 (SFDR, Sustainable Finance Disclosure Regulation), and issued a favourable report to the Board of Directors on its publication. Likewise, the Committee issued a favourable report to the Board of Directors on the review of the Corporate Policy on the management and control of the reliability of information. The Committee also reported favourably to the Board on the proposal to distribute an interim dividend in the last quarter of the year. 2025 Consolidated Management Report 110
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Risk management and control Pursuant to Spanish Law 10/2014 of 26 June on the organisation, supervision and solvency of credit institutions, CaixaBank has a Risks Committee tasked with proposing to the Board the risk control and management policies and strategies and advising on the Company’s overall current and future risk appetite, including the assessment of compliance risk within its remit and decision- making purview. The Audit Committee is entrusted with the ultimate oversight of the effectiveness of the Company’s internal control and risk management systems. In addition, the Risks Committee and the Audit and Control Committee continued to pursue their strategy of strengthening interaction and coordination in all matters relating to risk oversight. Both committees held two joint meetings during the year, at which they reviewed the risk scenarios and CaixaBank’s concise statement on the Internal Capital Adequacy Assessment Process (ICAAP) and the Internal Liquidity Adequacy Assessment Process (ILAAP), the liquidity contingency plan, as well as the CaixaBank Group Recovery Plan. The Audit and Control Committee was also informed of the update to the recalibration of provisioning parameters under IFRS 9 and backtesting, among other matters. The Committee also reviewed the corresponding assessments carried out by the Second and Third Lines of Defence in relation to the matters mentioned and issued a favourable report to the Board of Directors on such matters. Moreover, the Head of Financial Internal Control, as the Second Line of Defence, presented the Annual Report of the Financial Information Reliability Division, covering its management and control functions in relation to the reliability of financial information during 2024, the planning and projects envisaged for 2025 in respect of financial information reliability, as well as the monitoring of the indicators of the Internal Risk Control System. The Head of the RMF, also acting as the Second Line of Defence, presented to the Committee the 2024 Activity Report of the Risk Management Function and reported on the reviews carried out of the 2025 budget preparation process. She also reported on the reasonableness and suitability of the methodology used to assess impairment risk at investee companies, the validation of the assumptions and resulting valuations, and the robustness of the valuation models for such risk. Moreover, she reviewed the judgements and estimates applied in the model for the utilisation of deferred tax assets, as well as the criteria used in valuation reports and the impairment testing of goodwill. The Committee analysed the applicable regulatory requirements and prudential regulation. More precisely, the Committee issued a favourable report to the Board of Directors on the review of the Charter of the Risk Management Function and the Corporate Policy on Governance and Internal Control. Regulatory compliance The Committee carries out continuous supervisory work on matters relating to regulatory compliance at the Company. During the year, the Committee was presented with the annual report of the function, which sets out the most significant aspects of the previous financial year in relation to the Risk Management Model and the Risk Control Environment, over which the compliance function has been assigned Second Line of Defence oversight responsibilities, together with the main activities carried out during the year. The Committee is also involved in determining the variable remuneration of the function holder, which is approved by the Board of Directors at the proposal of the Remuneration Committee, carrying out an annual assessment of the fulfilment of their duties and the achievement of the targets set. The Committee also analysed the reports, both internal and external, that were submitted to the Committee by this function. Among the internal reports, particular note should be made of the regular reports on the application of the Internal Rules of Conduct in the Securities Markets (IRC), the reports on compliance with the Policy, Principles of Action and internal rules of conduct governing the benchmark interest rate contribution process, as well as the reports on the Internal Reporting System, including data on the volume of queries and whistleblowing reports received. With regard to external reports, it should be noted that the full report of the external expert, required under Article 28 of Law 10/2020 on the prevention of money laundering and terrorist financing, as at 31 December 2024, was reviewed by the Committee. During the year, the Committee monitored the degree of progress made towards the initiatives implemented in relation to the prevention of money laundering and terrorist financing across the Group. This was achieved through regular reporting by the Compliance area, thus allowing the Committee to hear about and oversee updates to the Group’s prevention system. The Committee was regularly briefed on the identification and assessment of the risks detected by the Compliance function; of the nature and effectiveness of the measures proposed to address those risks; of the monitoring of significant subsidiaries, such as BPI; of the assessment of conduct risk; of the monitoring of mandatory regulatory training and the qualitative compliance- related targets; and of the certifications obtained or renewed by the function. 2025 Consolidated Management Report 111
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The Committee was also given regular status updates in relation to the requirements issued by the various regulators and supervisors, as well as of inspection and supervisory actions and the progress made in implementing conduct and compliance recommendations. The Committee also received information on the follow-up audits carried out in respect of the UNE 19601 criminal compliance management system, the ISO 37001 anti-bribery management system and the ISO 37301 compliance management system held by the Company. Internal audit Among its functions, the Committee is entrusted with overseeing the effectiveness of the internal audit function, ensuring the proper functioning of information and internal control systems, as well as the function’s independence and the appropriate risk-based focus of its work plans. The Committee is also involved in determining the variable remuneration of the Head of the Internal Audit function, which is approved by the Board of Directors at the proposal of the Remuneration Committee, carrying out an annual assessment of the fulfilment of her duties and the achievement of the targets set in relation to variable remuneration. Accordingly, the Committee was briefed on the 2024 Internal Audit Activity Report, on the completion of the 2022–2024 Internal Audit Strategic Plan, and on the monitoring of the new 2025–2027 Internal Audit Strategic Plan, in relation to which it received regular updates. The Committee also received information on the degree of achievement of the targets set for the Internal Audit function in the previous financial year, expressed a positive view of their level of fulfilment and the performance of the function, and approved the targets to be pursued in 2025. The Internal Audit function reported regularly to the Committee on the monitoring and progress towards the 2025 Annual Internal Audit Plan, presented in December of the previous year and approved by the Board of Directors at the Committee’s proposal, with the Committee overseeing its implementation. Accordingly, Internal Audit reported satisfactory progress towards the plan, with no noteworthy developments during the year. The Committee was also presented with the 2026 Annual Internal Audit Plan, which will be reported to the Board of Directors prior to its approval. The Committee also received information on thematic reviews carried out across a single control environment, including sustainability, cybersecurity, remuneration, the control environment for the branch network, the Journey to Cloud, internal risk models, as well as internal control at the Group’s most significant subsidiaries, such as Banco BPI, CaixaBank Payments & Consumer, VidaCaixa, CaixaBank Asset Management and BuildingCenter, with Internal Audit operating under a corporate- wide remit and providing a systematic approach to the assessment and enhancement of risk management processes and internal controls across the Group’s activities and businesses. Internal Audit also reported on the review engagements carried out on the financial statements and the consolidated Management Report, the Annual Corporate Governance Report, the Annual Report on Directors’ Remuneration, the sustainability information and the Recovery Plan, as well as the double materiality assessment, among other matters. On 28 January 2025, the Committee received the Independence Statement of the Internal Audit function of CaixaBank, prepared in compliance with the Group’s Internal Audit Charter. 2025 Consolidated Management Report 112
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Relationship with the statutory auditor / sustainability information assurance provider The Committee maintained ongoing and fluid contact with PwC, CaixaBank’s external auditor, throughout 2025. In accordance with the established plan, the lead members of PwC’s external audit team attended nine of the thirteen meetings held, while the sustainability information assurance provider attended three of the thirteen meetings. Likewise, at least once a year the members of the Committee meet with the external auditors without the presence of the Company’s management, with the aim of gaining an understanding of the auditors’ views on the performance of their work, their relationship with the various counterparts within CaixaBank, and their assessment of the Company’s performance. Likewise, PwC presented the Committee with the annual plan for the performance of the audit engagements, including the timetable and audit approach, detailing the activities and validations to be carried out. PwC also gave regular updates on the progress of the annual audit plan, as well as on the planning and status of the sustainability information review engagements for 2025. The Committee received the auditor’s independence statement for the previous financial year, confirming compliance with the applicable independence requirements set out in the Audit Act and in Regulation (EU) No 537/2014 of 16 April. Moreover, given the Company’s status as a Public Interest Entity, in accordance with audit regulations, the external auditor submitted the Additional Report for the Audit and Control Committee for the 2024 financial year. Likewise, at its meeting of 19 February 2025, and prior to the issuance of the audit report on the 2024 financial statements, the Committee approved the report on the independence of the auditors, expressing a favourable opinion. At the meetings held prior to the approval of the mandatory financial information, PwC communicated its preliminary conclusions to the Committee, together with all significant matters on which the Committee must be informed, in accordance with the regulations governing statutory audit activity. It also reported to the Committee on various mandatory reports, such as the Supplementary Report to the Audit Report on the Financial Statements submitted to the Bank of Spain and the 2024 Client Asset Protection Report. During the year, the Committee received information on any matters that could potentially compromise the auditor’s independence. The Committee analysed and, where appropriate, authorised the provision by the statutory auditors of non-audit services, after considering, among other aspects, the nature of the services, the legally applicable quantitative limits, those voluntarily established by the Committee, and the existence of any threats to the auditor’s independence and the safeguards put in place. During the year, the Committee recommended the re-appointment of PricewaterhouseCoopers Auditores, S.L. (“PwC”) as statutory auditor of CaixaBank and its consolidated Group for the 2026 financial year, following a positive assessment as to its compliance with the requirements of independence, objectivity, professional competence and quality required under the legislation applicable to public-interest entities and under CaixaBank’s own internal rules and standards. This re-appointment was approved at the Annual General Meeting held on 12 April 2025. Previously, the auditor had been appointed for a three-year term (2018–2020) and subsequently re-appointed on an annual basis. 2025 Consolidated Management Report 113
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Communications with regulatory bodies The Committee received regular status updates during the year on matters relating to communication and regulatory requirements, as well as meetings held by CaixaBank’s senior officers with the competent supervisory bodies. The status and follow-up of recommendations and actions from the European Central Bank, as well as from other supervisory authorities, were also reported on a regular basis. Duties in relation to related party transactions Law 5/2021 of 12 April, which amends the revised text of the Spanish Companies Act, approved by Royal Legislative Decree 1/2010 of 2 July, and other financial regulations with respect to promoting the l o n g - t e r m e n g a g e m e n t o f s h a r e h o l d e r s i n l i s t e d companies, introduced the new regime applicable t o r e l a t e d - p a r t y t r a n s a c t i o n s t h r o u g h C h a p t e r V I I b i s ( R e l a t e d - P a r t y T r a n s a c t i o n s ) o f t h e S p a n i s h Companies Act. Internally, related party transactions are governed by CaixaBank's Protocol on related party transactions, the most recent revision of which was approved by the Board of Directors on 27 March 2025. This protocol further regulates the related party transactions set out in the By-laws and the Regulation of the Board of Directors, establishing the internal procedure for the identification, analysis, approval, monitoring and control of related party transactions and, among other matters, providing for the creation of an internal working group to assist the governing bodies in the performance of their duties in this connection. The aforementioned internal regulations provide that related party transactions must be authorised in advance by the Board of Directors, subject to a prior favourable report from the Audit and Control Committee, except in cases where approval falls within the remit of the Annual General Meeting, in which case a prior favourable report from the Committee will also be required. Specifically, the Board has the power to approve transactions that the Company or Group companies carry out with: (i) directors; (ii) shareholders holding 10 % or more of the voting rights or represented on the board; or (iii) with any other persons who are to be considered related parties in accordance with International Accounting Standards, adopted pursuant to Regulation (EC) 1606/2002. However, such authorisation by the Board of Directors shall not be necessary and may be delegated to the Audit Committee or other internal bodies, provided that: a. The transactions are carried out between CaixaBank and companies forming part of the Group, and take place in the ordinary course of business and at arm’s length; b. Transactions made under contracts with standardised terms applied to a large number of clients, conducted at prices or rates generally set by the provider of the good or service in question, and whose value does not exceed 0.5 % of the net turnover of the Company, or in the case of transactions with shareholders holding 10 % or more of the voting rights or represented on the Company’s Board of Directors, which do not individually exceed €5,000,000 or when aggregated with other transactions made with the same counterparty over the past 12 months do not exceed 0.35 % of the net turnover of the Company. In transactions requiring approval by the Board, the directors of the Company affected by the related party transaction, or those representing or linked to the shareholders affected by the transaction, must abstain from participating in the deliberation and voting on the matter, as set forth by law. Without prejudice to the fact that transactions delegated by the Board do not require a prior report from the Audit and Control Committee, the Committee still receives, on a half-yearly basis, a report from the internal working group responsible for analysing related party transactions. The report details the transactions carried out during the relevant period, for the purpose of verifying their fairness and transparency and compliance with the legal criteria applicable to the delegation of approval of related party transactions. The granting by the Company of credits, loans, and other forms of financing or guarantees to directors, or to persons related to them, will be subject, in addition to the provisions of the Regulation of the Board of Directors, to the regulations governing and disciplining credit institutions and the guidelines of the supervisor in this area. In addition to the foregoing, the Company will publicly announce, no later than the day of their execution, any related party transactions carried out by the Company or its Group companies, whose amount reaches or exceeds 5 % of the total asset items or 2.5 % of the annual turnover, as required by law. Furthermore, it will report on related party transactions in the six-monthly financial statements, the annual corporate governance report and the notes to the annual financial statements in the cases and with the scope established by law. 2025 Consolidated Management Report 114
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In 2025, the Audit and Control Committee concluded that the frequency and duration of the meetings held were, overall, appropriate to ensure its proper functioning and to provide, when necessary, timely advice to the Board of Directors. In this regard, this section of the present report includes information on related party transactions as referred to in Recommendation Six, paragraph (c), of the Good Governance Code for Listed Companies issued by the National Securities Market Commission (CNMV). In 2025, the Committee analysed and reported on transactions carried out by the Company with parties related to CaixaBank. In this connection, the Committee resolved to issue a favourable report to the Board of Directors, at the meetings held on 28 January, 25 June, 28 July, 23 September, 26 November and 17 December 2025, in respect of 11 related party transactions, prior to their approval by the Board of Directors, confirming that they were fair and reasonable in the eyes of the Company and its shareholders. It is also worth noting that during 2025 no significant shareholder of CaixaBank (nor any company forming part of their respective groups), nor any director or member of CaixaBank’s Management Committee (or their related parties), carried out, with CaixaBank or companies within its Group, any significant transactions based on the amount involved or material by reason of their nature. Lastly, in compliance with Article 529 duovicies of the Spanish Capital Companies Act, the Audit and Control Committee received, at its meetings of 19 February and 28 July 2025, the corresponding half- yearly reports from the internal working group tasked with analysing related party transactions, relating respectively to the second half of 2024 and the first half of 2025. These reports set out the related party transactions the approval of which had been delegated by the Board of Directors, for the purpose of verifying their fairness and transparency. Other business In accordance with its annual activity plan, the Committee was regularly briefed during the year by the heads of the tax area, who reported, among other matters, on the most salient tax issues affecting the Company in the fulfilment of its tax obligations, particularly changes and developments in the fiscal area and, where applicable, the monitoring of their implementation, the tax assessments of the Spanish Tax Group, as well as the relations of the Company and its Group with tax regulators and supervisory authorities. Details were also provided on the tax report included within the larger Management Report accompanying the Company’s financial statements; on the 2025 informative tax returns, the filing of which reflects the work carried out during 2024 and includes, among other tasks, monitoring impending tax changes and developments yet to be implemented by the Tax Office, the Company’s tax management, and the key figures relating to the Group’s tax contribution and tax information for 2024. The Committee was also informed that, for a further year, CaixaBank had duly submitted its Annual Tax Transparency Report under the Code of Good Tax Practices, with a view to strengthening the cooperative relationship and, in particular, fostering transparency and legal certainty in the fulfilment of tax obligations. The Committee was also briefed on the renewal of the UNE 19602 Tax Compliance certification issued by AENOR, which CaixaBank first obtained in 2022, as well as of recent legislative and case-law developments in tax matters. The Committee also received information on the main lines of activity of the Business Control function, including both the report on activities carried out during the 2024 financial year and its Annual Plan for 2025, as well as activities relating to the management of treasury shares. ANNUAL ASSESSMENT OF THE COMMITTEE’S PERFORMANCE This report has been prepared in accordance with Article 529 nonies of the Spanish Capital Companies Act, within the framework of the annual evaluation that the Board of Directors must carry out on its own functioning and that of its Committees. This Activity Report was drawn up by the Audit and Control Committee on 17 December 2025, in accordance with the By-laws and the Regulation of the Board of Directors, and was submitted to the Board for approval. 2025 Consolidated Management Report 115
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Set out below is a more detailed description of the Committee’s activities in relation to the supervision of financial and non-financial (sustainability) reporting, oversight of the external auditor and assurance provider, and monitoring of related party transactions, to comply with Circular 3/2021 of the CNMV, which contains the templates for the Annual Corporate Governance Report and the Annual Report on the Remuneration of Directors: a) Monitoring of financial and non-financial reporting (sustainability) (C.1.28) Among the responsibilities of the full Board is the specific supervision of the disclosure process and communications related to the Company. Therefore, it is the Board’s responsibility to manage and oversee, at the highest level, the information provided to shareholders, institutional investors, and the markets in general. In this context, the Board aims to protect and facilitate the exercise of rights for shareholders, institutional investors, and the markets, while defending the company's interest. The Audit and Control Committee, as a specialised committee of the Board, ensures the proper preparation of financial information, giving special attention to this, along with non-financial information. Its functions include preventing any qualifications in the external audit reports. Ordinarily, the Committee meets once a month, as indicated previously, to review the mandatory financial information to be submitted to the authorities, as well as the information that the Board must approve and include in its annual public documentation, with the presence of the internal auditor and assurance provider, and if any type of review report is issued, the statutory auditor. In addition, during the 2025 financial year, the external auditor and assurance provider held a meeting with the Board of Directors in full to report on the work they had carried out and developments in the Company’s accounting and risk situation. The individual and consolidated financial statements presented to the Board for approval are not pre-certified. Without prejudice to the foregoing, it is hereby stated that the Internal Control over Financial Reporting (ICFR) process and the financial statements as at 31 December 2025, which form part of the financial statements for the year, are subject to certification by the Company’s Head of Internal Control and Validation. (C.1.27) 2025 Consolidated Management Report 116
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b) Monitoring the independence of the external auditor and the assurance provider To ensure compliance with applicable regulations, particularly with regard to the Company's status as a Public Interest Entity, and the independence of the audit work, the Company has a Policy on Relations with the External Auditor (updated in 2023), which sets out the processes and principles governing the selection, hiring, appointment, reappointment and termination of the statutory auditor, as well as the framework for relations with the external auditor. The external auditor will initially be appointed to a three-year period. The Policy on Relations with the External Auditor stipulates that, after this initial period, the auditor may be proposed for reappointment for annual periods until a maximum period of ten years is reached, with the reference year for reappointment being the calendar year following the general meeting of shareholders at which the reappointment has been agreed. Once the maximum term of ten years has expired, re- election shall only be possible, exceptionally, in the cases provided for in the aforementioned regulations. To further safeguard the independence of the auditor, the Company's By-laws stipulate that the General Meeting of Shareholders cannot dismiss the auditors before the expiration of their appointment term unless there is just cause. (C.1.30) The Audit and Control Committee is responsible for establishing relations with the statutory auditor and assurance provider to obtain information on any issues that could jeopardise their independence, and any other information related to the process of conducting the audit of the accounts and verifying the sustainability information. In any case, the Committee must receive from the external auditors and assurance provider an annual declaration confirming their independence in relation to the Group, along with information on any additional services of any kind they, or entities or individuals linked to them, have provided to the Group. Before the audit report is issued, the Audit Committee will produce a report evaluating the auditor's independence. This report will include an assessment of any additional services provided by the auditor, beyond the statutory audit, both individually and collectively, in relation to the independence rules or auditing regulations. (C.1.30) 2025 Consolidated Management Report 117 8 8 31% 31% Individual Consolidated Individual Consolidated Number of uninterrupted years of PWC as statutory auditor (C.1.34) % of years audited by PWC out of the total years audited (C.1.34) The audit firm also performs non-audit work for the Company and/or its Group: (C.1.32) CaixaBank Subsidiaries Group total Amount of non-audit work (thousands of €) 1,157 224 1,381 % Amount of non-audit work / Amount of audit work 33% 7% 20% Note: The indicated ratio (20 %) has been determined for the purpose of preparing the Annual Corporate Governance Report on the basis of the audit fees for the financial year 2025. The regulatory ratio determined on the basis of the provisions of Regulation (EU) No 537/2014 of the European Parliament and of the Council on specific requirements for the statutory audit of public interest entities in its Article 4(2), estimated on the basis of the average audit fees of the previous three financial years, amounts to 21 % (see Note 33 to the consolidated financial statements).
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Within the framework of the policy on relations with the external auditor and in accordance with the Technical Guidelines on Audit Committees of Public Interest Entities issued by the CNMV, an annual evaluation of the quality and independence of the statutory auditor is submitted to the Audit and Control Committee. This evaluation is coordinated by the Accounting, Management Control and Capital Division and addresses the development of the external audit process, including: (i) compliance with the requirements of independence, objectivity, professional competence and quality and (ii) the appropriateness of audit fees for the engagement. Therefore, the Committee has proposed to the Board and the latter to the AGM, the re-election of PwC Auditores, S.L. as statutory auditors of the Company and its consolidated Group for the financial year 2026. (C.1.31) The audit report on the annual financial statements for the previous financial year does not include any qualifications or reservations (C.1.33) Finally, for the purposes of the transposition into Spanish law of EU Directive 2022/2464 on Corporate Sustainability Reporting (CSRD), as amended by the Omnibus Directive, the Company, as an entity subject to this directive, is evaluating the principles that should govern the selection, hiring, appointment, re-election and dismissal of the assurance provider, as well as the framework of relations between the two, considering the new features introduced. c) Monitoring of related party transactions (D.1, D.2, D.3, D.4, D.5, D.6 and A.5) In addition to the contents of the section on the Audit and Control Committee's Activity Report and to ensure compliance with the provisions of CNMV Circular 3/2021, the following information on related party transactions is included below: the Company is not aware of any kind of relationship (commercial, contractual or familial) between the holders of significant holdings. Notwithstanding any potential commercial or contractual relationships with CaixaBank, within the ordinary course of business and on an arm's length basis. To regulate the relationships between the "la Caixa" Banking Foundation and CaixaBank and their respective groups, and to avoid situations of conflict of interest, the Internal Protocol of Relationships (amended in October 2021) has been signed. The main objectives of this Protocol are: (i) to manage related party transactions; (ii) to establish mechanisms to prevent conflicts of interest; (iii) the right of first refusal on Monte de Piedad; (iv) to collaborate in CSR and sustainability matters; and (v) to regulate the flow of information to comply with periodic reporting obligations. The aforementioned Protocol is available on the corporate website, and compliance is subject to annual oversight by the Committee. Without prejudice to the foregoing, the Internal Relations Protocol also establishes the general criteria for carrying out transactions or providing services under market conditions, as well as identifying the services that FBLC Group companies provide and may provide to CaixaBank Group companies and those that CaixaBank Group companies provide or may provide, in turn, to FBLC Group companies. 2025 Consolidated Management Report 118
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The Protocol establishes the circumstances and terms for approving transactions. In general the Board of Directors is the competent body for approving these transactions. Under Clause 3.4 of the Protocol, certain transactions require the prior approval of CaixaBank's Board of Directors, which must be preceded by a report from the Audit and Control Committee. This requirement extends to the other signatories of the Protocol. (A.5+D.6) With regard to board members, Articles 36 and 37 of the Regulation of the Board of Directors address the duty of non-competition for Board members and the management of situations of conflict of interest, respectively. (D.6) Directors will only be exempt from complying with the duty of non-competition when it does not cause irreparable harm to the Company. The director who has obtained the exemption must comply with the conditions set out in the exemption agreement and, in any case, the obligation to abstain from participating in deliberations and votes where there is a conflict of interest. Directors (directly or indirectly) have the general obligation to avoid situations that could present a conflict of interest for the Group, and if such situations arise, they must report them to the Board for inclusion in the annual financial statements. On the other hand, key personnel are subject to certain obligations regarding direct or indirect conflicts of interest under the Internal Rules of Conduct in the Securities Market, and they must act with freedom of judgement and loyalty to the Company, its shareholders and clients, abstaining from intervening or influencing decision-making that could affect persons or entities with whom there are conflicts and informing the Compliance Department of such conflicts. Apart from what is detailed in Note 36 of the 2025 consolidated financial statements, no significant or materially relevant transactions between the Group and its related parties are known to have occurred during the year. (D.2, D.3, D.4, D.5) 2025 Consolidated Management Report 119
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SENIOR MANAGEMENT The Chief Executive Officer, the Management Committee and the Company's main committees are responsible for the day-to-day management, as well as for implementing the decisions made by the Governance Bodies. MANAGEMENT COMMITTEE (C.1.14) The Management Committee meets weekly to make decisions regarding the development of the Annual Strategic and Operational Plan, as well as those affecting the organisational life of the Company. Additionally, it approves, within its powers, structural changes, appointments, spending lines and business strategies. Note: As at 31 December, the Management Committee is composed of the directors shown below. However, on 18 December 2025, the Board of Directors agreed on changes to the composition of the Management Committee. For further details, see Other Relevant Information disclosure No. 38,233, of 18 December 2025. https://www.caixabank.com/StaticFiles/pdfs/251218_OIR_Ndp_CD_es.pdf 3 Presence of women in senior management as of 31/12/25 (excluding the Chief Executive Officer) 20 % of total 0.011 % Stakes held by senior management in the Company’s capital at 31/12/25 (former Chief Executive Officer) 0.017 % The total shares from incentive plans pending delivery represent 0.017 % of the total share capital 2025 Consolidated Management Report 120
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IÑAKI BADIOLA Director of Corporate & Investment Banking Education Mr Badiola holds a degree in Economic and Business Science from the Complutense University of Madrid and a Master's degree in Business Administration from IE Business School. Professional career His career in the financial industry spans more than 20 years and includes financial positions at various companies operating in the following sectors: technology (EDS), distribution (ALCAMPO), public administration (GISA), transportation (IFERCAT) and real estate (Harmonia). He previously served as Executive Manager of CIB and Corporate Manager of Structured Finance and Institutional Banking. LUIS JAVIER BLAS Chief Operating Officer Education Mr Blas holds a Law degree from the University of Alcalá, having completed the AMP (Advanced Management Programme) of ESE Business School (University of the Andes, Chile), as well as other corporate management development programmes at IESE and INSEAD. Professional career Before joining CaixaBank, he spent 20 years building his professional career within the BBVA group. He also worked at the Accenture Group, Abbey National Bank Spain and Banco Central Hispano at the start of his career. Other positions currently held He is currently a Director of SegurCaixa Adeslas, S.A. de Seguros y Reaseguros, CaixaBank Tech, S.L.U. and ITNow, S.A. MATTHIAS BULACH Head of Accounting, Mgmt Control and Capital Education Mr Bulach holds a degree in Economics from the University of St. Gallen and a CEMS Management Master’s Degree from the Community of European Management Schools, as well as a Master of Business Administration (2004-2006) from IESE Business School (University of Navarra). Professional career He joined "la Caixa" in 2006 as head of the Economic Analysis Office, carrying out strategic planning, analysing the banking and regulatory system and providing support to the Chair's Office on the task of restructuring the financial sector. Prior to his appointment as Executive Director in 2016, he served as Corporate Manager of Planning and Capital. Before joining the Group, he was Senior Associate at McKinsey & Company, specialising in the financial sector, as well as international project development. He was a member of the Supervisory Board of Erste Group Bank AG and a member of its Audit Committee. He was also a Director of CaixaBank Asset Management SGIIC S.A. and Chairman of its Audit and Control Committee. Other positions currently held He is a Director of CaixaBank Payments & Consumer and BuildingCenter S.A.U. 2025 Consolidated Management Report 121
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ÓSCAR CALDERÓN General Secretary and Secretary to the Board of Directors Education Mr Calderón holds a degree in Law from the University of Barcelona and is a qualified state attorney. Professional career He was a State Lawyer in Catalonia (1999-2003). Lawyer to the General Secretary's Office of Caja de Ahorros y Pensiones de Barcelona ("la Caixa") (2004), Deputy Secretary to the Board of Directors of Inmobiliaria Colonial, SA (2005-2006), Secretary to the Board of Banco de Valencia (from March to July 2013) and Deputy Secretary to the Board of Directors of Caja de Ahorros y Pensiones de Barcelona ("la Caixa") until June 2014. He was also a Trustee and Deputy Secretary of the "la Caixa" Foundation until its dissolution in 2014, as well as Secretary to the Board of Trustees of the "la Caixa" Banking Foundation until October 2017. Other positions currently held He is currently a trustee and Secretary to the Board of Trustees of Fundación del Museo de Arte Contemporáneo de Barcelona (MACBA). He is also Secretary of the Fundación de Economía Aplicada (FEDEA) and Secretary to the Board of Trustees of the CaixaBank Dualiza Foundation. MANUEL GALARZA Head of Control, Compliance and Public Affairs Education Mr Galarza is a graduate in Economics and Business Studies from the University of Valencia and holder of an Extraordinary Degree Award. He also completed the senior Management Programme at ESA DE Business School and the Advanced Management Program at Harvard Business School (2024). He is a member of the Official Registry of Auditors. Professional career Starting in January 2011, he held various leadership positions at Bankia and was a member of its Management Committee from January 2019 until the bank merged with CaixaBank. He has worked as an advisor to listed and unlisted companies, including Iberia, Realia, Metrovacesa, NH, Deoleo, Globalvía and Caser. DAVID LÓPEZ Chief People Officer Education Mr López holds an undergraduate degree in Economics and Business Studies from the University of Las Palmas de Gran Canaria. He has worked at both local and multinational companies, where his time at Arthur Andersen stands out. Professional career In 2001, he joined La Caja de Canarias as the Director of Human Resources and Systems. The following year, he was named Deputy General Manager and Commercial Director of La Caja Insular de Ahorros de Canarias. In 2011, when La Caja Insular joined Bankia, he was named Deputy Commercial Director and subsequently, Commercial Director for the Canary Islands. Between 2012 and 2015, he was Regional Manager of the Canary Islands and, starting in July 2015, Regional Manager of Southwestern Madrid. In January 2019, he was appointed Deputy General Director of People and Culture at Bankia, as well as a member of its Management Committee. In March 2021, he was appointed Deputy Human Resources Director at CaixaBank. In January 2022, he was appointed Human Resources Director at CaixaBank. Other positions currently held Since March 2019 he has been the Chairman of the Labour Relations Committee at CECA. 2025 Consolidated Management Report 122
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MARÍA LUISA MARTÍNEZ Head of Communications and Institutional Relations Education Ms Martínez holds a degree in Modern History from the University of Barcelona and in Information Sciences from Autonomous University of Barcelona. She has also completed the Senior Management Programme (PADE) at IESE Business School. Professional career She joined "la Caixa" in 2001 to head up media relations. In 2008, she was appointed Head of Communication with responsibility for corporate communication and institutional management with the media. In 2014, she was appointed Corporate Director of Communication, Institutional Relations, Brand and CSR at CaixaBank, and in 2016, she was made Executive Director (as well as a member of the Executive Committee since May 2016), responsible for the same areas. In April 2021, she was appointed Head of Communications and Institutional Relations. Up until February 2024, she was the Chairwoman of Dircom Catalonia. Until May 2022, she served as Chairwoman of Autocontrol (a leading body in advertising self-regulation in Spain). Other positions currently held She is a member of the Board of Directors of Foment del Treball, a member of Dircom Nacional and Chairwoman of Corporate Excellence. JAUME MASANA Head of Retail, Private and Business Banking Education Mr Masana holds a degree in Business and a Master's degree in Business Administration from ESADE, as well as a Master's degree in CEMS (Community of European Management Schools) from the Università Commerciale Luigi Bocconi (Milan, Italy). He also completed the International Management Program at Stern - New York University (Graduate School of Business Administration). Professional career Before joining CaixaBank, he worked in Catalunya Caixa (2010-2013), Caixa Catalunya (2008-2010) and Caixa Manresa (1996-2008). He also worked in private equity at Granville Holdings PLC and in the treasury area at JP Morgan. He taught international finance and investment banking at the ESADE Business School in Barcelona. He joined CaixaBank in 2013 and was the Regional Director of Catalonia from 2013 to 2022. Other positions currently held He is a Director of CaixaBank Payments & Consumer*. He is also a Director of SegurCaixa Adeslas, S.A. de Seguros y Reaseguros and Chairman of Imaginersgen, S.A.U. (*) As of 28 January 2026 he no longer holds this position. . JORDI MONDÉJAR Head of Risk Education Mr Mondéjar holds a degree in Economics and Business from the University of Barcelona. He is a member of the Official Registry of Account Auditors. Professional career He worked at Arthur Andersen from 1991 through to 2000, where he specialised in financial audits at financial institutions and other regulated entities. He joined "la Caixa" in 2000 and was Executive Director of Accounting, Management Control and Capital before being appointed Head of Risk in 2016. Other positions currently held Non-executive Chairman of BuildingCenter, S.A.U. 2025 Consolidated Management Report 123
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JORDI NICOLAU CEO of Payments & Consumer Education Mr Nicolau holds a Bachelor's Degree in Economics and Business Administration from the University of Barcelona and a Master's degree in Business Administration (MBA) from the Universitat Pompeu Fabra. He has also completed the Managerial Development Programme (PDD) at IESE, the postgraduate course "Leadership and Commitment" at ESADE; he holds a Diploma in Advanced Studies (DEA) Third Degree from the University of Girona and completed the "Leadership Excellence through Awareness and Practice Programme" (LEAP) programme at INSEAD. Professional career He joined CaixaBank in 1995 and held several posts in the commercial network. He subsequently served as Deputy Manager and Executive Manager for the Catalonia region, Director of the Barcelona region and Director of Retail Customer Experience & "Día a Día". Other positions currently held He is CEO of CaixaBank Payments & Consumer and a director of different CaixaBank Group companies: CaixaBank Tech, ImaginersGen. He is also Chairman of the Board of Directors of Telefónica Renting and a Director of Comercia Global Payments. JAVIER PANO Chief Financial Officer Education Mr Pano holds a degree in Business Studies and a Master's degree in Business Administration from the ESADE Business School. Professional career Since July 2014, he has been the CFO of CaixaBank, overseeing the Markets, Treasury & CPM and Investor Relations departments. He is also the Chairman of the ALCO Committee and responsible for managing liquidity and wholesale funding. He previously held senior positions in the area of Capital Markets. Before joining "la Caixa" in 1993, he held various key positions at different companies. Other positions currently held He is a member of the Board of Directors and a member of the Risks Committee and the Appointments, Evaluation and Remuneration Committee of BPI, S.A., as well as Deputy Chairman of the Board of Directors and a member of the Appointments Committee of Cecabank, S.A. MARISA RETAMOSA Head of Internal Audit Education Ms Retamosa holds a Degree in Computer Science from the Polytechnic University of Catalonia. She is CISA (Certified Information System Auditor) and CISM (Certified Information Security Manager) certified by ISACA. Professional career She was Corporate Director of Resource Security and Governance at CaixaBank and, before that, Head of Computer Security and Control of the Computer Services Department. She also served as Head of the Resources Audit Area. She joined ”la Caixa” in 2000. Previously, she worked at Arthur Andersen (1995-2000) where she performed system and process audit work and risk consulting activities. 2025 Consolidated Management Report 124
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EUGENIO SOLLA Chief Sustainability Officer Education Mr Solla is a graduate in Business Administration and Management from the College of Financial Studies (CUNEF) and holds a Master's degree in Credit Institution Management from UNED and an Executive MBA from IESE. Professional career In 2004, he joined Caja de Ahorros de Ávila until 2009, when he began his role as Integration Coordinator at Bankia. In 2011, he joined the Cabinet of the Chairman of Bankia as director of Strategic Coordination and Market Analysis Coordination before becoming Cabinet Director one year later. Between 2013 and 2015, he served as the company's Corporate Director of Marketing and in July 2015 he was appointed Regional Corporate Director of Northern Madrid. He was Deputy General Director of Retail Banking and a member of Bankia's Management Committee from January 2019 until he joined CaixaBank. Other positions currently held He is currently Deputy Chairman of CaixaBank's Dualiza Foundation, Director of CaixaBank Asset Management and since January 2023 he has been a Trustee of Fundación Seres, Sociedad y Empresa Responsable, and, since June 2024, Chairman of SpainNAB. JAVIER VALLE Head of Insurance Education Mr Valle is a graduate in Business Studies and holds a Master's degree in Business Administration from ESADE Business School. Community of European Management Schools (CEMS) at HEC Paris. Professional career He previously worked as the General Manager of Bansabadell Vida, Bansabadell Seguros Generales and Bansabadell Pensiones, and he was also the CEO of Zurich Vida. He was CFO of the Zúrich Group in Spain and Director of Investments for Spain and Latin America. Other positions currently held He is a Director and Chief Executive Officer of VidaCaixa. He is Deputy Chairman, a member of the Executive Committee and the Board of Directors of Unespa, and Director of ICEA. He is also a Director of CaixaBank Tech and a member of the Executive Board of Esade Alumni. Additionally, he is Deputy Chairman of the Conference of European Bancassurers. He is also a member of the Advisory Board of the Directorate of Insurance and Pension Funds. MARIONA VICENS Head of Digital Transformation and Advanced Analytics Education Ms Vincens graduated as an Industrial Engineer from the Polytechnic University of Catalonia and holds an MBA from the Kellogg School of Management of Northwestern University. Professional career She started her career at McKinsey & Co as Associate Principal, working in the financial and pharmaceutical sectors. Before joining CaixaBank, she worked in the areas of Business Strategy and Development at Novartis, obtaining international experience in China and Switzerland. She joined CaixaBank in 2012 as Director of Innovation and has been Director of Innovation and Digital Transformation since 2018. Other positions currently held She is a Director of CaixaBank Tech, S.L.U., Imaginersgen, S.A. and CaixaBank Payments & Consumer, E.F.C. E.P., S.A.* (*) Since 28 January 2026, she has been Chairwoman of CaixaBank Payments & Consumer, E.F.C. E.P., S.A. . 2025 Consolidated Management Report 125
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REMUNERATION AMOUNT CaixaBank establishes the Remuneration Policy for its Directors based on its general remuneration principles, aiming for a market positioning that attracts and retains the talent necessary to drive behaviours that ensure the generation and sustainability of long-term value. Market practices are periodically analysed through salary surveys and specific ad hoc studies conducted by top-level specialised firms, with reference samples from European financial sector entities and IBEX 35 companies comparable to CaixaBank. Similarly, for certain issues, the company relies on advice from outside experts. The Remuneration Policy of the Board of Directors (2025-2028) submitted by the Board of Directors for a binding vote at the Annual General Meeting of Shareholders held on 11 April 2025 received 76.61 % of votes in favour. The consultative vote on the Annual Report on the Remuneration of Directors for the previous financial year received 77.02 % of votes in favour. Both results were influenced by the vote against in the first case and the abstention in the second case by the same significant shareholder, who holds around 18 % of the capital. The nature of the remuneration paid to the members of the Company's Board of Directors is described below: (C.1.13) 10,210 Remuneration of the Board of Directors accrued in 2025¹ (thousands of €) 4,736 Cumulative amount of funds of current directors in long-term savings systems with consolidated economic rights (thousands of €) 5,056 Cumulative amount of funds of current directors in long-term savings systems with non-consolidated economic rights (thousands of €) 0 Amount of funds accumulated by former directors through long-term savings systems (thousands of €) No information is provided on the pension rights of former directors, as the Company does not maintain any pension-related commitments (either contribution or benefit) for these former executive directors. (C.1.13). 1 The directors' remuneration for 2025 reported in this section takes into account the following changes in the composition of the Board of Directors and its Committees during the year: In 2025, the Annual General Meeting of Shareholders held on 11 April approved the re-election of Koro Usarraga, Fernando María Ulrich and Teresa Santero as members of the Board. It also agreed on the appointment of Rosa María García, Luis Álvarez, Bernardo Sánchez, Pablo Arturo Forero and José María Méndez. And following the Annual General Meeting of Shareholders, the Board agreed on a number of changes to the committees, which are explained in detail in the section "Changes to the composition of the Board and its Committees in 2025". At year-end 2025, the Board of Directors was composed of 15 members, with the Chief Executive Officer being the only member with executive functions . The remuneration of the directors has been prepared in accordance with the instructions of CNMV Circular 4/2013. As a result, there are differences compared with the note on remuneration in the annual financial statements, which were determined based on the accruals principle. In contrast to the information detailed here, the directors' remuneration in the annual financial statements includes: (i) contributions to the long-term savings systems (although these contributions are not consolidated); (ii) remuneration received for serving on boards representing the Company outside the consolidated Group (€17,000), and (iii) variable remuneration accrued during the year, irrespective of its deferral. 2025 Consolidated Management Report 126
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_DIRECTORS The By-laws state that the remuneration of CaixaBank directors must consist of a fixed annual amount subject to a maximum limit or cap to be determined by the General Meeting of Shareholders. This maximum amount will remain in force until the general meeting agrees to change it. Therefore, the remuneration of members of the Board of Directors acting in their capacity as such comprises fixed components only. Non-executive directors (those with no executive duties) have a merely organic relationship with CaixaBank and as a result, they do not have contracts with the Company governing the exercise of their duties, nor do they receive any type of payment at the conclusion of their term as directors. _EXECUTIVE POSITION (APPLICABLE TO THE CHIEF EXECUTIVE OFFICER) In relation to members of the Board with executive functions, the By-laws recognise remuneration for their executive duties in addition to their position as directors. Therefore, the remuneration components for those duties are structured accordingly in light of the prevailing economic climate and the Company's earnings and results, and include the following: | Fixed remuneration according to the employee’s level of responsibility and professional career, constituting a significant part of the total compensation. | Variable remuneration linked to the achievement of previously established annual and long-term corporate objectives, as well as prudent risk management. | Pension schemes and other company benefits. The nature of the components accrued in 2025 by the Executive Directors is described below: FIXED COMPONENT The Executive Directors' fixed remuneration is determined mostly by their level of responsibility and experience, combined with a market approach based on salary surveys and specific ad hoc studies. The salary surveys and specific ad hoc studies in which CaixaBank participates are conducted by top-level specialised firms, with the reference sample being comparable European financial sector entities and IBEX 35 companies comparable to CaixaBank. VARIABLE COMPONENT VARIABLE REMUNERATION SCHEME WITH MULTI-YEAR METRICS The Executive Directors have a recognised variable remuneration scheme that is risk-adjusted, based on performance measurement. This is granted annually based on annual metrics, with a long-term adjustment through the establishment of multi-year metrics. This package is based solely on meeting corporate targets. Performance is measured and the results are evaluated using annual factors, with quantitative (financial) and qualitative (non-financial) criteria, and multi-year factors adjust, as a reduction mechanism, the payment of the deferred portion, subject to multi-year factors. In line with the goal of maintaining a reasonable and prudent balance between fixed and variable components of remuneration, the fixed remuneration amounts for Executive Directors are sufficient. The percentage of variable remuneration with multi-year metrics over the annual fixed remuneration, considering both short-term and long-term variable components, does not exceed 100 %. 2025 Consolidated Management Report 127 In line with our responsible management model, 30 % of the Chief Executive Officer’s annual variable remuneration award is linked to ESG factors, such as Quality, Conduct and Compliance challenges, and a synthetic Sustainability target (mobilisation of sustainable finance, engagement with companies under Net Zero perimeter, recognition by sustainability rating agencies and percentage of women in management positions). Likewise, in the adjustment of this variable remuneration using multi-year metrics, 25 % is linked to long-term targets relating to the mobilisation of sustainable finance and the percentage of women in management positions. These factors are also included when determining and adjusting the variable remuneration for the members of the Management Committee and the rest of the Identified Staff. From financial year 2024 onwards, these ESG factors have also been used to establish the variable remuneration of the entire CaixaBank workforce.
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_METRICS FOR ANNUAL FACTORS The corporate challenges, with a weighting of 100 %, are set annually by the Board of Directors, at the proposal of the Remuneration Committee, with a degree of achievement in the range of 80 %-120 % and whose determination is based on the following concepts aligned with the strategic objectives: Objectifiable item Weighting Strategic line ROTE (Return on Tangible Equity) 20% Growth of the business, developing the best value proposition for our customers Recurring cost-to-income ratio 15% Growth of the business, developing the best value proposition for our customers Change in non-performing assets 10% Growth of the business, developing the best value proposition for our customers RAF (Risk Appetite Framework) 20% Growth of the business, developing the best value proposition for our customers Quality 15% Operate with an efficient service model that is maximally tailored to customer preferences Market share 10% Growth of the business, developing the best value proposition for our customers Sustainability (combination of ESG objectives) 10% Sustainability – leaders in Europe A negative adjustment of 5 % is included should a certain number of high and medium criticality compliance gaps older than six and 12 months, respectively, be exceeded at year-end 2025. _METRICS FOR MULTI-YEAR FACTORS The multi-year metrics will have associated compliance scales, so that if the targets established for each of them are not met within the three-year measurement period, the deferred part of the variable remuneration pending payment may be reduced, but never increased. Objectifiable item Weighting Strategic line CET1 25% Growth of the business, developing the best value proposition for our customers TSR (Average of the index Euro Stoxx Banks - Gross return) 25% Growth of the business, developing the best value proposition for our customers Multi-year ROTE 25% Growth of the business, developing the best value proposition for our customers Sustainability (combination of ESG objectives) 25% Sustainability – leaders in Europe 2025 Consolidated Management Report 128
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CONTRIBUTIONS TO LONG-TERM SAVINGS SYSTEMS Furthermore, both the Chairman and the Chief Executive Officer have agreed in their contracts on predefined contributions and coverage for pension and savings schemes. 15 % of the contributions paid to complementary pension schemes will be considered an on-target amount (while the remaining 85 % is treated as a fixed component). This amount is determined following the same principles as those established for the variable remuneration scheme, determined solely by annual parameters, and is the result of a payment to a discretionary pension benefits scheme. 17,097 Total remuneration of senior management (excluding the executive director) in 2025¹ (in thousands of €) (C.1.14) 1 This amount includes fixed remuneration, benefits in kind, premiums for pension insurance, discretionary pension benefits, and other long-term benefits assigned to members of senior management. This amount does not include remuneration for representing the Entity on the Boards of Directors of listed companies and other entities with representation, both within and outside the consolidated Group (€1,633 thousand). Agreements between the Company and its administrative and management personnel or employees regarding severance payments, guarantee clauses or golden parachutes are shown in the table below: (C.1.39) C.1.39 Number of beneficiaries: 26 Type of beneficiary: Chief Executive Officer and two members of the Management Committee, five executive officers // 18 middle managers Description of resolution: Chief Executive Officer: One year of the fixed components of his remuneration. Management Committee members: indemnity clause equivalent to one annual payment of the fixed components of their remuneration, or the amount payable by law, whichever is higher. There are currently two committee members for whom the indemnity to which they are legally entitled is less than one year of their salary. Furthermore, the Chief Executive Officer and the members of the Management Committee are entitled to one annual payment of their fixed remuneration, payable in monthly instalments, as consideration for their non-compete undertaking. This payment would be discontinued were this covenant to be breached. Executive officers and middle managers: 23 executives and middle managers: between 0.1 and 2 annual payments of the fixed remuneration components above that established by legal obligation. Executives and middle managers of Group companies are included in the calculation. These clauses are authorised by the Board of Directors and are not disclosed at the AGM. 2025 Consolidated Management Report 129
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2025 Consolidated Management Report 130 /04 Risk management P. 131 Risk management P. 138 Reputation P. 131 Risk management model P. 140 Reputational Risk Response Service (RRRS) P. 132 Corporate risk catalogue
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Risk management RISK MANAGEMENT MODEL The Board of Directors, senior management and the Group as a whole are firmly committed to risk management. CaixaBank aims to maintain a moderate-to-low risk profile, with a comfortable level of capital, with the aim of building trust among customers and other stakeholders through financial strength. The Group has, as part of the internal control framework and in accordance with the provisions of Corporate global risk management policy , a risk management framework that enables it to make informed decisions on risk-taking consistent with the target risk profile and appetite level approved by the Board of Directors. This framework comprises the elements described below: 2025 Consolidated Management Report 131 Risk culture Governance and organisation Risk management framework _KEY ELEMENTS OF THE RISK MANAGEMENT FRAMEWORK Strategic risk processes
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01. GOVERNANCE AND ORGANISATION Undertaken through policies, standards and internal procedures that ensure appropriate risk control is exercised by the governing bodies and committees, and the specialisation of employees. 02. STRATEGIC RISK PROCESSES TO IDENTIFY, MEASURE, MONITOR, CONTROL AND REPORT RISKS: | Top Risk Events: Critical adverse scenarios that could significantly affect the Group beyond its business model in the short to medium term, potentially impacting its financial health, reputation, strategy, or other aspects. | Corporate Risk Catalogue: Group risk taxonomy corresponding to the material risks identified. | Risk Appetite Framework (RAF): a comprehensive and forward- looking tool used by the Board of Directors to determine the types and thresholds of risk it is willing to assume in achieving the Group's strategic objectives for all risks included in the Catalogue. | Risk Assessment: half-yearly self-assessment exercise of the risk profile of the Group. 03. RISK CULTURE The risk culture is based, among other things, on general risk management principles, employee training and evaluation of variable remuneration for employee performance. CORPORATE RISK CATALOGUE MOST RELEVANT CHANGES TO THE CATALOGUE IN 2025 CaixaBank Group reviews the Corporate Risk Catalogue annually, in accordance with the above. There was no change during the period in the 13 level 1 risks that make up the Corporate Risk Catalogue. The only change is that the definition of model risk is adjusted to accommodate the possibility that models may include biases in their design or conception. Moreover, in the 2025 review exercise, conduct and compliance risk was identified as being materially affected by the transversal sustainability (ESG) risk factor. Previously, business profitability risk, reputational risk, credit risk, legal and regulatory risk, and certain other operational risks had been identified. MILESTONES IN RISK MANAGEMENT IN THE CATALOGUE The most noteworthy aspects of risk management and activities in 2025 for the various risks identified in the Corporate Risk Catalogue are detailed below: 2025 Consolidated Management Report 132
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RISKS RISK MANAGEMENT KEY MILESTONES TRANSVERSAL RISKS Business return Obtaining results below market expectations or Group targets that, ultimately, prevent the company from reaching a level of sustainable returns greater than the cost of capital. The management of this risk is supported by the financial planning process, which is continually monitored to assess the fulfilment of the strategy and budget. After quantifying the number of deviations and identifying their cause, conclusions are presented to the management and governing bodies to evaluate the benefits of making adjustments to ensure that the internal objectives are fulfilled. Improved profitability and operating efficiency in 2025. The positive performance of fee and commission income (+5.4 %), together with the cost of risk remaining at low levels (0.22 %), made it possible to achieve a ROTE of 17.5%. In addition, the cost-to-income ratio stood at 39.4%, remaining at an all-time low. Profit attributable to the Group through to December 2025 was up 1.8 %, to 5,891 million euros, as interest rates steadily normalise. In 2025, the main milestones were the active management of liquidity remuneration, tight cost control in line with the containment target set out in the budget and the 2025–2027 Strategic Plan, and the optimization of the composition of customer resources (growth in assets under management and insurance). Own funds and capital adequacy Risk caused by a restriction of the CaixaBank Group's ability to adapt its level of capital to regulatory requirements or to a change in its risk profile. The 2025–2027 Strategic Plan sets a target range for the CET1 capital adequacy ratio of between 11.5 % and 12.5 % (with a transitional level of 12.25 % for 2025), implying a buffer of between 200 and 300 basis points above the SREP regulatory requirement. The upper end of the target range sets the threshold for potential extraordinary capital distributions. The Common Equity Tier 1 (CET1) ratio at 31 December stood at 12.6% (12.25 % at regulatory level). Accordingly, CaixaBank had a buffer of 354 basis points, i.e. 8,662 million euros, above the Group’s MDA trigger (321 basis points at regulatory level (7,835 million euros)). The minimum requirements for December 2025 and those envisaged for January 2026 onwards are as follows: According to the 2025 Dividend Plan, the Board of Directors meeting on 30 October 2025 approved the distribution of an interim dividend of 40 % of the consolidated net profit for the first half of 2025, amounting to 1,181 million euros (16.79 cents gross per share). Moreover, on 29 January 2026 the Board of Directors agreed to propose to the General Meeting of Shareholders the distribution of a final cash dividend of 2,320 million euros, gross, equivalent to 33.21 euro cents, gross, per share, charged to 2025 profits and payable in April 2026. With this second dividend payment, the total amount of shareholder remuneration for 2025 will be equivalent to 59.4 % of consolidated net profit (50 euro cents, gross, per share). In addition, within the framework of the current Strategic Plan, two share buyback (SBB) programmes were carried out in 2025 (launched in June and November, SBB VI and VII), each for 500 million. See the “Shareholders and investors” section. 2025 Consolidated Management Report 133 1 Subject to quarterly updates for IRB retail exposures secured by residential property in Portugal. 2 Subject to quarterly updates based on exposures in different countries where the buffer has been activated. Dec. 2025 From January 2026 Pillar 1 regulatory requirement 4.50% 4.50% Pillar 2R requirement 0.98% 0.98% Capital Conservation Buffer 2.50% 2.50% Systemic O-SII Buffer 0.50% 0.50% Sectoral systemic buffer1 0.07% 0.06% Countercyclical buffer 2 0.50% 0.57% Minimum CET1 capital requirements 9.05% 9.12%
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Model Potential adverse consequences for the Group that could arise from decisions based primarily on the results of models with errors or biases in their design, conception, application or use. Model risk management is based on these pillars: | Identifying existing models, using the Corporate Inventory of Models as a key element to set the scope of the models, assessing the quality thereof and how they are used by the Group. | Governance and model control framework, with a proportional (based on tiering) and homogeneous approach through the definition of standards and guidelines for the most relevant phases of the model lifecycle and a uniform reporting framework. | Ongoing monitoring based on a supervisory framework with a forward-looking approach to model risk, enabling the risk to be kept within the parameters defined in the Group Risk Appetite Framework through the periodic calculation of specific model risk metrics and indicators. In 2025, model governance was strengthened in order to align the corporate inventory with artificial intelligence (AI) models. This change required the adaptation of the model risk tool to incorporate key elements of the EU Artificial Intelligence Act. Likewise, the corporate Policy and Methodology for model risk management were updated, highlighting the evolution of the “Model Risk Rating”, achieving greater sensitivity in the tiering and assessment of residual risk, as well as the model management framework, which was redefined based on the new inherent risk. The rollout of corporate first and second line of defence roles within the corporate inventory was also initiated, as roles with a global view aimed at harmonising methodologies and materiality criteria for the same types of models, in line with the project launched this year to harmonise materialities and materiality criteria for uses that are transversal across the Group. Finally, data quality was redesigned, adapting it to the inventory and adopting an agile approach in order to improve the management of the Corporate Model Inventory and thus remain within the Group’s risk appetite. With regard to the Validation function, highlights included the move towards greater automation in generating reports, covering an increasingly broad range of models. This progress made it possible to increase value added and the level of thorough challenge, and facilitated closing 2025 having issued 100 % of the opinions planned for the year. Reputational Potential financial loss or lower income for the Group as a result of events that negatively affect the perception that interest groups have of the CaixaBank Group. Reputational risk management aims to preserve and strengthen the positive perception of the CaixaBank Group among its stakeholders, ensuring a satisfactory level in the main reputation indicators and taking a proactive approach to prevent, minimise and mitigate potential negative reputational impacts. Given its cross-cutting nature, the management and measurement of reputational risk are embedded in key processes such as service outsourcing and the design of new products or services. The Bank’s corporate reputational risk management model focuses on the following areas of action: | Governance: A governance model based on the Three Lines of Defence, supported by specific policies, procedures and committees. | Control: Processes to identify, assess and mitigate reputational risks, assigning those responsible. | Crisis management and communication: Initiatives to strengthen reputation and mechanisms to manage and resolve crises with reputational impact. | Measurement and reporting: Ongoing monitoring and reporting to committees and supervisors, supporting informed decision- making. | Economic quantification: Estimation of the capital impact of reputational risk. In 2025, CaixaBank consolidated its corporate reputational risk management model through initiatives aimed at strengthening the Bank’s positive recognition and at the prevention, control and agile, cross-cutting response to crisis events: | Strengthening of institutional positioning through strategic campaigns aimed at enhancing the values of improved customer service, the Bank’s social responsibility and connection with stakeholders through the personalisation of campaigns and content. | In the area of prevention, noteworthy developments included the incorporation of predictive AI solutions for the early detection of crises and fake news in the media and on social networks, as well as the strengthening of risk control and assessment through the implementation of second line of defence Testing Plans. | Expansion of the reputational risk control and management framework to subsidiaries, consolidating the corporatisation of the model, together with the strengthening of the role of the risk first line of defence within the Bank’s Transparency Committee. | The rollout of new methodologies for non-financial risks, strengthening the control environment and ensuring alignment with current regulation and international standards. These projects reflect a comprehensive and coordinated approach to managing and mitigating reputational risks at Group level, ensuring effective coordination in all areas of management and an agile and efficient response to potential incidents with reputational impact. See section "Reputation". 2025 Consolidated Management Report 134
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FINANCIAL RISKS Credit Loss of value of the assets of Caixa Bank Group through a customer due to the impairment of the capacity of this customer to meet their commitments to the Group. Includes the risk generated by operations in the financial markets (counterparty risk). This is the most significant risk for the Group's balance sheet. It is derived from its banking and insurance activity, cash flow operations, and its investee portfolio, encompassing the entire management cycle of the operations. The principles and policies that underpin credit risk management are: | A prudent approvals policy based on: (i) an appropriate relationship between income and the expenses borne by consumers; (ii) documentary proof of the information provided by the borrower and the borrower’s solvency; (iii) pre-contractual information and information protocols that are appropriate to the personal circumstances and characteristics of each customer and operation. | Monitoring the quality of assets throughout their life cycle based on preventive management and early recognition of impairment. | Up-to-date and accurate assessments of the impairment at any given time and diligent management of non-performingloans and recoveries. At year-end 2025, the non-performing loan ratio stood at 2.1% (2.6 % at December 2024), revealing a reduction of 1,611 million in non-performing loans during the year, thanks to active NPL management. The NPL coverage ratio remains robust, standing at 77% at year-end 2025, versus 69 % in December 2024. The cost of risk is 22 basis points over 12 months. It is also worth highlighting the increase in new lending while maintaining credit quality levels across all segments. In the retail segment, an increase of 29.6 % was recorded compared with the previous year (40.1 % in mortgages), while in the corporate segment growth stood at 5.9 %. Actuarial Risk of a loss or adverse change to the value of the commitments assumed through insurance or pension contracts with customers or employees due to the differences between the estimate for the actuarial variables used in the tariffmodel and reserves and the actual performance of these. This risk is managed in order to ensure the Group has the capacity to meet commitments to its insured parties, to optimise the technical margin and to keep balances within the limits established in the risk appetite framework. In 2025, the main milestones focused on: | The monitoring of asset and liability management strategies. | The analysis and monitoring of actuarial risk, with a particular focus on longevity and demographic changes, and progress in modelling assumptions on biometric risks based on the Bank’s own experience. | The strengthening of the actuarial risk perspective within the new product design process. Rate risk in the banking book Negative impact on the economic value of balance sheet items or on the net interest margin due to changes in the structure of interest rates over time and the impact thereof on asset and liability instruments and off-balance sheet items not held in the trading book. Management focused on optimising and protecting net interest income in scenarios of interest rate cuts and on preserving the economic value of the balance sheet within the limits established under the risk appetite framework. During the first half of 2025, the trend seen in 2024 continued, with four consecutive interest rate cuts, bringing the deposit facility rate to 2 % (from 3 %). In June, the ECB paused the rate cuts, keeping the deposit facility rate unchanged. The market is pricing in stability and does not expect any further rate cuts in 2026. In this context, the Group has actively managed its balance sheet to mitigate the potential adverse impact of falling interest rates on net interest income and economic value. These actions, together with stronger momentum in lending activity and efficient management of deposit costs, helped to minimize the impact of interest rates on net interest income. In addition, the demand deposits model was updated, designed from the outset on a prudent basis and fully aligned with EBA guidelines. This model reinforces the need for a conservative modelling of the characteristics of demand deposit accounts. 2025 Consolidated Management Report 135
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Liquidity and funding Risk of insufficient liquid assets or limited access to market financing to meet the contractual maturities of liabilities, regulatory requirements, or the investment needs of the Group. The management approach is based on a decentralised system with the segregation of functions aiming to maintain an efficient level of liquid assets; the active management of liquidity and the sustainability and stability of funding sources in both normal and stress scenarios. Total liquid assets amounted to € 171,830 million at 31 December 2025, an increase of € 462 million during the year. The Group continues to show a comfortable liquidity position. The Group's LCR stands at 202% and the NSFR stands at 146% as at 31 December 2025. Institutional funding amounted to € 51,016 million, following the concentration of maturities in the year. The performance in 2025 was driven by consistently heavy use of the capital markets, with active efforts to diversify investments, instruments and geographies. See section "Shareholders and investors". Market Loss of value, with impact on results and solvency, of a portfolio (set of assets and liabilities), due to adverse movements in prices or market rates. Risk management is based on maintaining risk low, stable, and within the established risk appetite limits. The market risk of the trading book is measured daily using an internal model subject to regulatory supervision. Enhancements have been made to the calculation of capital requirements under the new SA-FRTB framework (Standardised Approach for the Fundamental Review of the Trading Book), aimed at achieving a more accurate and risk-sensitive measurement. OPERATIONAL RISK Conduct and Compliance The application of criteria that run contrary to the interests of its customers and stakeholders, or acts or omissions by the Group that are not compliant with the legal or regulatory framework, or with internal policies, regulations or procedures, or with codes of conduct, ethical standards and good practice. Conduct and compliance risk management is a cross- cutting responsibility across the Group. Each individual actively helps to ensure regulatory compliance by applying procedures that integrate applicable regulations into day-to-day activities and by fostering a culture of integrity and good practices. The Group also continued to entrench a culture and awareness of compliance within the organisation in 2025, targeting all employees with training programmes, conduct indicators in corporate challenges and awareness sessions. The compliance target set for the year in this respect was met. Moreover, ongoing processes were established to monitor the proper marketing of products and services based by tracking a set of indicators and conducting ad hoc reviews as and when needed. During the 2025 financial year, CaixaBank successfully passed the audits for the following certifications: | UNE/ISO 37301 Compliance Management Systems | UNE 19601 Criminal Compliance Systems | UNE/ISO 37001 on Anti-Bribery Management Systems | UNE 19602 on Tax Compliance Further progress was also made in relation to digitalisation and the use of artificial intelligence for the early detection of risks. The Group’s supervision model was further strengthened during the year by monitoring adherence to the defined framework for coordination of subsidiaries and by implementing improvements to enhance the effectiveness of the implementation of the compliance programme at Group level. See section "Governance". 2025 Consolidated Management Report 136
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Legal and regulatory Potential losses or decreases in the CaixaBank Group's profitability as a result of legislative changes, the incorrect implementation of said legislation in the CaixaBank Group’s processes, the misinterpretation of legislation applied to operations, incorrect handling of court or administrative rulings or of claims or complaints received. Legal and regulatory risks are managed so as to safeguard the Group’s legal integrity and to anticipate and mitigate future economic harm by monitoring regulatory changes, participating in public consultation processes, helping to build a predictable, efficient and sound legal framework, and interpreting and implementing regulatory changes. Its aim is to ensure the proper and timely implementation of regulatory changes. This implementation process includes the creation or adaptation of contracts, processes and systems. Along these lines, mechanisms for centralised coordination, regulatory development and control are established across the CaixaBank Group, enabling sound management of legal and regulatory risk. During 2025, key legislative proposals with an impact on the entity have been monitored. With regard to those published in 2025, legal and impact analysis has been carried out for the implementation of the regulations. Key considerations: (i) simplification of the EU securitisation framework in the context of the Savings and Investments Union (SIU) Strategy, aimed at channelling savings towards capital markets; (ii) postponement of the application of the Delegated Regulation on the Fundamental Review of the Trading Book (FRTB) until January 2027; (iii) agreement on the Bank Crisis Management Framework (CMDI), which includes a mandate to address temporary liquidity shortfalls in resolution; (iv) Omnibus I package introducing adjustments to the Corporate Sustainability Reporting Directive (CSRD) and the Corporate Sustainability Due Diligence Directive (CSDDD), together with extensions to implementation deadlines; (v) review of the Sustainable Finance Disclosure Regulation (SFDR) to simplify obligations and reduce administrative burden; (vi) launch of the European Anti- Money Laundering and Counter-Terrorist Financing Authority (AMLA), which will begin direct supervision in 2027 and become fully operational in 2028; and (vii) progress in payments: EuroPA/EPI agreement, negotiations on the Digital Euro and the new European framework for payment services (PSR/PSD3); (viii) negotiations on access to financial data under the proposed Regulation (FiDA); (ix) the Draft Artificial Intelligence Act in Spain, adapting the national framework to the European Regulation (AI Act); (x) the European Digital Omnibus, which simplifies rules on AI, cybersecurity and data, and rolls out European Business Wallets; and (xi) publication of MiCA delegated acts, development of EMIR 3.0 technical standards and the update of MiFID/MiFIR and the Listing Package. Additionally, several ongoing initiatives are under surveillance, including: (i) national legislative initiatives on financial consumer protection and alternative dispute resolution; (ii) the EU financial education strategy and the Consumer Agenda 2025–2030; (iii) measures envisaged under the SIU to strengthen competitiveness, financial integration and resilience; (iv) the European housing strategy and the Affordable Housing Plan; and (v) the Consumer Agenda 2025–2030, aimed at reinforcing confidence and legal certainty. See section "Political lobbying". Technology Risks of losses due to hardware or software inadequacies or failures in technical infrastructure, due to cyber attacks or other circumstances, that could compromise the availability, integrity, accessibility and security of infrastructure and data. Managing this risk involved identifying, measuring, assessing, mitigating, monitoring and reporting the risk levels and potential operational losses involved in the governance and management of Information Technology. Furthermore, the risk control and management frameworks developed have been designed in accordance with internationally renowned standards and prevailing law and regulations, and evolve as potential emerging risks are captured and managed. During 2025, CaixaBank Group maintained a robust risk control and management framework on the technology risks, especially in the light of external threats linked to cybersecurity. Likewise, the risk control framework continued to be enhanced in order to support the increasing use of cloud computing and artificial intelligence services, while ensuring it remains aligned with the requirements arising from the DORA Regulation (digital operational resilience). Highlights include the ongoing progress made in overseeing these risks through new risk management methodologies that the Group is rolling out for non-financial risks. In relation to risks, the control environment is being continuously fortified in order to meet the expectations of regulators and supervisors, while also achieving greater alignment with international best practices, recent regulation such as the DORA Regulation, and a balance with more agile and efficient processes. See section "Cybersecurity". Other operational risks Risk of loss or damage caused by errors or shortcomings in processes, due to external events or due to the accidental or intentional actions of third parties outside the Group. This includes risk factors related to outsourcing, business continuity and external fraud. Management consists of the identification, measurement, assessment, mitigation, monitoring and reporting of risk levels and potential operational losses arising from the governance and management of outsourcing, external fraud, business continuity, etc., seeking to avoid or mitigate negative impacts on the Group, either directly or indirectly by affecting relevant stakeholders (e.g. customers), arising from the inadequate functioning of processes or the actions of third parties. During 2025, further progress was made in addressing these risks through the specialised second line of defence function for “other operational risks”, with a continued focus on prevention. An advanced non-financial risk supervision model is being consolidated through the adoption of specific methodologies that strengthen comprehensive risk management. This approach continuously strengthens the internal control framework, ensuring compliance with regulatory and supervisory expectations and promoting convergence with international standards and recent regulation, such as the DORA Regulation. All of this is implemented while maintaining operational efficiency and process agility. 2025 Consolidated Management Report 137
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REPUTATIONAL RISK MANAGEMENT Reputation, a lever for trust and commitment for CaixaBank. CaixaBank considers corporate reputation to be one of the main pillars in building the trust of its stakeholders in the bank. Therefore, reputation management is a strategic area that allows us to strengthen the Bank's commitment to a business model that is social, responsible and close to its customers. CaixaBank Group’s commitment is materialised in a series of corporate policies that ensure the implementation of a model of communication, reputational risk management and relations with stakeholders that is transparent, of the highest quality and impact and which enables the Group's reputation to be maintained at optimum levels. Firstly, the C orporate policy on the management of reputational risk prevents and mitigates the potential undermining of competitive ability that would occur if the confidence that any stakeholder has in the CaixaBank Group were to deteriorate. It includes the following main areas of action: | Boosting reputation. | Preventive management of reputational risk. | Establishment of reputational objectives, for which it has specific measurement, monitoring and control indicators. | And periodic reporting to the governance and supervisory bodies. Secondly, the Corporate policy on banking communication , the main lines of action of which include the professional and centralised management of communication, according to specific procedures and protocols; the continuous relationship with the media and the use of digital channels and the monitoring, measurement and follow-up of communication channels. And lastly, the C orporate policy on sponsorships , which sets out the basic strategy and principles of action of the CaixaBank Group in its relations with third parties as a sponsor, with the commitment that they are carried out in accordance with an efficient and rigorous model that is consistent with the general strategy of the Group and that safeguards its reputation. It also has its own model for measuring reputation, the CaixaBank Global Reputation Index (GRI) , which forms part of the Group's Risk Appetite Framework. The GRI quantifies CaixaBank's reputation and reputational risk by integrating the perceptions of the main stakeholders on key reputational values and attributes and their impact on economic capital. Throughout 2025, progress was made reinforcing different areas of the corporate reputational risk management and control model, including automation with predictive AI of the early management of reputational crises on social media, the improvement of customer service and the deployment of the reputational risk control and management framework to the Group's subsidiaries. 2025 Consolidated Management Report 138
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_THE MEASUREMENT OF REPUTATION – GLOBAL REPUTATION INDEX (GRI) 01 It allows us to answer: How are we seen? Which aspects might become a risk for CaixaBank due to their negative perception? 02 It is based on: Shareholders 300 indicators Society Analysts Measurement of perceptions or opinions Media Regulator GRI as a synthesis metric Employees Social institutions External Audit Customers Non- customers 03 It leads us to: Diagnose reputational problems Set targets in this area Measuring the Bank's performance Establishing comparisons 90% + 10% = Group GRI metrics WEIGHT WEIGHT GRI CaixaBank – ESP GRI BPI – PT 2025 Consolidated Management Report 139 +
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REPUTATIONAL RISK RESPONSE SERVICE (RRRS) The Reputational Risk Response Service (RRRS) is an internal service that contributes to compliance with the corporate Reputational Risk Management Policy, providing support to the commercial network and other corporate divisions and companies of the CaixaBank Group. The RRRS assesses the reputational impact, present or potential, linked to business operations, projects or issues of a different nature (corporate, business, operational, people, etc.) that may have a material impact on the reputational perception that the various stakeholders have of the CaixaBank Group. Both internal expert judgement and external tools provided by Reputational Risk analysis providers are used for the analysis. RRRS activity is reported semi-annually to the Reputational Risk Committee. TYPES OF ENQUIRIES HANDLED BY THE RRRS IN 2025 In 2025, a total of 547 enquiries were resolved, of which 43.5 % related to CABK’s Corporate sustainability/ ESG risk management policy, covering defence, human rights, the environment, energy and other ESG sectors, while the remainder concerned customers and transactions with potential reputational impact. n 8% Transparency Committee n 30% Other enquiries n 44% ESG sectors (defence and ESG policies) n 10% Persons under investigation / companies with sanctions n 4% Protocol offshore n 4% Controversial sectors 2025 Consolidated Management Report 140
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2025 Consolidated Management Report 141 /05 Value creation model P. 142 Business model P. 165 Distribution model P. 143 Retail banking: Individuals, premier and businesses P. 166 Physical network P. 155 Private Banking P. 169 Digital channels – Website + Mobile P. 158 Business Banking P. 170 Remote manager P. 163 Corporate & Institutional Banking P. 171 imagin P. 174 Technology and digitisation P. 175 Cosmos Plan P. 175 Technological infrastructure
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BUSINESS MODEL BASED ON OUR STRENGTHS Leading bank in Spain and Portugal Broad customer base and model of universal banking Model of multichannel distribution Knowledge of the customer: data and analytical capabilities Strong subsidiaries operating in insurance and long-term savings management Financial strength Benchmarks in sustainable banking Outstanding human team WITH SPECIALISED MANAGEMENT Retail Banking ● ● ● ● Private Banking ● ● 15.7 M Customers Personal Banking and Individuals 0.3 M Customers 2.8 M Customers Premier Banking 1.6 M Customers Business and other Business Banking ● ● CIB ● ● 0.3 M Customers 0.03 M Customers Customers in Spain and Portugal. Distribution channels available to customers in the segment ●●●● REMOTE DISTRIBUTION CHANNELS ● Branches ● CaixaBankNow 4,251 branches in Spain and 301 in Portugal 12.7 M1 customers using digital service channels in Spain and 1 M in Portugal ● Connecta ● imagin 7.6 M customers with remote manager in Spain and 0.8 M in Portugal 4 M digital customers looking for neobank experience (Spain) WIDE RANGE OF FINANCIAL AND INSURANCE PRODUCTS AND SERVICES Tailored to customer needs and integrating sustainable criteria Solutions for everyday life Payment methods Savings and investment products Financing Insurance (Life, life-risk and non-life) 2025 Consolidated Management Report 142 1 Individual customers who have carried out one or more login operations on Now, imagin or other CaixaBank apps (Pay, Sign) in the last 6 months. 20.7 M Customers
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RETAIL BANKING Within the framework of the Strategic Plan 2025-2027, Banca Retail has taken a step forward with the implementation of a new segmentation and a renewed distribution model . This approach focuses on the value and potential of customers with the aim of offering a more personalised and efficient service, adapted to the use of channels and the specific needs of each segment. This model will provide customers with: VALUE EXPERTISE EFFICIENCY This new model entails greater specialisation , the creation of new portfolios and figures such as the Personal Banking Manager, who will be a point of reference for customers, offering personalised advice, availability and commitment. This model will allow: | Incorporation of more than 1 million customers managed by a specialist manager. | Promotion of the professional development of employees (+1,000 specialist managers). | Improvement of the customer and employee experience through continuous improvement of the Commercial Framework. Retail Banking's value proposition is based on an offer: 1. Innovative and personalised Unique solutions are offered for each customer profile, adapted to their needs and preferences. 2. Omnichannel A model in which customers are free to choose how they relate to CaixaBank, with digital and remote tools and an extensive branch network. 3. Concentrating on the customer needs | Day to Day: making their day-to-day life easier. | Financing: providing funding to their your aspirations come true. | Protection: caring for what is important to them and helping them protect it. | Customer funds: helping plan their savings and face their future with total security. _MAIN FIGURES IN 2025 Retail customers in Spain and Portugal 15.7 M 2.8 M 1.6 M Personal banking and individual customers Premier banking customers Business customers and others 15.3 M in 2024 2.8 M in 2024 1.6 M in 2024 Business shares in Spain 40.4% 36.3% 34.3% Market penetration among individual customers 1 Share of salary direct deposits Share of pension direct deposits 39.4 % in 2024 36.1 % in 2024 34.2 % in 2024 Offices Retail 3,542 259 Offices Retail Spain Offices Retail Portugal 3,570 in 2024 261 in 2024 2025 Consolidated Management Report 143 1Data as of September 2025.
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4. Improvement of digital and remote relationship models Different omniexperience tools are offered to make the manager/ customer relationship easier. "My Manager" is the digital connection space between the adviser and the customer. Planned appointments between clients and managers 7.4 M 14.6% 35.1% Customers who have used "My adviser" % appointments originating from customer % remote appointments 3.1 M 5.9 % Number of customers sending messages via the APP/WEB % conversations with AI assistance WhatsApp, a communication channel that facilitates the Manager-Customer relationship 3.1 M 15.7 % Number of messages sent via WhatsApp (originated by the customer) Customers using WhatsApp as a channel A secure channel for sending documents 6.6 M 30.4% Files sent via the app/website of files sent by the customer 2025 Consolidated Management Report 144
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PERSONAL BANKING AND INDIVIDUAL CUSTOMERS Individual customers with a position of up to 60,000 euros. CaixaBank has reinforced its customer acquisition strategy , reaching 18.9 million customers¹, with notable growth in the digital segment. This progress has been supported by an attractive and differentiated offer. Highlighting: | The digital account and the CaixaBank account (Día a Día). | imagin's value proposition, a key pillar for customer acquisition and growth (see section "imagin"). | The offer for customers with a salary. Milestones in 2025 Boosting the Commercial Strategy During the year, CaixaBank has focused its efforts on optimising its working methods, implementing the Commercial Systematics as an essential pillar in the transformation of the customer-focused commercial model. This approach makes it possible to standardise customer service procedures throughout the CaixaBank branch network, guaranteeing a uniform, efficient customer experience that is aligned with its value proposition. This evolution strengthens its capacity to replicate good practices, increase commercial productivity and consolidate a sustainable competitive advantage in the market. Likewise, reiterates its commitment to efficiency, relational quality and service differentiation. New Cashback programme In October 2025, CaixaBank launched an innovative personalised reimbursement programme aimed at CaixaBank and imagin customers, allowing them to obtain refunds on purchases made using the Bank's cards: Mortgages The mortgage business grew by 39 % year on year, driven by solutions such as Hipoteca Eficiente, Hipoteca Evolución, as well as the new real-estate platform, FaciliteaCasa.com . The portal for property management professionals where customers benefit from exclusive offers on mortgages and property-related services. At the same time, progress is being made with digitalisation, through tools such as online pricing that streamline management and provide autonomy to branches. In addition, agreements with the Autonomous Communities and the ICO are being strengthened to facilitate access to housing for young people. 2025 Consolidated Management Report 145 +100 partner brands +1 M registrations since its launch 1 Total individuals and legal entities in Spain. +1.7 M visits since its launch +66,600 properties +1,800 APIs
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Consumer finance: Supporting personal projects CaixaBank has continued to strengthen its commitment to customers through a solid offer in personal loans. In this sense, the growth in consumer loans is noteworthy, having increased by 27 % year-on-year. In the field of cards, CaixaBank has been a pioneer in Europe by signing an agreement with Apple, becoming the first European bank to offer the financing service Apple Pay Later . This solution allows users to split the payment for purchases made directly using the wallet on their mobile phone, offering an agile, digital and fully integrated experience. Mobility: More sustainable options CaixaBank has evolved its mobility proposal with a wider, more sustainable offer adapted to the needs of each customer. The catalogue of renting has grown significantly, offering more than 50 different models available all year round. More than 49 % of the vehicles marketed bear a ZERO or ECO environmental label, reflecting the Bank’s commitment to sustainability. The new Facilitea Coches portal has also been launched, which provides customers with access to more than 21,000 second-hand vehicles, both for loan and renting. This platform makes it possible to find flexible and customised mobility solutions, adapted to each profile and need. Protection: insurance and alarms Leaders in insurance CaixaBank, through SegurCaixa Adeslas, has consolidated its position as the leader in health insurance, with a market share of 31.1 %. This leadership is reflected in: Technology for protection: Smart lock for the protection of elderly people Launch of the smart lock, in collaboration with Securitas Direct. As well as being integrated into their alarm systems, the smart lock is included in the Senior Protection Premium services, offering an advanced solution adapted to the needs of elderly people. Proposal for retirement CaixaBank has launched Generation+, an initiative that responds to the financial planning, welfare and support needs of elderly people . CaixaBank is thus positioned as a leader in the retirement sector, with more than 30,000 employees specialising in this segment ( see section "Assistance to the Senior group"). _MAIN FIGURES IN 2025 72.5% 95.0% Relational Individual Customers Clients with assigned manager 71.8 % in 2024 78.2 % in 2024 2025 Consolidated Management Report 146 CaixaBank, Best Retail Bank in Europe and Spain according to Euromoney. +6 M customers +49 M annual benefits +51,000 professionals and leading health centres and hospitals
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Business in Portugal Business acquisition and growth | New "always on" direct deposit of salaries campaigns. Highlighted campaigns include: "Have your salary paid into BPI and receive an extra €500," and "Switching to BPI is a relief". | Launch of a new health insurance module, a " low-cost" option with lower capital insured and a more attractive price. Growth in lending business | Young Mortgage Loan with Public Guarantee: financing of 100 % of the credit for young people aged up to 35 and review of pricing (making the offer more attractive). | New mortgage arrangement campaign: includes a waiver on fees and commissions and cashback of 1 % of the financed value for purchases at the BPI Store (max. €1,000). | Launch of a mortgage renegotiation simulator, allowing customers to submit requests for renegotiation of the spread and terms. Encouraging savings | Launch of the service Ahorrar e Invertir , a sales tool that allows investment products to be tailored to customers' objectives and needs. | Launch of the Fondos BPI Gama Renta Trimestral, a new range of funds with income distribution and Structured Deposits and Products. Proposal for retirement | Launch of a new Personal Retirement Plan (PPR Destination (2060)). It is a savings product that diversifies investment according to a time horizon. Training to offer the best service | Development of the training Navigation, for team leaders (branch managers) and for all commercial figures (development of commercial competences) with the aim of increasing proactivity and service quality. 2025 Consolidated Management Report 147 Best Private Domestic Bank in Portugal 2025 Five Star Award #1 Prestige Products 2025
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PREMIER BANKING Individual customers with holdings between 60,000 and 500,000 euros or with salaries over 4,000 euros CaixaBank's Premier Banking value proposition consists of creating a relationship of trust with the customer, pursuing an omnichannel and innovative offer focused on the Premier Manager who accompanies and advises, offering solutions tailored to customers' needs. Milestones 2025 Boosting Sustainable Business CaixaBank promotes sustainability in all areas, highlighting the value proposition of Premier Banking: | The assessment of customers' sustainability preferences as a key variable for advice. | Continuous training of Managers and new recruits to obtain the Certification in Sustainable Investments. | Promoting sustainable mobility by facilitating the purchase of electric vehicles. Service innovation CaixaBank continues to develop the value proposition of its Premier Business, with the launch of new products and the simplification of the advisory model: | The implementation of the new Plan A: simplification of the advisory model, developing more agile and visually appealing plans. | Launch of the Renta Vitalicia Captación products and the SUV ETF Portfolio, which allows for diversified and efficient exposure to global markets, incorporating additional thematic ideas or market trends. | Launch of MyBox VidaCare 10, the evolution of life and health insurance for people aged 60-75. It was created with the aim of broadening its target audience. | Awareness-raising talks and market information material in podcast format, market flashes and notes. Awareness talks are held in all territories on key topics such as personal protection and life insurance , with the aim of helping customers think about how to safeguard the essentials of their lives. _MAIN FIGURES IN 2025 85.5% 3,434 NPS Premier Specialised advisers 76.6 % in 2024 3,556 in 2024 689,401 86 Clients Advised Store Premier Centres 603,258 in 2024 85 in 2024 2025 Consolidated Management Report 148
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Business in Portugal Encouraging savings | Launch of the "Save and Invest" service, a tool for simplifying the purchase of investment products. | Launch of new investment products (BPI Renda Trimestral, BPI Rendimento 5 anos, Depósitos e Produtos Estruturados). | Development of the Consultancy service, now making it possible to send, simultaneously and as part of a single authorisation, the investment proposal and the product order transmission forms. Improving customer service | Implementation of a new customer service model. | Welcome Premier – training for new Premier managers. | Premier Workshops – working sessions promoted by the sales activation team to enhance technical and commercial skills. | Thematic talks for partners – "Invest with Confidence” in collaboration with BPI GA. 2025 Consolidated Management Report 149
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SPECIALISED VALUE PROPOSALS CaixaBank has specialised value propositions that adapt to the specific needs of customers, with the aim of offering the best customer experience. Its objective is to support the rural world and to promote the transformation of the agri-food sector in Spain. Agrobank's proposal is aimed at retail customers , SMEs, corporate customers and private banking, and it is based on 3 pillars: 1. Financial: providing the most extensive assortment of products and services tailored for the agri-food sector, with specialised teams and dedicated offices. 2. Social: implementing initiatives that support entrepreneurship, particularly aiding young people and women, to promote job creation, generational succession, and financial inclusion in rural communities. 3. Innovation: advancing the digital transformation of the agri-food sector and pursuing innovative solutions to address significant industry challenges. 524,124 1,134 €41,677 M Customers. 491,491 in 2024 Specialised Branches in the agri-food sector In new financing to customers from the segment €33,548 M in 2024 AgroBank is committed to the drive for sustainability. AgroBank offers its customers a series of products designed to accompany them in the transition and decarbonisation of the sector, for which it has specific products such as: | Loans such as the “ Agroinversión Transición Ecológica” loan, the solar panel financing loan or the “ Agroinversión Leñosos” loan , which finances the planting of new crops that contribute to CO 2 fixation. | A new financing line for catastrophes has been set up offering special financing conditions for damage caused by weather events. | Launch of the "MicroBank Agro Relevo Generacional" loan to facilitate access to young people and to encourage generational change in the agricultural sector (see section “Social inclusion and promotion of employability”). 2025 Consolidated Management Report 150
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Milestones in 2025 Initiatives for innovation and digitisation of the agri-food sector | Third edition of "AgroBank Tech Digital INNovation", an acceleration programme to offer the sector the best technological solutions, where there have been 167 start-ups registered and 15 finalists. | Commitment to AgroBank HUB ( http:// www.agrobankhub.es), a platform to boost innovation in the agri-food sector. | Creation of the first Agri-Food Sector Impact Fund with Impact Bridge , which aims to have an economic, corporate and environmental impact on the sector. Initiatives to promote diversity | Second edition of “ Crecemos juntas – Proyecto Mentoras Rurales” (We grow together-Rural Mentors Project), a professional mentoring programme to professionalise and support the projects of women entrepreneurs in rural communities. | Programme of microcredits for rural women's entrepreneurship projects. | Several chairs are being promoted, such as the AgroBank-University of Lleida Chair, which awards the best master's thesis carried out by a student in agricultural and food quality or innovation and the AgroBank "Women, Business and the Rural Environment" Chair at the University of Castile-La Mancha, focused on research in gender and the rural world, training programmes and awareness-raising actions on equality. | Strategic alliances are consolidated with the Ministry of Agriculture, Fisheries and Food and with Business and Women's Associations, such as AFAMMER, FADEMUR and AMCAE. Initiatives for Generational Change | “Impulso Agro” (Agricultural Boost) (http://www.impulsoagro.es): Initiative developed together with the Basque Culinary Center , aimed at raising awareness among young people in the Spanish agro-food sector, who through their work and projects are transforming the sector. Academic initiatives and outreach: | The AgroBank Chair and the University of Lleida promote the dissemination of scientific and technical knowledge through conferences and awards, such as the recognition of the best doctoral thesis and grants for the transfer of innovation to the agri-food sector. | Impulso, in collaboration with CaixaBank Dualiza, to connect vocational training to the agricultural sector, including the report "Spanish youth and the primary sector", aimed at identifying training needs and bringing the sector closer to young people. | Publication of the “ Informe Sectorial Agroalimentario” (Agri-food Sector Report), reviewing the main economic figures and outlooks. | A number of events have been organised to generate a positive impact on producers, companies and customers and to strengthen support for the rural world. These include the Jornadas AgroBank, focusing on issues such as the efficient use of water, innovation and sustainability, as well as the participation in the main sectoral trade fairs. 2025 Consolidated Management Report 151
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HolaBank is CaixaBank's specialised programme, aimed at international customers who spend long periods of time or wish to settle in Spain. The value proposition of HolaBank consists of accompanying international customers from their arrival in Spain and throughout their stay, offering a comprehensive financial service that responds to their needs and makes their day-to-day life as easy as possible. HolaBank has an extensive network of 416 specialised branches , located in the main tourist areas, with employees specialising in international customers and specialist English-speaking customer service. Milestones 2025 | Consolidation of the model of collaboration with mortgage prescribers, promoting the attraction of qualified non-resident customers. | Major reinforcement of the risk analyst team with multilingual skills, ensuring the fast and specialised assessment of international profiles. | Operating model with response times of less than 48 hours, increasing efficiency and customer satisfaction. _KEY FIGURES IN 2025 416 24/7 €6,123 M HolaBank branches Online Banking in more than 20 languages HolaBank customer mortgage portfolio 2025 Consolidated Management Report 152 The HolaBank account includes a pack of financial services specifically designed for the international customer, as well as access to the HolaBank Club, which includes a whole series of free advantages and services, exclusively for account holders.
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BUSINESSES Self-employed, professional and business customers The Business proposal is aimed at self-employed, professional and business customers. It integrates all the solutions these groups need in their day-to-day operations -financing their business, protection and security- and planning their future. CaixaBank Business employs a specialist model to remain close to customers, through 68 Business Store branches , dedicated exclusively to business customers, and 2,500 Business Managers. Positioning with a differential offer aimed at groups that demand personalised attention due to their specific needs: Food&Drinks, Pharma, FeelGood and Homeowners' Associations. Milestones in 2025 | Launch of new services and functionalities for POS such as: Day- to-day tariff, TPV&GO, Android Mini, etc. and maintenance of the campaign to attract new customers. | Strong level of activity in financing activities for business customers, 33 % up on the same period of the previous year, with the launch of new lines to support entrepreneurs and energy efficiency amongst homeowners' associations. | Extension of the “Día a Día” programme to all self-employed customers, bringing all the Bank's individual customers into a single programme, providing them with access to the same conditions and advantages as other individual customers. | Launch of the new PresenseTM Business and Premium Business alarm by subscription for legal entities and the new PresenseTM Pharmacy alarm. | Presence as the main sponsor and supporter at major sector- specific events, such as: | “Madrid Fusión”, Horeca Professional Expo (HIP), National Hospitality Awards and Restaurant Management courses in collaboration with elBulli Foundation in the field of Food&Drinks. | Infarma, School of Good Governance and SDG awards in the Pharma industry. | and “Encuentro Nacional de Administradores de Fincas” (ENAF)(National Meeting of Property Administrators) for Homeowners' Associations. | 5th edition of the Self-Employed Professional Woman Award, recognising the contribution of self-employed women to society. 2025 Consolidated Management Report 153
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_MAIN INDICATORS 43.7 % 31.6% 68 2,423 370,050 Penetration among self- employed workers. 45.1 % in 2024 Share of the merchants segment. 32.5 % in 2024 Store centres for businesses. 70 in 2024 Business Managers. 2,457 in 2024 Clients in Communities Food&Drinks, Feel Good and Pharma. 226,125 in 2024 Business in Portugal Product launches and customer acquisition | Launch of the Plafond Welcome campaign with the delegation of powers and simplified process. | Launch of the Second Chance line: simplified process for the reassessment of operations. | Launch of the BPF Line Invest Export . Line to support exporting companies, with specific financing. | Campaign for the acquisition of automatic payment terminals (APTs). | Implementation of two programmes: Move Up APT, a collaborative forum for the ideation and transfer of good practices, involving the top performers and bottom performers in the commercial network, with a view to promoting the performance and reinforcement of the skills of the poorer performing participants. | Expansion of the Business CSC to the entire Segment, consolidating a Support Centre that centralises administrative tasks and enables Business Managers to strengthen their focus on commercial efforts and deepen customer relations. Promotion of Training | Commercial Credit Forums: Training and participatory sessions with presentation and discussion of credit operations. | Specific training for managers: "The Business Manager and the Customer Experience" focused on aligning the offer with the segment, managing priorities, and placing particular emphasis on customer experience and service quality. 2025 Consolidated Management Report 154
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CAIXABANK WEALTH MANAGEMENT Individual customers with a net worth of more than €500,000 and potential. CaixaBank has evolved its Private Banking division with an expanded wealth management vision and a new brand: CaixaBank Wealth Management. The new brand encompasses all segments, services and capabilities of the Group’s wealth management value proposition, as well as CaixaBank Wealth Management Luxembourg , the first bank in Luxembourg to provide exclusively an independent advisory service, and OpenWealth, a multi- family office service for Ultra High Net Worth (UHNW) clients, regardless of where the client holds their assets. CaixaBank Wealth Management offers specific value propositions to groups that, by their nature, share the same needs and objectives when it comes to managing their wealth. CaixaBank Wealth Management has specialised teams made up of 1,190 accredited professionals with an average of 15 years of experience and 86 exclusive centres, enabling it to ensure that clients always receive a close and personalised service. The Wealth Management service offers clients different service models, ranging from non-independent advice to independent advice, as well as brokerage services. All Wealth Management clients are assigned a single relationship manager, responsible for managing the relationship. Specialist proposals are offered in independent advice: | Private Wealth: value proposition for customers worth between 1 million and 4 million euros, with specialised managers working out of the Wealth Management centres. | Global Wealth: Value proposition for customers of more than 4 million euros, which has 11 exclusive centres. MILESTONES IN 2025 | A record high was reached in independent advisory assets, exceeding 50,000 million euros under management and close to 14,500 clients, representing around 33 % of CaixaBank Wealth Management’s total assets. | CaixaBank Wealth Management Luxembourg marked its fifth anniversary, having exceeded 5,000 million euros in business volume. | OpenWealth consolidated its position as a benchmark in the management of large fortunes in Spain, exceeding 10,386 million euros in assets under supervision and recording significant growth compared with the previous year, reaffirming its ability to attract and retain clients in the Ultra High Net Worth segment. | The rollout and consolidation of the GPS platform across the Wealth Management commercial network. This platform enabled the launch of the new Advisory GPS service, which during the year was taken up by more than 2,500 clients, reaching a balance of over 700 million euros, one third of which represents new money from other institutions. 2025 Consolidated Management Report 155
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_MAIN FIGURES 98.0% 91.2% NPS Wealth Management Branch. Advisory customers. 97.3 % in 2024 89.5 % in 2024 €173,459 M €38,324 M In assets and securities under management. In discretionary management of portfolios. €152,991 M in 2024 €33,628 M in 2024 €31,423 M €23,742 M Global Wealth Spain balances. Private Wealth Spain balances. €26,892 M in 2024 €19,807 M 2024 _WIDE RECOGNITION DURING 2025 SUSTAINABLE INVESTMENT AND PHILANTHROPY CaixaBank customers have concerns and interests that go beyond what is strictly financial. CaixaBank is a pioneer in having specialised units that offer its Wealth Management customers an end-to-end solution that responds to their needs with regard to philanthropy and responsible and impactful investment. To do this, it takes action in the following areas: 1. Charitable causes Selection of projects addressing high-impact challenges for different social causes, including the following (see section “Social Action”): | #Ningúnhogarsinalimentos. | Research against the cancer. | Child vaccination (GAVI). | Child poverty (Save the children). | FetaLife. €1.4 M Raised 2. Outreach, dissemination and recognition A line of action aimed at creating a reference framework to bring knowledge and information on philanthropy closer to customers. This line’s core actions include: | Research, analysis and publications. Studies. | The promotion of collaboration and the sharing of best practices . Meetings and events. | Recognition of clients’ track records in philanthropy. Philanthropy awards. 2025 Consolidated Management Report 156
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Highlights in 2025: | The celebration of the eighth edition of the Philanthropy Awards: granted annually with the aim of highlighting the philanthropic projects carried out by CaixaBank customers. In 2025, a total of 227 applications were submitted, contributing to areas such as health research, education, the integration of vulnerable groups and socio-economic development in rural communities, among others. | The launch of Tesauro, a unique dictionary within the ecosystem that explains 20 concepts related to philanthropy in a highly visual way. The Thesaurus systematises and explains the main forms of philanthropic engagement in Spain, contributing to a better understanding of their modalities, scale and impact. 3. Sustainable and Impact Investment Sustainable investment remains a priority for CaixaBank and, accordingly, it continues to pursue the vision of offering clients products that have a positive and measurable impact on people and the planet, while enabling the creation of a better world over the long term without sacrificing returns (see section “Sustainable Finance”). Business in Portugal Diversifying portfolios and boosting business | Increased portfolio diversification (+€710 million) in a very challenging market environment and consolidation of the advisory service with growth of 15 % to more than €6,000 million and of the Wealth service, which now has close to €2,400 million under management. | Launching projects focused on strengthening customer relations: | AENOR certification earned: harmonisation of commercial operating processes. First certified Private Banking institution in Portugal. | Implementation of Salesforce, IT solution to optimise day- to-day sales and team management. BPI Private Banking has been honoured with 6 international awards . Worth particular note were the five awards obtained at the Global Private Banking Awards organised by Euromoney, where it was named "Best Private Banking in Portugal 2025" for the third year running. It was also named "Best at Empowering Relationship Managers " for Private Banking in Europe at the PWM Tech Awards and "Best CRM Initiative" at the Global Private Banker Wealth Tech Awards. 2025 Consolidated Management Report 157 Best Private Banking in Portugal 2025 Best Private Bank for empowering digital relationship managers 2025
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BUSINESS BANKING Business customers up to €500 M in turnover. CaixaBank Business runs an exclusive model for looking after companies, having cemented its position as the benchmark bank for this segment. The advanced level of expertise within our teams enables thorough customer management, providing tailored products and services for businesses through our value proposition. CaixaBank Business offers innovative solutions and specialised services at 214 centres distributed throughout Spain, with 214 centers distributed throughout Spain, where it has more than 2,200 professionals providing advanced advice. We have exclusive centres depending on the sector or type of company , in order to adapt our services and products to the needs of our customers as much as possible: | Company Centres: serve legal entities with a turnover of between €2 million and €500 million. | SME Store centres: serve legal entities with turnover of less than 2 million euros. | Real Estate Business Centres: offer real estate developers a broad range of products, tools and specialists for their real estate projects, both for sale and rental. | Day One centres: specialising in providing services to start-ups, scale-ups and their investors, getting closer to their concerns, dynamics, needs and speed of development. An increase in market share, the financing of sustainable transactions and projects, and digitalisation were the segment’s priorities in order to support companies’ sustainable growth and drive their transformation. _MAIN FIGURES €68,465 M 214 Centres1 in investment Dedicated exclusively to companies and SMEs; more than 2,200 professionals €64,368 M in 2024 226 in 2024 Leaders 34.2 % 32.5% 26.3 % Received Issued Factoring and reverse factoringShare of international guarantees in Spain 36.3 % in 2024 33.6 % in 2024 24.9 % in 2024 SMEs 589 SME segment managers 596 in 2024 1 Includes 142 business centres and 72 SME Stores. 2025 Consolidated Management Report 158 In 2026, the Business Banking service model evolves to provide more personalised and specialised service, ensuring support for companies’ growth and competitiveness in an increasingly demanding environment. The new model redefines corporate segmentation and assigns dedicated relationship managers and specialised services based on each company’s profile, potential and needs, in order to deliver a closer, more efficient and more proactive service. To this end, Business Banking is organised into four segments, based on criteria such as turnover, sector of activity, current value, growth potential and level of investment: micro, small, medium-sized and large enterprises.
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MILESTONES OF 2025 | Partnership agreement with CEOE (Spanish Confederation of Business Organizations) to make available to member companies a €45 billion financing facility over the 2025-2026 period. | 6 Coffee & Break sessions were held with clients, attended by 635 clients, and 5 Talks with 1,898 attendees. In addition, the Puerta al Exterior forums were held in seven cities, with the participation of more than 200 companies. | The 9th edition of the CaixaBank Premio Empresaria was held to recognise female entrepreneurial talent. | Launch of new products, including the Supplier Credit for exporters, the Travel Business prepaid card to facilitate business travel for professionals, SMEs and self-employed individuals, and the online product Ready to Finance, which enables the financing of taxes and mass payments. Likewise, a new range of acquisition-focused products was introduced (discounted loans and a no-fee account for the online channel). | Launch of new services, such as Inblock, the new platform that validates invoices using blockchain, and the Beneficiary verification service within the SEPA area prior to authorising a transfer. | New operating model for the corporate HUB that centralises key processes, optimises resources and improves coordination between teams, driving more efficient, collaborative and results- orientated management. | The rollout of remote signing, with the use of digital signature as an agile, secure and efficient solution that allows customers to sign from anywhere, at any time. | Training sessions were held with corporate teams to support ongoing development, strategic alignment and the enhancement of key skills. | An agreement was signed with CESCE (Spanish Export Credit Agency) to provide coverage for transactions aimed at supporting the internationalisation of Spanish companies. SUSTAINABILITY BOOST As part of its commitment to sustainability, CaixaBank Empresas has a dedicated sustainability team, with representatives in all Territorial Directorates, designed to provide a comprehensive service and tailored support to companies on their journey towards a more sustainable and decarbonised industrial model. In this regard, during 2025, Business Banking continued to promote sustainable financing (see section “ Sustainable Finance ”). Likewise, client participation in various social programmes, such as GAVI or Incorpora, was promoted (see section “Social action”). FINANCING FOR COMPANIES In 2025, market leadership in transaction banking was maintained and further consolidated . This leadership is reflected in CaixaBank’s position in this area: | Leaders in factoring and reverse factoring solutions, holding a 26.3 % market share as of December 2025. | A benchmark in international trade , supporting companies in their international expansion and participating in the main events and forums. | Leaders in international guarantees, both received and issued, with market shares of 34.2 % and 32.5 %, respectively. It also ranks first in documentary export credits, with a market share of 30.2 %. | As a pioneering bank in the field of collections and payments , it is the only domestic bank to offer the Request To Pay service and leads the way in outgoing instant transfers , with a market share of 26.7 %. Further highlights in 2025 include the fact that commercial loans and leasing solutions were among the main drivers of investment growth in Business Banking, with year-on-year growth of 6.8 % and 9.0 %, respectively. Likewise, investment in guarantees recorded a very positive performance, with growth of over 7.9 %, both in domestic guarantees (+7.2 %) and international guarantees (+10.9 %). In the Treasury area, progress was made in diversifying revenues through foreign exchange and commodities hedging solutions, helping clients to keep their costs under control in a context marked by heightened geopolitical uncertainty. 2025 Consolidated Management Report 159
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Business in Portugal Support for companies and financing | Strengthening the offer to support companies . Worth particular mention is the new BPF Invest Export line, which offers financing to support internationalisation; the new PDR 2020 cash management line, aimed at the agricultural sector, to support the cash management of companies linked to agri-food production and processing; and the reinforcement of the BPF InvestEU line, to support investment and the competitiveness at companies. Knowledge promotion, training and dialogue | Webinar on macroeconomics. It aims to share perspectives on the current economic context. | “Liderança feminina: a inspirar carreiras " meetings with testimonies by female leaders. | BPI Customer Meetings. Especially aimed at SMEs. The meetings promote dialogue and the exchange of knowledge. Sessions on cybersecurity and corporate governance were held in 2025. | Business with the World , sessions on international trade organised with specialists from BPI and CaixaBank (Algerian, American and Chinese markets). | ‘Fórum BPI: O futuro da Água ': An initiative that seeks to address the main challenges, priorities and good practices associated with sustainable water supply and consumption. Presentation of the National Water Prize to a Portuguese project. Boosting innovation | Energy efficiency programme for SMEs. It seeks to support companies in optimising their energy resources, increasing their competitiveness and contributing to a sustainable future. | Support for innovation: launch of new editions of awards and statutes that promote the economy, highlighting: COTEC Innovative Statute, National Innovation Award, Emprende XXI Awards, BPI Mulher Empresária Award and National Agriculture Award. Transition to a sustainable world | Green talks on sustainable financing . Cycle of internal training sessions with the aim of establishing the knowledge bases to promote sustainable financing. | BPI/CBRE Alliance for the sustainable transition in the real-estate sector. It aims to support real estate investors in the process of sustainable transition, with a focus on the construction and renovation of commercial real estate. | Boosting sustainable finance , with lending to support energy efficiency, decarbonisation and business innovation, consolidating the role of BPI as an agent of the sustainable transition. Operational excellence | Renewal of the AENOR quality certification, confirming the excellence of the service offered by BPI’s Business Banking division. | Integration of the SIBS ESG Portal in BPI Net Companies , allowing companies to access sustainability information and tools directly via homebanking, reinforcing digitalisation and responsible management. | BPI was honoured at the Euromoney Awards for Excellence with three major awards for its business banking. _RECOGNITIONS IN 2025 Best ESG Bank in Portugal 2025 Best Bank for Large Companies in Portugal Best Digital Bank in Portugal 2025 Consolidated Management Report 160
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SPECIALISED VALUE PROPOSALS Business Banking has specialised value proposals that are adapted to the specific needs of customers, with the aim of offering the best experience. CaixaBank Hotels & Tourism , offers different specialised solutions for the hotel and tourism sector. By specialising in the tourism sector, CaixaBank is able to detect and adapt quickly to meet their needs, and support this kind of enterprise with the bespoke service they require through a team of upwards of 40 professionals specialising in the hotel market and the Bank’s more than 2,200 advisers , who are experts in business consultancy. CaixaBank Hotels & Tourism, currently has a total loan portfolio for the tourist accommodation sector of 10,000 million euros and close to 13,400 customers. 2025 Milestones | Start of international hotel financing activity with branches in London, Milan, Frankfurt and Paris. | Renewal of the CEHAT agreement with a line worth 2,500 million euros (an increase of 200 million euros compared to the previous year). | A strong boost to the SME segment, with numerous meetings with hoteliers throughout the country that have resulted in a very significant growth in production, specifically 37 % in the number of operations and 64 % in the amount granted up to December. | The Bank's commitment to promoting sustainable production remains unchanged. In 2025, with a record level of more than €4,312 million in credit granted, of which €800 million was in sustainable lending to this sector, reinforcing the strategy to support sustainable and responsible tourism ( see section “Sustainable finance – Sustainable business”). | CaixaBank has been present at the main tourism events and forums at national and regional level, supporting and promoting the sector. CaixaBank Real Estate & Homes is the CaixaBank brand created to promote specialisation in the real estate development sector and consolidate the service it provides to companies in this sector . From the Real Estate Business Centres, with more than 160 specialised professionals , providing coverage across the entire country. In 2025, real-estate projects for both sale and rent were financed in excess of €3,310 million. These projects entail the construction of more than 11,986 housing units, to be completed over the next few years and to help to meet current market demand and need. In 2025, advice was provided to the developer throughout the construction process, from the start of construction to completion and delivery of the housing units, with more than €700 million of financing being extended to the buyers of these housing units through the subrogation of the developer's loan. Milestones in 2025 | The commitment to sustainability has been maintained, with more than €1,484 million in financing aimed at green and social developments (see section “Sustainable Finance – Sustainable Business”). | Highly trained team adapted to a constantly evolving market. During 2025, training courses were held on new construction models and the use of AI applied to the sector. | Sign-off of the ICO MRR line, to facilitate the financing of social and affordable rental housing units. | Participation in 29 events across 13 locations , attended by more than 39,000 participants , and the holding of the 2nd Real Estate Homes Convention&, with the participation of 300 sector specialists. 2025 Consolidated Management Report 161
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- DayOne is CaixaBank's specialised banking service, created to support and accompany young, fast- growing companies with a global reach. DayOne offers a specialised banking service for technology and innovative companies and their investors. Its strategy redefines the connection to the ecosystem and transforms the way it interacts with startups, scale-ups and investors, aligning with their concerns, needs and pace of growth. It has tailored products and services and offers specialised solutions for the innovation ecosystem. It also connects customers with key players and stakeholders at innovation hubs, facilitating their access to global markets and strengthening their strategic relationships. It also has Venture Debt , a strategic financing alternative that allows growing technology companies to access capital without diluting the founders' stake, complementing venture capital rounds. CaixaBank DayOne thus supports the potential of innovative companies at every stage of their development. To this end, it has more than 35 financial consultants specialising in foreign trade, cash management and financing, as well as in asset management, investment banking, A&M and fundraising, accompanying each customer at every stage of their expansion and providing expert advice. Likewise, its DayOneHub centres, located in Barcelona, Madrid, Valencia, Bilbao, Málaga, Murcia and Zaragoza, act as exclusive meeting points for talent and capital. Through participation at private events and meetings, it regularly connects its customers with strategic high value-added partners. Milestones in 2025 | Consolidation as a financial partner of the innovation economy, with a tenfold increase in customers since 2017. | Focus on the new lines of financing for companies of the DayOne ecosystem to boost innovation (InvestEU). | Boosting Venture Debt activities for scaleup customers to support their growth. EMPRENDE XXI AWARDS Since its inception in 2007, the initiative has invested €9.9 M in cash awards and actions to support entrepreneurs, benefiting over 560 companies The EmprendeXXI Awards are an initiative promoted by CaixaBank, through its specialised DayOne division and awarded in collaboration with ENISA in Spain and with Banco BPI in Portugal. They were created a view to promoting, supporting and recognising the technology-based and innovative start-ups with the greatest growth potential in Spain and Portugal. Emprende XXI Awards - 2025 Edition The call for submissions for the 19th edition of the PEXXI Awards ended on 10 December. The awards ceremony will take place in May 2026. 1,006 €0.9 M Participating companies from Spain and Portugal. 960 in 2024 In prizes (cash, international training and visibility). €0.8 M in 2024 At this edition, 19 regional prizes will be awarded, one for each Autonomous Community in Spain and 2 in Portugal as well as 8 Tomorrow's Challenges Awards based on 3 categories to identify projects with a real impact on the economy, people and the planet: | Business Transformation: Driving innovation with a transformative impact for companies, professionals and the market. | Human Well-being: Focus on solutions for a good physical and emotional quality of life for people, with a real impact on their daily lives. | Living Planet: Commit to innovative solutions that contribute to the ecological transition and sustainability. In addition, 2 runners-up prizes will be awarded for Disruptive Innovation and Corporate Impact. 2025 Consolidated Management Report 162
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CORPORATE & INVESTMENT BANKING Corporate customers with a turnover exceeding €500 M, institutions, international clients, and financial sponsors. CIB service integrates three business areas — Corporate Banking, International Banking and Institutional Banking — supported by highly specialised product teams such as Transactional Banking, M&A, Capital Markets, Treasury, Sustainable Finance & ESG Advisory, Asset Finance, Structured Trade Finance and Project Finance. Corporate Banking manages the relationship with national and international corporate clients with the fundamental purpose of becoming their financial provider of reference. They are fundamental pillars for this purpose: sector-based segmentation, a presence in Madrid, Barcelona and Bilbao, close client relationships, and a broad, differentiated range of structured finance products. It is also active with multilateral organisations and entities, both national (such as the ICO 1) and international (IFC 2, EIB Group3, among others). International Banking offers support to branch, CIB and Business Banking customers operating abroad and to large foreign corporates in their countries of origin through its 26 international points of presence and almost 300 professionals. Institutional Banking serves public and private sector institutions through a value proposition that combines highly specialised teams, proximity to customers and a comprehensive set of financial services and solutions tailored to their needs through 13 institution centres and more than 122 professionals. 1 Instituto Oficial de Crédito. (Corporate State-owned Entity) 2 International Finance Corporation. 3 European Investment Bank. _KEY FIGURES 2025 €115,022 M €23,191 M in investment €106,040 M in 2024 Sustainable financing €19,530 M in 2024 €15,595 M €5,619 M Financing to commercial banks in the field of representative offices €12,994 M in 2024 Investment in asset finance €5,881 M in 2024 International presence 2025 Consolidated Management Report 163 ■ 17 ■ 6 ■ 2 ■ ■ 2 Representative offices International Branches (8 Offices) Spanish Desks Subsidiaries (100 %) The team of Agreement with >300 >1,550 Professionals in 24 different countries Correspondent banks
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MILESTONES IN 2025 | There has been a significant increase in fee and commission income linked to specialised lending operations, reflecting the high level of activity in the year. | The increasing focus on international business, can be seen in factors including the 21% increase in business volume at International Branches, | In terms of the market for syndicated loans, 2025 was a strong year in terms of activity. Although activity was subdued during the first half of the year due to global geopolitical factors, such as tariff policies, transaction volumes have increased compared with previous years, with a greater presence of corporate refinancings than in other periods, as well as financing focused on energy transition projects. | CaixaBank maintains an outstanding first position by volume as bookrunner in the Spanish market, according to the main agencies (Refinitiv, Dealogic and Bloomberg) and has participated in practically all the most important transactions of the year. | Investment was boosted in Commercial Real Estate, with particular dynamism in the residential market and living, as well as the resurgence of offices and Retail operations. The Real Estate team once again led the Spanish market and advanced in its international expansion with operations in the UK, Italy, France and Portugal. | Transactional Banking continues to strengthen its development, which has resulted in greater agility and the capture of unique operations with longer average maturities. During 2025, the Sustainable Supply Chain Finance (SSCF) product was launched, which sees suppliers with the highest ESG commitment benefitting from better financing conditions. This product, which won the "The Innovation of the Year" award at the IMPACT Investment Awards 2025 of Environmental Finance, is an innovative proposal and positions CaixaBank as a benchmark in sustainable financing. | | CaixaBank consolidated its position as the world's leading bank in reverse factoring, in the programmes of the Inter-American Development Bank (IDB), the International Finance Corporation (IFC) and the Asian Development Bank (ADB) and was ranked amongst the top 3 at EBRD, the European Bank for Reconstruction and Development. These programmes cover key sectors such as renewable energy, energy efficiency, industrial recycling and sustainable agriculture. | The commitment to the institutional sector was reinforced as part of a strategy focused on sustainability, financial inclusion and service excellence. A demanding pricing policy has been maintained for public sector investment in a highly competitive environment, while training in key areas such as cybersecurity has been promoted, helping to improve the digital risk protection of institutional clients and to strengthen their technological culture. | Support for the voluntary sector and social institutions has been consolidated, offering adapted financial solutions and promoting training programmes that reinforce their management capacities and social impact. | CIB maintains its firm commitment to sustainability and has a specialised team to offer an end-to-end service and personalised support to large corporations in their transition towards more sustainable and decarbonised industrial models. Throughout 2025, sustainable financing was further promoted, as discussed at greater length in the “Sustainable finance” section. 2025 Consolidated Management Report 164
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( DISTRIBUTION MODEL CaixaBank has an omnichannel distribution platform tailored to its clients’ preferences. CaixaBank continues to develop its distribution model. A model designed to respond to the new needs and preferences of its clients in a constantly evolving environment. In this context, the Group is moving forward with the modernisation and redesign of its digital channels to enhance the customer experience, boost digital sales and develop new capabilities. These initiatives make it possible to simplify processes, increase customer autonomy and offer more agile, personalised and secure solutions, while at the same time strengthening operational efficiency and the adaptability of the commercial model. The complementarity of digital and remote channels with the largest physical network in Spain strengthens the Group’s ability to deliver a comprehensive service, combining physical proximity with the flexibility of non-face-to-face channels. Looking ahead, CaixaBank will continue to promote specialised and personalised service, underpinned by the upskilling of its teams, advanced use of technology and the integration of all its channels. This approach makes it possible to consolidate a balanced, sustainable and customer- centric distribution model, strengthening the Group’s value proposition and contributing to the achievement of its strategic objectives. 2025 Consolidated Management Report 165 Customers who prefer face-to-face contact “Mobile” young customers Simplified offer including non- financial services DIGITAL – neobank experience BRANCH NETWORK Fully autonomous or omnichannel digital customers WEB + MOBILE Customers who prefer a remote manager REMOTE MANAGER REMOTEIN-PERSON _AN OMNICHANNEL PLATFORM WITH THE MOST EXTENSIVE BRANCH NETWORK IN SPAIN, COMBINED WITH BEST-IN-CLASS REMOTE AND DIGITAL RELATIONSHIP MODELS.
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PHYSICAL NETWORK BRANCH NETWORK CaixaBank has the most extensive branch network in Spain, with 3,542 retail branches. In recent years, the branch network has remained stable, with only minimal adjustments, mainly in urban areas and associated with the rollout of the Store branch model. In this context, CaixaBank maintains its commitment not to withdraw from any municipality across the entire national territory. In addition, CaixaBank has continued to promote and expand its mobile branch service. CaixaBank’s branch model is divided into urban and rural formats, adapting to the characteristics and needs of each environment in order to ensure close, specialised and efficient service. In Portugal, the bank remains firmly committed to maintaining a significant physical branch network, which ranks among the most extensive in the country. Likewise, in Spain the branch network has undergone a gradual reduction in recent years , particularly in urban areas with high levels of digital adoption. _SPAIN BRANCH NETWORK n 3,542 Retail n 450 Other retail customer service centers n 153 Business banking1 n 86 Private Banking n 13 Institutional Banking n 1 Corporate Banking n 6 Institutional customer service centers 4,251 branches2 4,280 in 2024 _PORTUGAL BRANCH NETWORK 301 branches 303 in 2024 2025 Consolidated Management Report 166 1 Includes 142 Business Centres and 11 Promoter Centres. 2 Excludes international branches (9) and representative offices (17). n 259 Retail n 29 Business banking n 13 Premier/Private
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Urban model CaixaBank continues to focus on its urban Store branch model, with 923 branches as at December 2025. These branches, which are larger than conventional branches, offer a differentiated customer experience thanks to: | Uninterrupted opening hours in the mornings and afternoons. | Teams of specialised managers. | An expanded offer of commercial and technological services. CaixaBank also has flagship centres under the All in One concept, fusing design, technology and expert advice. These spaces offer co-working areas and training activities, strengthening ties with clients in an innovative environment. Currently, in Spain, there are All in One centres in Barcelona, Valencia, Madrid, Ibiza, Burgos, Castellón, Segovia, Pamplona, Santa Cruz de Tenerife, Las Palmas de Gran Canaria and Murcia. Rural model CaixaBank has 1,397 rural branches in towns with fewer than 10,000 inhabitants and 442 “Ventanillas” (Counters) in rural areas . It also happens to be the only bank with a branch model presence in 463 municipalities . This network is complemented by 29 mobile offices, which cover 1,413 towns in 17 provinces (see section "Proximity"). SPECIALISED OFFICES CaixaBank’s specialised branch model forms part of its commercial segmentation strategy and its approach to adapting the physical network to the different needs of its customers. 2025 Consolidated Management Report 167
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ATM NETWORK CaixaBank's self-service network is now the largest in the country, with over 11,000 ATMs nationwide, offering up to 250 different transaction types. ATMs enable transactions to be carried out 24 hours a day, 365 days a year, through a fast and intuitive experience with enhanced security for each transaction. In 2025, CaixaBank carried out various initiatives aimed at optimising the operation of the ATM network. Among the measures adopted, particular emphasis was placed on defining new error messages on ATMs, thus helping customers to understand possible incidents and successfully complete their transactions. Meanwhile, Customer Journeys are being adapted in line with the new accessibility regulations, and progress is being made in improving network monitoring and management in order to increase availability. Moreover, CaixaBank strengthened the functionalities of its ATM network by incorporating a new service that allows outstanding debt payments 1 to be made quickly and autonomously, either in cash or by transfer. Their design is intended to absorb part of face-to-face transactional activity, freeing up time for relationship managers and improving operational efficiency. The service is available 24 hours a day, seven days a week across the entire ATM network and will be expanded to also allow payments of loan and credit card debt. In addition, the option to make these payments at the counter with personalised service will be maintained. 2025 Consolidated Management Report 168 More than 6 % improvement in customer ratings of the channel in the last year. CaixaBank maintains its commitment to improving the quality of its ATM network by promoting new initiatives focused on optimising its operation and enhancing the efficiency of customer service. 11,034 1,238 ATMs in Spain ATMs in Portugal 1 Includes the payment of bills, taxes, fees and fines, as well as the regularisation of outstanding or returned amounts.
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DIGITAL CHANNELS – WEBSITE + MOBILE CaixaBank brings together all the Group’s digital services under a single concept. CaixaBankNow is CaixaBank’s digital banking platform, available both via the mobile app and online banking website , enabling customers to manage all their financial transactions remotely and securely, with 24-hour availability. _ BREAKDOWN OF DIGITAL CUSTOMERS 12.7 M 1.0 M Digital customers – Spain 12.1 M in 2024 Digital customers – Portugal 1 M in 2024 Breakdown of digital customers in Spain Breakdown of digital customers in Portugal 0.8 M 0.8 M Regular Digital Banking use 0.3 M in 2024 Regular users of the BPI App 0.8 M in 2024 Intensity of digital use 5.4 M 2.4 M customers connect daily1 5.2 M in 2024 Top Heavy Users2 in Spain 2.2 M in 2024 Mobile channel in Spain 5.1 M 8.0 M in mobile phone purchases 3.4 M in 2024 cards downloaded to mobile phone 5.5 M in 2024 1 Daily volume of individual customers who connect to digital channels, as an average over the past six months. 2 Customers who have connected to digital channels more than 130 days during the past six months. Awards and recognition 2025 Consolidated Management Report 169 Leader in digital channels Best Digital Bank in Spain 2025 Innovative European Bank of the Year 2025 Best Digital Private Banking Institution in Europe 2025 41 % n100 % digital 59 % n Omnichannel 68 % n Mobile 16 % n Mobile + web 16 % n Web
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REMOTE MANAGER Due to its characteristics, it is a relationship model that is particularly suitable for the Group's customers with a digital profile. Thus, they can count on the service of a specialised adviser to attend to their financial needs through the communication channel of their choice. The customer has a reference manager who can be contacted, with a commitment to respond within 24 hours. Among their financial needs, customers can receive specialised advice on different types of products and services and, if they wish, they can sign up for them digitally. 7.6 MM 2,488 Customers within the Connecta relationship model 3.3 M in 2024 Employees at Connecta 1,897 in 2024 KEY MILESTONES IN 2025 | Implementation of the BPA Model (Shared Customer Management). An operating model has been established that enables the joint management of CaixaBank and imagin customers, with the aim of optimising efficiency and extending commercial coverage. | Promoting the imagin model. Lines of action have been defined to match the capabilities of CaixaBank's and imagin's value propositions, with the consolidation of the personal manager model in imagin and the development of specific management tools for imagin. | The integration of Artificial Intelligence – AgentForce project (Salesforce). The rollout of artificial intelligence solutions applied to commercial management has begun. | Deployment of the CoBrowsing Service. A tool has been implemented that enables real-time screen sharing of the NOW App between the client and the relationship manager. | Development of the HolaBank and AgroBank Models. A remote service model has been created with specialised managers for the HolaBank and AgroBank segments. 2025 Consolidated Management Report 170 The remote digital relationship model is consolidating as one of the main axes of the relationship with the customer, allowing a more fluid and efficient experience. This approach responds to a customer with a digital profile, low branch usage and limited time availability.
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imagin is the leading neobank among young people in Spain, supported by CaixaBank and with a clear vocation to have a positive impact on society. imagin, 100 % digital banking with 4 M customers 2025 Consolidated Management Report 171 _APP IMAGIN 52.5% 86.1 M 10.7 M of imagin users access the app more than three times a week monthly logins to the app monthly Bizum transactions via imagin 8.8% 54.3% Payroll market share customers with directly paid income 3.1 M Adults _APP IMAGINTEENS (12–17 YEARS OLD) 29% 3.1 M 0.3 M imaginTeens users access the app more than three times a week Monthly logins to the app monthly Bizum transactions via imaginTeens 0.9 M Minors
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EXTENDING THE VALUE PROPOSITION With the aim of increasing customer engagement and supporting them through the various needs that arise throughout their life cycle , the portfolio of financial products was expanded in 2025. Among others, the following products have been launched: 1. SAVINGS AND INVESTMENT | Bitcoin ETP: 1st cryptocurrency product. | Enhancements to the broker service, including the introduction of limit orders for shares and ETFs and an expansion of the product catalogue. 2. PAYMENTS | Travel card: consolidation of the debit card with travel-related benefits, including non-euro currency purchases and commission- free international cash withdrawals for customers aged 12 to 25 and those aged >26 with a salary account. | imagin e-Card: prepaid card for making online purchases securely. | Homepay: money remittance service abroad (Colombia and Peru). | Bizum Teens: transactions available for adolescents aged 12 and 13. 3.ENGAGEMENT | Cashback programme: service enabling savings on selected brands when paying with imagin cards. 4.CONSUMER | Used vehicles: purchase and financing of second-hand vehicles. | Facilitea Casa: real estate portal for searching, buying or renting homes and accessing other related services. | Mortgages: opening of new agreements with Autonomous Communities to offer financing of up to 90 %. | Skills & Education Loans: expanding presence within Spanish university campuses. 2025 Consolidated Management Report 172 11 Active agreements 45 Agreements with universities and vocational training centres CONSOLIDATING A NEW REMOTE MANAGEMENT MODEL In 2025, a significant transformation has been carried out in the customer service and relationship model of imagin , consolidating the remote management model. This new model has allowed for greater personalisation and proactivity in accompaniment, reinforced by a team of specialist managers (Connecta) and new communication channels, such as the wall or the chatbot.
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SUSTAINABILITY, TRAINING AND SOCIAL VALUE imagin renewed its B Corp certification with a score of 88.6 points (+8.6 points compared with the initial certification), thereby reinforcing its commitment to a conscious and responsible business model. Commitment to sustainability imagin, through its imaginPlanet programme, promotes positive-impact initiatives aimed at conserving the natural environment and creating social value. Conservation of seas and oceans “Proyecto Fluye” In 2025, imagin launched a national plan for the regeneration of river ecosystems in Spain , with the aim of intervening at the source of the impact before waste reaches seas and oceans. The Plan entails two lines of action: waste removal and replanting of vegetation. Commitment to financial literacy and entrepreneurship imaginPlanet Challenge In 2025, the 5th edition of the imaginPlanet Challenge programme took place, in which young people develop business ideas with a positive impact. The winning team, Myko, proposes transforming organic waste into sustainable and biodegradable materials. imaginAcademy The imaginAcademy programme aims to bring finance closer to young people in an accessible, direct and engaging way (see section the “Financial culture”). 2025 Consolidated Management Report 173 300 tonnes 20,000 CO2 offset by imaginPlanet impact programmes in 2025 Corals protected under the ‘Med Coral’ programme. 180,000 since 2023. 304 tonnes 658 Waste removed Volunteers 4,118 618 +12,000 Participants in the 5th edition Participating teams in the 5th edition Alumni
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Technology and digitisation CaixaBank continues to drive its technological transformation as a strategic lever for growth and improved commercial efficiency. Investment in technology of more than €5 M between 2025 and 2027 , with the Group defining an ambitious plan focussing on three priorities: | Drive agility, service and business potential , through channel renewal, application modernisation and process simplification. | Continue to develop cutting-edge capabilities to improve business intelligence and operational efficiency , by accelerating the adoption of the cloud, integrating artificial intelligence and attracting the best talent. | Increased resilience and flexibility, through improved cybersecurity architecture, performance and standardisation of technical and functional architecture and the optimisation of back-office processes and monitoring. To achieve this, the Group will rely on the following cross-cutting levers: | Accelerate the adoption of the cloud (scalability, agility and efficiency). | Strengthen and internalise key competences , with the recruitment of 1,000 IT professionals within the horizon of the Plan. | Scale the adoption of generative artificial intelligence and new technologies to transform operations and increase productivity, with solutions ranging from virtual assistants for customers and employees to tools for process automation and code generation. These initiatives reduce response times, improve customer experience and optimise operational efficiency. In recent years, investment in technology has been a key pillar of CaixaBank's strategy , which has improved infrastructure resilience, agility and commercial efficiency. _INVESTMENT IN TECHNOLOGY AND DEVELOPMENT (€ M) 1,263 1,368 1,689 2023 2024 2025 0 1,000 2,000 >€5,000 M Total technology and digitalisation spend in 2025-20271 2025 Consolidated Management Report 174 CaixaBank, within the framework of the Strategic Plan 2025-2027, aims to accelerate investment in IT in order to support business growth. 2 1 Includes CapEx and OpEx. 2 Includes, among others, €550 M corresponding to IT developments, specifically software additions mainly developed by third parties (see note 16.2 Other intangible assets in the consolidated financial statements). 2
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COSMOS PLAN Within the framework of the second line of the 2025-2027 Strategic Plan, CaixaBank has launched the Cosmos Plan (2025–2030), designed to scale up the transformation of the Group’s operational and technological model and with the ambition of covering four major objectives: 1. Capacities for enhancing the agility of the business . (Re)inventing our business processes and channels with a dedicated model for the interaction and management of our customers and business, enabling new income streams. 2. Develop new cutting-edge capacities. Modernising our technology, making it more agile, flexible and resilient by leveraging Data and AI and new capabilities to adapt to the needs of our business. 3. Operational excellence and efficiency of the cost model . Seeking operational excellence and efficiency as part of our cost model to focus on continuous improvement and service for our business operations. 4. Strengthening existing systems . Strengthening our technology platform with the highest security standards to make it more agile, flexible and resilient. Cosmos not only drives technology, but also the performance of the operational and people model, consolidating a secure, flexible and resilient platform allowing CaixaBank to maintain its leadership and face the challenges of the future. TECHNOLOGICAL INFRASTRUCTURE In recent years, there has been a significant shift towards digital channels among customers, with the Now app becoming a key touchpoint for enhanced customer interaction and use experience. In 2025, CaixaBank continued to focus on strengthening resilience measures, aimed at improving the availability and response times of channels and the cross-cutting infrastructures that support them. In parallel, measures have been implemented to contain consumption and the associated cost, despite the increase in the volume of transactions. To this end, the use of infrastructure has been optimised and more efficient and cost-effective state-of-the-art technologies have been incorporated, such as the referral of query transactions to the cloud. The continuous improvement of the IT infrastructure is a pillar of the Group's management. There are 3 high performance data processing centres (DPCs) that cover the needs of the business and are continuously evolving to increase their efficiency and level of resilience to new risk scenarios, including cyber resilience (see section "Cybersecurity"). In this regard, based on CaixaBank's commitment to sustainability, the electricity consumption of the DPCs is stable with a downward trend, as a result of the actions carried out for this purpose. Additionally, there's a persistent push towards cloud migration with a view to lowering operational costs, enhance development agility, and increase the overall capacity and resilience of applications through a hybrid approach, where applications can operate both in cloud and on-premise environments. 4.2 QUALITY and RESILIENCE. CSF indicator. 2025 Consolidated Management Report 175
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Continuous improvement of the IT infrastructure allows processing ever increasing volumes. 315,537 M Transactions processed. 275,229 M in 2024 ~ 40,000 Transactions per second. ~ 33,000 in 2024 ~ 87% 2,664 Relevant incidents resolved in less than 4 hours. Applications managed in the cloud. ~ 88 % in 2024 1,788 in 2024 DATA-DRIVEN CaixaBank maintains an information platform featuring a centralized data repository, governed to ensure data quality and availability. It is supported by technological solutions designed to maximise data utility for analytics and artificial intelligence applications. In line with the Group's strategy, the Cosmos programme, features an initiative whose objective is to respond to the growing demand for advanced analytics and artificial intelligence and the transformation of the technological platform towards a cloud-based solution. This initiative is based on three main pillars: | Improved technology: Creation of the strategic Data &Analytics platform on Google Cloud, and development of the first use cases with business impact. | Enhance data governance: Upgrading of the operating model so as to allow for the scaling of the volume of data managed and implementation of governance in relation to responsible artificial intelligence (see section "Artificial Intelligence"). | Boost talent: Training and certification of users in those areas affected by the new platform. To drive the initiative forward, a multidisciplinary and transversal working team was created to ensure that the design of the platform meets the Group's global needs. The implementation roadmap follows an incremental delivery model that allows technological capabilities to be created in lockstep with the implementation of use cases that maximise the business impact. In line with the established plan, during 2025, new platform releases have been delivered, focussing on providing the necessary capacities to provide an end-to-end platform for the ideation and productisation of data and machine learning applications that cover the current functionalities of DataPool and new capacities related to generative artificial intelligence. These capacities have made it possible to meet the strategic objective of leveraging advanced analytics and artificial intelligence in business , developing and putting multiple use cases into production that generate an economic return and an intangible benefit with an impact on agility and time-to-market. 2025 Consolidated Management Report 176
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JOURNEY TO CLOUD CloudNow is the programme dedicated to evolving CaixaBank systems towards the public cloud. This programme will follow a cloud strategy based on three main pillars: Cloud first Hybrid cloud Multi-cloud The latest in cloud technology. Follow a progressive approach balancing infrastructure on- premises and cloud services. Deploying a model that allows us to work with the main cloud providers under an integrated vision of the service. Within the CloudNow programme, CaixaBank reached an agreement with IBM to gradually shift the loads from the Bank's platform to IBM Cloud. After 4 years of the project, more than 1,300 migrations have been implemented. In addition to the migration itself, CloudNow implies an evolution of the Bank's applications, which must be ready to be deployed in the cloud from our data centres and run in these new "containers" in order to generate efficiencies and reduced operating costs, as well as greater agility in the development of applications. In 2025, alongside the migration to IBM Cloud Multi Region Zones, 40 applications were revamped and deployed onto a new private cloud infrastructure. In addition, making progress with the hybrid multicloud strategy, in 2025, the strategy for hybridising transactional loads between onPrem and IBM Cloud Madrid was continued, including the setup of DataGate and progress with 7 of the systems in the plan to move SAP systems to the cloud. CloudNow ended 2025 with additional landing zones for BPI and Red Hat OpenShift Kubernetes Service (ROKS) and initiating a new cloud provider on Google Cloud Platform (GCP) to make progress with the multicloud hybrid strategy. In the future, the drivers for new load migration will focus on resilience improvement and economic return. IMPLEMENTATION OF NEW TECHNOLOGIES Artificial Intelligence The adoption of Artificial Intelligence remains a strategic focus, with the aim of offering scalable and robust services to customers and employees, as well as optimising financial services through the use of advanced technology. In this context, CaixaBank has formalised a governance framework for the development and use of Artificial Intelligence , ensuring that it is adopted responsibly, securely and in line with the Group's strategic objectives. As a result, in line with the priorities established by the European Artificial Intelligence Regulation, in March 2025 the Management Committee approved the creation of the AI Governance Division , which includes the figure of Corporate Chief AI Officer (CAIO). This Directorate constitutes the AI Office, whose mission is to ensure that all AI projects comply with current regulations, ethical principles and add value to the Group. The AI Office is based on the principles of responsible AI defined by CaixaBank, in compliance with legislation and aligned with the Group's ethical values. These principles include aspects including fairness, transparency and human oversight and guide its actions and take the form of four main functions: | Governance: Implement a risk management and assessment framework, with clear policies, dialogue with stakeholders and supervisors and a continuous improvement approach based on indicators and regulatory oversight. | Operation: Ensure the responsible development, deployment and use of AI through a comprehensive quality management system, ensuring regulatory compliance, risk management and operational excellence. | Strategy: Facilitate the adoption of AI, accompanying the business areas based on their needs, the available technological capacities and the added value in each use case. | Culture: Promote training aimed at designing and using AI in an ethical and responsible way. Collaborate in the process of change management and in the good use of projects involving AI. The bases of the AI governance model are currently set out in two corporate policies: 2025 Consolidated Management Report 177 39 % Cloud Absorption in 2025
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| From the perspective of the model in the Corporate Model Risk Management Policy. | From the perspective of privacy in the Corporate Privacy Policy. This Policy includes the evaluation of risks related to AI in data processing activities where AI is involved. This evaluation of AI risks is already being performed regularly and is reflected in the procedures of the Privacy Committee. A corporate AI policy is also being developed. This will include the regulatory requirements that were implemented in 2025 and those required from August 2026. CaixaBank has integrated the ethics of Artificial Intelligence as a pillar of its technological governance model. For this reason, no AI system takes any decision that might affect the entity's stakeholders materially or legally 100% automatically without prior human review. The Group analyses all proposed AI use cases from strategic, technological, legal and ethical perspectives. The Group has a training and development plan for all its employees. During 2025, CaixaBank has consolidated its commitment to Artificial Intelligence through the implementation of strategic projects that have enabled progress to be made in the integration of this technology into business processes, most notably: Cognitive Platform And Use Cases In the framework of the Strategic Plan 2025-2027, more than 10 use cases have been launched applying solutions in the cognitive platform, including Analyst of the Future, Probate, Mortgage Processing and Commercial Catalogue. During 2025, the first AI system of the Cosmos programme, the document assistant of Analyst of the Future, was put into production. A new platform release has also been implemented, enabling the industrialisation of AI solutions for both Machine Learning, and Agent-based systems, meeting the growing demand of use cases from the perspective of security, governance, responsible AI and robustness. 2025 Consolidated Management Report 178
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Corporate translator The implementation of the corporate translator has been completed. Until now, the translation of internal content was done with external tools. Thanks to this improvement, the Group employs a proprietary solution using Artificial Intelligence , which makes it possible to offer content in several languages in a way that is more agile, secure and aligned with corporate processes. This advance, in addition to representing a technological leap, enables new opportunities for automating processes that require translation, reducing time and improving overall efficiency. Growth in the use of Document AI The development of new use cases on the in-house Document AI platform for smart document processing has continued. During 2025, 26 processes used this solution, which contains classified documents and information extracted from more than 50 M requests generated by processes including but not limited to Signatures, OAC/Data Quality (Assets), LetradoDigital, Invoices, DNINOW and Cheques. In addition, a regular testing process has been implemented for the use cases in production: These reviews measure the degree of automation and precision in the AI Document models for each use case, validate compliance with the KPIs defined by business and identify opportunities for continuous improvement for subsequent prioritisation. +300 + 35 M Types of documents processed in DocAI Pages processed daily at DocAI 2025 Consolidated Management Report 179 '+6,000 Documents processed with the corporate translator in 2025
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2025 Consolidated Management Report 180 /06 P. 451 G – Governance P. 452 Description of processes for identifying and assessing material IROs related to business conduct P. 453 Corporate Culture P. 471 Mechanisms for detecting and investigating unlawful behaviours P. 483 Prevention and detection of corruption and bribery P. 486 Political lobbying P. 491 Supplier relationship management P. 501 Payment practices P. 503 Tax transparency P. 510 ES – Sustainable finance P. 512 ESG risk management P. 526 Sustainable business P. 546 Indices and ESG ratings P. 550 Memberships and alliances P. 553 ES – Cybersecurity P. 181 ESRS 2 – General introduction P. 181 Basis for preparation P. 189 Sustainability governance P. 225 Sustainability strategy and business model P. 243 Materiality Assessment P. 251 E – Environment P. 251 E1 – Climate change P. 317 Green taxonomy P. 328 S – Social P. 328 S1 – Own workforce P. 380 S3 - Affected communities P. 396 S4 – Customers Sustainability Information
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t ESRS 2 – General introduction BASIS OF PREPARATION The CaixaBank Group’s Non- Financial Information Statement (NFIS) has been drawn up in accordance with the reporting framework established by the ESRS and the requirements in force under Spanish Law 11/2018. Its structure and disclosures are aligned to address the ESRS standards flagged as material in the double materiality assessment. This report constitutes the Non-Financial Information Statement (NFIS) of the CaixaBank Group, which forms part of the larger Group Management Report for 2025, and includes, among other matters, the information required to understand the Group’s performance, results and position, as well as the impact of its activities in relation to environmental, social and governance matters. The contents of this report address the requirements flagged as material in the 2025 double materiality assessment, providing detailed information in accordance with Directive (EU) 2022/2464 on corporate sustainability reporting (CSRD) and Commission Delegated Regulation (EU) 2023/2772 , establishing the European Sustainability Reporting Standards ( ESRS). It should be noted that the voluntary requirements of the ESRS have not been included in the report. The Group has voluntarily applied the CSRD directive, as well as the reporting framework provided by the ESRS, which, as of 31 December 2025, had not yet been transposed into Spanish law. The NFIS includes the information required to comply with the provisions of Article 49 of the Commercial Code and the Spanish Companies Act, as well as with Law 11/2018, of 28 December, on non-financial information and diversity. In addition, the NFIS contains the corresponding information to respond to the European Taxonomy regulation (Regulation (EU) 2020/852 and Commission Delegated Regulations 2021/2139 and 2021/2178 as amended by Commission Delegated Regulations (EU) 2022/1214, 2023/2485 and 2023/2486). Although Law 11/2018 and, on a voluntary basis, the ESRS constitute the basis of the NFIS, the report also addresses other reporting frameworks referred to in the “Information arising from other legislation” section, as well as additional disclosures in line with the requirements requested by rating agencies, analysts or other relevant stakeholders, based on commitments undertaken by the Group. In the section "NFIS" of this report, the tables relating to the requirements of Law 11/2018 and the information contained in the ESRS are included, with reference to each of the sections of the Management Report where the information can be found. 2025 Consolidated Management Report 181
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SCOPE This report includes information on the impacts, risks and opportunities (IROs) identified as material in relation to environmental, social and governance aspects arising from the CaixaBank Group's direct and indirect activity. This information covers the Group's own operations as well as upstream and downstream operations in its value chain. As regards own operations, the report includes performance data for CaixaBank and its subsidiaries that formed part of the CaixaBank Group during the year ended 31 December 2025. The scope of companies considered for the purposes of its preparation is the same as that used in the consolidated financial statements, as set out in Appendix 1 – CaixaBank interests in subsidiary companies, to the consolidated financial statements for 20251. When the scope of information reported does not cover the entire perimeter, it must be indicated specifically. With regard to the value chain, CaixaBank has identified all the agents that make up the Group’s value chain (see section the “Value chain”), and the 2025 double materiality study has made it possible to determine the points in that chain at which Impacts, Risks and Opportunities (IROs) are material and, consequently, the information to be disclosed. 1 In addition, in the section "Glossary and structure", a detail of the most relevant companies in terms of their contribution to the Group is presented, all of which are included in the aforementioned Appendix. UNDISCLOSED INFORMATION CaixaBank has partially omitted information in relation to the ESRS 2 requirement concerning the Minimum Disclosure Requirement – Actions (MDR-A): Information on actions and resources relating to material sustainability matters (MDR- A), and in particular the information relating to capital expenditure (CapEx) and operating expenditure (OpEx) associated with action plans for certain sustainability matters, is omitted, as this is sensitive and confidential information linked to the Group’s strategy. However, the Group has included this information where possible, such as cybersecurity spending, energy efficiency projects and community support investment, which are included in their respective sections of the report. No other relevant information relating to intellectual property, know-how or innovation outcomes has been omitted. Furthermore, the Group has not applied the exemption in relation to the disclosure of information relating to impending events or matters under negotiation. 2025 Consolidated Management Report 182
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TIME HORIZONS For the preparation of this report, the Group has adopted the time horizons defined in the ESRS, which are as follows: | Short term: the next annual reporting period (within a one-year horizon). | Medium term: from the end of the short- term reference period up to five years (from 1 to 5 years). | Long term: beyond five years. However, for the management and disclosure of risks and opportunities related to climate change, CaixaBank uses specific time horizons, in line with the methodology of the Task Force on Climate-related Financial Disclosures (TCFD). This approach responds to the particular nature of climate risks, which tend to materialise over longer timescales than other risks. The horizons applied in these cases are: | Short term: less than 3 years. | Medium term: more than 3 years and less than 10 years. | Long term: More than 10 years. These risks are integrated into CaixaBank’s risk management framework, following complementary processes that include resilience analysis and scenario modelling to identify climate-related impacts and opportunities. In addition, in those processes or metrics described in this report, in which horizons other than those described here are used for their preparation, this will be expressly stated. SOURCES OF ESTIMATION AND UNCERTAINTY In preparing this report, CaixaBank has worked with the aim of disclosing the most accurate and reliable information possible. To this end, priority has been given to the use of data from primary sources and standardised calculation methodologies. However, in some cases, the information available is limited, especially for certain counterparties. In these cases it has been necessary to resort to estimates based on indirect sources, such as sectoral averages. These estimates have been made using professional judgements, assumptions and methodologies of measurement, data collection and verification which, in many cases, are still in the process of development and consolidation. As a result, some metrics included in this report may be subject to a degree of uncertainty. The most significant judgements and estimates used in this report are: 2025 Consolidated Management Report 183
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TABLE 1: MAIN JUDGEMENTS AND ESTIMATES 2025 Consolidated Management Report 184 ESRS Description of requirement Contents Phase value chain Section Page ESRS 2 – Materiality assessment In the double materiality assessment, the assessment of potential impacts and risks linked to environmental, social and governance matters. Within the context of the Double Materiality Assessment, the process for assessing the identified impacts and risks involves a high degree of uncertainty due to the calculation methodologies applied. These methodologies are still in a consolidation phase. Although progress has been made in defining criteria and standards, there are still limitations related to the availability and homogeneity of the data used. Upstream / own operations / downstream Materiality Assessment P. 243 E1 – Climate change Scope 1 – GHG emissions For the calculation of Scope 1, GHG Emissions, data is collected from the consumption of diesel C, propane and natural gas at the facilities, the fuel of the vehicle fleet and the consumption of refrigerant gases. All the data are actual, except for the consumption of Gas Oil C from the territorial network of branches, which is estimated from the fuel's purchased amount and the average price thereof published by IDEA, and the consumption by the fleet of vehicles, which is estimated using the odometer readings of the vehicles when they enter the workshop and the theoretical consumption of each of the vehicle models. Proprietary transactions Climate change – Environmental mangagement plan P. 297 E1 – Climate change Scope 2 – GHG emissions All energy consumption is reported in kwh, most of which is actual data obtained from invoices and the rest is estimated using a specific software taking into account the monthly average consumption values, on a pro-rata basis, of each supply point in the last 3 years. Upstream Climate change – Environmental mangagement plan P. 297 E1 – Climate change Scope 3 – GHG emissions The calculation of GHG Scope 3 emissions is subject to a high level of uncertainty due to limitations in methodologies and data, including dependence on the availability of information from third parties (suppliers). Upstream Climate change – Environmental mangagement plan P. 297 E1 – Climate change [Financed emissions] Scope 3.15 GHG emissions – Investments The most relevant estimates and assumptions of the Group relate to the presentation of GHG emissions linked to the financing and investment portfolio, which are subject to a high degree of uncertainty due to limitations in existing data and methodologies, including reliance on third party data. Downstream Climate change – calculation of financed emissions P. 307 E1 – Climate change [Decarbonisation pathways] Setting transition targets for portfolio alignment and monitoring metrics The targets and monitoring metrics set for the decarbonisation of financing and investment portfolios require forward-looking parameters and long-term horizons. CaixaBank relies on prevailing best practices and the data available at the time the targets are set. For this reason, forward-looking statements reflect the current view of future events and are based on expectations, projections and estimates. These involve significant uncertainty and risk, due to factors such as evolving science, developing methodologies, varying standards, future market conditions and technological developments (which vary between industries), as well as challenges in data availability, accuracy and regulatory changes. Downstream Climate change – Alignment of the investment and credit portfolio with the Paris Agreement– Transition and alignment plans P. 281 E1 – Climate change Assessment of climate-related risks The measurement of the impact of climate risks in the CaixaBank Group presents a high degree of uncertainty, derived from the use of multiple assumptions and projections, such as the application of climate scenarios and long-term time horizons, as well as the limitations of the methodologies available and the dependence on third-party data. Proprietary transactions Climate change – Active climate risk management P. 256 E1 – Climate change Green taxonomy The presentation of Green Taxonomy information is subject to a high degree of uncertainty due to data quality and the use of data from third parties (counterparts or external data providers). Downstream Green taxonomy P. 317 ES – Sustainable finance Classification of sustainable products The determination of which products are considered sustainable is based on the application of criteria defined by CaixaBank based on the interpretation of evolving regulatory frameworks. Downstream Sustainable Finance – Mobilisation of sustainable finance P. 527 These estimates are described in greater detail in each section of the report, with specific indication where the reported information relates to any stage of the value chain.
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Estimates have been made on the basis of the best information available at the date of preparation of this report, although, given the uncertainties involved, future events may make it necessary to modify these estimates. The Group is pursuing several lines of work with the aim of continuing to improve the accuracy and reliability of the data reported. It should also be noted that the new regulations and methodologies relating to sustainability, as well as the emergence of new methodologies, will ultimately produce more accurate information in the future. In this regard, CaixaBank commits to being transparent in the assumptions employed in its disclosure, as well as in the changes that may arise in these assumptions, with the aim of transmitting the appropriate context to the readers of this report. ESTIMATION OF THE VALUE CHAIN As mentioned in this section, the CaixaBank Group has made various estimates for the preparation of this report. Among these, the ones with the highest degree of uncertainty are those linked to upstream and downstream parameters of the value chain (see section "Value chain"). The estimation of these parameters has been carried out using indirect sources, such as sectoral data and other proxies, due to the limited availability of information from third parties. This circumstance entails a high level of uncertainty in their measurement, arising from limitations in the methodologies used, which are still under development, and from reliance on third-party data. Therefore, in general, the level of accuracy of these metrics is lower than that of the other metrics included in the report. Table 1: Main judgements and estimates shows the main estimates used in this report, indicating the part of the value chain to which they relate. CHANGES IN THE PREPARATION OF THE REPORT AND COMPARISON OF INFORMATION The 2024 figures presented in the 2025 NFIS are given for comparison purposes only. With a view to complying as accurately and comprehensively as possible with the various regulatory requirements, certain changes were made in 2025 to the calculation methodology or the scope of certain indicators . As a result, the information disclosed in this report is not comparable with that disclosed in reports for previous years. The main changes have been: Typology of the modification Modification Mobilisation of sustainable finance Modification of the scope of subsidiaries and products Sustainable financing originated by BPI and CPC is included. In addition, with regard to sustainable intermediation: (i) the market effect is excluded from the calculation of the increase in sustainable assets under management by CaixaBank Asset Management; (ii) the increase in sustainable assets under management by third-party managers is included; and (iii) the distribution of sustainable renting products is included. The data for 2024 have not been restated and are therefore not comparable in scope with those for 2025. Average supplier payment period Modification of the scope of subsidiaries Information for BPI has been included in the calculation. Number of branches Definition revised Inclusion of an additional category of retail service branches. Adjusted gender pay gap Change in the scope of subsidiaries VidaCaixa has been added, as it has become statistically significant. In addition, during 2025 the following sustainability targets were reviewed and adjusted: Previous target Adjusted target Reason for amendment Financial income generated by sustainable financing 15% 17% Given the better quality of the available data, the target has been re-estimated to December 2027. No data have been recalculated beyond what is explicitly mentioned in this report. 2025 Consolidated Management Report 185 The definition is detailed in each of the corresponding sections as well as in the section "Glossary and structure".
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ERROR CORRECTION In drawing up this report, no material errors have been identified in the information disclosed in previous periods that would have required a restatement of the data included in the 2024 NFIS. INFORMATION DERIVED FROM OTHER LEGISLATION The CaixaBank Group is subject to additional requirements deriving from other regulations, in addition to those established by Law 11/2018 and the ESRS, which are also addressed in this management report. See section 8 “NFIS – Table of contents associated with other regulations" for a description of the requirements in the ESRS that derive from other European Union (EU) legislation. OTHER FRAMEWORKS OF REPORTING Likewise, section 9 “Other reporting frameworks”, includes content mapping tables in relation to other sustainability standards and reference frameworks that the Group has seen fit to include, even though they do not form part of the applicable legal framework. The frames are: | Principles for Responsible Banking promoted by the United Nations Alliance with the financial sector (UNEP FI). This benchmark framework is based on six principles that aim to cater the various stakeholders' in relation to the relevance of sustainable banking. | UN Global Compact Principles and Sustainable Development Goals (SDGs) set out in the 2030 Agenda. In addition, partial alignment is provided with the following sustainability reporting frameworks: | Global Reporting Initiative (GRI) in accordance with the GRI version Standards 2021. The criteria and principles for defining the content and quality of the report as defined by these standards have been applied. | International Financial Reporting Standards on Sustainability (IFRS S) issued by the International Sustainability Standards Board (ISSB). These standards establish a global framework for sustainability- related financial disclosures, with the objective of improving comparability and transparency for investors and other stakeholders. 2025 Consolidated Management Report 186
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INCORPORATION BY REFERENCE This report, in the sections 6 "Sustainability information" and 8 "NFIS", incorporates all the information necessary to comply with the requirements established in Law 11/2018 as well as with the framework of reporting of the ESRS applicable to the CaixaBank Group as a result of its materiality assessment. However, in cases where the ESRS disclosure requirements are closely linked to obligations already applicable to the CaixaBank Group—such as those relating to corporate governance, governed by CNMV Circular 5/2013 and its subsequent amendments, which require a description of the Bank’s governance structure, or those relating to the remuneration of the Board of Directors and Senior Management, governed by Circular 4/2013 and its subsequent amendments—references are provided to the relevant sections of the Management Report where this information is set out in detail. The following table provides a description of the sections of the Management Report that include relevant information, as required by the ESRS, and which has been incorporated by reference in sections 6 “Sustainability information”, and 8, “NFIS”: 2025 Consolidated Management Report 187 Description ESRS requirement Reference section P. General basis for preparation of the sustainability statement – Scope ESRS 2 BP-1 Appendix 1 – CaixaBank shareholdings in subsidiaries, of the consolidated Financial Statements for the year 2025 Description of the business model ESRS 2 SBM-1 Section 5 "Value creation model" of the Consolidated Management Report 2025 141 Group Strategy ESRS 2 SBM-1 Section 2 “Environment and corporate strategy”, of the 2025 Consolidated Management Report 20 The role of the administrative, supervisory and management bodies ESRS 2 GOV-1 Section 3 “Corporate governance”, of the 2025 Consolidated Management Report 35 Integration of sustainability-related performance in incentive schemes ESRS 2 GOV-3 Section 3 “Corporate governance”, of the 2025 Consolidated Management Report 35 Resources in relation to sustainability issues – CapEx / OpEx ESRS 2 MDR-A Notes 19 "Tangible assets", 20 "Intangible assets" and 37 "Other administrative expenses" to the 2025 Consolidated Financial Statements Convictions and fines for breaching anti-corruption and anti-bribery laws ESRS G1-4 Note 24 "Provisions" to the 2025 Consolidated Financial Statements
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USE OF PHASE-IN ARRANGEMENTS CaixaBank has applied the transitional provisions for the phased introduction of certain ESRS requirements. The following table sets out the requirements in respect of which the CaixaBank Group has opted not to disclose information in the 2025 NFIS, in accordance with Commission Delegated Regulation (EU) 2023/2772. ESRS ESRS requirement Description Performance ESRS 2 SBM-3, paragraph 48(e) Expected financial effects Disclosure of qualitative information ESRS E1 E1-9 Expected financial effects of material physical and transition risks and potential opportunities related to climate change Disclosure of qualitative information ASSURANCE PricewaterhouseCoopers Auditores, S.L. issues an independent verification report under limited assurance based on the Guidelines for Action 47 Revised and 56 of the Spanish Institute of Auditors Standard (revised January 2026), considering the note issued on 18/12/2024 by the Spanish Institute of Accounting and Accounts Auditing, on the non-financial information required by Law 11/2018 on the disclosure of non-financial information and diversity, complemented with the ESRS requirements, specifically referenced and identified. Furthermore, PricewaterhouseCoopers Auditores, S.L. issues an independent verification report under the revised ISAE 3000 with limited assurance scope, on sections 2.1, 2.2, 2.3 and 5.1 of the UNEP FI Principles for Responsible Banking, specifically referenced and identified. The aforementioned reports are available in the section “Annexes – Independent assurance report”. SUBSEQUENT EVENTS From 1 January 2026 up to the date of authorisation for issue of this report, no significant events have occurred within the Group that are not disclosed in this report. 2025 Consolidated Management Report 188
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SUSTAINABILITY GOVERNANCE SUSTAINABILITY GOVERNANCE MODEL The foundations of CaixaBank’s governance model consist of a set of policies, principles, frameworks, rules and mechanisms that regulate the structure and functioning of the Bank’s governing bodies, the Bylaws and the Regulation of the Board of Directors, as well as other related policies such as the Corporate Governance Policy. From this governance structure, objectives and general management guidelines are set, based on ethical principles and CaixaBank’s corporate values, and aligned with the commitment to sustainable development aimed at generating long-term value shared with the various stakeholders. All of this is considered taking into account the impacts, risks and opportunities (IROs) linked to sustainability (see section the “ Material Impacts, Risks and Opportunities”). In recent years, the integration of these strategic sustainability targets in the Group’s activity requires approving and reviewing policies, procedures and roles to ensure that these key factors are taken into account in decision- making. In this regard, the Group has been working on: | Definition and updating of ESG policies. | Establishment of criteria, roles and responsibilities. | Integration into the Group's systems and procedures. | Measuring performance and accountability. In this regard, sustainability-related functions and responsibilities have been established in the Company’s corporate governance framework referred to above and in the internal sustainability policies (see section the “Framework of sustainability policies, principles and statements”). COMPOSITION OF THE GOVERNING AND MANAGEMENT BODIES The composition of the Board and the Committees is balanced and diverse in terms of category, gender, knowledge and experience, with all Directors meeting the suitability requirements to carry out their functions. In addition to complying with the regulations applicable to the Bank, this diversity reinforces the quality of the decision-making process, promotes an all- inclusive strategic vision and improves the capacity of these bodies to effectively perform their functions, thus guaranteeing a solid and transparent management aligned with the stakeholders' interests. In terms of independence, the Board of Directors of CaixaBank comprises nine independent directors, representing 60 % of its members, well above the recommendations of the Good Governance Code for Listed Companies for companies with a shareholder holding more than 30 % of the share capital. Information on the composition of the Board of Directors and its Committees, as well as the management bodies, is set out in the “Corporate Governance – The Board of Directors” section. 2025 Consolidated Management Report 189 The Sustainability governance model is part of the CaixaBank Group's corporate governance system.
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FUNCTIONS AND RESPONSIBILITIES OF THE GOVERNING AND MANAGEMENT BODIES The Board of Directors assumes ultimate responsibility for sustainability , approving and overseeing the strategy and its implementation. To this end, it is supported by a number of specialised committees which, within the scope of their respective responsibilities, take part, among other matters, in the definition of policies, risk management, oversight of the preparation of non-financial information, the effectiveness of internal control systems, and the alignment of the remuneration policy with sustainability objectives. At the same time, as part of the transfer of the criteria and principles of action in matters of sustainability to the internal management organisation at CaixaBank, an essential role is played by both the Management Committee, which serves as a channel of communication (especially through the CEO) between the Board and Senior Management, as well as the various specialist internal committees that have been established and that must act under the principles of efficiency, coordination and specialisation, such as the Sustainability Committee or other Steering Committees, whose objective is to promote specific lines of work. This governance system enables CaixaBank to fulfil its purpose of implementing a coherent, efficient and adaptable sustainability IRO management governance model that oversees the achievement of the CaixaBank Group’s objectives, in line with ECB expectations and market best practices. _SUSTAINABILITY GOVERNANCE STRUCTURE BOARD OF DIRECTORS GOVERNANCE BODIES Audit and Control Committee Appointments and Sustainability Committee Risks Committee Remuneration Committee It monitors the integrity of sustainability information and the effectiveness of internal control systems. Oversees compliance with the Bank’s ESG policies and rules. Proposes the Group's risk policy to the Board, which includes ESG matters, and advises it on risk management and control. Advises the Committee on setting the remuneration linked to ESG factors. MANAGEMENT BODIES Management Committee Sustainability Committee Global Risks Committee Develops the strategy and lines of action in the area of sustainability. Ensures the successful implementation of the sustainability strategy and its promotion across the Bank. Manages, controls and supervises from a global approachthe risks in which the Group may incur. The CaixaBank Group's commitment to sustainability is backed by a solid governance structure supervised by the Board of Directors. 2025 Consolidated Management Report 190
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Governance bodies The governing bodies, comprising the Board of Directors and its delegated committees, are responsible for defining the Group’s sustainability strategy and overseeing its implementation, ensuring that it is embedded across all business areas. The Board of Directors, as the body ultimately responsible for overseeing sustainability-related material impacts, risks and opportunities (IROs), has actively driven the integration of sustainability across all the Group’s businesses and activities. This strategic vision seeks to ensure that the ESG principles become a central pillar in decision-making and value creation in the long-term. Board of Directors The Board of Directors is the Group’s highest body of representation, administration and management. It is responsible for defining the Group’s overall strategy and strategic objectives , as well as for their supervision and development. In the sphere of sustainability, the Board of Directors is the highest authority responsible for defining, supervising and assessing the sustainability strategy, as well as for overseeing impacts, risks and opportunities ( IROs). It duties include: | Approving, supervising and monitoring sustainability-related policies, principles and statements, ensuring their compliance and updating them in line with international standards and best practices. | Approving, supervising and monitoring the Group’s strategy, ensuring that sustainability is integrated into strategic and operational plans. | Defining sustainability/ESG targets and metrics, and reviewing sustainability progress and results against those targets. | Approving and supervising public non-financial information reports. | Implementation of a governance framework for sustainability/ESG risks in accordance with the Group's risk appetite, which includes the promotion of a solid and diligent risk culture, establishing the risk appetite within a Risk Appetite Framework and well-defined responsibility for risk-taking, management and control. | Ensuring the integration of sustainability criteria into the Group’s overall management, across all of the Group’s businesses and activities. | Promoting a sustainable corporate culture by fostering awareness and training on sustainability at all levels of the organisation. | Supervising communication and relations with the various stakeholder groups in the area of sustainability, ensuring transparency and dialogue with shareholders, customers, employees, suppliers and communities, with the aim of generating a positive social, environmental and economic impact. Information on the functions of the Board of Directors is set out in the section “ Corporate Governance – The Board of Directors ” and in the “Regulation of the Board of Directors”. 2025 Consolidated Management Report 191
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_APPROVALS AND KEY DISCUSSIONS IN SUSTAINABILITY DURING 2025 1st quarter 3rd quarter Approval of the update to the General Principles of the Corporate Privacy and Data Protection Policy and the Corporate Information Governance and Data Quality Policy. Approval of the update of sustainability principles and statements: Principles of conduct in the area of sustainability, Human Rights Principles, Climate Change Statement and Statement on Nature. Approval of the update to the corporate global risk management policy. Approval of the Green Bonds Report and the Social Bonds Report. Approval of the update of the Code of Ethics. Preparation of the 2025 half-year management report. Preparation of the 2024 Non-Financial Information Statement (NFIS), which forms part of the larger Management Report. Approval of the update of the sustainable financing framework. Approval of the 2024 Annual Corporate Governance Report (IAGC) and the 2024 Annual Directors’ Remuneration Report (IARC). Monitoring of key sustainability metrics. Approval of the amendment of the Regulation of the Board of Directors. Monitoring the status and performance of digital channels. Approval of the modification of the remuneration policy of the Board of Directors. Approval of the update to the Corporate Policy on Technology Risk Management and to the Corporate Policy and Principles on Information Security. Monitoring the trend in customer quality indicators. Updating of Customer Service (SAC): Approval of the update to the Corporate Sustainability/ESG Risk Management Policy. Customer Service Annual Report. 2nd quarter 4th Quarter Monitoring of the IT Strategic Plan. Self-assessment of the Board of Directors Approval of the Statement on Principal Adverse Impacts (PAIs). Monitoring of People - Workforce Climate Studies. Follow-up of the Customer Service Improvement (MAC) project. Approval of 2025 Double Materiality Study. Approval of the Policy for the selection, diversity, and assessment of the suitability of directors, senior managers, and other key function holders. Monitoring of the evolution of customers and quality. Approval of the update of the Corporate governance and internal control policy. Cosmos monitoring Approval of the amendment to the Regulation of the Management Committee and the Global Risks Committee. Approval of the Prudential Transition Plan Approval of the Climate Report . 2025 Consolidated Management Report 192
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Board Committees The Board of Directors has a structure of committees specialised by area and vested with supervisory and advisory powers, as well as an Executive Committee. These committees support the Board in analysing and monitoring matters within their respective remits and are an essential element in decision-making processes and in supervisory and control activities. The committees are made up of directors with specific expertise in their respective areas of activity and have a cross-membership structure that promotes efficient interaction. There are no specific regulations for each committee; instead, they are governed by applicable law, the By-laws and the Regulation of the Board of Directors, where their functions are defined. In those cases where certain functions fall within the remit of several committees, the Bank has established appropriate coordination mechanisms to ensure the proper discharge of their responsibilities and to avoid overlaps. In compliance with applicable law and regulations, the committees draw up an annual activities report , which includes an assessment of their performance during the year (see section “Board Committees”). Appointments and Sustainability Committee The Appointments and Sustainability Committee is responsible for defining and overseeing the sustainability strategy, and its main duties in relation to sustainability include: | To submit to the Board of Directors the proposed definition of the strategy, plans, policies and objectives in the area of sustainability. | To submit the sustainability policies to the Board of Directors for approval. | To oversee compliance with sustainability policies and standards, assessing and reviewing them on a regular basis to ensure that they respond to the corporate interest and the interests of stakeholders. | To put forward proposals for improvement in sustainability matters. | To oversee that the Bank’s actions are aligned with the strategy and policies established, as well as to monitor the achievement of the objectives set. | To issue a prior report, before their submission to the Board of Directors by the Audit and Control Committee, on the sustainability reports that the Group makes public. | To oversee the implementation of the general policy on the disclosure of the Company’s economic and financial, non-financial and corporate information, in coordination with the Audit and Control Committee. | To review periodic internal sustainability reports. 2025 Consolidated Management Report 193
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_APPROVALS AND KEY DISCUSSIONS IN SUSTAINABILITY DURING 2025 1st quarter 3rd quarter Review of the Sustainable Finance Guide. Review of the half-yearly Management Report 2025. Sustainable Banking Plan Closure Review 2022–2024. Update of the sustainable financing framework. Monitoring of key ESG indicators. Update of sustainability principles and statements: Principles of conduct in the area of sustainability, Human Rights Principles, Climate Change Statement and Statement on Nature. Review of the Statement of Non-Financial Information 2024 (NFI) and Management Report 2024. Review of the Green Bonds Report. Review of the Annual Corporate Governance Report (ACGR) 2024. Review of the Social Bonds Report. NZBA status update. NZBA status update. Modification of the Regulation of the Board of Directors. Update of the Corporate Sustainability/ESG Risk Policy. 2do Quarter 4th Quarter Monitoring of Net Zero metrics Review of the 2025 Double Materiality Study Review of the trend in the main top-level metrics of the 2025–2027 Plan. Monitoring of Net Zero metrics. Revision of the Declaration of Principal Adverse Impacts (PAI) of 2024. Review of the Prudential Transition Plan Nature analysis monitoring 2025 Consolidated Management Report 194
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Risks Committee The Risks Committee supports and advises the Board of Directors on the definition, assessment and analysis of risk management, and its main functions in the area of sustainability include: | To propose the Group’s risk policy to the Board, including the identification of sustainability-related risks. | Assist and advise the Board of Directors in overseeing the risk strategy, reporting on the risk appetite framework, including sustainability risks. | To oversee the effectiveness of the risk management and control function, receiving periodic information on its activities, including those related to sustainability. _APPROVALS AND KEY DISCUSSIONS IN SUSTAINABILITY DURING 2025 1st quarter 3rd quarter Update of the Corporate Global Risk Management Policy. Update of the Corporate Policy and Principles on Information Security. Updating the Code of Ethics. Update of the Corporate Policy on Technology Risk Management. Update of the General Principles of the Corporate Privacy and Data Protection Policy and of the Corporate Information Governance and Data Quality Policy. Update of the Corporate Sustainability/ESG Risk Management Policy. 2nd quarter 4th Quarter Monitoring of technological risk and information security. Monitoring of climate risk. Review of the privacy report. Review of the 2025 ESG risk materiality assessment. Monitoring of the defence sector. Review of the Prudential Transition Plan. Monitoring of the defence sector. 2025 Consolidated Management Report 195
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Audit and Control Committee 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. Its main duties are: | Report to the General Meeting of Shareholders on the assurance of non- financial information and on the role of the Committee in this process. | Oversee the preparation and presentation of the Non-Financial Information Statement included in the Consolidated Management Report, ensuring regulatory compliance. | Review the effectiveness of the Internal Control System for non-financial information, ensuring its reliability and proposing improvements where necessary. | Ensure that the non-financial information included in the annual and interim financial reports is up to date and, where applicable, consistent with that drawn up or approved by the Board of Directors. _APPROVALS AND KEY DISCUSSIONS IN SUSTAINABILITY DURING 2025 1st quarter 3rd quarter Revision of the 2024 NFIS, which forms part of the Management Report. Review of the 2025 half-year management report. Results of the certification on internal control system of non-financial information. Review of the Social Bonds Report and the Green Bonds Report. Assessment of the Sustainability Verifier 2024. Review of the Annual Corporate Governance Report 2024 (ACGR) and the Annual Remuneration Report 2024 (ARR). Sustainability monograph and regulatory update on CSRD and Taxonomy (EU Omnibus 2025). 2nd quarter 4th Quarter Dedicated session on the Journey to Cloud. Dedicated session on the Journey to Cloud. Monograph on remuneration. Monographic on Cybersecurity and Red Team. Review of the Statement of Principal Adverse Impacts (PAI). Review of the 2025 Double Materiality Study. Update of the corporate governance and internal control policy. CSRD regulatory update and degree of progress on the Non-Financial Information Statement (NFIS). Preliminary assessment of the Sustainability Verifier. 2025 Consolidated Management Report 196
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Remuneration Committee The Remuneration Committee supports and advises the Board in the definition, supervision and review of the remuneration policies for directors and senior management, and its key responsibilities in sustainability matters include: | Submit to the Board the proposal of setting the variable remuneration linked to ESG factors, among others. _APPROVALS AND KEY DISCUSSIONS IN SUSTAINABILITY DURING 2025 1st quarter 3rd quarter Proposed annual and multi-annual corporate challenges of the 2025 variable remuneration scheme. - Update of the Remuneration Policy of the Board of Directors. Review of the Annual Directors' Remuneration Report 2024 (ARR). 2nd quarter 4th Quarter Follow-up of the 2025 Remuneration audits. Summary and positioning of the remuneration model. Variable remuneration 2026: main changes to the variable remuneration systems. 2025 Consolidated Management Report 197
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Management bodies The management bodies are responsible for defining, implementing and developing the strategy adopted by the governing bodies in the area of sustainability. Sustainability is one of the Group’s strategic priorities; it is transversal in nature and it is the responsibility of all areas of the Group to incorporate it into their functions. In this regard, CaixaBank has been working in recent years to integrate sustainability monitoring and management into the existing management structure. For the implementation of the sustainability strategy and its management and monitoring, CaixaBank has a Sustainability Committee, which monitors sustainability management; a Global Risks Committee, which is responsible for the management and monitoring of ESG risks; and a Management Committee, which is responsible for approving the lines of action of the sustainability strategy, as well as all executive areas, which are responsible for the day-to-day management and oversight of the impacts, risks and opportunities (IROs) within their remit. Additionally, the Group has various specialised Committees, most of which report to the Management Committee, which control, oversee and manage the impacts, risks and opportunities ( IROs) falling within their respective remits. These Committees are made up of experts in the field that these committees manage, and they make decisions on the general lines of action. Management Committee The Management Committee is the highest management body and it meets weekly to make decisions regarding the development of the Annual Strategic and Operational Plan, as well as those affecting the organisational life of the Company. See responsibilities and composition under “Corporate Governance – Senior Management” . In the area of sustainability, its main duties are as follows: | Develop the main lines of action in the field of sustainability. | Review and submit sustainability policies for approval. | To integrate sustainability into the day-to-day running of the organisation. | Oversee compliance with ESG regulations and regulatory requirements. | Assess sustainability risks and opportunities. | Promote an organisational culture predicated on ethics, diversity, inclusion and respect for the environment. | Report to the governance bodies on progress in implementing the strategy and other ESG matters. 2025 Consolidated Management Report 198 1 See details of material IROS in the section “Material impacts, risks and opportunities, including how they inform its strategy and business model”. The CEO and the Management Committee are responsible for the day- to-day management of sustainability issues, including the management and monitoring of material impacts, risks and opportunities1.
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_APPROVALS AND KEY DISCUSSIONS IN SUSTAINABILITY DURING 2025 1st quarter 3rd quarter Review of financial education content Employee engagement and satisfaction study – Radar 2025. 2025 Information Security Master Plan Review of Green and Social Bond Reports. Monitoring of Net Zero metrics. Results of the Internal Quality Survey. Approval of the creation of the CAIO Unit - AI Branch. Review of the updating of the sustainable financing framework. Safety, Health and Well-being Plan. Review of the 2025 Double Materiality Study. Analysts action plan. NZBA strategic review Revision of the 2024 Management Report (includes NFIS). Monitoring of the Strategic Plan 25-27. Monitoring of the Strategic Plan 25-27. Monitoring of compliance metrics. 2nd quarter 4th Quarter Monitoring of Net Zero metrics. Monitoring of the Cosmos Plan Results of the TIBER ES test (cybersecurity). Analysis of cyber threats Review of AHEAD Process Proposed 2026 variable remuneration systems: Social month results – May 2025. Social activities - The Tree of Dreams Monitoring of the Strategic Plan 25-27. Monitoring of the Strategic Plan 25-27. Review of the 2024 Statement of Principal Adverse Impacts (PAIs). Review of the Prudential Transition Plan. Monitoring of the Customer Service Improvement (MAC) project. Monitoring of Generation + Agile Communication Plan Review of Diversity Committees report 2025 Consolidated Management Report 199
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Sustainability Committee It is the management body that reports to the Management Committee and is responsible for approving CaixaBank's strategy and practices and overseeing them, as well as proposing and presenting (for their approval by the corresponding governing bodies) general policies for managing sustainability. Its mission is to help CaixaBank to be recognised as a benchmark in sustainability, strengthening its position through its sustainable banking model. The Sustainability Committee meets on a monthly basis, is chaired by the Sustainability Director and is made up by directors from different areas in the Group. Its main duties are: | Overseeing the Bank's Sustainability Plan and assessing its degree of achievement, as well as reviewing and proposing the sustainability strategy and associated objectives. | Monitor projects and initiatives for the deployment of the Sustainability Plan. | Promote the integration of sustainability criteria in the management of the business and in the rest of the Group's areas. | Understanding and analysing regulatory requirements, trends and practical improvements in the sector in terms of sustainability. | Reviewing and approving the information to be disclosed to the market regarding sustainability, submitting it, where appropriate, to the governing bodies prior to publication or disclosure. | Report to the Management Committee on the agreements of the Sustainability Committee, progress of the implementation of the Sustainability Plan, policy proposals for sustainability management, as well as statements and standards. | Reporting to the Global Risks Committee issues related to sustainability risk management policies, reporting and monitoring of assigned RAF metrics, and periodic reporting related to sustainability risks. | Reviewing and approving the annual action plan with sustainability analysts. | Drawing up an assessment report for submission to the Management Committee in the management of controversies. | Promote training and engagement on sustainability within and outside the organisation. | Deciding on risk matters in accordance with the powers defined in the Corporate Sustainability/ ESG Risk Management Policy. | Promoting and ensuring that the implementation of commitments arising from adherence to, voluntary sustainability principles is adequate. 11 123 Committees held in 2025 Topics presented 11 ordinary Of which 39 are executives 2025 Consolidated Management Report 200
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_APPROVALS AND KEY DISCUSSIONS IN SUSTAINABILITY DURING 2025 1st quarter 3rd quarter Approval of the KPI guides of the 2025–2027 Sustainability Plan. Updating of Green Premium standard. Update of the adhesions process for sustainability commitments. Monitoring of the Sustainability Plan 25-27. Monitoring of Net Zero metrics and strategic review of the NZBA alliance. Review of the 2024 and Management Report the Taxonomy 2024 reporting. Double materiality study. Analysis of the EBA Guidelines for ESG Risk Management. Engagement with customers on Net Zero. Closing of the Environmental Management Plan 22-24. Accessibility Act. ESG onboarding priorities and progress. Guidance and training to prevent greenwashing and socialwashing. 2nd quarter 4th quarter Update of sustainability principles and statements: Principles of conduct in the area of sustainability, Human Rights Principles, Climate Change Statement and Statement on Nature. Sustainability criteria for the admission of financing operations Monitoring of the Sustainability Plan 25-27. Monitoring of the Sustainability Plan 25-27. Presentation of Generation+. Performance of the Data project. Review of the UNEP FI NZBA Guidance. Procedure Manual for review of sustainable products in the Transparency Committee. Proposed internal carbon price. Review of the Prudential Transition Plan. Update on SDG bond issuance and governance frameworks Review of NZBA strategic alliance. Financial inclusion: mobile branches (ofimóviles). 2025 Consolidated Management Report 201
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Global Risks Committee It reports to the Risks Committee. It meets on a monthly basis and is responsible for proposing internal governance, internal control and risk management frameworks, the overall management, control and monitoring of the CaixaBank Group's Corporate Risk Catalogue, as well as for the implications for liquidity and solvency and the consumption of regulatory and economic capital. In the area of sustainability, its main duties are as follows: | Review and submit sustainability policies for approval. | Overall management, control and monitoring, among others, of ESG Risks, as well as for the implications for liquidity and solvency management and consumption of capital. | Identify, measure, manage, mitigate and report appropriately the exposures identified as relevant in ESG risks, as well as any aspect of the Group's operation that can significantly influence the profile of ESG risks and the compliance with the established appetite levels. _APPROVALS AND KEY DISCUSSIONS IN SUSTAINABILITY DURING 2025 1st quarter 3rd quarter Analysis of the EBA Guidelines for ESG Risk Management. Revision of the Corporate policy on sustainability/ESG risk management Updating of the NZBA Governance Framework and monitoring of year- on-year Net Zero targets Updating of the Corporate policy and principles of information security Review of the Corporate sustainability/ ESG risk management policy Updating of the Corporate policy on technolgoical risk management Updating of the Corporate policy on global risk management Update of the Code of Ethics Updating of the general principles of the Corporate policy on privacy and data protection and the Corporate policy on information governance and data quality 2nd Quarter 4th quarter Monitoring of exposure to the defence sector Sustainability criteria for the admission of financing operations Monitoring of technological risk and information security Review of the Prudential Transition Plan Updating of the Corporate policy on governance and internal control Monitoring of climate risk Review of the privacy report Review of the ESG risk materiality assessment for 2025 Monitoring of the defence sector Specialised committees The Group has various specialised Committees, most of which report to the Management Committee, which control, supervise and manage the IROs within their respective responsibilities. These Committees are made up of experts in the field that these committees manage, and they make decisions on the general lines of action. The main Committees are described throughout this Report. 2025 Consolidated Management Report 202
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KNOWLEDGE AND CAPACITIES OF THE GOVERNING AND MANAGEMENT BODIES The Board of Directors and Senior Management have the skills and experience necessary to oversee material sustainability matters, which include, among others, human resources, climate change, culture, talent, remuneration and customer satisfaction, business conduct and risk management. The knowledge and skills of the directors are reflected in the matrix of knowledge, experience and diversity of the Board of Directors (see "Corporate Governance" ). This tool is key to the suitability assessment procedure for members of the Board and, in accordance with the Selection, Diversity and Suitability Assessment Policy, ensures that the Board of Directors, as a whole, has the appropriate specialist knowledge to properly oversee and manage all of the Group’s activities, including sustainability matters, and in particular issues related to the management of material impacts, risks and opportunities. See section "Corporate Governance". In application of the Policy on selection, diversity and suitability assessment of the members of the Board and senior management and other key function holders in the Group, the suitability of the composition of the Board of Directors is directly reviewed by the Appointments and Sustainability Committee annually, to ensure a diversity of points of view and alignment with strategic requirements. See section "Corporate Governance - Diversity on the Board of Directors". In order to best fulfil its functions in this regard and to be able to form an informed view on material impacts, risks and opportunities, the Board continues to pursue initiatives, including, as part of the gradual renewal of its members, the process of bringing in individuals with extensive knowledge and experience in such matters, while also expanding the ongoing training plan for its members in recent years to include content related to sustainability and, in particular, the management of material IROs. The Board of Directors has an annual training plan aimed at updating its members’ knowledge in those areas considered appropriate for the proper performance of their duties. This annual training plan includes training related to material IROs in the field of sustainability. Specifically, in 2025 the training plan included 10 training sessions, focussing on key issues including those related to sustainability IROs, such as: DORA, the evolution of payment ecosystems, business, geopolitics, sustainability, cybersecurity (with a focus on fraud), people, the consolidation of the European financial system and regulation. In addition, specific training sessions are also held on topics related to sustainability and the management of IROs within the Board of Directors’ delegated Committees. For example, in 2025 a session was held within the Audit and Control Committee on the Corporate Sustainability Reporting Directive (CSRD) with another on the use of AI . For further details see section "Corporate Governance - Training of the Board of Directors". In 2025, the agendas of the delegated Committee also included monographic presentations covering issues related to material IROs. Finally, in the performance of their duties, directors have the duty to demand and the right to obtain from the Group the information necessary for the fulfilment of their obligations. In this regard, in the area of sustainability, all areas with responsibilities in this regard have regular access to the governing bodies (both the Board and its Committees), thus ensuring that directors are kept continuously up to date in this area. The Management Committee receives recurrent specialist training related to material IROs related to sustainability to reinforce their knowledge and ensure decision making is aligned with best practices. During 2025, specific training was provided on Anti-Money Laundering and Counter-Terrorist Financing (AML/CTF), the new Law on Accessibility and on ethics and integrity. 2025 Consolidated Management Report 203
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MONITORING AND REPORTING TO GOVERNING BODIES At CaixaBank, the governing bodies work to define, supervise and monitor the Group's sustainability strategy . This work is structured through a governance model based on smooth interaction between the governing bodies and the management bodies, which ensures effective oversight and informed decision- making aligned with the Group’s strategic commitments. Strategic decisions originate , in general, in the executive areas , which elaborate proposals aligned with the guidelines of the Board of Directors. These proposals are analysed and discussed by the governing bodies. Once decisions have been adopted by the governing bodies, the executive areas are responsible for executing, developing or implementing those decisions , reporting on them to the competent governing bodies for oversight and control. The Board of Directors, directly or through its Committees, monitors and tracks the effective implementation of the decisions adopted, as well as the Group’s overall management. The Committees play a key role in this process by carrying out an in-depth review of matters within their remit and reporting regularly to the Board on the most salient issues. The governing bodies receive periodic and specific information on sustainability-related matters, and in particular on the management and evolution of IROs, as well as on the monitoring of associated policies, actions, indicators and targets. This information is presented, in line with the remit of each Committee, both on a regular and an ad hoc basis, by the Chief Executive Officer and the heads of the Group’s various divisions, in their capacity as members of the Management Committee. They are responsible for the day-to-day management of sustainability issues, including the management and supervision of the IROs. This dynamic has enabled sustainability matters to be effectively integrated into the oversight of the corporate strategy, into decision-making on significant transactions and into the risk management process. For these purposes, it should be noted that in 2025 the governing bodies generally received, on a monthly basis, specific reports from the Group’s various divisions addressing matters related to the management of sustainability IROs. Material impacts, risks and opportunities related to sustainability have been considered in the decisions of the Board of Directors and reported throughout the year, both specifically and integrated in the general reports of the executive areas. _STRUCTURE FOR THE OVERSIGHT AND REPORTING OF THE GOVERNING AND MANAGEMENT BODIES 2025 Consolidated Management Report 204 GOVERNANCE BODIES | Definition, monitoring and follow-up Board of Directors Committees MANAGEMENT BODIES | Execution, development and implementation of the decisions of the governing bodies Proposal for action Management Committee Global Risks Committee Recurrent and ad hoc reporting on the implementation of the decisions. Executive Areas Strategy implementation Decisions on the basis of proposals submitted Monitoring the implementation of the strategy
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INTEGRATING SUSTAINABILITY-RELATED PERFORMANCE INTO INCENTIVE SCHEMES CaixaBank has the Remuneration Policy for the Board of Directors 1 approved by the General Shareholders' Meeting on 11 April 2025, for the financial years 2025, 2026, 2027 and 2028, which regulates the remuneration of the members of the Board of Directors, both executive and non- executive. The Remuneration Policy of the Board of Directors has been prepared taking into consideration the Bank's remuneration policies and based on its general remuneration principles, aimed at a market positioning that facilitates attracting and retaining the necessary talent and encourages behaviours that ensure the generation and sustainability of value in the long term. The remuneration of non-executive directors consists solely of fixed components. In the case of executive directors, remuneration consists of a fixed component, a variable component and welfare and social benefits. In line with the CaixaBank Group's responsible management model, 30 % of the annual variable remuneration awarded to executive directors is linked to ESG factors , such as Quality, Conduct and Compliance challenges, Mobilisation of Sustainable Finance, the number of customers within the NZBA perimeter with whom engagement work has been carried out, recognition of the main sustainability ratings and the percentage of women in management positions. Furthermore, in the adjustment with multi-year metrics of this variable remuneration, 25 % is linked to the challenge of Mobilising long-term sustainable finance and the percentage of women in management positions. These factors are also included in the determination and adjustment of the variable remuneration of the members of the Management Committee and the rest of the Identified Staff. VARIABLE REMUNERATION Breakdown based on whether determined by annual or multi-annual factors For further information on the remuneration of directors and senior management see section the “Remuneration amount” and the "Annual Report on Directors' Remuneration" appended to the CaixaBank Group's Consolidated Management Report. 1 https://www.caixabank.com/deployedfiles/caixabank_com/Estaticos/PDFs/Accionistasinversores/ Gobierno_Corporativo/Politica_Remuneracion25-28_EN.pdf 2 Includes an adjustment (penalty) of up to 5 % for unresolved high/medium risk compliance gaps. 3 The metrics, weighting, target and level of achievement of the annual challenges are broken down in the section “Own workforce – Appropriate and meritocratic compensation”. 2025 Consolidated Management Report 205 64% Annual metrics2 Of which: 30% linked to ESG metrics 36% Multi-year metrics Of which: 25% linked to ESG metrics CaixaBank's remuneration schemes are aligned with sustainability The variable remuneration of all employees is linked to ESG indicators3
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FRAMEWORK OF SUSTAINABILITY POLICIES, PRINCIPLES AND STATEMENTS In recent years, the Group has developed a number of policies, principles and statements that reflect its commitment to sustainability and set out guidelines for decision-making and managing the main IRO's in the Group's daily activities. This framework of policies, principles and statements, and in particular the Sustainability Business Principles, forms the basis of the Group's sustainability strategy, which is set out in the 2025–2027 Sustainable Banking Plan. This framework is intended to promote the integration of these considerations into the Group's activities and to serve as the basis for a governance framework to coordinate the implementation and monitoring of commitments, thereby contributing to the achievement of the Group's strategic objectives. These policies align with a global framework for action, in particular with the provisions of CaixaBank's Code of Ethics. They are also complemented and further developed in conjunction with other policies and principles in fields related to sustainability, such as conduct and compliance, health and safety, information and data quality, and procurement and suppliers, among others. 2025 Consolidated Management Report 206
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Corporate policy on sustainability/ ESG risk management Lay out the principles, premises and mechanisms to ensure that the ESG risks associated with customers and proprietary investments are subject to corporate governance, management and control criteria, and that they comply with the expectations of the Group's stakeholders while allowing the investments to take advantage of business opportunities and accompany the transformation that the Group's customers are making and will make in the coming years. | Background, Scope and Objective | Field of application | General applicable standards and regulatory framework | Corporate strategy on ESG risks | Governance framework | ESG risk management framework: | Main lines of action | Main key processes | General action criteria to exclude or limit the acceptance of exposure: Human rights / Climate change / Nature | Sectoral action criteria to exclude or limit the acceptance of exposure: Energy / Mining / Infrastructure and transportation / Agriculture, fisheries, livestock and forestry / Defence and security | Control framework | Reporting framework The Policy referred to by these Principles is corporate in scope, meaning it applies both to CaixaBank, S.A. and to those subsidiaries that engage in activities that are exposed to ESG risks. It applies to: | Companies with which the Group is considering establishing commercial relations, entering into new credit or guarantee operations or renewing/ renegotiating existing ones, as well as other financing transactions. | Companies in which it invests on its own accord in fixed-income and variable- yield securities. | Group companies managed through a portfolio in stock investments. Board of Directors March 2025 Yes1 Climate change / Sustainable finance Statement on climate change Lines of action integrated with the Sustainability Plan and reporting on advances in the Climate Report, MR and Sise. Reinforces the climatic stance of subsidiaries without other high-level public commitments approved by its Governance Bodies. The Statement includes the following: | Introduction | Lines of Action: 1) Support viable projects that are compatible with a neutral carbon economy and the solutions to climate change 2) Manage the risks arising from climate change and advance towards the neutrality of emissions in the lending and investment portfolio 3) Minimise and offset our operational carbon footprint 4) Promote dialogue on the sustainable transition and collaborate with other organisations to advance together 5) Inform about our progress in a transparent way | Governance framework Voluntary document on the public stance aligned at the CaixaBank Group level. Board of Directors July 2025 Yes Climate change Statement on nature Guidelines for integrating nature into our activity, the relationship we maintain with stakeholders and the framework for governance to coordinate the implementation and follow up on the effectiveness of the public commitments. Includes work areas to be developed in coming years. Introduction | Areas of action | Governance framework | Glossary | References CaixaBank Group commitment on its nature roadmap. Board of Directors July 2025 Yes - Policy/ Statement Target Contents Field of application Approval Last update Publicly available Section 2025 Consolidated Management Report 207 .1 The principles of this Policy are publicly available.
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Sustainability Business Principles Commitment to an efficient, sustainable and responsible model of action marked by a strong social vocation. Introduction | Purpose and scope of application | Strategic priorities and general principles of action (strategic ambitions with regard to sustainability; general principles of activity in relation to sustainability) | General commitments with the main stakeholders | Governance framework Commitment at CaixaBank Group level Board of Directors July 2025 Yes Climate change / Affected communities / Customers Human Rights Principles Public commitment that establishes our commitment to the highest standards in terms of human rights. Introduction | Scope and field of application | Commitment and action principles (with our employees; providers of financial services; suppliers and as part of the community) | Implemenetation of the principles | Governance framework | Updating of the Principles Commitment at CaixaBank Group level Board of Directors July 2025 Yes General introduction – Human Rights due diligence Code of ethics Basis that guides the actions of the people who make up the Bank. Through the Code of Ethics, the Group aligns with the highest national and international standards and takes an active stance against any practices contrary to ethics and the general principles of conduct outlined in its text. | Ethical values and principles of action (respect, integrity and transparency, excellence and professionalism, confidentiality and social responsibility). | Compliance with laws and regulations It is corporate in nature and applies to all employees and members of the CaixaBank Group's governing bodies. The CaixaBank Group's suppliers will also be governed by codes of conduct and values that are similar to those set out in the Code. Board of Directors January 2025 Yes Governance Corporate Policy on the Internal Reporting System (SII) Sets out the regulatory, operational and management framework of the CaixaBank Group's internal reporting system, the main channel for which is the Whistle-blowing Channel. It incorporates the general principles of the Internal Reporting System, including: | Guarantees | Governance framework | Management framework | Control framework It is corporate in nature and applies to the entire Group. Board of Directors June 2023 Yes Governance Corporate criminal compliance policy To ensure the existence of a robust control environment that helps to prevent and avoid the commission of crimes in conduct for which the legal entity is criminally liable. This Policy lays down a general framework that guides CaixaBank Group's Criminal Prevention Model. It mainly includes the following: | General crime risk management principles | Crime Prevention Model It is corporate in nature and applies to all employees and members of the CaixaBank Group's governing bodies. It also applies to all people associated with CaixaBank, particularly including intermediaries and agents who act on behalf of the Group. Board of Directors December 2025 Yes1 Governance 1 The principles of this Policy are publicly available. Policy/ Statement Target Contents Field of application Approval Last update Publicly available Section 2025 Consolidated Management Report 208
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Corporate regulatory compliance policy It develops the nature of the Regulatory Compliance Function as the component responsible for promoting ethicalbusiness principles, reaffirming a corporate culture of respect for the law and ensuring compliance with the law by regularly verifying and assessing the effectiveness of the control environment. | General strategy or principles that govern compliance risk management | Governance framework | Regulatory Compliance Function management framework | Control framework | Reporting framework It is corporate in nature and applies to all CaixaBank Group companies that carry out any activity with exposure to compliance risk. Board of Directors December 2024 Yes1 Governance Corporate anti- corruption policy To lay down a framework for action and rejection of any conduct that may be directly or indirectly related to corruption in particular and to the basic principles of action in general. Mainly: | General principles governing corruption risk management. | Enquiries and whistleblowing channel It is corporate in nature and applies to all employees and members of the CaixaBank Group's governing bodies. Anyone associated with CaixaBank, particularly suppliers, intermediaries and agents that act on behalf of the Group participate therein. Board of Directors December 2024 Yes1 Governance Corporate conflict of interest policy It provides a global and harmonised framework of general principles and procedures of action to be taken to manage any real or potential conflicts of interest arising in the course of their respective activities and services. Mainly: | Scope of application (corporate and covered parties) | It incorporates the general principles of the Policy and action procedures, including | Identification and Definition of a Conflict of Interest | Prevention Measures | Management Measures | Disclosure of Situations of a Conflict of Interest | Logging of Conflicts of Interest It is corporate in nature and applies to all employees and members of the CaixaBank Group's governing bodies. Anyone associated with CaixaBank participates therein, in spite of not being applicable to them. Board of Directors May 2024 Yes1 Governance Corporate anti- money laundering and counter terrorist financing (AML/ CFT) and for management of sanctions and international financial countermeasure s risk management policy To actively promote the implementation of the highest international standards in this area, in all jurisdictions where theCaixaBank Group and operates. Mainly: | It incorporates the scope of action and the framework for managing the risk of AML/CTF and Sanctions, including: | Risk Assessment | Due diligence | Detection, control and examination of transactions | Reporting of suspect transactions | Control of lists of Sanctions and notification of detections | Retention of documentation | Training | Consolidated risk management Applicable to all CaixaBank Group companies that engage in any of the activities included within its scope. Board of Directors January 2025 Yes1 Governance 1 The principles of this Policy are publicly available. Policy/ Statement Target Contents Field of application Approval Last update Publicly available Section 2025 Consolidated Management Report 209
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Internal Rules of Conduct in the Securities Market (IRC) To foster transparency in markets and maintain the legitimate interests of investors at all times in accordance with Regulation 596/2014 of the European Parliament and the Securities Market Law. | It includes details of the personal transactions of persons subject to the IRC, inside information, prohibition of market abuse, reporting of transactions suspected to involve market abuse, conflicts of interest related to the securities market and treasury shares. The Policy applies to all Group companies domiciled in any of the Member States of the European Union, as well as those that have their branches domiciled in the European Union, which form part of the CaixaBank Group and whose activities are carried out, directly or indirectly, in the securities market, with the exception of those that have their own internal Rules of Conduct on matters relating to the securities markets. These Regulations shall also apply to entities, branches, and representative offices abroad if they carry out activities relating to the securities market unless local legislation includes a complementary or more restrictive regime, in which case that regime shall also apply to them. Board of Directors May 2023 Yes Governance Corporate Procurement Policy CaixaBank has established the Procurement Principles as a balanced collaboration framework between CaixaBank and its suppliers that promotes stable business relationships in keeping with its values. The Policy defines the general framework within which the procurement management activities are carried out and in which the supplier relationship and contracting model is defined, including: | The general principles for procurement management | The procurement processes (registration and approval, negotiation, awarding and arranging and follow-up). It is corporate in nature and applies to all the CaixaBank Group's suppliers with which CaixaBank, S.A. shares a procurement management model, including its employees and members of the governing bodies involved at any time in the evaluation, negotiation or contracting of goods and services from suppliers. Board of Directors November 2025 Yes1 Governance Supplier Code of Conduct The aim of the Supplier Code of Conduct is to spread and promote the ethical values and principles that will govern the activity of CaixaBank's suppliers of goods and services, contractors and third-party collaborators. Guidelines of conduct are defined in this Code that the companies working as suppliers will follow in relation to complying with prevailing legislation, ethical behaviour and measures against bribery and corruption, safety and the environment and confidentiality. Includes: | Action Principles | Information security | Protection of personal data | Crime prevention | Internal Reporting System and Enquiries Channel | Reputational risk management | Policy on international economic- financial sanctions It is corporate in nature and applies to all the CaixaBank Group's suppliers with which CaixaBank, S.A. shares a procurement management model. Management Committee January 2026 Yes Governance 1 The principles of this Policy are publicly available. Policy/ Statement Target Contents Field of application Approval Last update Publicly available Section 2025 Consolidated Management Report 210
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Corporate policy on tax risk management and tax performance of CaixaBank It lays out the principles and premises that regulate how tax risk and tax activity is managed, with a view to preserving the low risk profile for which the CaixaBank Group's activity is known. The Policy includes the following: | General principles governing tax risk management. | Governance framework | Framework for tax risk management. | Control framework. | Reporting framework It is corporate in nature and applies to all CaixaBank Group companies with exposure to tax risk. Board of Directors April 2025 Yes Governance Equality Plan Ensure equal opportunities and promote diversity in the work teams, guaranteeing an inclusive and fair environment for all the staff. This policy's basic principles include disseminating the value of diversity and the policies on equality, work-life balance and co-responsibility. It also promotes efficient time management and meetings and the use of non- sexist communication. The Plan includes the action principles and equality measures, among others: | Measures to promote diversity | Prevent harassment | Carry out remuneration audits, with clear objectives of progressing towards equality. It also defines the personal, territorial and temporal scope; and details principles of action, assigned resources and a monitoring system managed by a specific Committee. In addition, it establishes a schedule for actions and a procedure for possible modifications, when required. The Equality Plan and its protocols are presented as framework documents that guide CaixaBank S.A.'s entire workforce, ensuring promotions coherent with the principle of equality, non-discrimination and diversity in each entity. People Management and trade unions February 2023 Yes Own workforce Principles of action for Training and Development of People Establish a clear framework for training and personal and professional development of all employees. This framework is aligned with the Strategic Plan, promoting a culture of continuous learning and excellence through the AHEAD Leadership Model and Development by Skills. These principles include general objectives for the training and the development of people and directors and its guiding principles, the main activity and actions and the protocols and procedures of action, including monitoring. It is applicable to all the employees of CaixaBank S.A. People Management December 2024 No Own workforce Remuneration Policy Foster patterns of behaviour to ensure that value is generated in the long term and that results are sustained over time. Focused on attracting and retaining talent by participating in a unique project, professional development and full remuneration under competitive conditions, while integrating sustainability metrics in the variable remuneration aligned with the employees’ functions and responsibilities. The Policy includes the following: | The guidelines for a fair and transparent remuneration, covering fixed and variable components, together with social benefits and pension schemes. | Clear responsibilities for the Board and committees, with a commitment of non-discrimination of gender. | Internal review and communication processes, ensuring the alignment with the strategic objectives and coherence in all the Group's areas. The Policy applies to current employees of CaixaBank, S.A. or any company within its prudential consolidation perimeter and who maintain a remunerated employment relationship therewith. Board of Directors June 2024 No Own workforce Policy/ Statement Target Contents Field of application Approval Last update Publicly available Section 2025 Consolidated Management Report 211
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Selection action principles The Principles seek to add value in the search for candidates and the incorporation of talent. These principles are aimed at identifying people that not only meet the team's and position's needs, but are also aligned with the Group's values, culture and strategy. | Principles and foundations of the selection model, the functioning and publication of the internal and external selection processes, direct appointment processes, roles involved, and key aspects of communication | Breakdown of the Young Talent programmes | Selection channels | Supplier collaboration model It is corporate in nature and applies to all CaixaBank Group companies. People Management October 2025 No Own workforce Principles of action on the promotion of active listening and internal communication with the workforce and its representatives Consolidate a collaborative environment aligned with the corporate values through active listening and internal communication, guaranteeing the workforce's respect, trust and participation. Includes the principles, tools and processes to foster two-way communication, attract needs and promote actions aimed at continuous improvement, focusing on listening methods, segmented analysis and results. It is corporate in nature and applies to all CaixaBank Group companies. People Management December 2024 No Own workforce CaixaBank's Corporate marketing communications policy Minimise the risks related to publicity. The Policy details relevant considerations and the formal requirements that the Group’s advertising must meet. Collects a detailed description of the mechanisms and internal controls established to achieve its objective. It is corporate in nature and applies to all CaixaBank Group companies. Board of Directors July 2023 No Customers Corporate product governance policy Establish the principles that regulate the design, approval and marketing of new products and services, as well as for monitoring the product’s life cycle. Mainly: | Outline of the Product Governance's management functions | Product Governance Management Framework It is corporate in nature and, therefore, applies to all Group companies that act as manufacturers or distributors of banking, financial or insurance products. Board of Directors November 2025 No Customers Customer protection regulations Regulate the Customer Service of CaixaBank, S.A. and CaixaBank Group entities and the procedure for processing customer claims. The Regulations include the terms for managing Customer Service and the Procedure for processing customer claims It is corporate in nature and applies to all CaixaBank Group companies that market products. Board of Directors December 2025 Yes Customers Corporate Privacy Policy Establish a general framework to manage privacy and personal data protection of personal data and the ethical use of data and artificial intelligence components, ensuring that stakeholders comply with the duties of supervision and control of their activity in relation thereto. | General principles of privacy management | Governance framework | Framework for the management of privacy and data protection It is corporate in nature and applies to all CaixaBank Group companies with exposure to risk relating to data protection and the ethical use of data and components of artificial intelligence. Board of Directors December 2024 Yes1 Customers 1 The principles of this Policy are publicly available. Policy/ Statement Target Contents Field of application Approval Last update Publicly available Section 2025 Consolidated Management Report 212
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Corporate Information Security Policy Have corporate policies forming the foundations of the actions to be carried out within the scope of information security. | General principles of Information security | Governance framework | Reporting framework It is corporate in nature and applies to all CaixaBank Group companies. Board of Directors December 2024 Yes1 Cybersecurity Corporate policy for the management and control of reliability of information Establish and define a reference framework that allows a suitable management and control that guarantees the reliability of the Material information generated by the Company, standardising control and verification criteria. The Policy includes the following: | Scope of application and Regulatory framework. | Corporate strategy and general principles for ensuring, managing and controlling the information's reliability. | Governance framework | Management framework | Control framework. | Reporting framework. It is corporate in nature and applies to all CaixaBank Group companies. Board of Directors November 2025 No General Corporate policy for information governance and data quality (GICD) Establish the principles standards and procedures that, in accordance with the guidelines set by regulations (“the RDA principles”), regulate data governance and the governance of its uses, identifying and coordinating responsibilities between the different parties involved in the processes. The Policy includes the following: | Governance framework | Management framework for information governance and data quality | Control framework. | Reporting framework. It is corporate in nature and applies to all CaixaBank Group companies. Board of Directors Janaury 2025 No General Policy/ Statement Target Contents Field of application Approval Last update Publicly available Section 2025 Consolidated Management Report 213 .1 The principles of this Policy are publicly available.
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STATEMENT ON DUE DILIGENCE The purpose of the sustainability due diligence process is to ensure that the actual or potential negative impacts on people and the environment arising from CaixaBank's own operations and the value chain are identified and assessed and are actively addressed in practice, with the prevention, mitigation and management of these impacts. CaixaBank conducts its due diligence process in accordance with the concepts and principles set out in the United Nations Guiding Principles on Business and Human Rights and the OECD Guidelines for Responsible Business Conduct. In the process of preparing the 2025 Double Materiality Assessment (see section “Materiality Assessment” ), CaixaBank identified and assessed material negative impacts on the environment and people, which have arisen both from its own operations and from the business relationships that occur throughout the Group’s value chain. In this regard, CaixaBank is committed to making the necessary efforts to minimise negative impacts on the environment and people and to address the risks arising from them. The following table shows the sections of the report containing the core elements of the CaixaBank Group's due diligence process: APPROACH TO THE CAIXABANK GROUP'S DUE DILIGENCE PROCESS 2025 Consolidated Management Report 214 Communic ating how impacts are addressed Remediating impacts to the extent possible Identifying and assessing adverse impacts on operations, supply chains and business relationships Integrating responsible business conduct into policies and management systems | Code of Conduct | Supplier code of conduct | Anti-corruption and bribery policy Monitoring the implementation and results achieved Cease, prevent or mitigate adverse impacts 01 02 0304 05 06
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Core elements of the due diligence exercise Sections of reference Integration of due diligence in governance, the strategy and the business model. Sustainability governance. Sustainability Strategy and Business Model. Dialogue and collaboration with affected stakeholders (stakeholder engagement) at all key stages of the due diligence process. Integration of stakeholder views into the strategy. Dialogue with employees. Management of relationships with suppliers Customer experience and customer service. Affected communities – communication channels to engage and collaborate with affected communities. Supplier relationship management. Dialogue with shareholders. Identification and assessment of adverse impacts. Double materiality assessment. Climate change – Description of the processes to identify and assess material impacts, risks and opportunities related to climate change. Dialogue with employees – Opinion survey. Management of the ESG risks – Process of ESG risk assessment and sanctioning for customers and financing transactions. Supplier relationship management – ESG audit plan. Governance – Description of the processes to identify and assess material impacts, risks and opportunities related to business conduct. Due Diligence – Human Rights Due Diligence. Adoption of measures to address adverse impacts. The sustainability actions aimed at preventing, mitigating and remedying the actual and potential negative impacts are detailed in each of the sections where negative impacts have been identified, thus meeting the minimum disclosure requirements. Monitoring the effectiveness of the effort and communication. Dialogue with employees. Customers – Customer experience – Listening model. Supplier relationship management – ESG audit plan. Due Diligence – Human Rights Due Diligence. In addition, with regard to Human Rights, CaixaBank carries out a comprehensive due diligence process to identify and assess possible negative impacts arising from both its own activities and those of its value chain. This analysis considers employees, customers, suppliers and communities in order to ensure respect for fundamental rights, in line with its Human Rights Principles and Code of Ethics. The specific information relating to each of these groups in detailed in the “Social” section of this report, specifically in the sections on Own Workforce , Affected Communities and Customers. 2025 Consolidated Management Report 215
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HUMAN RIGHTS DUE DILIGENCE PROCESS CaixaBank considers respect for human rights to be an integral part of its values and the way it operates. Since 2017, it has applied due diligence processes to identify, prevent, mitigate and remedy potential human rights impacts arising from its activities (its own and those of its value chain), in line with its Human Rights Principles and the UN Guiding Principles on Business and Human Rights. The due diligence process is carried out every three years in collaboration with an independent third party and is approved by the Board of Directors. The latest process, in 2023, incorporated the requirements of the proposed European Corporate Sustainability Due Diligence Directive and the expectations of its key stakeholders. Phases of the human rights due diligence and assessment process CaixaBank's due diligence process includes identifying potential impacts, prioritising them according to their likelihood and impact and implementing corrective and remediation measures where necessary. The two main stages of the process are detailed below: 1 Due diligence This stage includes following points: Risk identification An exhaustive analysis is carried out to identify risk events with potential negative impacts, taking into account the commitments and principles of action acquired in the Human Rights Principles and potential Human Rights violations in the areas of employees, suppliers, customers and communities. This analysis includes both direct and indirect impacts, considering the implications along the entire value chain. The repertoire of events was updated to take into account current trends and sensitivities. As a result, 47 risk events were analysed and more than 100 instances of support and evidence were submitted. Definition of evaluation criteria Definition of the criteria to consider in order to assess, prioritise and manage the identified risk events. Parameters are defined for the purpose of calculating the probability of the risk events in order to determine the severity thereof. Impact x Probability = Loss given default Based on 3 impact variables: | Involvement of the Bank: the Bank's responsibility or liability for any ensuing damage. | Magnitude: scale of the social and/or environmental damage. | Reversibility: Ability to restore people or the affected environment. Based on 3 variables: | Country risk: the socioeconomic context and environment's situation with regard to human rights. | Sector: main impacts of the business sectors associated with the breach of human rights. | Coverage level: vulnerability of the Bank to a risk event in terms of its readiness to respond. Risk management Identification of the due diligence measures that must be applied in the business itself, in the supply chain and/or via other commercial relationships in order to prevent and mitigate the identified impacts and determine how to tackle them. 2025 Consolidated Management Report 216
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2 Assessment of due diligence Evaluation is a key component to ensure that the measures taken are effective and aligned with corporate principles. This process follows a series of structured steps that ensure an exhaustive identification and management of risks. Below, are specified the processes carried out by the Group: Risk assessment CaixaBank starts by identifying risk events and potential breaches of human rights in relation to CaixaBank's responsibility to employees, suppliers, customers and communities. Specifically, all the events included in this repertoire have been assessed. Construction of human rights risk maps For each stakeholder (employees, customers, suppliers and community), CaixaBank developed a set of detailed risk maps. These follow the criteria determined for the evaluation of: | Probability: CaixaBank's sector and environment. | Impact: the company's shareholding, magnitude of damage, reversibility. | Severity: once the impact and probability variables have been assessed. Specifically, the following maps were produced in accordance with the defined methodology: | A map for responsible marketing. | A map for employee management. | For suppliers, a map was prepared for each procurement category. | For providers of financial and investment services, two maps were prepared, one for financing and another for investment, considering the country's outlook as the main focus. Verification of processes and due diligence elements CaixaBank verified the mechanisms in place aimed at preventing and mitigating the potential risks defined in the maps for each block (employees, suppliers, communities and customers). These checks were carried out by an independent third party, which verified the processes and controls in place. Validity and effectiveness of mitigation mechanisms The Group analysed the degree of coverage of each of the risks assessed, ensuring that the preventive and corrective actions were effective. This analysis demonstrates the maturity of CaixaBank's human rights protection system. Periodic review and adjustments CaixaBank identified areas for improvement during the assessment and included them in future risk management cycles. The recommendations obtained were incorporated into action plans that were adjusted to reinforce stakeholder expectations. CaixaBank thus continued to strengthen its Human Rights due diligence approach, ensuring that every action is aligned with the ethical values that guide its business activity and its commitment to the people and communities it directly impacts. In its latest evaluation (2023), it obtained satisfactory results, the main conclusions being: | CaixaBank demonstrated an adequate degree of coverage for each of the human rights risk events, both from the point of view of the processes analysed and in terms of the due diligence elements it has in place. | The assessment carried out confirmed that the Group's maturity in protecting and respecting Human Rights is high and meets the commitments defined in the Human Rights Principles with respect to its stakeholders and value chain, although opportunities to drive for excellence were identified. 2025 Consolidated Management Report 217
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Recommendations were identified for each of the four blocks assessed (employees, customers “CaixaBank as a financial services provider”, suppliers and community), and actions plans were implemented for this purpose. A total of 24 recommendations were identified, resulting in action plans that have been developed during the years 2024 and 2025. All of these had been completed at year-end 2025. The main corrective measures and improvement opportunities linked to the main blocks are as follows: Employees | CaixaBank's document of Human Rights Principles has been revised to consider more clearly and accurately digital rights, thus avoiding indiscriminate use of technology that could jeopardise the safety and equality of employees. | Within the framework of the Wengage programme (“Foster a culture of inclusivity and diversity”), the 2023–2024 LGTBI Plan has been established and worked on. It comprises 10 actions aimed at raising awareness of and promoting LGBTI diversity in the professional environment. | The Plan for disabled people has also been launched within this framework. For more information, see section “Own workforce”. CaixaBank as a financial services provider | Annual review of the new sectors and controversial sectors in the field of Human Rights and of the exposure of the portfolio in regard of these sectors in the update carried out in March 2024. The "General criteria" and "Sectoral criteria" are being re-evaluated, and if considered appropriate, the sectors and criteria will be added or amended. For more information see section "ESG risk management". Suppliers | Implementation of social audits and development plans of suppliers. | Since 2023, CaixaBank's suppliers have been invited to the Global Compact Training Programme for Sustainable Suppliers. Programme aimed at training SMEs in fields specific to the Ten Principles of the UN Global Compact and SDGs. The third edition is currently being prepared. For more information see section "Supplier relationship management". . | The Statement on Nature has been published to identify the lines of progress in this field. It was approved by the Board of Directors in February 2024. | CaixaBank engages in addressing the needs of the community in which it carries out business. The entity reinforces its commitment and support to said community through programmes, volunteering and social bank services. For more information see section "Affected Communities". The established mitigation and remediation mechanisms have proven to be effective, and the identified recommendations are being studied to further reinforce the positive impact of the adopted measures. 2025 Consolidated Management Report 218
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RISK MANAGEMENT AND INTERNAL CONTROL OVER NON-FINANCIAL REPORTING The CaixaBank Group has an internal control framework, whose guidelines are set out in the Corporate Governance and Internal Control Policy and are based on the following fundamental elements: | The sound governance framework emanating from the Board of Directors and its corresponding Committees. | The three lines of defence model , with differentiated functions and responsibilities, which ensures appropriate segregation of duties and the application of an effective control model. | The risk management framework, which is reflected in the strategic risk management processes, such as the Risk Assessment, the Risk Catalogue and the Risk Appetite Framework (RAF). These tools facilitate the control and monitoring of the Group's risks. This framework, aligned with the Corporate Global Risk Management Policy, facilitates decision-making on risk-taking in a manner consistent with the target risk profile and the appetite level approved by the Board of Directors. This risk management framework is described in the section "Risk management". The control environment over the reliability of the sustainability information in place at CaixaBank is based on the same methodological, governance and control principles that govern the financial reporting system, ensuring a coherent integration between the two. This control environment is aligned with the most demanding international standards and complies with the guidelines set out in the supplementary guidance for achieving effective internal control over sustainability reporting (ICSR): Generate trust and reliability via the Integrated Framework for Internal Control (COSO 2023): ICSR SUPPLEMENTARY GUIDANCE GUIDELINES Establish an adequate control environment to monitor all these activities. Assess the risks to which an entity could be exposed when compiling its non-financial information. Design the controls necessary to mitigate the most critical risks. Establish appropriate reporting circuits for the detection and communication of weaknesses or inefficiencies within the system. Monitoring of these controls to ensure their operability and the validity of their effectiveness over time. 2025 Consolidated Management Report 219
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Criteria relies on the following with the aim of complying with regulatory requirements governing internal control systems, the disclosure of sustainability information and the process of compiling information: Information Reliability Policy The corporate policy on the management and control of information reliability establishes the reference framework for appropriate management and control, ensuring the reliability of the information generated by the Group, harmonizing the criteria for control and verification activities, as well as the criteria for defining the scope of relevant information. The Policy defines the governance, the main features and components of the risk management and internal control processes and systems for disclosure of sustainability information. This Policy is complemented by the Corporate Policy on Information Governance and Data Quality (IGDQ), which sets out the framework for Information Governance and Data Quality, as a compendium of basic rules related to the risk of data integrity, from management, aggregation, and control to data use. Internal control framework The internal control framework set out in the corporate policy on governance and internal control is structured according to the "Three Lines of Defence" model, which ensures the strict separation of functions and establishes that the owner of given process must ensure the existence of, and compliance with, a robust operational control and governance environment. In relation to information reliabilty, it is structured as follows risks: 01. OPERATING AREAS RESPONSIBLE FOR GENERATING THE INFORMATION This comprises the business lines and units, together with the support areas that give rise to the Group's exposure to risks in the course of its business. These functions are actively involved in the implementation of the strategy and in the preparation of sustainability information (such as climate change, human resources, social action and taxation, among others). Its responsibility is to ensure that the information provided is accurate and reliable, implementing the necessary controls and correcting any weaknesses detected in the process. It comprises the Sustainability Information Control Unit, created in 2025 to promote a reasonable degree of security in the global process of drawing up this information, by carrying out various review procedures. Its remit includes: | Ensuring the consistency of the control environment across the business areas; | Assessing and advising on the risks identified by the business areas to provide an objective view of the exposure to risks associated with the integrity of the sustainability information; | Assessing the presence, sufficiency and design of the controls to provide reasonable assurance of the reliability of the sustainability information, based on its materiality and relative complexity. | Carry out metholodigical reviews of relevant metrics. 02. RISK MANAGEMENT AND COMPLIANCE DEPARTMENT It is responsible for ensuring that management and control policies and procedures are in place to ensure the reliability of the sustainability information, oversee their implementation, identify possible weaknesses in the control system, monitor the action plans in place to ensure they are adequate, assess the control environment, and report to and advice the Bank’s governing and management bodies.. 03. THIRD LINE OF DEFENCE: Consisting of the Internal Audit function, which provides independent assurance on the effectiveness of the control system. Its objective is to provide reasonable assurance to Senior Management and the governing bodies through a systematic and disciplined approach to evaluating and improving risk management, control and corporate governance processes. 2025 Consolidated Management Report 220
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IDENTIFYING AND ASSESSING RISKS CaixaBank has a robust methodological approach for identifying and assessing risks that may affect the reliability of sustainability information. This approach is based on the assessment of the risk and control environment of the main reports containing non-financial information. Therefore, the following activities are carried out for every report: | Determination of inherent risk and risk appetite. | Evaluation of the control environment. | Degree of automation of processes. | Reporting frequency and complexity. | Registration and assessment of evidence on the existence, application and effectiveness of controls over the existence, coherence and quality of the reporting, carried out by the area responsible and other areas or third parties. | Determination of residual risk and quantification of the model. | Conclusion on the adequacy of the control environment. The model's quantification methodology, which enables evaluating the inherent risk, the control environment and the residual risk associated with each report, is based on the quantitative and qualitative evaluation of risks and controls. This allows periodically defining the control framework and risk for each report. In the specific case of the Non-Financial Information Statement (NFIS), the risk assessment methodology identifies the stages of the information collection and preparation process where material misstatements are likely to arise. MAIN RISKS IDENTIFIED RELATED TO INFORMATION RELIABILITY The main risks associated with the disclosure of non-financial information relate to the accuracy, completeness and consistency of the disclosed data, with the following aspects being identified: | The completeness and integrity of the required breakdowns in accordance with the applicable regulations. | The alignment of reporting with the Group's strategy and objectives. | The definition of criteria arising from the interpretation and application of regulations relating to non-financial information. | The completeness and integrity of data from multiple internal and external sources, as well as the availability of third-party information. | The calculation, processing and aggregation of data, as well as the inherent complexity of data validation. | The accuracy of the assumptions, judgements and estimates used in the calculation and preparation of certain metrics. | The completeness of the information in relation to the perimeter of each metric. All these risks identified in the process of reporting of non-financial information converge in the risk of information reliability. The risk relating to the reliability of information has a cross-cutting impact on various risks in the Group’s risk catalogue, with a particular impact on the following risks: 1. Legal and regulatory , for possible deficiencies in regulatory implementation. 2. Conduct and compliance , arising from non-compliance with the applicable regulations. 3. Technological, linked to the quality of the data and the systems that support its processing. 4. Operational, because of the implications for information processing and consolidation processes. 5. Reputational, due to the possible negative impact that errors in the information published may have on the perception of CaixaBank's stakeholders. In order to mitigate the risks associated with the reliability of non-financial information the Group carries out a series of controls (preventive, corrective and detective) at all stages of the process: generation, elaboration, revision and dissemination of the NFIS, which allow for the prevention, detection and correction of errors. Controls are executed by the functional and operational areas involved in the process. 2025 Consolidated Management Report 221
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CaixaBank focuses its control environment on the implementation of preventive controls, prioritising them over corrective or detective controls, in order to anticipate and identify risks at the earliest stages of the process. In this respect, the main controls over non-financial information are integrated for management in the following systems: | System of internal control over sustainability reporting (ICSR): It incorporates all the controls related to the process of generating and reviewing non-financial data. | Control over reports: It includes all the controls related to the process of preparing, reviewing and disclosing the NFIS. INTEGRATION OF THE FINDINGS FROM THE RISK ASSESSMENT AND CONTROLS The integration of the conclusions arising from the risk assessment and internal controls into the sustainability information disclosure process is structured through a governance framework that ensures their incorporation into the relevant internal functions and processes. Based on the results obtained, specific controls are implemented to strengthen those processes with identified weaknesses. Preventive controls are implemented in the stages of the process in which more significant risks are identified. In addition, the performance of controls is regularly monitored through periodic process reviews. The feedback obtained from these activities is used to adjust and improve continuously the internal controls. MONITORING AND OVERSEEING BY GOVERNING BODIES The results of the risk assessment and the mitigation actions and controls, as well as the findings from the review process carried out by Internal Audit are regularly reported to the governing and management bodies. In this regard, the following matters are submitted as part of the periodic reporting to the governing bodies: | The areas for improvement identified as a result of the control environment's assessment. | The findings and results of the processes of upstream internal certification (ICSR), carried out in accordance with the frequency established for each process. If a weakness is made evident during the certification process, its action plan and the monitoring and closure thereof as a consequence of implementing a final solution will be reported to the Audit and Control Committee, communicating any matter related to it and its progress. | The follow-up report on the assessment of the control environment in relation to the reliability of the information. 2025 Consolidated Management Report 222
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Board of Directors Audit and Control Committee Appointments and Sustainability Committee Risks Committee Supervises the efficacy of the internal control systems, ensuring that the policies and systems in place are effectively applied. In addition, it supervises and evaluates the process of preparing and presenting the non-financial information included in the Management Report, as well as the efficiency of the internal control system of non-financial information. Its remit includes reviewing the non-financial information contained in various reports, notably including the management report. Advises the Board on the Group's overall risk appetite and its strategy in this area, ensuring that the Group is equipped with the means, systems, structures, and resources aligned with best practices to implement its strategy for managing risks that could impact the reliability of non-financial reporting. Internal Audit Management Committee Global Risks Committee It independently supervises the activities carried out by the operational areas and by the Compliance and Control Division related to the effectiveness of the internal control systems for mitigating the risks associated with non- financial reporting. Responsible for making decisions regarding the development of the Annual Strategic and Operational Plan, as well as those affecting the organisational life of the Company. Responsible for globally managing, controlling and monitoring, among others, the various risks with a possible impact on the information's reliability. Business Areas Risk management and compliance department Responsible for generating and preparing non-financial information and establishing controls. Responsible for ensuring that management and control policies and procedures are in place to guarantee the reliability of non-financial information. Monitors its application, identifies possible weaknesses in the control system, follows up on the implementation of action plans to correct them and assesses the control environment. 2025 Consolidated Management Report 223
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The results of the risk assessment and the mitigation actions and controls, as well as the findings from the review process carried out by Internal Audit are regularly reported to the governing bodies. The following is particularly noteworthy in the regular reporting to the governing bodies: | The areas for improvement identified as a result of the control environment's assessment. | The findings and results of the processes of upstream internal certification (ICSR), carried out in accordance with the frequency established for each process. If a weakness is made evident during the certification process, its action plan and the monitoring and closure thereof as a consequence of implementing a final solution will be reported to the Audit and Control Committee, communicating any matter related to it and its progress. | The Report on the monitoring of the assessment of the Control Environment with respect to Reporting reliability. 2025 Consolidated Management Report 224
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SUSTAINABILITY STRATEGY AND BUSINESS MODEL The CaixaBank Group's strategy and business model are significant contextual factors in defining which sustainable matters are material for the Group. CaixaBank has made sustainability a core pillar of its corporate strategy and business model, with the aim of generating long-term value for customers, shareholders, employees and society as a whole. This approach reflects the Group’s commitment to the economic and social development of people and to the transition towards a more sustainable economy. CaixaBank’s sustainability strategy focuses on those sustainability matters that are material for the Group, that is, those that entail the most significant risks, those that offer the greatest opportunities and those that enable the generation of a relevant impact. In relation to the CaixaBank Group’s business model, 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. In this regard, CaixaBank, through the financing granted to its customers, can generate significant impacts, given that they carry out their activity in a wide variety of sectors, each with their respective value chains and associated effects. This diversity amplifies the relevance of responsible management in the provision of funding as a direct channel to influence the transition towards more sustainable models. In addition, the products and services offered and the strategic choices made – in areas such as privacy, financial inclusion and access to services – generate both positive and negative impacts that need to be proactively managed. Likewise, while the most significant impacts occur in the downstream of the value chain, material impacts are also identified in the Group’s own operations and in the upstream of its value chain. BUSINESS MODEL CaixaBank is a financial group with a universal bancassurance model , a leader in Spain and with a solid and growing franchise in Portugal, based on quality, trust and social commitment. With more than 20 million customers , CaixaBank provides them with a comprehensive omni-channel distribution platform that combines the largest physical network in the Iberian Peninsula, with more than 4,500 branches and 12,200 ATMs, with remote and digital service channels, together with a highly qualified team made up of more than 47,100 employees, whose aim is to provide the best financial advice tailored to the needs of each customer ( see section titled “Characteristics of the workforce” for further details of the number of employees by geographical area). CaixaBank's customer base is diverse, encompassing individuals, small and medium-sized enterprises, large companies, large corporations and high net worth customers, each with specific financial needs and expectations. In order to respond to this diversity and offer the best customer experience, CaixaBank organises its activity by segments: &Retail Banking, Business Banking, Private Banking and CIB, addressing specific needs through specialised value propositions (AgroBank, DayOne, HolaBank, HotelsTourism, Real Estate Homes, among others). To meet the needs of all its customers, CaixaBank offers a broad range of financial products and services tailored to customer needs and incorporating sustainability criteria , covering everyday banking solutions, payment methods, savings and investment products, financing and insurance (life savings, life risk and non-life). 2025 Consolidated Management Report 225
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The Group offers comprehensive coverage in Spain and Portugal, complemented by an international presence in more than 24 countries through branches, representative offices and agreements with more than 1,550 correspondent banks , which enables it to provide services in markets representing 94 % of Spanish international trade. As mentioned above, the material impacts, risks and opportunities (IROs) for the Group are mainly concentrated in the downstream of the value chain, associated with financing and investment activities. For this reason, CaixaBank has worked to integrate sustainability into its business model in order to support its customers in the transition towards a low-carbon economy through the offering of sustainable products , such as loans for the installation of solar panels, green mortgages or financing for energy- efficient buildings, as well as by financing companies and projects that support the sustainable transition, such as sustainability KPI-linked loans or renewable energy financing ( see section “Mobilisation of sustainable finance”). Furthermore, as part of its commitment to society, CaixaBank promotes the development of specific products and services that strengthen social and financial inclusion, foster employability and entrepreneurship, and address increasing longevity ( see section Social inclusion and promoting employability). The Group's range of sustainability support products 1 is continuously evaluated to adapt to current social conditions and customer demand. Proof of this is that during 2025 the Group approved a large number of new sustainable products, notably including: Financing Cards Savings and investment insurance ECO auto loans Protected wealth account Acion plans in favour of people with disabilities EIF InvestEU Sustainability MyBox Vida Care 10 AgroBank financing for damage caused by the 2025 forest fires in Extremadura Sustainable Agri-Food Fond of the IBI The Group's business model is described in the section "Value creation model", where the business segments as well as the distribution channels are detailed. SUSTAINABILITY STRATEGY Sustainability is one of CaixaBank’s strategic pillars and is integrated transversally into all business decisions. CaixaBank embraces the commitment to generate long-term value for customers, shareholders, employees and society, contributing to economic and social development and to the transition towards a low-carbon economy. In this context, CaixaBank faces the shared challenge of transforming the economic model towards a more sustainable one, boosting competitiveness and growth while responding to global challenges such as climate change and inequality. To this end, CaixaBank reinforces its commitment to sustainability through its financial activity , placing its experience in responsible banking at the service of society. Accompanying its clients in the realisation of their projects, offering solutions that accelerate the economic transition and contribute to the improvement of people's financial well-being. 2025 Consolidated Management Report 226 1 CaixaBank does not market products prohibited by applicable legislation in any country or market. Being a benchmark in sustainability is, and has always been, a key priority of the CaixaBank Group's strategy and thus it has been portrayed in last Strategic Plans.
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CaixaBank’s role as a financial group is fundamental in channelling the investment required towards a low-carbon, inclusive and resilient economy that reflects the social value of banking. With the new Sustainability Plan, the Group will mobilise more than 100,000 million euros between 2025 and 2027 to build a greener economy and support the economic and social development of all people. To achieve the objectives defined in its strategy, CaixaBank will finance renewable energy, clean mobility and efficient building projects, providing solutions that accelerate the decarbonisation of companies and families, promoting financial inclusion, fostering training and employment and responding to the needs posed by increasing longevity. Building on ethical and responsible management , the specialisation of its teams and the transparency of its actions, CaixaBank aspires to be the benchmark bank in sustainability, fulfilling its purpose of being close to people in everything that matters. The Group’s sustainability strategy is set out in the Sustainability Plan 2025–2027, which is integrated into the third strategic pillar of the Group’s Strategic Plan, reflecting CaixaBank’s ambition to achieve a differentiated positioning in ESG matters. The key elements of the Group's general strategy, and specifically its Strategic Plan are presented in the “Strategy” section. _SUSTAINABILITY IS ONE OF THE STRATEGIC PILLARS OF THE STRATEGIC PLAN 2025–2027 2025 Consolidated Management Report 227 01 Accelerating growth building on our strengths 02 Accelerate business transformation and investment 03 Differential positioning in sustainability Moving towards a more sustainable economy Promote social and economic development
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SUSTAINABILITY PLAN 2025–2027 The Sustainability Plan, approved by the Board of Directors in 2024, aims to preserve the progress made in the 2022–2024 Sustainable Banking Plan and reflect CaixaBank's proposal to tackle challenges such as inequality, climate change and biodiversity loss and the increase in conflicts and demographic changes. All of this in an environment that presents opportunities that can have a positive impact on the business and people's financial well-being. The Plan is structured around two ambitions and five lines of work, all of which have time and achievement milestones. 2025 Consolidated Management Report 228 Investing in solutions for the transition, both now and in the future | Renewable energy | Clean mobility | Efficient building | Industrial decarbonisation | Sustainable intermediation Driving the decarbonisation in society and business | Credit portfolio net-zero by 2050 (companies and households) | Support for businesses (customers and emitters) COMPLEMENTARY INITIATIVES Support instruments Anticipation trends 01 Advancin g towards a more sustainabl e economy 02 Supporting the economic and social developmen t of all people PS 25 – 27 By strengthening social and financial inclusion | Products and services for vulnerable segments | Accessible financing and services in rural areas | Financial education and health Promoting employability and entrepreneurship: | Training for employment | Support for entrepreneurs and self-employed individuals By addressing the challenges of increased longevity | Lifetime savings planning | Financial and personal well- being for seniors Solid sustainability governance Breakdown of the 2025–2027 Sustainability Plan
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The implementation of this strategy is embodied in the achievement of the objectives, set for each of the ambitions of the Plan: Progress on the Sustainability Plan Objectives 2025 Consolidated Management Report 229 Meet the annual Net Zero targets aligned with 2030 pathways for 5 sectors and establish action plans in case of misalignment2 AMBITION PRIORITY PROGRESS 2025 OBJECTIVE 1 Based on 2024 cut-off data and given the better quality of the available data, the target as of December 2027 has been re-estimated to 17 %. 2 The Net Zero sectors with decarbonisation commitments to 2030 are Oil & Gas, Electricity, Automotive, Iron & Steel, Thermal Coal, Commercial Real Estate (CRE), Residential Real Estate (RRE), Aviation, Naval and Agriculture. Annual targets were set for 2025 for the Oil & Gas, Electricity, Automotive, Iron & Steel and Thermal Coal sectors with operational compliance margins. All of the other sectors are aligned with the exception of the Automotive sector. >€100,000 M mobilised in sustainable finance (cumulative 2025–27). 17 % of financial income generated by sustainable financing1. Engage with 90 % of companies with credit exposure in sectors under the NZBA perimeter (every year). 46 % People with an inclusive solution promoted by CaixaBank (continuous monitoring indicator, no target). >150,000 jobs created with the support of CaixaBank. 33 % of customers aged between 50 and 67 with long-term and savings products. Recognition as the best bank for senior customers (2027). ≥ To rank above the average of peers included in the Eurostoxx Banks index in at least 3 of the 5 selected ratings (MSCI, S&P, Sustainalytics, Fitch and ISS). 32 % of financial income generated by sustainable financing People with at least one inclusive solution 17.0 % engagement has been carried out with companies with credit exposure in sectors under the NZBA.93.9 % 1,829,238 Customers between 50 and 67 years old with long-term pension and other products31 % Position based on results accumulated over the past 12 months NPS – BMKS Benchmark Study by Stiga#3 €46,167 M 48,216 people Investing in transition solutions Driving the decarbonisation in society and business By strengthening social and financial inclusion Promoting employability and entrepreneurship: Providing answers to longevity 02 01 Advancing towards a more sustainable economy Supporting the economic and social development of all people Our ambition is to be leaders in sustainability Above average in 5 ratings #1 4 Sectors aligned with the annual Net Zero objectives.
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To encourage the active involvement of the entire organization in achieving some of these strategic objectives, CaixaBank has incorporated these objectives, specifically the mobilisation of sustainable finance , into the variable remuneration structure of all Group employees. VALUE CHAIN The CaixaBank Group's value chain comprises the set of activities, resources and relationships that underpin its business model and which are developed in interaction with the environment in which it operates. CaixaBank has exhaustively identified all the agents involved in its value chain. As a result of this analysis, the Group's value chain has been classified into three phases: previous phases ( upstream), the Group’s own activities and processes (own operations), and subsequent phases (downstream). 2025 Consolidated Management Report 230 Upstream Suppliers Customers Employees Own assets | Branches, cashpoints... | Corporate centres | Intangible assets (CaixaBankNow, software...) Internal processes to deliver financial solutions | Departments and areas within the Group whose role is to develop and manage operations Suppliers | Technology suppliers | Material suppliers | Consultants/advisers | Service providers (cash transportation, security, etc.) Financial institutions | European Central Bank / Bank of Spain Financial service providers | Depositary service, financing, payment methods, etc. Product suppliers | Third-party management companies | Product joint ventures Customers Marketing of financial products and services: | Day-to-day solutions (banking services) | Payment methods | Savings and investment products | Financing | Insurance (life savings, life risk and non-life) Through business segments: | Retail banking | Business Banking | Private Banking | CIB Intermediaries | Consumer finance Downstream Group assets and processes The Group's own operations
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| Upstream: It comprises the set of activities and processes carried out by companies that provide the resources and services necessary for the development and marketing of the Group's products and services. This network of providers and partners covers a wide range of services: Technology, information systems, legal advice, consultancy, human resources services and general supplies up to the liquidity provided by the European Central Bank (ECB), payment processing or depository services. Strategic partners in collaboration agreements ( joint ventures), which contribute to broadening the range of products and services offered to the Group's customers, are also considered as part of this phase. CaixaBank promotes relationships based on trust and collaboration with its suppliers, prioritising those that share the Group's ethical principles and social commitment (See section "Supplier relationship management")1. | Own operations: It encompasses the own assets, operating processes and internal capabilities that enable the CaixaBank Group to design, develop and offer financial solutions tailored to market needs. It covers everything from the definition and creation of products to the integral management of the Group's operations, constituting the functional core of the business. Comprises all Group entities included in the consolidated financial statements. In this context, the main stakeholder group is employees (see section “ Own workforce”), whose technical skills and professional skills represent a core pillar in ensuring high-quality advice, driving innovation and safeguarding the long-term sustainability of the business model. | Downstream: This includes the marketing, distribution and monitoring of the financial products and services offered by the CaixaBank Group to customers. At this stage, the Group identifies customers as the main stakeholders (see section “Customers”) , to whom it markets its products and services through its specialised value proposition, which is structured around four segments: Retail Banking, Business Banking, Private Banking and CIB (see section "Value creation model"). Likewise, the CaixaBank Group, through its consumer finance subsidiaries, manages partnerships with major distributors to offer consumer finance at physical and online points of sale. The identification of the agents that make up the value chain is fundamental, as this analysis allows, within the framework of the Double Materiality Assessment, as an analysis of the impacts, risks and opportunities derived from the Group's own operations and those derived from commercial relations, thus guaranteeing a comprehensive view of the CaixaBank Group's activity (see section "Value chain"). In this context and given the nature of the financial activity, the Group is linked to the impacts, risks and opportunities generated in the different value chains of its business relationships in various sectors. 1 No information on financing providers or product suppliers has been included. 2025 Consolidated Management Report 231
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INTEGRATION OF THE VIEWS OF KEY STAKEHOLDERS INTO THE STRATEGY Active listening and engagement with the various stakeholders are a central element in the process of defining the Group's strategy. This strategic approach is a key tool for building lasting relationships with key stakeholders, preventing or mitigating negative impacts and ensuring the overall success of the company's strategy. With this approach, CaixaBank aims to prioritise the creation of value for all stakeholders, customers, employees and the community in general, fostering a sustainable business model in which the Group's success is aligned with the well-being of the entire ecosystem. These actions enable the Group to adapt its strategy and business model to the changing expectations of the environment, strengthening its resilience, reputation and ability to generate long-term value. Engagement with key stakeholders CaixaBank has established an open and continuous dialogue with all its stakeholders, through meetings, surveys, round tables and conferences. These interactions enable valuable information to be gathered and fed into the Group's strategy, policies and risk management, as well as to understand the concerns of key stakeholders and inform them of the Group's priorities. The dialogue and listening process is adapted to each stakeholder group, with the aim of facilitating it and creating spaces of trust. By actively monitoring the environment and interacting with all relevant stakeholders in the value chain, CaixaBank ensures that its strategy and business model are able to respond appropriately to changes. A relevant part of this process is the integration of stakeholder views in the assessment of material IROs in the framework of the preparation of the Double Materiality Study (see section " Materiality Assessment "). The Double Materiality Study identifies the material sustainability issues that need to be reported and on which the Group should prioritise its efforts. CaixaBank believes that this approach of continuous dialogue and adaptability will contribute to strengthening relations with its stakeholders. 2025 Consolidated Management Report 232 CaixaBank stakeholders Employees Customers ESG analysts and rating agencies Communities and the third sector Regulators Suppliers Shareholders and investors Supervisors
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The following is a summary of the main actions of engagement that have been carried out with each of the stakeholder groups during 2025: 2025 Consolidated Management Report 233 Reason for engagement Communication channels Key issues addressed in 2025 Actions carried out Section reference Customers An active engagement with customers helps us understand their needs and anticipate market trends. Knowledge of their preferences enables CaixaBank to adapt products, services and distribution channels to their needs. | Interaction via surveys and focus groups. | Branches | The Net Promoter Score model provides a more personal, omnichannel-oriented and real- time listening. | Customer Contact Centre. | Customer Service. | Data Protection Officer (DPO). | Sustainability meetings to support companies in their climate transition. | Security and data protection. | Digital accessibility and inclusive experience, in compliance with Directive (EU) 2016/2102 and UNE- EN301549:2022. | Products and conditions (interest and fees and commissions). | Sustainable products and transition towards a sustainable economy. | Omnichannel and mobile banking services. | Customer Service Improvement Plan (MAC Project). | Respond rapidly via the Contact Centre or via email. | Segmentation to provide a more specialised advisory service. | Global Reputation Index. | Development and implementation of Directive (EU) 2016/2102. | Monitoring the performance of the NPS. | Engagement, on sustainability, to support companies in their climate transition. | Simplified processes for recruitment and management Described in further detail in the section “Customers”. Employees CaixaBank promotes an open two- way dialogue with its employees through active listening in order to obtain the employees' opinion and carry out actions that improve their wellbeing. | Engagement, Culture and Leadership Study. | Listening at key moments. | Internal whistleblower and enquiries channels. | “PeopleNow” corporate intranet | The role of Business Partner. | Regular meetings with workers' representatives. | Employee support service (PregúntaME) | Development and skills assessments. | Diversity and equality. | Work-life balance. | Career and training development plans. | Wage remuneration. | Benefits. | Health, safety and well-being. | Employee value proposition. | We Plan. | Diversity Promotion Plan Wengage. | Development by skills plan and training plan. | Health and Wellbeing Plan “We Are Healthy”. | Attractive benefits package, including flexible remuneration. | New ways of working: remote working. | Talent programmes. | PregúntaME (employee support service) Described in further detail in the "Own workforce" section. Shareholders and investors CaixaBank carries out active engagement with its shareholders and investors in order to provide them with accurate and appropriate information in time and in due form, so that they can make their decisions based on complete and reliable information. | Annual General Meeting. | Quarterly webcasts to explain earnings and results. | Shareholder and institutional investor services. | Corporate meetings with shareholders. | Roadshows, conferences, webinars and other meetings with institutional investors. | Shareholder Advisory Committee. | Regular opinion surveys. | Monthly newsletters. | Individual calls to shareholders and investors. | Performance and strength of the business and results. | Changes in the environment and the market. | Updating of the objectives of the 25–27 Strategic Plan. | Governance. | Sustainability strategy. | Climate and decarbonisation of the portfolio. | Innovation, technology, the application of AI and cybersecurity. | Transparent and efficient communication. | Reporting and disclosure of information in a transparent and regular manner. | Shareholder Advisory Committee. | Shareholder training (classroom training, training on wheels programme, etc.). Described in further detail in the section “Dialogue with shareholders and investors”.
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Reason for engagement Communication channels Key issues addressed in 2025 Actions carried out Section reference Suppliers CaixaBank works to build and improve its relationship with suppliers, whom it considers true partners. It maintains an active dialogue with them in order to encourage best practices and innovation in various areas, as well as extend their commitment towards sustainability to the suppliers. | Periodic meetings in the sessions for the defence of service provision. | Supplier mailbox. | Annual supplier survey. | Supplier Portal. | Communication in the corporate tool for negotiation and contract arrangement. | Enquiries and whistleblower channel. | Supplier audits. | Initiatives implemented to mitigate climate change. | Respect for Human Rights. | Working conditions of employees in the value chain. | Responsibility on matters of sustainability. | Action plans linked to audit findings. | Supplier development plans in ESG matters. | Training plans on ESG matters for suppliers. | Inclusion of ESG criteria in tender processes (ESG Index). | Controversies Committee. Described at further length in the “Supplier relationship management” section. Regulators CaixaBank maintains an ongoing dialogue with the various supervisors as part of the continuous process of supervisory review and assessment. Also with regulators with whom knowledge is shared in consultation processes. | Formal communications via surveys, templates and public consultations. | Participation in sectoral associations that share their opinions with the regulators. | Regulatory discussion and analysis in conferences and seminars (e.g. Eurofi). | Simplification agenda (regulatory and supervisory). | Tax on banking. | Digital Euro design. | Fraud: Revision of the PSR/PSD3 payments package. | Open Finance (FiDA). | Review of the securitisation framework. | Sustainability: CSRD and CSDDD. | Share the knowledge in different matters to improve the regulatory framework. | Actively participate in national and European public consultations and working groups, providing feedback on new regulations or regulatory changes. Described in further detail in the “Governance – Political lobbying” section. Supervisors CaixaBank maintains an ongoing dialogue with the various supervisors as part of the continuous Supervisory Review and Evaluation Process (SREP). | Active dialogue with supervisors through regular meetings and interactions. | Dialogue and coordination with the teams in the Supervisory Review and Evaluation Process (SREP). | Making financial institutions more resilient to potential macroeconomic and geopolitical impacts. | Acceleration in the remediation of deficiencies or the Supervisor's recommendations. | Communication with European and national resolution authorities to understand their expectations and work towards meeting them. | Working to address identified deficiencies or recommendations, with the aim of meeting the established remediation timelines. | Facilitating supervisory work through a high level of cooperation in the SREP process. . 2025 Consolidated Management Report 234
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Reason for engagement Communication channels Key issues addressed in 2025 Actions carried out Section reference ESG analysts CaixaBank regularly shares with analysts the information about the Group's ESG activity. The aim is to learn which aspects are most valued by analysts and ESG rating agencies in order to focus efforts on them. | Active dialogue with analysts sharing information relating to the ESG strategy. | Analysts mailbox. | Annual participation in assessments by sustainability analysts. | Active participation in working groups, webinars and workshops. | Systematic dialogue on publications and relevant information. | Sustainability Strategy and monitoring of the 2025–2027 Sustainability Plan. | Environmental and climate strategy and portfolio decarbonisation., as well as nature and human rights. | Corporate policy on sustainability/ESG risks. | Plan for reviewing the results obtained in the ESG analysts' performance assessments and taking action to improve dialogue and share relevant information with analysts, ESG rating agencies and other stakeholders . | Completing questionnaires and responding to requests for information relating to sustainability. Described in further detail in the section “Sustainable finance – ESG indices and ratings”. Communities and the third sector CaixaBank collaborates and maintains an open dialogue with the communities in which it operates, in particular with third-sector organisations and NGOs, in order to understand their perceptions of the most pressing issues and to use them as guidance on matters of greatest importance to society. | Active dialogue and engagement actions via meetings and work sessions. | Participation in UNEP FI working groups and think-tanks such as Spainsif. | Participation in thematic round tables organised by different NGOs. | Regular meetings with national foundations and other social entities. | Surveys and focus groups with the main social entities. | Branches. | Main social needs required fulfilling. | Financial products and services to meet the needs of vulnerable groups. | Financial knowledge of society. | Diversity and accessibility. | Economic growth of the territory. | Social action plan aimed at covering the more urgent needs. | Financial education plan. | Design of financial products and services for vulnerable groups. | Financing and promotion of entrepreneurship. | Alliances with foundations and NGOs. | NGO Radar, with analysis of reports, gathering of feedback and implementation of improvements. Described in further detail in the sections “Affected communities” and “Customers”. 2025 Consolidated Management Report 235
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Integration of the views of key stakeholders into the strategy The conclusions drawn from the stakeholder listening process are incorporated into the Group’s key processes, such as strategy definition, policy-setting, risk management and the establishment of targets. All these conclusions have been integrated into the Sustainability Plan, the main elements of which form part of the Group’s Strategic Plan (see section titled “Strategy”). In this context, the assessment of the Group’s current position is carried out at the initial stage of defining the Strategic Plan, and in particular the Sustainability Plan. This assessment takes into account, among other aspects, the views of stakeholders as a basis for preparing the SWOT analysis. This analysis is prepared by cross-functional working groups made up of representatives from various areas of the Group, who integrate and contribute the perspective of each stakeholder group. Likewise, during the preparation of the Sustainability Plan and the Group’s Strategic Plan, the double materiality assessment is used as an input and, as noted above, also incorporates the views of the different stakeholder groups. Lastly, it should be noted that the Strategic Plan is monitored on a regular basis in order to identify key progress, as well as any potential deviations and areas for improvement. In parallel, a constant review of the environment and its outlook (financial and economic situation, sectoral situation, regulation, customer trends, etc.) is carried out, which can lead to adjustments to the Group' strategy if any relevant changes take place. In addition, the relevant areas monitor stakeholder feedback and define specific initiatives or action plans where critical issues or areas for improvement are identified. In 2025, following engagement with the main stakeholder groups, it was confirmed that their perspectives and interests are aligned with the Group’s current business model. For this reason, no material changes have been introduced to the strategy or the business model. Nevertheless, CaixaBank reaffirms its commitment to maintaining active engagement with stakeholders and to remaining receptive to future adjustments that enable the business model to evolve in line with new developments in the operating environment. Supervision by the governing bodies Throughout the year, the governing and management Bodies receive information on stakeholder views in relation to material sustainability- related IROs. These conclusions are taken into account for integration into the strategy and the business model. The information is reported by the Group’s various divisions, which are responsible for regularly and appropriately communicating the progress of material sustainability-related IROs to the relevant governing bodies (see section titled“Sustainability governance”). 2025 Consolidated Management Report 236
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MATERIAL IMPACTS, RISKS AND OPPORTUNITIES, INCLUDING HOW THEY INFORM ITS STRATEGY AND BUSINESS MODEL Based on the double materiality study (see section "Materiality Assessment") CaixaBank has identified the material impacts, risks and opportunities ( IROs) throughout its value chain, including upstream and downstream, as well as its own operations. Of the 34 material IROs in 2025, 26 have been grouped into the following ESRS topics, accordingly determined as being material: | Climate change (E1). | Own workforce (S1). | Affected communities (S3). | Consumers and end-users (S4). | Business conduct (G1). The material IROs linked to climate change, affected communities and consumers and end users are mainly concentrated in the downstream stages of the value chain, while those related to Business Conduct and Internal Workforce originate from the Group's own operations phase. In addition to the topics covered by the ESRS, 8 material IROs have been identified and grouped into two topics specific to the Group (entity- specific): Sustainable Finance and Cybersecurity. These issues have been incorporated into the report because of their impact on management and value creation. The topic of Sustainable Finance, includes the management of ESG risks, which CaixaBank carries out jointly for all ESG risks, through the Corporate ESG/Sustainability Risk Management Policy, as well as the mobilisation of Sustainable Finance, which encompasses the main sustainable/ESG products made available by the Group. The material IROs linked to this topic focus on the downstream phases of the value chain, closely related to financing and investing activities in sustainable products. Meanwhile, the topic of Cybersecurity concentrates on the risks associated with the Group's exposure against cyber-attacks. In this regard, cybersecurity is key to the survival of the Group's business model by protecting the Group's customers and technological infrastructures. The material IROs linked to this topic can be traced to the Group's own operations phase. PERFORMANCE OF THE MATERIAL IROS IN 2025 AND 2024 2025 Consolidated Management Report 237 Main changes in the material IROs The main changes in relation to the material IROs in 2025 compared to 2024 are: A new material negative impact on the possible loss of trust amongst stakeholders due to how the complaints channel is managed. Reduction of a material risk due to the aggregation of risks in both climate change and sustainable financing by pooling finance and investment. Two new material opportunities: One opportunity relating to the accessibility of products and services especially linked to the senior and pre-senior population and another long-term material opportunity linked to the use of Artificial Intelligence (AI). 111 IROs identified 2025 Material impacts + Material risks + Material opportunities = 34 Material17 Positive 3 Negative 11 3 118 IROs identified 2024 Material impacts + Material risks + Material opportunities = 32 Material17 Positive 2 Negative 12 1
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Below is a summary table of all material impacts, risks and opportunities (IROs), including their impact on the CaixaBank Group's value chain: Topic IRO description Type Actual / Potential Upstream Proprietary transactions Downstream short term medium term long term Climate change Commitment to climate change adaptation at the group level through the development of policies, strategies, principles, actions and joint work with public entities and non-governmental organisations. Positive impact Current Exposure of the financed, investment and insured portfolio to acute and chronic physical risk events (storms, floods, heatwaves, etc.). Risk - Exposure to climate transition risks in the financed, investment and insured portfolios. Risk - Environmental impact derived from the group's financed carbon footprint. Negative impact Current Promotion of the operational carbon footprint's reduction thanks to the implementation of the action plans including areas for improvement and recommendations to reduce it. Positive impact Current Own workforce Active listening and clear, transparent and continuously improving communication with the own workforce and their representatives. Positive impact Potential Stability of employment of own staff due to fair working conditions, competitive and equitable salaries and the indefinite contracting model followed by the company. Positive impact Current Satisfaction of own staff with the development of their skills, the broadening of knowledge and the possibility of internal mobility. Positive impact Current Positive impact on society and the own workforce in terms of employability and people management. Positive impact Current Improving healthy habits among the own workforce, across physical, emotional, financial and social wellbeing, as well as within the working environment. Positive impact Current A diverse, accessible, respectful, and inclusive environment amongst employees. Positive impact Current Affected communities Improving the social well-being of affected groups by promoting social projects with a positive impact. Positive impact Current Value chain Time horizon 2025 Consolidated Management Report 238
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Topic IRO description Type Actual / Potential Upstream Proprietary transactions Downstream short term medium term long term Consumers and end users Improvement of customer well-being and satisfaction through a high-quality, broad and specialised service offering, delivery and advice tailored to their needs, for example, through the contribution of artificial intelligence and other disruptive technologies, among other actions. Positive impact Current Greenwashing/socialwashing or perception of greenwashing/socialwashing by customers about the products and services offered/provided. Risk - Improving financial and digital literacy through specific programmes for each group. Positive impact Current Improved accessibility of products and services through easier access for certain groups (such as senior and pre- senior customers). Opportunity - Threat of data loss or customers' perception of inadequate management of their financial and personal data. Negative impact Current Business conduct Promoting an ethical culture and acting with integrity towards customers, suppliers and other stakeholders. Positive impact Potential Loss of confidence on the part of stakeholders due to lack of transparency or incorrect management of the complaints channel. Negative impact Current Lack of adaptation, transparency or non-compliance with environmental, social and governance regulations. Risk - Lack of an adequate risk management framework aligned with the company's risk appetite including conflict of interest management. Risk - Operational efficiency and an enhanced business value proposition due to the implementation of artificial intelligence in internal processes. Opportunity - Non-compliance with the requirements set out in the AML/CFT regulations. Risk - Lack of transparency in relations with public institutions. Risk Increased compliance with ESG standard requirements in commercial relations with suppliers as a result of the conducted audits. Positive impact Current Contribution to the public coffers through the payment of taxes by the Group. Positive impact Current Value chain Time horizon 2025 Consolidated Management Report 239
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Upstream Proprietary transactions Downstream short term medium term long term Sustainable Finance Support for environmental projects through the offering and marketing of products and services for these purposes (for example, energy efficiency in housing units, sustainable agriculture, water reuse). Positive impact Current Contribution to societal well-being through the offering and marketing of products and services with a social impact (for example, education and training, homes, public health, sustainable food). Positive impact Current Promotion of climate change adaptation, environmental conservation and societal well-being through the issuance of sustainable bonds, both green and social. Positive impact Current Design and marketing of products and services whose funds are allocated to environmental and social projects. Opportunity - Financing of projects or relationships with customers that give rise to controversies or that breach the ESG Risk Management Policy once the project or relationship has commenced. Risk - Investment of the own portfolio in companies or financial instruments that give rise to controversies or that breach the ESG Risk Management Policy once the investment has already been made. Risk - Cybersecurity Exposure to cyber-attack due to non-implementation or improper implementation of appropriate system protection measures. Risk - Leakage of information in the event of a computer attack/cyberattack. Risk - Value chain Time horizon The IROs identified as material in the Double Materiality Assessment are closely linked to the strategy and business model of the Group. In this respect, a large part of the material IROs derive from the core activities of the business, such as financing and investment activities. With regard to the strategy, the Group has defined objectives and strategic lines that are directly related to the material IROs. As described in the section “Integration of the double materiality assessment into the Strategy”, the IROs associated with climate change, sustainable finance and affected communities are closely linked to the Group’s strategic approach to sustainability, which is reflected in the 2025–2027 Sustainability Plan and in the third strategic pillar of the 2025–2027 Strategic Plan, “Differentiated ESG positioning”. Furthermore, the Group's strategic actions related to the "Acceleration of growth" and "Transformation and business investment" strategic lines are directly connected to the IROs associated with Own Workforce, Consumers and End Users and Cybersecurity, all aimed at promoting diversity and well-being amongst employees, protecting customers and reinforcing the Group's commitment to the local community. As for Business Conduct, the IROs are transversally related to the 3 strategic lines set out in the Strategic Plan, as it focuses on aspects linked to quality control and operational procedures associated with the anti-money laundering and counter terrorist financing, the fight against corruption and bribery, as well as fiscal transparency, in addition to other aspects. 2025 Consolidated Management Report 240
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This alignment is complete, as during the process of preparing the Strategic Plan and the 2025-2027 Sustainability Plan , CaixaBank took stock of the material IROs identified in the double materiality studies performed in previous years. This integration made it possible to identify key issues that now constitute the main lines of action for this strategic period. Furthermore, the IROs constitute a central axis for strategic planning and guide continuous adaptations in its strategy and business model, which reinforcing the Group's resilience and ensuring its long-term sustainable growth. As a result, the IROs and their current and expected impacts are managed through the CaixaBank Group's strategy and business model. In this context, the risk management structure of the CaixaBank Group plays a key role, as it defines how risk and potential negative impacts are managed, mitigating them to an acceptable level. In terms of risk, inherent risks are minimised to a residual level that is considered acceptable. The financial effects arising from material risks and opportunities are integrated into existing business practices and these effects are taken into account when setting capital targets and tolerance limits to manage potential P&L impacts. The material IROs as well as the associated action plans related to the current and expected effects are implemented by the various divisions responsible for the Group and are supervised by CaixaBank's Governing Bodies (see section "Sustainability governance"). RESILIENCE OF THE STRATEGY AND THE BUSINESS MODEL IN RELATION TO THE IROS The resilience of the strategy and the business model is essential to ensure any company's long-term sustainability, especially in a dynamic environment with all kinds of emerging risks. In this context, CaixaBank has established a comprehensive approach to assess and reinforce the resilience of its strategy and business model. This approach focuses on the Group's capacity to identify, manage and mitigate the material impacts and risks, those which, although neither immediate nor evident, can significantly impact on its long- and medium-term performance. The Group 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. This type of analysis also allows internally understanding and analysing the nature and scope of the vulnerabilities to which the Group is exposed in the development of its Strategic Plan. The macroeconomic scenarios are defined by identifying both financial and non-financial variables, with the aim of obtaining global stress scenarios that impact on the Bank's systematic and idiosyncratic vulnerabilities. Scenario analysis is an essential part of various regulatory and internal exercises, and it helps define the strategy and analyse the Group's risk profile, solvency and liquidity, which include the following: | The internal capital adequacy and liquidity assessment processes (ICAAP – ILAAP). | Planning of budgets and of the Strategic Plan. | The Recovery plan. | Risk Assessment (see section "Risk Management"). Likewise, CaixaBank incorporates specific stress testing exercises for different types of risk in order to estimate expected and unexpected losses, determine the capital required to absorb adverse impacts, and assess the adequacy of provisions and the liquidity position under stressed conditions. The Group also participates in external, multi-year and thematic stress tests, such as the European Banking Authority stress test, the Fit for 55 climate scenario conducted in 2024, and the cyber stress test carried out in the same year. Looking ahead to 2026, the European Central Bank is expected to carry out a reverse stress test focused on geopolitical risk, assessing institutions’ ability to manage adverse scenarios arising from significant geopolitical tensions and their potential impact on financial resilience. These exercises make it possible to assess the robustness of the business model in the face of structural and emerging risks and strengthen the forward-looking perspective embedded in risk management and strategic decision-making. Overall, this framework enables the Group to carry out a comprehensive assessment of the resilience of its strategy and business model to material risks and opportunities, ensuring their progressive adaptation and the preservation of stability under different plausible stress scenarios. Moreover, operational resilience is of particular importance, as it is a critical element in ensuring the continuity and robustness of operations in an increasingly digital, interconnected and regulated environment. 2025 Consolidated Management Report 241
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In recent years, digital transformation has continued to deepen its impact on the way financial institutions operate. This process creates new opportunities, drives efficiency and enables innovative business models; however, it also increases exposure to technological risks, cyber threats and growing dependencies on critical third-party providers. These factors increase the likelihood of disruptions that may affect the services provided to customers and the Group’s operational stability. In this context, European regulation has strengthened its requirements on operational resilience. In particular, Regulation (EU) 2022/2554 on Digital Operational Resilience (DORA) , which became fully applicable in January 2025, has driven a structural change in the way technological risk, operational continuity, third-party risk and incident response capabilities are managed across the European Union. DORA underscores the need for management bodies to ensure effective oversight and assume direct responsibility for digital resilience, reaffirming the role of the Board of Directors of CaixaBank as the ultimate authority in this area. CaixaBank maintains a strong commitment to the implementation of a robust control framework aligned with international standards for ICT risk management. As a reflection of this commitment, the Board of Directors approved the Digital Operational Resilience Strategy (DORS) , which consolidates the vision of continuous adaptation, technological strength and recovery capacity in the face of disruptive events at CaixaBank. This strategic framework contributes not only to protecting the provision of services to customers, but also to strengthening the stability of the financial system as a whole. An essential component of this resilience is the Business Continuity Management System (BCMS), which ensures the continuity of critical processes in the event of disasters or major incidents. This system, which has a holistic approach, identifies potential threats, analyses their impact on operations and resources, and defines recovery strategies to ensure the uninterrupted delivery of essential services. During 2024 and throughout 2025, the Group continued to strengthen its operational resilience model in order to align it with the requirements arising from DORA and other related regulations. In addition to the evolution of the BCMS, significant improvements were implemented in the following areas: | ICT Risk Management Framework: the involvement of Senior Management has been strengthened, with ultimate responsibility assumed for the management of technological risk. Moreover, the Group’s essential functions were identified, and risk tolerance levels were established in line with the Bank’s risk appetite, risk capacity and risk profile. | ICT incident management: monitoring, response and reporting processes and capabilities have been further developed, ensuring full alignment with DORA requirements, particularly with regard to the classification, notification and resolution of incidents with significant impact. | Operational resilience testing programme: comprehensive exercises were carried out to verify the effectiveness of continuity strategies included in the Digital Operational Resilience Testing Programme (PPROD), as well as response and recovery capabilities in the event of incidents. | Management of ICT risk at third parties: new assessment and oversight tools were developed, strengthening control over critical providers and adapting methodologies to the guidelines of the European Banking Authority and to DORA’s specific requirements on concentration risk and contractual oversight. For CaixaBank, digital operational resilience is an essential strategic pillar for the Group’s day-to-day activities. Its continuous development enables the Group to anticipate, withstand and recover effectively from ICT incidents, minimising their impact on both customers and internal operations, and thereby helping to preserve trust, stability and the integrity of financial services. 2025 Consolidated Management Report 242
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MATERIALITY ASSESSMENT CaixaBank conducts an annual Double Materiality Assessment (hereinafter the “Assessment”) to identify the material IROs to the Group, which will serve as the basis for defining its sustainability strategy and reporting. The 2025 Study has been prepared on the basis of the European Sustainability Reporting Standards (ESRS) and the EFRAG IG1 Materiality Assessment Implementation Guide. This framework includes the principle of double materiality, according to which a sustainability issue is considered material when it is material from the perspective of its impact, a financial perspective or both: | Impact perspective , the actual or potential impacts, both positive and negative, that the Group generates through its activities on people or the environment are identified. | Financial perspective , sustainability issues that generate risks and opportunities, and that could influence the entity’s financial performance, are identified. _DUAL PERSPECTIVE IN THE MATERIALITY ASSESSMENT The study is carried out for the CaixaBank Group as a whole, including its own operations and the value chain, using the information and tools available and integrating the opinions of the Group's main stakeholders. As part of its preparation, the Group's main risk management exercises were taken as inputs and additional controls were established to ensure alignment with CaixaBank's main internal exercises. With regard to the internal controls applied when carrying out the double materiality assessment, it should be noted that it followed the standard review process to which non-financial information is subject, as described in the section “Risk management and internal control over non-financial information”. 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. 2025 Consolidated Management Report 243 Actual or potential, positive or negative impacts that the Bank has over people or the environment. Risks and opportunities, and that could influence the Bank’s financial performance Financial Materiality (from the outside in) Impact materiality (inside-out) Material risks and opportunities Positive and negative material impacts MATERIAL TOPICS
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PHASES IN THE PREPARATION OF THE DOUBLE MATERIALITY ASSESSMENT In line with current standards, the process of preparing the CaixaBank Group’s Double Materiality Assessment consists of the following phases: 01. 02. 03. 04. Context analysis Identification of impacts, risks and opportunities Assessment of impacts, risks and opportunities Doble materiality results PHASE 1. CONTEXT ANALYSIS With a view to identifying the main impacts, risks and opportunities ( IROs), the Group has performed a exercise to analyse and understand the internal context, mainly based on the Strategic Plan, the financial statements and other reports published to the market, the business model and an analysis of the external context based on the review of the national and international context and the main trends in the sector in which the Group operates, identifying sustainability trends. This initial analysis was carried out on the basis of different sources of information, internal and external: Internal sources External sources | Group's strategies and plans: Strategic Plan and Sustainability Plan of the CaixaBank Group. | Main internal policies, principles and standards on sustainability, including those related to employees, suppliers and corporate governance. | Key Sustainability Statements (Climate Change and Nature). | Inner codes. | Results of the strategic risk processes (risk assessment, Corporate Risk Catalogue and Risk Appetite Map (RAF)). | Reports, publications and corporate studies in sustainability. | Due diligence procedures in Human Rights. | Analysis of reputational risk of CaixaBank. | Sustainable finance identification guide. | Sustainability regulation such as the CSRD, its associated ESRS standards, the Green Taxonomy Regulation or the CNMV Annual Report. | List of material topics ESRS-1. | Main reporting frameworks on sustainability. | Requirements of supervisors. | Expectations of leading analysts and ESG indices (S&P, MSCI, FTSE, Sustainalytics, ISS). | Other sources (World Economic Forum, UNEP FI and the World Business Council for Sustainable Development (WBCSD)). | Reports on industry trends, sustainability and society. | Peer benchmarking. In this phase, a comprehensive review of the Group, its activities and main lines of business was carried out using various sources of information. This analysis, based on both internal and external documentation, has provided a comprehensive understanding of the context in which the Group operates, as well as its structure and dynamics. The process has facilitated an initial approach to potentially material issues from an integrated sustainability perspective. This approach helps to identify relevant risks and opportunities, aligning corporate strategy with environmental expectations and sustainable development principles. 2025 Consolidated Management Report 244
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PHASE 2. IDENTIFICATION OF IMPACTS, RISKS AND OPPORTUNITIES The identification of IROs has been performed based on the conclusions obtained from the context analysis and the 2024 Double Materiality Assessment. In addition, the Group has incorporated different tools in the impact identification process to identify sector-specific and geographical impacts, as well as the results of the human rights due diligence process. In the process of identifying risks and opportunities, the result of the Group's Risk Assessment has been included, providing a comprehensive perspective on risk assessment. This exercise has been complemented with the specialised knowledge of the different internal areas, supported by information from their management systems and validated through contrast meetings to guarantee the coherence and exhaustiveness of the final list. Each IRO has been linked to the corresponding part of the value chain it affects and its time horizon . An analysis of dependencies between impacts and risks has also been carried out, assessing how certain impacts can generate new risks or opportunities. As a result, a consolidated list of 111 IROs (118 IROs in 2024) has been generated, classified and grouped into themes, sub-themes and sub-sub- themes based on the criteria set out in ESRS-1 AR 16. PHASE 3. ASSESSMENT OF IMPACTS, RISKS AND OPPORTUNITIES Based on the IROs identified in the previous phase, CaixaBank has performed its assessment with a aim to determining the material impacts, via "impact materiality", and the material risks and opportunities , via "financial materiality." Each IRO has been analysed using specific tools according to its characteristics and the results have been homogenised and prioritised using a common scale incorporating the Group's strategic priorities. In the process of assessing impacts, risks and opportunities, the time horizons are those indicated in ESRS 1: | Short term: one year ahead. | Medium term: between one and five years. | Long term: beyond five years. Assessment of the impacts – Impact Materiality The impact assessment has been performed by distinguishing between actual and potential impacts and positive and negative impacts. For every impact, the severity has been assessed over a short, medium, and long- term timeframe. With regard to the negative impacts, this severity is assessed considering a scale, scope and irremediable nature, while in the positive impacts, it is assessed considering a scale and scope. For all potential impacts, the variable of likelihood of occurrence thereof is also introduced. Each of these variables is measured against a set of criteria established by the Group: 1. Scope: it defines the extent of the impact, that is, the number of people affected or the extent of the damage to the environment. A scale of 1 to 5 was established to define it, where: Limited (1), Concentrated (2), Medium (3), Extensive (4) and Global (5). 2. Scale: Measures the relevance (magnitude) of an impact on a scale of 1 to 5. 2025 Consolidated Management Report 245
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3. Likelihood: it defines the likelihood of the impact occurring in the event that it is potential. A scale of 1 to 5 was established to define it, where: Very low likelihood (1), Low likelihood (2), Average likelihood (3), High likelihood (4) and Extreme likelihood (5). 4. Remediability: it defines the degree of difficulty (economic and temporary) to return to the situation prior to the impact occurring if the impact is negative. A scale of 1 to 5 was established to define it, where: Easy (1), With effort (2), Difficult (3), Very difficult (4) and Irremediable (5). The final assessment of each of the impacts has been carried out through the quantification and weighting of these parameters. CaixaBank has also carried out a qualitative analysis of the different impacts in order to confirm the conclusions obtained in the quantitative assessment. This analysis has consisted of the following: | Justification of the quantitative parameters. The reasonableness of the quantitative values for scope, scale, likelihood and remediability of each impact has been reviewed. | Contrast and confirmation of the obtained conclusions with the area responsible for monitoring and managing the impact. The results of the quantitative assessment of each impact have been reviewed by the responsible area to confirm the results obtained. | Review and verification of the management tools and strategy. For each impact, the set of strategies, plans, policies, methodologies, reports and targets established for impact management, if any, have been analysed. Assessment of the risks and opportunities – Financial materiality Financial materiality involves assessing the effects that the identified risks and opportunities may have on the Group's financial position. The risks and opportunities have been assessed according to the likelihood of occurrence and the potential magnitude of the financial effects in the short, medium and long term: | Magnitude: Relevance of the financial effect that such risk/ opportunity could have on the Group's financial statements. | Likelihood: How likely it is that this risk/opportunity will occur. The risk assessment is based on the conclusions of the Group's Risk Assessment, which encompasses the different risk events affecting the Group's traditional risks over the various time horizons as set out in the Risk Catalogue, as well as the sustainability risk materiality assessment (ESG) which focuses on a qualitative assessment of the main impacts that ESG factors may have on traditional risks (see section "ESG risk management" ). The findings from these assessments, together with the quantitative assessment using internal data, where available and a qualitative assessment worked out with the relevant area, have been used to estimate the magnitude of the impact and its likelihood. The assessment of opportunities is based on internal business forecasts and complemented by sector context analysis and market research. The result of the evaluations is an economic result in euros for each risk and opportunity which is translated on a scale of 1 to 5. 2025 Consolidated Management Report 246
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View of the Stakeholders Finally, the evaluation exercise of the IROs is complemented by a stakeholder perspective . Their input is key to understanding their views on sustainability issues and has been used to complement the Group's quantitative assessment exercise. Stakeholders have been consulted using a combination of different types of interaction, adapted to each stakeholder: GROUP STAKEHOLDER CONSULTATION Various types of consultations have been carried out with relevant stakeholders. 10 stakeholder groups | Employees | Private and corporate customers | Shareholders, investors and analysts | Suppliers | Regulatory bodies and institutions | Media | Voluntary sector (NGOs) | Leading organisations in sustainability | Universities | Society Surveys Focus Groups Interviews 2,409 | 4 sessions with random representative selection of employees from the branch network and from central services and Group companies. | Duration sessions: 90 minutes. | Samples with diversity in: | Geography | Age | Gender | Roles | Functional | Branch classifications 28 Surveys conducted1 Interviews conducted | 245 Employees | 1.182 Customers | 735 Shareholders | 147 Suppliers | 100 Society and media | Duration of 30-45 minutes | Stakeholders interviewed: | Employees (union representatives) | Customers | Analysts and investors | Media | Tertiary sector | 1 Responses received The main conclusions obtained from the stakeholders are the following: | The results of the surveys reflect the need to prioritise three topics: consumers and end-users, work workforce and cybersecurity. | In this regard, retail customers prioritise social concerns (privacy and security of their personal data) and governance matters (transparency and honesty). | Employees have balanced priorities in relation to social and governance aspects. | Lastly, the third sector priorities environmental concerns and sustainable financing. 2025 Consolidated Management Report 247
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PHASE 4. RESULTS OF THE DOUBLE MATERIALITY STUDY Following the evaluation of the IROs, a process of analysis and standardisation of the results obtained for each IRO has been carried out, with the aim of homogenising all the results and placing them in a quantitative value on a scale of 1 to 5. Subsequently, a materiality threshold has been set, common to both impact materiality and financial materiality, with a view to determining which of the IROs assessed should be considered material for the Group. This threshold has been set at the value of 3. This means that all IROs exceeding a value of 3 are considered material. As a result of this analysis, 34 IROs have been identified, which are grouped in 7 main topics and 18 material subtopics for the CaixaBank Group. Below is a summary of the results of the Double Materiality Assessment corresponding to the broad topics of the ESRS: ESRS topics that are not material from any perspective have been defined as a result of the doble materiality assessment analysis, whether due to having a lower impact on the environment or to the limited impact of the environment on CaixaBank's activity. Of the ESRS topics, those identified as non-material in the 2025 Double Materiality Study were: | E2 – Pollution | E3 – Water and marine resources | E4 – Biodiversity and ecosystems | E5 – Circular economy | S2 – Workers in the value chain In this regard, in relation to the non-material environmental issues, it should be noted that, due to the nature of CaixaBank's activity, no direct impacts have been identified in any of them. However, aware of the growing concern of stakeholders about management of nature risks, CaixaBank has continued to enhance its analysis of the identification of impacts, dependencies and risks associated with the activities financed and the development of exploratory heatmaps that relate nature risks with financial risks in sectors considered to be priorities. The following phases have been carried out within this framework: 01 Determination of impacts and dependencies of the corporate portfolio. The dependencies and impacts of CaixaBank's corporate portfolio have been determined using the Global Biodiversity Score (GBS) tool, which in turn incorporates ENCORE and the GLOBIO and EXIOBASE databases. The sectors on which to enhance nature-related risk analysis (energy, agriculture and livestock, hotel, manufacturing and real estate, among others) have been prioritised based on a severity matrix of impacts and dependencies, and taking into account credit exposure. 2025 Consolidated Management Report 248 Non-material topics High Very high Financial Materiality Impact Materiality High Very high Circular economy Workers in the value chain Affected groups Climate change Cybersecurity and Information Security Biodiversity and ecosystems Pollution Water and marine resources Own workforce Sustainable finance Business conduct Consumers and end users Environme ntal Social Governance Entity-specific
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02 Determination of physical risks and transition risks arising from environmental factors. Once the impacts and dependencies of the prioritised sectors had been identified, the WWF Risk Filter Suite tool was used to determine the physical risks (estimated mainly on the basis of dependencies) and transition risks (determined with a focus on the reputational and regulatory risk of clients due to their impacts on nature) for these sectors. 03 Preparation of Financial risk heatmaps. The following risk heatmaps were obtained based on the outputs of the previous phases: | Sector heatmaps of inherent credit risk, linked to the activities financed (taking into account the location where the activity takes place). | Heatmap of the inherent credit risk at portfolio level, which allows for the determination of the materiality of the nature risk in the short term, as well as its projection in the medium and long term under reference scenarios. Aas no nature scenarios are available, the projections have been made based on the NGFS - Net Zero 2050 s c e n a r i o a n d E C B c l i m a t e - n a t u r e s c e n a r i o / N a t u r e F i n a n c e . The work performed in 2025 represents a significant step forward in incorporating the cross-cutting factor of nature risk into the rest of the risks in the catalogue based on their materiality while responding to the EBA's "Guidelines on the management of environmental, social and governance risks". Based on the current state of methodologies for the identification and measurement of nature-related risk, the management of this risk still has significant limitations at the present time and is expected to continue to progress in the coming years. However, as indicated in the Statement on Nature and in its roadmap, CaixaBank is continuing to make progress in these areas in order to achieve efficient management of this risk. On the other hand, the topic Value chain workers has also been determined as non-material due to the following findings. | This topic is not a priority for CaixaBank's strategic management at the moment, nor for the key stakeholders consulted. | This topic is not considered material due to the nature of the CaixaBank Group's activity, where the upstream value chain is not as material as in other sectors. Integration of the Double Materiality Assessment into the Strategy The Group's strategy is present both at the preparation of the Group's Doble Materiality Study and as a source of the topics, and it also gathers the results of this analysis to ensure the strategy reflects the sensitivities and concerns of stakeholders, and the trends in the environment in which the Group is operating. The results of the Double Materiality Study (see section "Materiality Assessment") are fully aligned with the definition of the Group's strategy, and are consistent with the various internal risk assessment and management exercises, in particular those relating to climate, non-financial and reputational risks. This alignment is ensured by including the Strategic Plan and the Sustainability Plan as key inputs in the process of preparing the Study, as well as by incorporating the process of determining, assessing and managing IROs in CaixaBank's global management framework. It should also be noted that the results of the materiality study not only reflect current strategic priorities, but are also considered in the future definition of the Group's strategy. This ensures that strategic decisions are in line with stakeholder expectations and opinions, reinforcing the commitment to responsible and sustainable management. 2025 Consolidated Management Report 249
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The following table shows the relationship of the material topics with the pillars of the 2025– 2027 Strategic Plan. Strategy 2025–2027 Strategic Plan 1st Acceleration of growth 2nd Transformation and investment in the business 3rd Differential positioning in ESG Material topics Consumers and end-users Consumers and end-users Climate change Business conduct Own workforce Affected communities Cybersecurity Sustainable finance Business conduct Business conduct 2025 Doble Materiality Study An issue is material when considered so from an impact perspective, a financial perspective or both. The material topics identified through the double materiality assessment are closely linked to each of the three strategic lines defined in the Group's Strategic Plan. These strategic lines constitute the central axis for the creation of sustainable value and are fundamental for meeting the expectations and needs of some of the main stakeholders, such as customers, employees, shareholders or society in general (for further information see section "Corporate Strategy and Environment"). 2025 Consolidated Management Report 250
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A Environment CLIMATE CHANGE Climate change is one of today's major global challenges and requires a determined and coordinated response. In this context, CaixaBank considers it a priority to actively contribute to the transition towards a carbon neutral economy, in line with the objectives of the Paris Agreement and the United Nations Sustainable Development Goals. Addressing this challenge requires the joint involvement of the public sector, the private sector and society as a whole, through the design and implementation of long-term climate strategies. Financial institutions play a key role in this process, both through the management of their own operations and, especially, through their influence on customers, suppliers and other relevant stakeholders in their value chain. CaixaBank assumes its responsibility to mitigate climate change from a threefold perspective. As a financial group with purpose and social commitment; and also, through the proper management of risks associated with the transition to a low-emission economy; and finally, by supporting its customers with advice and financing solutions that facilitate this transition, which in turn represents a strategic opportunity. As a result, CaixaBank has included climate as one of the two major ambitions of its sustainability strategy. DESCRIPTION OF THE PROCESSES TO IDENTIFY AND ASSESS MATERIAL IMPACTS, RISKS AND OPPORTUNITIES RELATED TO CLIMATE CHANGE This materiality is also reflected in the results of the double materiality assessment, where climate change has been determined to be material, as material IROs have been identified.. For the identification of the IROs the methodology described in the section “Materiality Assessment” has been applied. This methodology has taken into account a number of factors, which are described below. IDENTIFICATION AND ASSESSMENT OF CLIMATE CHANGE IMPACTS To determine the material impacts associated with climate change, a methodology based on severity and probability has been followed, taking the contextual analysis into account. In this sense, according to the context analysis, in the banking sector, the main negative impact associated with climate change derives from its financing and investment activity, insofar as this may be directed towards economic sectors that are intensive in CO2 emissions. For this reason, CaixaBank has focused its analysis on identifying the sectors with the highest CO2 intensity, as well as their materiality within the credit and investment portfolio. However, CaixaBank has also identified positive impacts linked to its commitment to the fight against climate change, which are materialised in the development and implementation of climate policies, principles and strategies, as well as in the adoption of actions aimed at reducing its operational carbon footprint, improving energy efficiency and promoting responsible practices in its own operations. 2025 Consolidated Management Report 251
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IDENTIFICATION AND ASSESSMENT OF CLIMATE CHANGE RISKS AND OPPORTUNITIES The identification and assessment of climate risks is carried out within the framework of the Sustainability Risk Materiality Assessment (ESG) (see section "ESG Risk Materiality Assessment" ), which was used as an input in the Double Materiality Assessment. The assessment of the materiality of sustainability risks (ESG) focuses on the qualitative assessment of the main impacts that ESG factors may have on the risks in CaixaBank's Corporate Risk Catalogue. The results of this assessment form part of the Group’s Risk Assessment process (see section “Risk management”). Finally, for the identification and assessment of opportunities, the Group’s Strategic Plan has been taken into account, in particular the opportunity analyses included in the Group’s SWOT, the contextual analysis, and the opinions of the stakeholder groups. As a result of this analysis, the following IROs have been identified as material in the double materiality assessment (see section “Materiality Assessment”): | Commitment to climate change adaptation at Group level through the development of policies, strategies, principles, actions and joint work with public entities and non-governmental organisations. | Exposure of the financed, investment and insured portfolio to acute and chronic physical risk events (storms, floods, heatwaves, etc.). | Exposure to climate transition risks in the financed, investment and insured portfolios. | Environmental impact derived from the Group's financed carbon footprint. | Promotion of the operational carbon footprint's reduction thanks to the implementation of the action plans including areas for improvement and recommendations to reduce it. 2025 Consolidated Management Report 252
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CLIMATE STRATEGY AND TRANSITION PLAN The CaixaBank Group's climate strategy and its Transition Plan ensure the compatibility of its business model with the transition to a carbon neutral economy, integrating ESG risks into business management and risk appetite. This approach is based on CaixaBank's risk management practices, reflecting the Group's desire to be at the forefront of the transition, leading sustainable financing in Europe and consolidating its position as an international benchmark in sustainability. In this context, the risks associated with transition become increasingly relevant for prudent business management. Changes in regulatory frameworks, the development of new technologies, the reorientation of investment flows, or shifts in consumption decisions can affect the solvency, profitability, and future viability of certain sectors and economic activities. For CaixaBank, proper management of these risks is a key element in preserving the resilience and sustainability of its business model in the long term. With this perspective, the Board of Directors approved the CaixaBank Group Prudential Transition Plan in December 2025, which will be reviewed annually to incorporate strategic developments of CaixaBank and the environment in which it operates. This Plan covers all the Group's banks. In the case of the Group's insurance companies and in particular VidaCaixa, they have their own climate strategy, which promotes the decarbonisation of their own operations and especially of their investment portfolio, through the management of climate risks, the setting of interim decarbonisation objectives, driving forward with the Group’s main decarbonization levers, integrating climate metrics in management, and carrying out engagement actions with the companies in the portfolio. In this sense, VidaCaixa is committed to continuing to develop its climate strategy on the basis of methodological and legislative advances. Therefore, it monitors regulatory requirements regarding the definition of a Transition Plan to align with this practice when required. The Prudential Transition Plan constitutes a central tool for managing climate risks, enabling better management of these risks and ensuring compliance with regulatory and supervisory requirements, in particular those set out in the European Banking Authority (EBA) Guide on the management of environmental, social and governance (ESG) risks. The Plan is established as a strategic document of the Group, which sets out in a structured manner how CaixaBank identifies, assesses, manages and monitors material risks arising from ESG factors, integrating them transversally into its overall risk management framework, ensuring consistency between the Group’s ESG strategy and objectives, its business model, corporate strategy, and risk appetite, in the short, medium and long term. It also promotes the effective integration of ESG risks into financial planning and capital management, thus ensuring that these factors are structurally considered in decision-making. The Prudential Transition Plan integrates the climate objectives established by CaixaBank in its climate strategy . To this, at a climate level, CaixaBank is committed to achieving carbon neutrality by 2050. 2025 Consolidated Management Report 253
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CLIMATE STRATEGY 2025–2027 Strategic Plan 3rd line - Differential positioning in ESG Sustainability Plan 2025–2027 Ambition 01 Advancing towards a more sustainable economy 02 Supporting the economic and social development of all people Moving towards a more sustainable economy, investing in solutions for the transition and driving the decarbonisation of the social and business fabric. Targets Achieve emission neutrality by 2050. Intermediate short- and medium- term targets have been set to achieve this: Mobilisation of >€100,000 M in sustainable finance 2030 decarbonisation targets for 10 sectors 17 % of income from sustainable finance Engagement with 90 % of carbon- intensive companies Levers Sustainable products and services Engagement with customers Offer customers a wide range of sustainable products and services in partnership with third parties Accompany customers in the transition through advice and financing Active risk management Environmental Management Plan With the Transition Plan and the definition of annual sector decarbonisation targets for management purposes Minimising and offsetting operational carbon footprints Enabling Sustainability governance with clear responsibilities Robust risk management framework Dialogue, climate partnerships and alliances Corporate culture based on the values of Quality, Trust and Social Commitment Expert employees with training in sustainability Reliable data model Remuneration model with incentives linked to sustainability 2025 Consolidated Management Report 254 PS 25 – 27
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To make progress towards the goal of achieving emissions neutrality by 2050, the Group has defined intermediate objectives and medium-term milestones, which materialise in sectoral decarbonisation targets by 2030. In addition, the Group has defined short-term targets aimed at engagement with customers, mobilisation of sustainable financing, sustainable income and decarbonisation with annual net zero targets aligned with the 2030 target. The short-term objectives are set out in the Sustainability Plan 2025-2027, which forms part of the third strategic line of the 2025-2027 Strategic Plan. The implementation of the strategy in the short term , defined in the Sustainability Plan 2025-2027 (see section "Sustainability strategy and business model" ) rests mainly on two lines of action in pursuit of the Group's ambition: moving towards a more sustainable economy, leading to a long-term goal of net zero emissions by 2050. Each action line has its own objectives, actions and levers of achievement, which are detailed below. 1. Investing in solutions for transition, now and in the future. This line focuses on mobilising financing and developing specialised financial solutions related to renewable energies, clean mobility, efficient buildings, industrial decarbonisation and sustainable intermediation to support companies in the adoption of sustainable technologies and operating models, thus contributing to a fair and orderly transition. See section "Sustainable Finance - Sustainable Business". OBJECTIVES Mobilise €100,000 M in sustainable financing Achieve 17 % of financial income generated by sustainable financing 2. Driving the decarbonisation in society and business. In order to drive the transition to a low-carbon economy, CaixaBank is committed to progressively aligning its loan portfolio with a goal of net zero emissions by 2050. In doing so, the Group seeks to promote an orderly transition in the business sphere by encouraging the adoption of more efficient technologies. Furthermore, in addition to its financial commitment, CaixaBank aims to support companies by offering specialised advice and tools to facilitate decision-making in the area of decarbonisation. OBJECTIVES Engagement with 90 % of emission-intensive companies Meet net-zero annual targets aligned with decarbonisation pathways to 2030 2025 Consolidated Management Report 255
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ACTIVE CLIMATE RISK MANAGEMENT Climate risks, considered within environmental risks, are the risks associated with climate change that may potentially affect society, natural ecosystems and economic sectors. Conceptually they are classified as: | Physical risks are risks linked to climate events, which can be chronic or acute and may cause physical damage to assets (infrastructure, buildings, etc.), disruptions in production or supply chains, and/or changes in the productivity of economic activities (agriculture, energy production, etc.). | Chronic: changes in climate patterns, average temperatures, rainfall, sea level rise, etc. | Severe: Increased extreme events and increased intensity and severity of tornadoes, hurricanes, flooding, etc. | The transition risks are risks associated with the process of transitioning to a low-carbon economy. | Policy and legal: changes in regulations and standards. | Technological: Energy efficient alternatives, obsolescence, etc. | Market: changes in consumer preferences and market participants. The impact of these risks will depend on the likelihood and intensity of the events and the ability of companies to respond to or anticipate them. ESG RISK MANAGEMENT FRAMEWORK Climate risk management is a key lever to implement the Group's climate strategy, based on managing risks appropriately, helping the transition to a low-carbon economy and meeting the goal of achieving net zero carbon emissions by 2050. CaixaBank has an ESG risk management framework, which allows the evaluation and management of the potential impacts of climate risks through the following steps: Materiality assessment Identification and Classification Measurement Management and Monitoring Reporting and Disclosure 2025 Consolidated Management Report 256
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01. ESG risk materiality assessment The basis for appropriate ESG risk management and risk calibration in strategic processes depends on the assessment of materiality. The assessment of the materiality of sustainability risks (ESG) focuses on the qualitative assessment of the main impacts that ESG factors may have on the risks in CaixaBank's Corporate Risk Catalogue. The results of this assessment form part of the Group’s Risk Assessment process. The materiality assessment of the ESG risks is the basis for the determination of financial materiality ( outside-in) of the Double Materiality Assessment (see section “Materiality Assessment”). Assessment of the materiality of ESG risks is based on the following theoretical table, which describes the various physical and transitional risks and their possible translation into the risks in the Corporate Catalogue. 2025 Consolidated Management Report 257
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Transition risk Physical risk Business profitability risk Changes in (i) policies, legislation and regulation aimed at decarbonising the economy (for example, capital regulation or provisioning requirements for certain types of assets); (ii) market sentiment (loss of market share to the benefit of environmentally sustainable financial products); and (iii) reputational factors (association with the financing of certain sectors or industries, or misalignment with market standards) affect the business environment and the resilience of the long-term strategy. CaixaBank operates under a universal banking model, offering a broad range of financial services and products. Accordingly, the impact of transition costs may differ across business areas. Impacts from extreme or chronic physical events may affect the value of owned or financed physical assets. Furthermore, a region’s GDP may be affected by natural disasters. Reputational risk Reputational risk is mainly linked to the perception of stakeholders regarding the Bank’s non-significant contribution to the decarbonisation of the economy or financing of sectors or companies with material ESG controversies. Reputational risk is mainly linked to situations where stakeholders hold a dim view of the efforts made to monitor extreme weather events or mitigate their impacts. Credit risk Transition risks may affect the probability of default (PD) and/or the value of collateral. | PD: the most carbon-intensive sectors and/or those affected by energy transition policies will be less profitable and/or will face higher investment needs due to technological obsolescence, carbon prices or taxes, and/or changes in market or consumer preferences. Companies that fail to adapt to the new environment will see their medium- to long-term viability compromised and may generate stranded assets that cannot be exploited or consumed, thus affecting their profitability. | Value of collateral: depreciation of collateral as a result of being stranded and/or directly or indirectly affected by the transition, reducing the recovery rate in the event of default. Transition risks may affect the probability of default (PD) and/or the value of collateral. | PD: the most carbon-intensive sectors and/or those affected by energy transition policies will be less profitable and/or will face higher investment needs due to technological obsolescence, carbon prices or taxes, and/or changes in market or consumer preferences. Companies that fail to adapt to the new environment will see their medium- to long-term viability compromised and may generate stranded assets that cannot be exploited or consumed, thus affecting their profitability. | Value of collateral: depreciation of collateral as a result of being stranded and/or directly or indirectly affected by the transition, reducing the recovery rate in the event of default. Compliance and conduct risk Climate transition risk arises from the legal and compliance risk associated with carbon- intensive investments and business activities, as well as from the definition and marketing of sustainable products. It may therefore affect conduct and compliance risk through breaches of disclosure obligations, or of expected standards of conduct or ethical and good practice, related to transition risks, which could in turn give rise to legal proceedings and fines. The materialisation of physical risks may exacerbate errors in the disclosure of climate change-related information. Legal and regulatory risk Transition risk affects the legal and regulatory risk associated with investments and activities with a high carbon footprint, as well as the definition and marketing of products considered sustainable. The transition may give rise to negative impacts resulting from changes to existing legislation or from new regulation aimed at mitigating climate change. Physical risk may give rise to negative impacts on the Bank’s profitability resulting from inadequate management of judicial or administrative requirements, or from claims received arising from physical risks. Other operational risks Climate transition risk could affect other operational risks, giving rise to losses due to a lack of operational continuity driven by regulatory changes or shifts in consumer demand in efforts to mitigate climate change. Physical climate risk could affect other operational risks, giving rise to losses resulting from disruptive climate events that jeopardise the delivery or timely recovery of critical processes supporting the business, or that damage the entity’s tangible assets. 2025 Consolidated Management Report 258
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Due to the special characteristics of climate risks, the climate risk assessment must be based on various climate change scenarios and consider different time horizons. The Network for Greening the Financial System (NGFS) has defined 7 climate scenarios, grouped into 4 broad categories: Orderly Transition, Messy Transition, Hot House World and Too Little Too Late. These scenarios provide a common starting point for the analysis of climate risks in the financial system and the economy and, in line with supervisory expectations. These are the scenarios selected and used by CaixaBank1: _CLIMATE SCENARIOS ACCORDING TO THE NGFS Transition risks Disorderly Transition Too Little, too late Orderly Transition Hot House World Physical risks CaixaBank's current baseline scenario Orderly transition: These scenarios imply early implementation of climate policies with increasing depth and scope. Both the physical and the transition risks are relatively moderate. Disorderly transition: A disorderly transition scenario implies a significant increase in transition risks due to delays in climate policies or divergences between countries and sectors. For example, implicit carbon prices tend to be higher for a given temperature level. Hot House World (high level of global warming): This implies the application of very limited climate policies and only in some countries, areas or sectors, so that global efforts are insufficient to avoid global warming with significant incremental physical climate effects. In this scenario, the risk of transition is limited, but the physical risk is very high and with irreversible impacts. In recent years, CaixaBank has adopted the Orderly Transition2 scenario Of the four scenarios identified, this is considered the most consistent with the Group's commitments and the most likely within the EU regulatory and policy framework. During 2025, CaixaBank carried out a specific exercise to assess the suitability of maintaining the Orderly Transition scenario as the central scenario for risk management. The analysis has concluded that this scenario remains the most appropriate. Nevertheless, the Bank will continue to assess its validity and appropriateness in future periods. Under the orderly transition scenario , the main climate risk impacts are concentrated in the credit portfolios of legal entities, as shown in the Climate Risk Analysis Matrix – Orderly Transition Scenario. 1 In its latest scenario update, the NGFS added an additional scenario (Too Little Too Late) that assumes a late and uncoordinated response to climate change among major economies that fails to limit climate change while incurring high transition costs. In 2025, CaixaBank did not incorporate this scenario into its analysis, although its assumptions on physical and transition risks are respectively reflected in the Hot House World and Disorderly Transition scenarios. 2 In terms of physical effects, this scenario is equivalent to the SSP1-2.6 scenario proposed by the Intergovernmental Panel on Climate Change (IPCC). IPCC low emissions scenario as defined in IPCC_AR6_WG1_SPM_Spanish.pdf: https://www.ipcc.ch/report/ar6/wg1/downloads/report/ IPCC_AR6_WG1_SPM_Spanish.pdf 2025 Consolidated Management Report 259 Low Demand Delayed Transition Fragmented World Below 2ºC Net Zero 2050 NDCs Current Policies
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In this regard, it is concluded that climate risks are a cross-cutting factor for Credit, Operational 1, Business profitability and reputational risks. For the remaining risks in the Catalogue, the impact is not considered material within the corresponding level 1 risk. The result of the climate risk assessment is set out below: Credit risk: This is the financial risk that may be most impacted by climatic factors, mainly transition factors, in the short, medium and long term: | Transition risk: the macro-sectors with the greatest potential to be impacted in the medium and long term are the agriculture, electricity, oil and gas, transport, materials, and mining and metallurgy sectors. Among the sectors with the highest risk, CaixaBank has identified the electricity coal and oil and gas sectors as the priority sectors in terms of transition risk. Of the sectors with an average impact, real estate stands out for its high exposure in the Bank. In the short term, the impact of the transition risk is considered minor. This top-down sector view is complemented by a bottom-up approach, based on: | The segments of activity within each macro-sector (value chain). | The time frames of financing operations. | The characteristics and positions of the main customers, the impact of which can be very heterogeneous, such as depending on how they incorporate these risks in their strategic vision. More individualised analyses are applied in the risk acceptance processes to take these aspects into account. Likewise, for the mortgage portfolio, the energy efficiency certificate is included in the process of formalising operations. | Physical risk: According to projections from the Intergovernmental Panel on Climate Change (IPCC), Spain is among the regions in Europe potentially most affected by physical risks arising from climate change. However, according to the Group's analysis, the impact on CaixaBank's portfolio is expected to be moderate: | In the mortgage portfolio , based on the geographical location of the assets, the impact is not considered material in the short and medium term. | This assessment is complemented by a more granular analysis for the potentially most affected areas as well as for the portfolio of legal entities (location of infrastructure and sector-specific characteristics such as energy/services, agriculture, oil and gas or mining). Market risk: CaixaBank's market risk profile is low. The main objective of the trading book is to manage the market risk of customer transactions, mainly derivatives on market underlyings. The bond and stock portfolio is very small and has a high turnover. Given the immaterial amount, the Group considers that the impact of ESG risks on market risk is low. The risk is also mitigated by the inclusion of the fixed-income and equity portfolio in the Sustainability Risk Policy. Operational risk: The risk of damage affecting continuity of service is considered low. Transition climate risk arising from legal and regulatory exposure linked to carbon-intensive investments and businesses, or to the definition and marketing of sustainable products, may be greater over the medium and long term due to heightened market expectations and sensitivity. In management terms, progress has been made in identifying and measuring the impact through the creation of an operational-loss database that records losses linked to physical climate events that may have caused damage to the Group’s own tangible assets, those linked to transition climate risk, and a cross-cutting tag to capture other climate-risk cases affecting other risk types. Extreme operational-risk scenarios have also been developed in connection with physical risks (assessing the potential damage that certain weather events could cause to tangible assets) and transition risks (potential penalties for failing to comply with sustainability-disclosure requirements), with both yielding a limited impact. 1 Includes several Level 1 risks: conduct and compliance, legal and regulatory, and other operational risks. 2025 Consolidated Management Report 260
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Reputational risk: The impact of climate risk on reputational risk is medium-low and is linked to the perception of stakeholders that CaixaBank does not make a significant contribution to the decarbonisation of the economy or the financing of sectors or companies with relevant controversies, with the particularity that isolated events may have a certain impact. The risk is managed proactively through the reputational-risk assessment system for climate and environmental risks, embedded in the existing client-onboarding and financing-approval processes, as well as through the processes for assessing and managing controversies. Liquidity risk: The impact on short-term liquidity risk is not considered material, as it is considered in the habitual mechanisms for managing short-term liquidity risk. In the medium/long term it may have some additional impact on the Bank's liabilities (if companies or households are impacted by weather risks that may affect their cash flow generation and result in a decrease of deposits in financial institutions), but it is not currently considered material. Business profitability risk: CaixaBank's business environment and profitability may be affected mainly by transition risk. The risk is actively managed through the strategic positioning set out in the 2025–2027 Sustainability Plan and the pursuit of business opportunities linked to the transition, among other measures. The following presents the results of the materiality assessment of physical and transition risks under the Orderly Transition scenario, considered as the central scenario. The analysis has concluded that climate risks, while they may have an effect on other risks included in the Corporate Catalogue, have a material impact only on credit risk. CLIMATE RISK ANALYSIS MATRIX – ORDERLY TRANSITION SCENARIO Transition risks Physical risks ST MT LT ST MT LT Transversal risks Business return ■ ■ ■ ■ ■ ■ Own funds and capital adequacy ■ ■ ■ ■ ■ ■ Model ■ ■ ■ ■ ■ ■ Reputational ■ ■ ■ ■ ■ ■ Financial risks Credit CIB segment ■ ■ ■ ■ ■ ■ Business segment ■ ■ ■ ■ ■ ■ Mortgage segment ■ ■ ■ ■ ■ ■ Consumer segment ■ ■ ■ ■ ■ ■ Actuarial — — — — — — Rate risk in the banking book ■ ■ ■ ■ ■ ■ Liquidity and funding ■ ■ ■ ■ ■ ■ Market ■ ■ ■ ■ ■ ■ Operational risk Conduct and Compliance ■ ■ ■ ■ ■ ■ Legal and regulatory ■ ■ ■ ■ ■ ■ Technology ■ ■ ■ ■ ■ ■ Other operational risks ■ ■ ■ ■ ■ ■ ST. Short term (up to 4 years) MT. Medium term (4 to 10 years) LT. Long term (over 10 years) — Not applicable | ■ Low risk | ■ Low-medium risk | ■Medium risk | ■ M e d i u m - h i g h r i s k | ■ H i g h r i s k 2025 Consolidated Management Report 261
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The results of the risk analysis in the disorderly transition and Hot House World scenarios are shown below. CLIMATE RISK ANALYSIS MATRIX – DISORDERED TRANSITION SCENARIO Transition risks Physical risks ST MT LT ST MT LT Transversal risks Business return ■ ■ ■ ■ ■ ■ Own funds and capital adequacy ■ ■ ■ ■ ■ ■ Model ■ ■ ■ ■ ■ ■ Reputational ■ ■ ■ ■ ■ ■ Financial risks Credit CIB segment ■ ■ ■ ■ ■ ■ Business segment ■ ■ ■ ■ ■ ■ Mortgage segment ■ ■ ■ ■ ■ ■ Consumer segment ■ ■ ■ ■ ■ ■ Actuarial — — — — — — Rate risk in the banking book ■ ■ ■ ■ ■ ■ Liquidity and funding ■ ■ ■ ■ ■ ■ Market ■ ■ ■ ■ ■ ■ Operational risk Conduct and Compliance ■ ■ ■ ■ ■ ■ Legal and regulatory ■ ■ ■ ■ ■ ■ Technology ■ ■ ■ ■ ■ ■ Other operational risks ■ ■ ■ ■ ■ ■ ST. Short term (up to 4 years) MT. Medium term (4 to 10 years) LT. Long term (over 10 years) — Not applicable | ■ Low risk | ■ Low-medium risk | ■Medium risk | ■ M e d i u m - h i g h r i s k | ■ H i g h r i s k CLIMATE RISK ANALYSIS MATRIX – SCENARIO FROM HOT HOUSE WORLD Transition risks Physical risks ST MT LT ST MT LT Transversal risks Business return ■ ■ ■ ■ ■ ■ Own funds and capital adequacy ■ ■ ■ ■ ■ ■ Model ■ ■ ■ ■ ■ ■ Reputational ■ ■ ■ ■ ■ ■ Financial risks Credit CIB segment ■ ■ ■ ■ ■ ■ Business segment ■ ■ ■ ■ ■ ■ Mortgage segment ■ ■ ■ ■ ■ ■ Consumer segment ■ ■ ■ ■ ■ ■ Actuarial — — — — — — Rate risk in the banking book ■ ■ ■ ■ ■ ■ Liquidity and funding ■ ■ ■ ■ ■ ■ Market ■ ■ ■ ■ ■ ■ Operational risk Conduct and Compliance ■ ■ ■ ■ ■ ■ Legal and regulatory ■ ■ ■ ■ ■ ■ Technology ■ ■ ■ ■ ■ ■ Other operational risks ■ ■ ■ ■ ■ ■ ST. Short term (up to 4 years) MT. Medium term (4 to 10 years) LT. Long term (over 10 years) — Not applicable | ■ Low risk | ■ Low-medium risk | ■Medium risk | ■ M e d i u m - h i g h r i s k | ■ H i g h r i s k 2025 Consolidated Management Report 262
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02. Identification and classification The management of ESG risks, according to their materiality, requires the profiling of credit and investment portfolios, taking non-financial characteristics into account. In doing so, standards such as the EU Environmental Taxonomy, the Sustainable Emissions Framework, and financed emissions and their intensity based on PCAF are taken into account. CaixaBank carries out the process of identifying risks associated with climate change, distinguishing between physical risks and transition risks: | With regard to the physical risk, CaixaBank has employed the assets' corporate locations and the locations of the collateral property, identifying those areas where there is potentially a higher physical risk. | For transition risks: CaixaBank has identified the sectors with the highest transition risk of the investment and financed portfolio in terms of CO2 emissions, as shown in the following chart. Namely: the electricity sector, oil and gas, automotive, iron and steel, residential and commercial real estate, agriculture and livestock, cement and aluminum, aviation and maritime. Moreover, the real estate portfolio is identified, due to its size, as a portfolio to be analysed. 2025 Consolidated Management Report 263 Based on the assessment of the materiality of ESG risks, CaixaBank has prioritised the management of climate risks at their intersection with credit risk.
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_MAP OF THE DIFFERENT SECTORS IN THE PORTFOLIO BY VOLUME AND IMPACT Low Average High Exposure to the portfolio of legal entities 25% 20% 15% 10% 5% 0% Transition risk impact level Sector Risk Fossil fuel combustion High Electricity sector High Transport High Real Estate Average Iron and steel High Aluminium High Cement High Agriculture, Livestock and Fishing High Coal High Infrastructure Average Mining and metallurgy High Material High Healthcare Low Technology and communication Low Tourism Average Industry and manufacture Low Services Average Other utilities Low Consumer lending Low Discretionary consumption Low Finance N/A The quantitative analyses carried out on the corporate portfolio confirm the conclusions of the qualitative analysis (see section "Quantitative framework for measuring and monitoring the financial effects of physical and transition risks"). 2025 Consolidated Management Report 264 Oil&Gas Transport Real Estate ServicesConsumer lending Energy Tourism Infrastructure Technology and communication Industry and manufacture Discretionary consumption Health Core Other utilities Agriculture, livestock and fisheriesMaterial Cement Mining and Metallurgy Iron and steel Aluminium Coal
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03. Measuring climate risk CaixaBank has developed a measurement and scenario analysis framework to assess the impact of climate risk on credit risk , based on the results obtained from the ESG materiality assessment. This framework enhances the comprehensive climate risk assessment process in line with the aforementioned ESG materiality assessment, as well as allows measuring the impact that the climate risks can have on the financial results and operations. The measurement framework consists of the qualitative scenario analysis and the quantitative measurement and monitoring framework. Qualitative scenario analysis CaixaBank carries out periodic assessments of the main physical and transition risk drivers and of how the corporate and mortgage portfolios behave under the key climate scenarios defined by the NGFS (disorderly transition, hot house world and the central orderly-transition scenario), across different time horizons, both medium and long term. Corporate portfolio In relation to the corporate portfolio, CaixaBank performs a scenario analysis for climate risks at a qualitative level in the form of heatmaps. With regard to physical risk, as for the effect of the climate events on the companies' financial statements, the probability of which depends on the location of production centres and the nature of the activity, the most impacted sectors are agriculture (droughts), construction (heat waves) and transport (coastal floods). Among the most exposed sectors in CaixaBank, construction is the one most subject to physical risks. For transition risk , the qualitative analysis focuses on the identification of the segments potentially most affected by transition risk in the material risk sectors of the portfolio. Specifically, the analysis was carried out for the most greenhouse gas (GHG) emissions-intensive sectors (oil and gas, power generation, automotive, aviation, shipping, residential real estate, commercial real estate, cement, iron and steel, aluminium and agriculture), identifying the most significant impacts through an assessment of the main risk variables and establishing heat maps for different time horizons (2030, 2040 and 2050) for transition scenarios compatible with the decarbonisation commitments undertaken by CaixaBank (orderly transition scenarios in geographies committed to net zero emissions by 2050). The heat maps for these sectors incorporate a granular analysis by activity at NACE level within each sector's valuechain. 2025 Consolidated Management Report 265
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Mortgage portfolio In the mortgage portfolio, CaixaBank's exposure to the transition risks of these assets that it receives as collateral comes from: | Regulatory changes: The Energy Performance of Buildings Directive (EPBD) has reinforced the energy efficiency requirements for the European building stock. In particular, it stipulates that all new buildings must be zero-emission buildings from 2030 (2028 for public buildings). It also introduces national pathways for reducing energy consumption in the residential building stock, requiring Member States to prioritise the renovation of buildings with the poorest energy performance, so that a significant reduction in average primary energy consumption is achieved, with milestones to be reached in 2030 and 2033. | Market changes: a relatively greater preference for energy efficient properties (as a result of their lower exposure to regulatory changes and their attractiveness due to their lower energy cost) can have a negative impact on the price of housing with lower energy rating. To determine the degree of exposure to these risks, CaixaBank has been monitoring the energy efficiency of its mortgage portfolio using the actual EPCs of those contracts for which they are available or estimating the energy qualification using proxies. With regard to the evolution of energy certificates in recent years, trends have been identified that are expected to continue gaining traction in the future. On the one hand, a progressive improvement of the energy efficiency of housing in CaixaBank's mortgage portfolio, resulting in more efficient EPCs, is expected. In this context, the energy efficiency of the portfolio will tend to improve as the older properties, usually with lower energy ratings, mature and the current housing stock is renewed and as the number of financed properties with a rating of A and B increases. _COMPARISON BETWEEN STOCK (WITHOUT OUTLINE) AND NEW PRODUCTION IN 2025 (WITH OUTLINE) ACCORDING TO THE ENERGY RATING On the other hand, the available data has been improved, by obtaining EPCs from contracts for which the information was not previously available. This has been made possible thanks to an agreement with an external supplier that has made it possible to increase the percentage of contracts for which real information on energy efficiency is available compared to those that had to be inferred using proxies. _DISTRIBUTION BY TYPE OF CERTIFICATE With regard to the assessment of physical risks, and given that Spain is one of the regions in Europe that will potentially be more affected by the physical risks of climate change, a qualitative analysis has been carried out on the mortgage portfolio. The impact on the mortgage portfolio is considered to be of low materiality, given that mortgage guarantees are mainly located in low risk areas (urban environment). 2025 Consolidated Management Report 266 EPC Rating % of the amount in portfolio 0 10 20 30 40 50 A B C D T F G % of the amount in portfolio dic-24 dic-25 Estimated Collateral No information —% 10% 20% 30% 40% 50% 60%
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Quantitative framework for measuring and monitoring the financial effects of physical and transition risks CaixaBank has a quantitative framework for measuring the impact of climate risks on credit risk , which enables the Group to quantify the effects of the main physical and transition risks on mortgage collateral and customers' economic activity, by measuring their impact on the credit parameters on which they affect: The probability of default (PD) and loss given default (LGD), for the main climate scenarios defined by the Network of Central Banks and Supervisors for Greening the Financial System (NGFS) (orderly, disorderly transition and hot house world) and the different time horizons, both short and long term. Quantitative measurement of physical risk The method designed to identify the exposures subject to physical risk is based on projecting climate events in the geographies where CaixaBank has exposure and the impact that these can have on the Group's financial results and operations. These climate events include forest fires, river and coastal flooding, droughts, heat waves and other phenomena related to climate change. For this purpose, projected probability of occurrence maps are developed by physical hazard event (river or sea flooding, fire, drought or heat wave) showing exposure by postcode, for different climate scenarios (orderly transition, disorderly transition and hot house world ) and covering different time periods. The data employed to build these maps are obtained from international and national official bodies. This guarantees that the data used are reliable and aligned with global standards in climate risk assessment. Once the probability maps have been generated, the location of mortgage collateral and the corporate locations of the companies are assessed according to the geographical areas affected, in order to identify their specific exposure to physical risks. This crossing of data allows assigning to each property and non-financial company a probability of occurrence for each identified physical risk. This way, a detailed view of the assets' vulnerability to extreme climate events is obtained. These variables are projected in the long term (2050) and under the three climate scenarios selected by CaixaBank (see section “ESG risk materiality assessment”) from among the seven produced by the Network for Greening the Financial System (NGFS). Lastly, based on the probabilities of occurrence of the climate events and their severity, an estimate of the physical risks' impact on each of the credit risk's parameters is carried out: | Probability of default (PD): the impact on the credit quality of customers at the sectoral and individual level is estimated. Starting from maps of probability and other reputed sources details, used to determine the severity of the physical hazards, is determined as the different climatic events as are the prolonged droughts or the extreme heat waves, can affect directly the skills of a company to operate or its property assets' stability. | Loss given default (LGD): the impact that the physical risks can have on the future value of the guarantees is estimated. The impact is quantified via haircuts estimated in these properties' appraisal values. Quantitative measurement of transition risk The transition risk's assessment allows quantifying its impact on the credit quality of companies, considering key factors such as the carbon emissions, price evolution, decarbonisation pathways and investments required for the transition. In addition, the effect of increases in production costs on the companies' business volumes and margins is also analysed. The framework for analysis allows estimating the impact of the transition on mortgage guarantees, under the premise that least-energy efficient properties could be less attractive in the future. | Probability of default (PD): increased probability of default due to the need to adapt to a low-carbon economy. For customers in the productive-activities segment, this may stem from rising costs or reduced income. | Loss given default (LGD): negative impact on the value of mortgage collateral due to the gap between its level of energy efficiency and the level expected at different horizons under the standards defined at European level. 2025 Consolidated Management Report 267
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This assessment not only helps anticipate the negative effects of climate change, but also adjust the risk management policies to mitigate their impact on the lending portfolio. The scenario analyses carried out within the CaixaBank measurement and monitoring framework have shown limited impacts on both transition risk and physical risk within the credit portfolio . However, there are methodological challenges associated with the availability of data and the design of scenarios, which continue to evolve to reflect the potential impacts with further precision. In this context, CaixaBank continuously improves its analytical and methodological capabilities and adapts to the advances in knowledge and availability of data. This constant evolution reinforces its climate risk management framework, ensuring an increasingly accurate and effective response to the challenges of the sustainable transition. Main assumptions of the quantitative framework for measurement and monitoring In order to measure and project the climate risk impacts in the credit risk, the assumptions have a conservative approach, with the aim of guaranteeing that the results show unfavourable but plausible scenarios. Among the main assumptions, the following are particularly noteworthy: 01. Scenarios The scenarios used are those provided by the Network for Greening the Financial System (NGFS) 1. These scenarios have been created to provide a starting point in analysing the impact of climate risks on the economy and the financial system. These show different futures according to how the physical risks, transition policies, technological developments and changes in preferences of the economic agents evolve. Below are detailed the scenarios employed: | Net Zero 2050, corresponding to the Orderly Transition scenario. It is an ambitious scenario that limits global warming to 1.5°C through s t r i n g e n t c l i m a t e p o l i c i e s a n d i n n o v a t i o n , a c h i e v i n g n e t - z e r o C O ₂ emissions around 2050. Some jurisdictions, such as the United States, the European Union and Japan, reach net-zero emissions for all greenhouse gases by that point. This scenario involves immediately introducing ambitious climate policies. The CDR (Carbon Disclosure Removal) is used to accelerate decarbonisation, but it is kept to the minimum possible and broadly in line with s u s t a i n a b l e l e v e l s o f b i o e n e r g y p r o d u c t i o n . N e t C O ₂ e m i s s i o n s r e a c h zero around 2050, giving at least a 50 % chance of limiting global warming to below 1.5°C by the end of the century, with no or low overshoot (<0.1°C) of 1.5°C in earlier years. The physical risks are relatively low, but the transition risks are high. | Delayed Transition , corresponding to the Disordered Transition scenario. This scenario assumes that annual global emissions will not decline until 2030. Strong policy measures would therefore be required to limit warming to below 2°C. The negative emissions are limited. This scenario assumes new climate policies are not introduced until 2030 and the level of action differs across countries and regions based on currently implemented policies, leading to a “fossil recovery” out of the economic crisis brought about by COVID-19. The availability of CDR technologies is assumed to be low, pushing carbon prices higher than in Net Zero 2050. As a result, emissions temporarily exceed the carbon budget and then decline more rapidly than in the Well Below 2°C scenario after 2030, ensuring a 67 % probability of limiting global warming to below 2°C. This leads to higher physical and transitions risks than the Net Zero 2050 and Below 2°C scenarios. | Current Policies, corresponding to the Hot house world scenario. This scenario assumes that only the currently implemented policies are maintained, which generates high physical risks. The emissions will increase until 2080, which will lead to a global warming of approximately 3°C and severe physical hazards. This includes irreversible changes and a rise in sea levels. This scenario may help central banks and supervisors to consider the long-term physical risks to the economy and the financial system if we continue on our current path towards a "hot house world". 1 In line with the climate scenarios used in the climate risk materiality assessment analysis (see section "Identification and assessment of climate change risks and opportunities"). They do not coincide with the time horizons set by CSRD, as indicated in the section "Basis of preparation". 2025 Consolidated Management Report 268
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02. Time horizons The impact of both physical risks and transition risks is assessed at different time horizons, from business-as-usual to future climate scenarios covering the short, medium and long term, extending to 2050. For physical risks, following the approach used in the ECB’s stress test in 2022, the physical impacts originally projected for 2080 are brought forward to the 2050 horizon. This approach allows for better interpretation and comparison of climate scenarios, avoiding misleading conclusions that could arise due to a distribution of impacts that would not be intuitive or consistent across scenarios. This methodology is especially significant in a context of high climatic uncertainty, where bringing forward these impacts guarantees further accuracy in the planning and management of risks, due to allowing financial institutions to implement measures that are more effective and appropriate to respond to the challenges arising from climate change.. 03. Other assumptions | Static balance sheet: in the long-term analysis, a prudent and simplified approach is adopted, assuming that CaixaBank’s balance sheet will remain static, meaning that the composition of the credit portfolio will not change significantly in terms of its exposure to climate risks. This assumption means that the model does not capture proactive portfolio management measures, such as diversification or adjusting its mix of assets to reduce exposure to more vulnerable sectors or geographies. This assumption, while conservative, ensures that the analysis does not depend on uncertain future actions. | Energy performance certificates (EPCs): it is assumed that the Energy Performance Certificates (EPCs) of properties backing the mortgage guarantees will remain unchanged over time, implying that no future improvements in the energy efficiency of the properties are recognised. This assumption contributes to a more conservative estimation of risk. 04. Data source used in the measurement In order to measure the impact of risks related to climate change, the quantitative framework for measuring and projecting climate risks employs different data sources: Customer information: | Internal by counterparty: customer information is compiled in the admission process, by means of a questionnaire that mainly covers the carbon footprint, ESG information relating to sectoral and general exclusions, climate transition plans, impact assessments and associated mitigation plans. | Internal, for physical assets, mainly: 1) Project finance, asset finance and corporate projects where there is environmental due diligence to assess the environmental impact of the project and 2) the new mortgage business where energy performance certificates (EPC) are obtained. | Public: reports published by customers and information available on any environmental lawsuits are studied. External suppliers data: | ESG rating agencies. | Provided by public bodies/research institutes, such as UNEP FI (United Nations Environment Programme Finance Initiative), IPCC (Intergovernmental Panel on Climate Change), IEA (International Energy Agency), PIK (Potsdam Institute for Climate Impact Research) and the INE (National Statistics Institute). | NGFS (Network for Greening the Financial System). | PCAF (Partnership for Carbon Accounting Financials). | EU's Earth Observation Programme, Copernicus. 2025 Consolidated Management Report 269
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05. Limitations of the measurement and assessment Due to the nature of the risks linked to climate change, measuring and projecting their impacts on the credit risk has a series of limitations: | The lack of consistent historical data on climate events and their relationship with credit performance hinder the creation of accurate predictive models. In addition, its modelling cannot be based solely on historical experience and, therefore, prospective tools should be included. | The uncertainty regarding the time and form in which climate change will affect the various sectors and geographies. | The long-term time horizon, for which climate risks are noted. | The climate scenarios are based on assumptions, such as the implementation of future policies, which adds another layer of uncertainty. | The quality and current availability of data required to feed the aforementioned quantification models. With regard to this, CaixaBank has identified data availability as one of the main working points to strengthen the analyses. As part of the Sustainability Plan, a comprehensive project involving a sustainability data model is being developed, which focuses on the needs for sustainability data. 2025 Consolidated Management Report 270
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Sensitivity to climate risk CaixaBank identifies the exposures subject to physical risk and transition risk based on the aforementioned methodology and under the orderly transition scenario. This scenario is the base scenario for the materiality assessment, is consistent with the commitments assumed by CaixaBank and is currently still the most likely scenario in the European Union framework. The following table shows the sensitivity of the CaixaBank Group's exposure 1 to climate risk events. The knowledge obtained from the climate risk heatmap and the assessments of exposure to climate risk events provide a comprehensive view of the lending portfolio's physical climate risk. Sensitive exposure to physical climate risk events is presented by sector and by geography: PHYSICAL RISK Geographical area subject to climate change physical risk – acute and chronic events (in €M) Exposure Gross carrying amount of which exposures sensitive to impact from chronic climate change events of which exposures sensitive to impact from acute climate change events of which exposures sensitive to impact both from chronic and acute climate change events Total exposure of assets subject to physical risk (acute, chronic) A – Agriculture, forestry and fishing 3.256 27 1.925 76 2.028 B – Mining and quarrying 594 1 23 24 C – Manufacturing 32.359 664 705 30 1.399 D – Electricity, gas, steam and air conditioning supply 17.679 175 148 323 E – Water supply: sewage, waste management and remediation activities 1.916 57 18 75 F – Construction 11.517 334 560 70 964 G – Wholesale and retail trade; repair of motor vehicles and motorcycles 21.450 498 210 11 719 H – Transportation and storage 17.254 40 12 51 L – Real estate activities 15.518 693 175 3 871 Loans collateralised by residential immovable property 152,295 8,587 3.907 142 12.636 Loans collateralised by commercial immovable property 23.946 1.534 203 48 1.785 Repossessed colalterals 2.706 152 48 5 205 Rest of sectors (NACE I, J, K, M-U) 37.964 1.280 614 74 1.967 2025 Consolidated Management Report 271 1 Corresponds to the CaixaBank Group's prudential perimeter. Notes: This table includes breakdowns by type of guarantee and by company activity, which generates duplication of exposures. Alternatively, in the NUTS-based table, exposures are considered on a standalone basis according to the location of the property. For this reason it is not possible to reconcile the two tables.
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Galicia 15 La Coruña ES111 La Coruña 177 110 13 300 0.08% 27 Lugo EN112 Lugo 16 13 30 0.01% 32 Ourense EN113 Ourense 68 68 0.02% 36 Pontevedra EN114 Pontevedra 538 122 660 0.17% Principality of Asturias 33 Asturias EN120 Asturias 31 64 96 0.03% Cantabria 39 Cantabria EN130 Cantabria 467 39 506 0.13% Basque Country 1 Araba/Álava EN211 Araba/Álava 7 7 0.00% 20 Gipuzkoa EN212 Gipuzkoa 140 75 215 0.06% 48 Biscay EN213 Biscay 8 3 11 0.00% Navarre 31 Navarre EN220 Navarre 93 93 0.02% Rioja 26 Rioja EN230 Rioja 10 10 0.00% Aragon 22 Huesca EN241 Huesca 52 52 0.01% 44 Teruel EN242 Teruel 9 9 0.00% 50 Zaragoza EN243 Zaragoza 109 109 0.03% Community of Madrid 28 Madrid EN300 Madrid 166 166 0.04% Castile and León 5 Ávila EN411 Ávila 15 15 0.00% 9 Burgos EN412 Burgos 171 171 0.05% 24 León EN413 León 42 42 0.01% 34 Palencia EN414 Palencia 27 27 0.01% 37 Salamanca EN415 Salamanca 54 54 0.01% 40 Segovia EN416 Segovia 55 55 0.01% 42 Soria EN417 Soria 7 7 0.00% 47 Valladolid EN418 Valladolid 101 101 0.03% 49 Zamora EN419 Zamora 36 36 0.01% Distribution by location (in €M) Exposure NUTS 2 NAME (Autonomous Community) INE Code (Province) INE name (Province) NUTS 3 NAME NUTS 3 of which exposures sensitive to impact from chronic climate change events of which exposures sensitive to impact from acute climate change events of which exposures sensitive to impact both from chronic and acute climate change events Exposure % of total 2025 Consolidated Management Report 272
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Castilla-La Mancha 2 Albacete EN421 Albacete 27 27 0.01% 13 Ciudad Real EN422 Ciudad Real 37 37 0.01% 16 Cuenca EN423 Cuenca 32 32 0.01% 19 Guadalajara EN424 Guadalajara 3 3 0.00% 45 Toledo EN425 Toledo 30 30 0.01% Extremadura 6 Badajoz EN431 Badajoz 158 158 0.04% 10 Cáceres EN432 Cáceres 25 25 0.01% Catalonia 8 Barcelona EN511 Barcelona 2,292 106 2,399 0.63% 17 Gerona EN512 Gerona 337 132 469 0.12% 25 Lleida EN513 Lleida 306 306 0.08% 43 Tarragona EN514 Tarragona 502 67 55 624 0.16% Valencia 3 Alicante EN521 Alicante 141 31 172 0.05% 12 Castellón EN522 Castellón 143 57 11 211 0.06% 46 Valencia EN523 Valencia 343 405 63 811 0.21% Balearic Islands 7 Balearic Islands EN531 Ibiza and Formentera 459 2 461 0.12% 7 Balearic Islands EN532 Majorca 348 41 390 0.10% 7 Balearic Islands EN533 Menorca 2 2 0.00% Andalusia 4 Almería EN611 Almería 166 51 217 0.06% 11 Cádiz EN612 Cádiz 698 113 2 812 0.21% 14 Cordoba EN613 Cordoba 195 195 0.05% 18 Granada EN614 Granada 10 55 2 67 0.02% 21 Huelva EN615 Huelva 374 116 3 492 0.13% 23 Jaén EN616 Jaén 25 25 0.01% 29 Malaga EN617 Malaga 1,251 29 1 1,281 0.34% 41 Seville EN618 Seville 1,107 523 199 1,829 0.48% Murcia Region 30 Murcia EN620 Murcia 290 584 875 0.23% Distribution by location (in €M) Exposure NUTS 2 NAME (Autonomous Community) INE Code (Province) INE name (Province) NUTS 3 NAME NUTS 3 of which exposures sensitive to impact from chronic climate change events of which exposures sensitive to impact from acute climate change events of which exposures sensitive to impact both from chronic and acute climate change events Exposure % of total 2025 Consolidated Management Report 273
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City of Ceuta 51 Ceuta EN630 Ceuta 251 251 0.07% City of Melilla 52 Melilla ES640 Melilla 30 30 0.01% Canary Islands 35 Las Palmas ES704 Fuerteventura 2 2 0.00% 35 Las Palmas ES705 Gran Canaria 355 313 57 724 0.19% 35 Las Palmas ES708 Lanzarote 280 1 281 0.07% 38 Santa Cruz de Tenerife ES703 El Hierro 0.00% 38 Santa Cruz de Tenerife EN706 La Gomera 0.00% 38 Santa Cruz de Tenerife EN707 La Palma 17 17 0.00% 38 Santa Cruz de Tenerife EN709 Tenerife 631 105 735 0.19% Distribution by location (in €M) Exposure NUTS 2 NAME (Autonomous Community) INE Code (Province) INE name (Province) NUTS 3 NAME NUTS 3 of which exposures sensitive to impact from chronic climate change events of which exposures sensitive to impact from acute climate change events of which exposures sensitive to impact both from chronic and acute climate change events Exposure % of total Exposure Name NUTS 2 Cod_NUTS II NUTS 3 Cod_NUTS III NAME NUT 3 of which exposures sensitive to impact from chronic climate change events of which exposures sensitive to impact from acute climate change events of which exposures sensitive to impact both from chronic and acute climate change events Exposure % of total Acores PT20 Regiao Auton. Acores PT200 Regiao Auton. Acores 282 282 0.07% Alentejo PT1C Alentejo Central PT1C4 Alentejo Central 0.00% Alentejo Litoral PT1C1 Alentejo Litoral 15 4 19 0.01% Alto Alentejo PT1C3 Alto Alentejo 10 10 0.00% Baixo Alentejo PT1C2 Baixo Alentejo 5 5 0.00% Algarve PT15 Algarve PT150 Algarve 137 102 238 0.06% 2025 Consolidated Management Report 274
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Centre PT19 Beira Baixa PT195 Beira Baixa 6 6 0.00% Beira E S. Estrela PT196 Beira E S. Estrela 89 89 0.02% Regiao de Aveiro PT191 Regiao de Aveiro 7 192 199 0.05% Regiao de Coimbra PT192 Regiao de Coimbra 8 211 220 0.06% Regiao de Leiria PT193 Regiao de Leiria 142 142 0.04% Viseu Dao Lafoes PT194 Viseu Dao Lafoes 193 193 0.05% Grande Lisboa PT1A Grande Lisboa PT1A0 Grande Lisboa 261 425 687 0.18% Madeira PT30 Regiao Auton. Madeira PT300 Regiao Auton. Madeira 0.00% North PT11 Alto Minho PT111 Alto Minho 3 143 3 150 0.04% Alto Tamega Barroso PT11B Alto Tamega Barroso 18 18 0.00% Area Metrop. do Porto PT11A Area Metrop. do Porto 498 441 939 0.25% Ave PT119 Ave 155 155 0.04% Cavado PT112 Cavado 27 189 217 0.06% Douro PT11D Douro 46 46 0.01% Tamega e Sousa PT11C Tamega e Sousa 255 255 0.07% Terras Tras-os- Montes PT11E Terras Tras-os- Montes 2 2 0.00% Oeste V.Tejo PT1D Leziria Do Tejo PT1D3 Leziria Do Tejo 134 134 0.04% Medio Tejo PT1D2 Medio Tejo 138 138 0.04% Oeste PT1D1 Oeste 27 15 42 0.01% Pen de Setubal PT1B Peninsula Setubal PT1B0 Peninsula Setubal 47 35 83 0.02% 2025 Consolidated Management Report 275
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TRANSITION RISK Exposure towards sectors that highly contribute to climate change (in €M) Total exposure of the analysed NACEs Exposure subject to transition risk in accordance with functional criteria A – Agriculture, forestry and fishing 3,256 3,225 B – Mining and quarrying 594 585 C – Manufacturing 32,359 15,080 D – Electricity, gas, steam and air conditioning supply 17,679 17,659 E – Water supply; sewage, waste management and remediation activities 1,916 F – Construction 11,517 73 G – Wholesale and retail trade; repair of motor vehicles and motorcycles 21,450 5,931 H – Transportation and storage 17,254 14,963 I – Accommodation and food service activities 10,805 L – Real estate activities 15,518 Loans collateralised by commercial immovable property 23,946 16,085 Loans collateralised by residential immovable property 152,295 137,650 Repossessed colalterals 2,706 2,689 The amounts in this table do not match the information reported in the Information of Prudential Relevance. This table only shows the non-financial companies identified as of high risk in the heatmaps analysis of CaixaBank's Transition Risk Materiality Study. Distribution by label and consumption (in €M) Level of energy efficiency (EP score in kWh/m² of collateral) Level of energy efficiency (EPC label of collateral) Without EPC label of collateral 0; <= 100 > 100; <= 200 > 200; <= 300 > 300; <= 400 > 400; <= 500 > 500 A B C D T F G From which level of energy efficiency (EP score in kWh/m² of collateral) it is estimated Total Area EU + Non-EU 156,424 23,835 57,950 34,502 9,965 1,771 883 1,411 1,668 3,903 13,069 44,171 8,508 11,491 72,203 44,685 Of which Loans collateralised by commercial immovable property 16,085 1,135 2,812 1,677 909 342 485 2,396 1,310 1,342 355 418 10,265 1,541 Of which loans collateralised by residential immovable property 137,650 22,530 54,216 32,097 8,864 1,382 378 1,410 1,666 1,430 11,576 41,685 7,980 10,803 61,098 42,917 Of which collateral obtained by taking possession: residential and commercial immovable property 2,689 170 922 728 192 47 20 1 2 76 184 1,144 173 270 839 228 2025 Consolidated Management Report 276
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Scenario analysis and stress test The quantitative measurement framework is the basis for integrating climate risk in both capital requirements and the severely adverse scenario for the Internal Capital Adequacy Assessment Process (ICAAP). In this respect, the ICAAP for 2024 has been consistent with the previous year's, which included for the first time the estimate of economic capital requirements for climate risk. The most adverse scenarios available were employed to estimate it. For transition risk, a scenario of "orderly transition", which involves a gradual but unavoidable process of decarbonisation, was used. Meanwhile, in the case of physical risk, the " Hot House World" scenario was selected, which envisages a significant increase in global temperatures due to the lack of climate action, generating extreme events with greater frequency and intensity. This selection prioritises preparing the Bank against complex scenarios. The time horizon for integrating climate risk into economic capital for credit risk is one year, but anchored to three-year projected climate risks. It thus aligns with the longer-term and more uncertain nature of climate risk and stress projections based on conservative assumptions. The analysis concluded that the impact of climate risks on the economic capital is immaterial. This methodology has also allowed quantifying the exposure potentially affected by climate risk with an impact on liquidity risk, where this impact has been included in the ILAAP. In addition, between late 2023 and early 2024, CaixaBank participated in the one-off analysis exercise of the climate risk scenario Fit-for-55 conducted by the EBA. The aim of the exercise was to assess the resilience of the EU's financial system (including banks, insurers, IORP and investment funds) against the potential impact of climate risks under three different stress scenarios (baseline, AD1 and AD21), as well as its capacity to support the ecological transition even under stress conditions. The results of this analysis were disclosed at the end of 2024, concluding that the losses associated with the transition risk alone are not a threat to financial stability, although it should be considered that combined with macroeconomic stress, these losses could rise considerably. In addition, the financial institutions, particularly the major ones, are well capitalised, their exposure is appropriately diversified and they have an adequate capacity for hedging and absorbing losses. 1 Baseline: The Fit-for-55 plan is implemented (by 2030, 55 % reduction of emissions compared to 1990 levels and NZ in 2050). Immediate transition costs are assumed: energy-related investments amounting to 3.7 billion euros between 2022 and 2030 and a reduction of 14.5 pp in fossil fuel consumption. In addition to the baseline, AD1 (run- on-brown) considers a sudden correction in financial asset prices as a consequence of a greater awareness of transition risks. In addition to AD1, AD2 considers a macroeconomic similar to that considered in the EBA stress tests. 2025 Consolidated Management Report 277
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Impact of climate change on the Financial Statements As previously mentioned, CaixaBank is exposed to risks associated with climate change mainly via the financing of sectors exposed to extreme weather or those more intensive in CO2 emissions. These risks could have an impact on the financial sector, to the extent that they lead to changes in the financial situation of households and companies and they also affect their capacity to meet their payment commitments or their savings and investment capacity. Therefore, it has been identified that the risks associated with climate change could have an impact on the Group's financial statements in the future. Specifically, financial effects that would have an impact on the following items of the income statement have been identified: | Net interest income . The impact that the physical and transition climate risks could have on the investment capacity of households and companies could result in CaixaBank generating less net income. | Impairment losses on financial assets . The materialisation of risk climates can have a direct impact on the financial situation of households and companies, which affect their capacity to meet their payment commitments. These events can generate economic losses, for example, via the value of the guarantees. This leads to an increase in allowances for insolvency risk. Consequently, the mentioned impacts could involve a slight reduction in the capital adequacy ratios derived from the increase of allowances for insolvency risk and the lower generation of net income and business returns. However, despite the identification of the aforementioned potential financial effects on the Group, the results obtained in the scenario analysis within CaixaBank's measurement and monitoring framework show limited impacts on the loan portfolio in terms of both transition risk and physical risk. CaixaBank monitors these risks in detail, with the aim of minimising their effect, and has management tools in place to manage the impact thereof: | Implementation of action plans to help these companies transition. See section "Engagement and dialogue service". | Modification of the mix of the portfolio, to readjust the exposure to these risks. | Financing of new business opportunity linked to the adaptation of these sectors to climate change. Impact on the net interest income A negative impact on the net interest income caused by the climate risk is not expected in the medium/short term. CaixaBank has the capacity to adjust its portfolio mix to fit the circumstances. In this case, the commitment to meeting the decarbonisation targets set may result in a change to the portfolio mix, opting for less greenhouse gas-intensive customers and operations. In addition, the Group is committed to supporting its customers in the transition to a carbon-neutral economy. On the other hand, the Group has the opportunity to take advantage of the growing demands for sustainable financing, which will allow it to diversify its investments in projects that promote energy transition and sustainable development, generating new sources of income. This flexibility and approach in sustainability contribute to mitigating the possible negative impacts of climate risks on its profitability. Impact on the calculation of allowances for insolvency risk CaixaBank includes forward-looking information in its expected loss models (see Note 3.4.1 “Credit risk” to the financial statements). In this sense, the range downside of the variables used in the calculation of provisions incorporates deficiencies in structural reforms that lead, together with other macroeconomic dynamics, to falls in productivity and, therefore, in GDP. Thus, the estimated drop reflects the potential impact of an exacerbated climate risk which, through various mechanisms (e.g., increased production costs, increased commodity prices, etc.), would eventually affect long-term economic growth. The weighting of the scenarios considered in each of the financial years for each sector is as follows: WEIGHTING OF THE OCCURRENCE OF THE FORESEEN SCENARIOS 31/12/2025 31/12/2024 31/12/2023 Baseline scenario Upside scenario Downside scenario Baseline scenario Upside scenario Downside scenario Baseline scenario Upside scenario Downside scenario Spain 60 20 20 60 20 20 60 20 20 Portugal 60 20 20 60 20 20 60 20 20 2025 Consolidated Management Report 278
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04. Climate risk management and monitoring The physical and transition risks associated with climate change are considered additional factors that have an impact on the previously defined risk categories, and their identification, measurement, management and monitoring are completely integrated into the Group's risk management framework. Therefore, the risks related to climate change are incorporated into the implemented governance processes and models, in accordance with regulations and supervisory trends. The Group's management of risks associated with climate change is part of the risk planning, corporate strategic processes, risk catalogue, risk appetite framework and risk assessment, and it is established in the risk management policies, frameworks and risks processes. In this context, CaixaBank has a solid framework for climate risk management, supported by specific risk management policies, monitoring metrics that allow it to continuously assess the evolution of risks and decarbonisation targets in line with its commitments, integrated into the Group's risk management frameworks. This holistic approach facilitates informed decision-making consistent with the Group's climate strategy, strengthening the Group's ability to anticipate and respond to the challenges posed by climate change. Climate change policies As a next step in the identification and measurement of ESG risks, CaixaBank has developed a series of policies that include these ESG risks in its management model. These policies seek to ensure that strategic and operational decisions are aligned with the Group's sustainability commitments and regulatory expectations. The main internal policies that structure ESG risk management at CaixaBank are as follows: | Corporate Global Risk Management Policy: Aims to establish an effective risk management framework that is consistent with the CaixaBank Group's strategic objectives. Sets out the general principles governing the risk management framework at Group companies, including ESG risks as a cross-cutting factor. | Corporate sustainability/ESG risk management policy: Aims to integrate ESG criteria into the Group's business decisions in order to identify, measure, manage and control sustainability risks. The Policy sets out general and sectoral criteria for exclusion or limitation on clients/projects for activities with negative impacts, as well as mitigation requirements. The ESG/Sustainability Risk Management Policy Procedure sets out the governance, implementation, management and control mechanisms derived from the policy. See "Sustainable Finance - ESG Risk Management" section. This global risk management framework of a set of policies, principles and procedures is complemented by statements reflecting the Group's commitment to climate change and setting out guidelines for contributing to climate change mitigation and adaptation. These include: | Statement on climate change: Expresses CaixaBank's commitment to addressing climate change as regards compliance with the Paris Agreement. It stems from the desire to take a proactive role in its sustainable and socially inclusive development, establishing lines of action for climate change management, both directly and indirectly (customers, suppliers, etc.). This framework of policies, principles and statements is described in the section “Framework of sustainability policies, principles and statements”. 2025 Consolidated Management Report 279
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Climate risk monitoring metrics Risk management metrics are included in the monitoring and reporting circuits, where key indicators have been included in the various levels of the risk appetite framework (RAF). The exposure in carbon intensive sectors of the corporate segment is monitored, as well the financed emissions (see section “Calculation of CO2 emissions financed” ), decarbonisation metrics (see section “Decarbonisation targets”) and the mobilisation of sustainable finance (see section “Mobilisation of sustainable finance” ). Other aspects linked to climate change are regularly monitored, such as the following: | Exposures subject to transition risk by intensive sector. | Energy efficiency of the mortgage portfolio. | Exposures in the banking book to the top 20 carbon-intensive firms in the world | Exposures subject to physical risk was corrected on october 31, 2024. | Other climate change mitigation actions that are not covered in the EU taxonomy. Risk management processes in the admission of customers and operations, dispute management and Equator Principles CaixaBank has various procedures in place to manage and monitor ESG risk and specifically climate risk, in the main activities it carries out: Financing and investment. Worth particular note as regards financing activity is the analysis and monitoring of ESG risks as part of customer admission ( Onboarding ESG) and operation admission processes, as well as the management of ESG disputes and the Equator Principles. In the investment business, it also has specific processes to incorporate ESG criteria in its own investment processes and in the provision of investment services to clients. These processes are reflected in the "Sustainable Finance – ESG Risk Management" section. Setting decarbonisation targets In order to effectively manage climate risk, CaixaBank has established decarbonisation targets that guide its activity towards the progressive reduction of emissions associated with its portfolio. These objectives help to mitigate the transition risks arising from climate change to which the Group may be exposed through its financing activity, especially in those sectors w i t h a h i g h e r i n t e n s i t y o f C O ₂ e m i s s i o n s . T h i s a p p r o a c h r e i n f o r c e s t h e Group's ability to anticipate impacts, adapt its strategy and contribute to an orderly transition to a low-carbon economy (see section “Alignment of the loan book and investments with the Paris Agreement”). 05. Reporting and disclosure Reporting and transparent disclosure to the market constitute one of the central pillars of the ESG risk management framework. Its proper implementation ensures that the organisation maintains open, rigorous and consistent communication with all stakeholder groups. These processes are firmly embedded within the established governance structure, enabling consistency between the information reported and the company’s strategic objectives to be ensured. They also strengthen accountability and the traceability of sustainability-related actions. This approach fosters a robust control environment that supports informed decision-making. In this way, ESG risk management becomes a key tool for anticipating impacts, enhancing resilience and strengthening market confidence in the Group. 2025 Consolidated Management Report 280
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ALIGNMENT OF THE INVESTMENT AND CREDIT PORTFOLIO WITH THE PARIS AGREEMENT CaixaBank has set itself the goal of achieving carbon neutrality by 2050 . To move towards this goal, the Group is focusing its efforts on decarbonising its credit and investment portfolio by targeting the most carbon intensive sectors1, in line with the UNEP FI and NZAOA Guidance for Climate Target Setting For Banks. CaixaBank's commitment involves aligning its credit and investment portfolio with the objectives of the Paris Agreement 2 to contribute to limiting the temperature increase. This commitment was initially framed as part of the membership of the NZBA alliance, which was dissolved in 2025 . Despite the dissolution of this alliance, CaixaBank maintains its public commitment to achieving net zero emissions by 2050. The continuity of this commitment is essential both for the ESG risk management strategy, a fundamental pillar of the Prudential Transition Plan, and for the role that, given its importance in the economy, is expected of a financial institution such as CaixaBank in driving and leading the transition towards a decarbonised economy. As part of this commitment, CaixaBank has published a set of interim decarbonisation targets for the most hard-to-abate sectors, as indicated in the UNEP FI Guidance for Climate Target Setting, prioritising those considered the most relevant in CaixaBank's loan book and investment portfolio. In addition, decarbonisation targets were established for the Group’s insurance business corporate investment portfolio as part of its adherence to the NZAOA. DECARBONISATION TARGETS The decarbonisation targets linked to the banking and insurance business are outlined below. Decarbonisation targets for the banking business Since 2022, CaixaBank has published its 2030 decarbonisation targets 3 for the material sectors 4 that are most CO2 intensive 2: oil and gas, power generation, thermal coal, real estate (commercial and residential), shipping, iron and steel, aviation and agriculture and livestock. These goals have been established for the exposure of the loan and investment portfolio of CaixaBank, S.A. and Banco BPI, and they account for more than 36.0% of total corporate finance and project finance. The decarbonisation targets have been defined following best available practices and in line with international guidelines for climate target setting. The financed emissions data used to determine the baseline as well as annual monitoring (see section “Climate strategy and transition plan” ), follow the methodology developed by PCAF and described in “ The global GHG accounting and reporting standard for the financial industry ” and are audited by an independent third party (see section “ Calculation of financed emissions” ). The perimeter of the decarbonisation targets is established considering the types of emissions (scope 1, 2 or 3), the stages of the sector's value chain ( upstream, midstream or downstream) and the most relevant metrics (absolute emissions or physical intensity) for the decarbonisation of CaixaBank's portfolio. In short, the process of selecting perimeters and targets by sector was based on identifying the economic and emissions materiality of each segment, in order to concentrate efforts on those stages of the value chain where CaixaBank can generate a greater impact on the decarbonisation of its portfolio. 2025 Consolidated Management Report 281 1 Given the nature of CaixaBank's business, no assets or business activities have been identified that are incompatible with a transition to a climate-neutral economy. 2 CaixaBank is not excluded from the EU Paris-aligned benchmark indices due to non-application of the screening criteria, given the nature of its business. However, CaixaBank publishes in its Pillar 3 Disclosures in section 8.4.1 using template 1: "Banking book - Climate change transition risk: credit quality of exposures by sector, emissions and residual maturity,” the exposures to companies excluded from those benchmark indices in accordance with Article 12(1)(d) to (g) and Article 12(2) of Regulation (EU) 2020/1818. 3 The objectives have not been reviewed by an independent third party. These targets have been set considering the best market practices and the opinions of the main stakeholders, as they are targets based on science and aligned with that recommended in the guide for setting targets by UNEP FI. 4 Additionally, the non-materiality of the aluminium and cement portfolio was determined for the purposes of the decarbonisation targets. For these sectors, a portfolio monitoring strategy has been set up.
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The idiosyncrasies of counterparts has been considered in some sectors in order to exclude them from the scope of the decarbonisation targets. Thus, although the perimeters and sectors of the data reported in the emissions financed and the decarbonisation targets used are different, they comply with the best practices promoted by UNEP FI and the process is subject to the CaixaBank Group's internal control model. The perimeter of the decarbonisation targets takes into consideration, in addition to materiality, which stage of the value chain can drive the decarbonisation of the entire sector and how a financial institution can influence the reduction of emissions (absolute or relative) in that link of the value chain through the levers available to it. All decarbonisation pathways have taken into account scenarios that limit the global temperature increase to that in the Paris Agreement1. The base year selected for the decarbonisation targets has been determined on the basis of data availability and representativeness, considering both the scope of the activities included and the influence of external factors. In addition, setting 2030 as the year for achieving the target considers the climate alignment objectives of key customers, as well as expectations about changes in consumer preferences, technological developments and future regulatory adjustments that will serve as levers for the Group to achieve its climate goals. 1 As indicated in the section “Climate strategy and transition plan”, the target set for the residential real estate sector is not aligned with the Paris Agreement. 2025 Consolidated Management Report 282
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The following table shows the sectors for which the alignment goals have been defined: Sector Metrics Scope of emissions Value chain Scenario Base year 2020 2021 2022 2023 20243 2025 % Reduction vs base year Reduction target 2030 2030 target Electric kgCO2e/ MWh 1 Generation IEA Net Zero 2050 2020 136 111 118 105 93.4 78.5 -42% -30% 95 Oil and Gas MtCO2e 1+2+3 Exploration and production and distribution and refining, consolidated companies IEA Net Zero 2050 2020 9.1 7.5 7.4 5.6 5.9 4.9 -46% -23% 7.0 Automotive gCO2e/vkm 31 Production IEA Net Zero 2050 2022 154 146 146 163.9 6% -33% 103 Iron and steel kgCO2e/t steel 1+2 Manufacturing IEA Net Zero 2050 2022 1,230 1,141 1,073 991 -19% -[10-20]% 1.107 - 984 Coal – total4 € M - - - 2022 2,845 3,154 2,731 2,358 -17% -100% 0Coal (without mitigating factors) 213 295 187.5 135.3 -36% Commercial real estate kgCO2e/m2 1+2 Non-residential owner CRREM 1.5ºC CRE Iberian Peninsula 2022 20.5 20.1 19.9 21 3% -41% 12.1 Residential Real Estate kgCO2e/m2 1+2 Residential owner CRREM 1.5ºC RRE Spain + Portugal 2022 23.6 23.7 19.8 19.5 -17% -19% 19 Aviation gCO2e/RPK 1 Owner MPPU 1.5º 2022 101.8 115 98.9 95.3 -6% -30% 71 Maritime %AD 1 Owner IMO 2018 2022 11,90 % 2,40 % -4,3% - n/a -11.9 p.p. 0% Agriculture & livestock2 - Direct emissions (“on farm”) + feed Production (livestock, pigs, cattle) SBTi FLAG Commodity Pathways 1.5ºC 2022 - - - - - - - Notes: CO2e=CO2 equivalent. Includes the following greenhouse gases: CO2 , CH2, N2O, HFCs , PFCs , SF6 and NF2. The decarbonisation targets set by CaixaBank are based on existing best practices and data available at the time of setting. The baseline of these metrics is subject to change, as the sources of information used and the methodology are constantly evolving. CaixaBank's commitment is to maintain the level of reduction ambition even though the baselines may be modified. (1) Scope 3, category 11, tank-to-wheel. (2) Qualitative objective focused on improving knowledge and the profiling of individual customers and the sector in general. (3) Metrics as of December 2024 have been adjusted from those previously published, due to improved data quality. (4) The undrawn, unmitigated exposure metric is reported: drawn exposure without mitigating factors (transition financing or a phase-out plan before 2030). 2025 Consolidated Management Report 283
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Decarbonisation targets of the insurance business The commitment to decarbonisation has also been reinforced through the definition of intermediate targets, within the framework of the NZAOA, for both the investment portfolio linked to the insurance business and the asset management activities. In this regard, VidaCaixa defined intermediate decarbonisation targets (to 2030), focusing on the following areas: Emissions reduction targets for the portfolio VidaCaixa has set a target to reduce the carbon footprint (scopes 1 and 2) of corporate investments by at least 50 % by 2030, compared to 2019. The base year value is 177 tCO 2/million euros invested. As of 2030, targets will be set every five years until reaching net zero emissions, which must be by 2050 the latest. The emission reduction targets are set according to the alliance's protocol, which establishes thresholds aligned with the science. For example, the threshold set for reduction in the period 2020 to 2030 must be set between 40 and 60 %, so VidaCaixa set the reduction target in the middle of the threshold, at 50 %. The scenario selected to define the decarbonisation targets in the partnership protocol is the IPCC's 1.5°C (' no or limited overshoot' ). As regards scope 3.15 within the framework of the NZAOA targets, offsetting mechanisms are currently not permitted as a way to calculate the decarbonisation targets, although the role of offsetting may be considered in the long term, once the carbon footprint has been reduced to minimum levels. Climate dialogues VidaCaixa will engage in dialogues with at least 20 carbon-intensive companies (or those responsible for 65 % of emissions in the portfolio) in order to improve their climate targets and maintain other channels of dialogue on climate issues (through leadership in partnership dialogues in the framework of the Climate Action 100+ initiative). Additionally, VidaCaixa is involved in preparing reports relevant to decarbonisation promoted by the alliance or similar. Fund the transition VidaCaixa will take an active role in financing the energy transition through financing instruments for climate-positive solutions, such as projects to enhance energy efficiency through green bonds or investment in thematic climate funds. GOVERNANCE OF DECARBONISATION TARGETS Banking business objectives The decarbonisation targets were approved by the CaixaBank Board of Directors. In this regard, in order to follow up on the alignment objectives and monitor compliance: | Groups have been created in the different business areas, which meet on a weekly basis to assess the convenience of carrying out operations with an impact on decarbonisation metrics based on annual management objectives. The groups include members from the areas of Environmental Risk Assessment, Risk Management Function, Business Operations and Climate Risk. | A monthly report on the trend in the main decarbonisation metrics is submitted to the Sustainability Committee and the Global Risks Committee. | Annually, the Management Committee, the Appointments and Sustainability Committee and the Risks Committee are apprised of the trend in the decarbonisation metrics. Targets of the insurance business VidaCaixa has different mechanisms that enable it to regularly monitor exposure to carbon-intensive sectors of activity and the carbon footprint of its investments. By analysing these climate metrics and assessing the ESG quality of the companies invested in (through ratings or specific material factors for each sector) and integrating them into investment decision- making, VidaCaixa has made great strides in reducing the carbon footprint of the insurance investment portfolio. 2025 Consolidated Management Report 284
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TRANSITION PLANS AND ALIGNMENT Since the establishment of the first decarbonisation targets, CaixaBank has been actively managing its sector portfolios to ensure that the transition to the targets set for each sector is adequately met. However, it is worth noting that CaixaBank's vocation to accompany its customers in their transition process as a mechanism to attain the decarbonisation of the economy means that the decarbonisation trajectory of the portfolio point by point may not be linear. In this context, the main actions carried out to manage the portfolio's alignment metrics include the following: Measurement and monitoring | Determination of annual management targets for sectoral decarbonisation metrics. | Assessment of CO 2 emissions or physical intensities and climate impact of all new transactions on sector-specific metrics. | Calculation of monthly estimates of metrics, together with year-end and 2030 projections. | Identification of the main reasons for changes in metrics. | Compilation, assessment and monitoring of publicly disclosed climate transition plans of the most relevant clients. Control policy and admission policy | Involving red lines in risk admission through the Sustainability Risk Policy. | Review and penalise new operations. Engagement and dialogue service | Assessment and classification of the level of alignment with sustainability indicators of the key customers for each sector. | Setting of strategies to improve the indicators. | Provision of products and services supporting the transition. In spite of all the actions carried out by CaixaBank to support customers in defining and executing strategies to transition towards a more sustainable model, the success of decarbonisation is also dependant on changes derived from government policies and environmental and climatic regulations, as well as on changes in consumer behaviour, scientific developments and new technologies. 2025 Consolidated Management Report 285
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EVOLUTION OF THE DECARBONISATION OF THE LOAN PORTFOLIO The degree of progress of the decarbonisation strategy for all sectors for which CaixaBank has established an intermediate decarbonisation target for 2030 is detailed below. Electricity sector Main design features of the alignment metric The starting point for the electricity sector (136 kg CO2e/MWh) is much lower than most of the entities that have disclosed targets to date for this sector and is even below the IEA's 2030 target metric. This is because CaixaBank has been financing renewable energies for years (as reflected, for example, in green bond Issuances since 2020). This low starting point implies a challenge when setting additional decarbonisation targets, which highlights CaixaBank's ambition to continue supporting the transition and leading the financing of renewable energy. KEY DESIGN DECISIONS 01 Value chain Integrated companies Generation Transport Distribution and marketing 02 Scope of emissions 1 2 3 03 Metric of the emissions Physical emissions intensity (kg CO2e/MWh) 04 Selección de la senda IEA Net Zero 2050 05 Risk considered Exposure (Limit granted) CaixaBank's target by 2030 A target is set to reduce the intensity metric by 30 % by 2030, with the following characteristics: 136 95 -30% Baseline 2020 (kg CO2e/MWh) Target level for 2030 (kg CO2e/MWh) Ambition to 2030 Trend in the electricity sector metric kg CO2e/M Wh 136 111 11810593 79 95 CABK metric CABK target ‘20 ‘21 ‘22 ‘23 ‘24 ‘25 ‘26 ‘27 ‘28 ‘29 ‘30 0 20 40 60 80 100 120 140 160 Emissions intensity ↓ 4 2 % 2020-2025 ↓ 1 6 % YoY The 2025 figure confirms the favourable trend in the metric since the base year. Following a slight initial uptick due to the energy crisis triggered by the outbreak of the war in Ukraine, the electricity sector portfolio has continued to trend downward in terms of carbon intensity. In addition, for the second year running, the metric stands slightly below the 2030 target (reduction of more than 30 % since 2020). This positive trend is driven by the increase in clean energy financed, in line with the Bank’s sustainable finance objectives. In addition, emissions intensity per MWh for our clients has also shown a very positive trend. 2025 Consolidated Management Report 286
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Oil and Gas Sector Main design features of the alignment metric The decarbonisation target is based on an absolute emissions metric, in line with industry expectations. Decarbonisation of the oil and gas sector is expected to be driven both by improvements in energy efficiency and by direct substitution of these fuels as input in other processes (demand effect). The last few years are being atypical in the energy sector due to the impact of the energy security issues arising from the global geopolitical situation. From a lending perspective, this was reflected in an increase in exposure to the oil and gas sectors in 2022, with a focus on the securing the short/medium-term energy supply. Nevertheless, this increase in financing to the sector did not alter CaixaBank’s commitment to medium- and long- term decarbonisation. KEY DESIGN DECISIONS 01 Value chain Integrated companies Generation Transport Distribution and marketing 02 Scope of emissions 1 2 3 03 Metric of the emissions Absolute emissions (based on exposure at risk) 04 Selección de la senda IEA Net Zero 2050 05 Risk considered Risk drawn down CaixaBank's target by 2030 A target is set to reduce the intensity metric by 23 % by 2030, with the following characteristics: 9.1 7.0 -23% Baseline 2020 (Mt CO2e) Target level in 2030 (Mt Co2e) Ambition to 2030 Trend in the metric for the Oil & Gas sector Year Mt CO2e 9.1 7.5 7.4 5.65.9 4.9 7.0 CABK metric CABK target ‘20 ‘21 ‘22 ‘23 ‘24 ‘25 ‘26 ‘27 ‘28 ‘29 ‘30 0 1 2 3 4 5 6 7 8 9 10 Emissions intensity ↓ 4 6 % 2020-2025 ↓ 1 7 % YoY The trend in the metric relative to the starting point is favourable, showing for the third year running a reduction that even exceeds the 2030 target. Nevertheless, it is important to note that the metric is fairly volatile, as it is built on the basis of drawn exposure. In addition, the current geopolitical uncertainty may give rise to additional financing needs in the sector; therefore, a necessarily non-linear trajectory towards 2030 is expected. 2025 Consolidated Management Report 287
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Automotive Sector Main design features of the alignment metric O n e o f t h e s e c t o r s p r i o r i t i s e d a s C O ₂ i n t e n s i v e i s t h e t r a n s p o r t s e c t o r . I n v i e w o f the heterogeneity of activities that comprise the sector and following best practice in target setting, it was decided to split this sector into 3 sub-sectors: automotive, aviation and naval. The automotive sector accounts for a substantial percentage of CaixaBank's loan book and a concentration of emissions financed. Methodologies and scenarios also exist for calculating decarbonisation targets. The target has been established at the consolidated level, including the exposure of the loan and investment portfolio of CaixaBank and BPI. This metric supports the sector's transition in line with CaixaBank's Strategic Plan. KEY DESIGN DECISIONS 01 Value chain Supply chain Vehicle production Distribution 02 Scope of emissions 1 2 3 (Cat.11 tank-to-wheel) 03 Metric of the emissions Physical intensity of emissions (gCO2/vkm) 04 Selección de la senda IEA Net Zero 2050 05 Risk considered Exposure (Limit granted) CaixaBank's target by 2030 A target is set to reduce the intensity metric by 33 % by 2030, with the following characteristics: 154.1 103.1 -33% Baseline 2022 (g CO2/vKm) Target level for 2030 (g CO2/vkm) Ambition to 2030 Trend in the metric for the automotive sector g CO2/vKm 154 146 146 164 103.1 CABK metric CABK target ‘22 ‘23 ‘24 ‘25 ‘26 ‘27 ‘28 ‘29 ‘30 100 120 140 160 180 Emissions intensity ↑ 6 % 2020-2025 ↑ 1 2 % YoY The decarbonisation of the automotive sector is intrinsically linked to the expansion of electric vehicles. Even after the setting of emissions reduction targets that de facto implied the end of sales of new internal combustion vehicles in the EU, Europe is experiencing difficulties in achieving its targets for the rollout of this type of vehicle. Due to these difficulties, within the framework of the Strategic Dialogue on the future of the automotive industry launched in January, the targets imposed on automobile manufacturers in Europe were relaxed during 20251. The trend in the emissions intensity metric for the sector at CaixaBank clearly reflects the current situation and challenges faced by the European automotive industry. Following a slight initial dip, the figure for 2025 confirms the broadly upward trend in the metric, which is even above the base-year level. Following the measures adopted by the European Commission, the decarbonisation targets and strategies of the clients making up CaixaBank’s portfolio in this sector are expected to evolve to reflect the new situation. In line with its mission, CaixaBank will continue to support its clients in their transition towards the decarbonisation of the automotive sector. 2025 Consolidated Management Report 288 1 This flexibility is reflected in Regulation (EU) 2025/1214 and in the package of measures for the automotive sector presented on 16 December 2025.
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Iron and Steel Sector Main design features of the alignment metric Given the relatively low exposure to the iron and steel sector, its high concentration in a few counterparties, the current technological limitations of a sector that is " hard to abate " and the uncertainty of changing methodologies and scenarios, it has been decided to set a target range for this sector. The methodology, consistent with market best practices and the Sustainable Steel Principles, considers a Scope 1 and 2 emissions intensity metric per tonne of steel produced. In this sector, the production process is particularly intensive, meaning that emissions from the use of the final product and its upstream supply chain are less relevant in comparison. KEY DESIGN DECISIONS 01 Value chain Mining Manufacture of steel Downstream 02 Scope of emissions 1 2 3 03 Metric of the emissions Physical intensity of emissions (kgCO2e/t steel) 04 Selección de la senda IEA Net Zero 2050 05 Risk considered Exposure (Limit granted) CaixaBank's target by 2030 A reduction target of between 10 % and 20 % has been set for the 2030 intensity metric, with the following characteristics: 1,230 1.107 - 984 Baseline 2022 (kg CO2/t steel) Target level for 2030 (kg CO2e/t of steel) Ambition to 2030 Trend in the metric for the iron and steel sector Year kg CO2/t steel 123011411073991 984 1107 CABK metric CABK target CABK target ‘22 ‘23 ‘24 ‘25 ‘26 ‘27 ‘28 ‘29 ‘30 0 200 400 600 800 1000 1200 1400 Emissions intensity ↓ 1 9 % 2020-2025 ↓ 8 % YoY The 2025 figure confirms the positive trend in the metric in the iron and steel sector for the entity. The reduction in the intensities of CaixaBank’s clients, together with increased financing of lower-emission options, has enabled the metric to remain in line with the established target, with this year’s figure standing below the “conservative” target and oriented towards achieving the “ambitious” target. 2025 Consolidated Management Report 289 -10% - 20% Foundry and integrated
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Thermal Coal Sector Main design features of the alignment metric Due to thermal coal being one of the highest emitting technologies that can be replaced by clean technologies, the decarbonisation focuses on reducing the entity's entire exposure to thermal coal (phase-out) by 2030: CaixaBank will stop providing finance to companies related to thermal coal, reducing its exposure to zero1. This kind of commitment is consistent with the anticipated disappearance of the sector. CaixaBank's exposure in the sector mainly corresponds to counterparts with mitigating factors: counterparties to whom we only finance the energy transition or counterparties with their own thermal coal phase-out commitments before 2030. CaixaBank's target by 2030 A target of phase-out is set for 2030, with the following characteristics: 213* 0 -100% Baseline 2022 (€M) (€2,845 M Total) Arrival level for 2030 (€ M) Ambition to 2030 * No mitigating factors. Trend in the metric for the thermal coal sector without mitigating factors Year € M 213 295 188 135 0 CABK metric CABK target ‘22 ‘23 ‘24 ‘25 ‘26 ‘27 ‘28 ‘29 ‘30 0 50 100 150 200 250 300 350 Emissions intensity ↓ 3 6 % 2020-2025 ↓ 2 8 % YoY After the slight uptick in 2023 due to data quality-related issues, the metric value in 2025 follows the trend initiated thereafter and confirms the downward trajectory. CaixaBank continues to work towards meeting its objective of phase-out of thermal coal by 2030. 1 Exposure is defined as the presence in the portfolio (including credit and investment of both CaixaBank, S.A. and BPI) of companies whose economic group is more than 5 % dependent on thermal coal revenues. 2025 Consolidated Management Report 290
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Commercial Real Estate Sector Main design features of the alignment metric Commercial real estate is a complex sector and the availability of actual emissions data is still limited, so the use of proxies in alignment calculations is still important. In addition, it is a sector with relevant geographical variations, where the reference pathways can lead to substantial variations in the targets. In light of these circumstances, CaixaBank has set an ambitious target for the sector. Given the limited availability of actual information relating to the assets in portfolio in this sector, priority will be provided to improving the availability of EPCs and of information on emissions of assets in portfolio. It is important to note that meeting the target set will be subject to compliance with the projections for energy efficiency and mix included in the current National Energy and Climate Plan (NECP) and other related plans (draft future NECP1, Fit for 55, etc.). KEY DESIGN DECISIONS 01 Value chain Suppliers Building Owner (non- residential) Maintenance Recycling 02 Scope of emissions 1 2 3 03 Metric of the emissions Physical intensity of emissions (KgCO2e/m2) 04 Selección de la senda CRREM 1.5ºC CRE Iberian Peninsula CaixaBank's target by 2030 A target is set to reduce the intensity metric by 41 % by 2030, with the following characteristics: 20.5 12.1 -41% Baseline 2022 (kg CO2e/m2) Arrival level for 2030 (kg CO2e/m2) Ambition to 2030 Trend in the metric for the commercial real estate sector Year kg CO2e/m2 20.5 20.1 19.9 21 12.1 CABK metric CABK target ‘22 ‘23 ‘24 ‘25 ‘26 ‘27 ‘28 ‘29 ‘30 10 15 20 25 Emissions intensity ↑ 3 % 2020-2025 ↑ 5 % YoY The metric for the commercial real estate sector remained relatively stable between 2022 and 2024, showing a slight downward trend. This inertia in the metric is mainly explained by the high proportion of proxies. Although efforts to expand the volume of real data available were stepped up during the last financial year, these remain limited; as a result, any variation in the proxies used — beyond the entity’s control — continues to have the capacity to affect the metric outcome. During 2025, the update of the proxy data used — aimed at more accurately reflecting the emissions of the underlying assets — resulted in an increase in CaixaBank’s emissions intensity metric. Within the framework of the Engagement Plan, efforts will be stepped up to collect actual data in order to reduce reliance on proxies and improve the data quality of the sectoral metric. 2025 Consolidated Management Report 291 1 National Energy and Climate Plan
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/ Residential real estate sector Main design features of the alignment metric Due to the specific characteristics of the residential real estate segment (its social implications, long maturity periods and dependence on exogenous levers for its transformation: Regulatory requirements and public support for energy efficiency improvements), the target set for the Residential Real Estate Sector is cautious in relation to the CRREM reference path1. In any case, and in order to achieve the stated reduction, CaixaBank will have to leverage the changes arising from government policies and environmental and climate regulations, as well as changes in consumer behaviour, forming part of and contributing to the collective effort required for the transition to a zero- emission net economy. Furthermore, specific products are being launched to finance energy-efficient retrofits. KEY DESIGN DECISIONS 01 Value chain Suppliers Building Owner (residential, “home. aquis.”) Maintenance Recycling 02 Scope of emissions 1 2 3 03 Metric of the emissions Physical intensity of emissions (KgCO2e/m2) 04 Selección de la senda CRREM 1.5ºC RRE Spain + Portugal CaixaBank's target by 2030 A target is set to reduce the intensity metric by 19 % by 2030, with the following characteristics: 23.57 19.03 -19% Baseline 2022 (kg CO2e/m2) Arrival level for 2030 (kg CO2e/m2) Ambition to 2030 Trend in the metric for the residential real estate sector Year kg CO2e/m2 23.6 23.7 19.819.5 19 CABK metric CABK target ‘22 ‘23 ‘24 ‘25 ‘26 ‘27 ‘28 ‘29 ‘30 0 5 10 15 20 25 30 Emissions intensity ↓ 1 7 % 2020-2025 ↓ 2 % YoY Following the significant decline recorded in 2024, mainly due to the Bank’s efforts to reduce the proportion of estimated energy efficiency certificates by collecting actual certificates across its portfolio, the real estate sector metric remains at a similar level in 2025. The Bank will continue working to improve its data management and offer new products that help improve the carbon intensity of this portfolio. 1 Carbon Risk Real Estate Monitor, an EU benchmarking initiative funded by the European Commission. 2025 Consolidated Management Report 292
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/ Aviation sector Main design features of the alignment metric The calculation of the target for this sector has been carried out in line with the Pegasus methodology, the standard to which CaixaBank adhered in 2024. Nevertheless, given the limited availability of technical data at individual asset level (aircraft type, type of load, flight hours, fuel type, etc.), the scope of the target has been focused on corporate financing to airlines, excluding Asset Finance and lessors. KEY DESIGN DECISIONS 01 Value chain Suppliers Building Owner Recycling 02 Scope of emissions 1 2 3 03 Metric of the emissions Physical intensity of emissions (g CO2e/RPK) 04 Selección de la senda MPPU 1.5ºC CaixaBank's target by 2030 A target is set to reduce the intensity metric by 30 % by 2030, with the following characteristics: 101.8 71 -30% Baseline 2022 (g CO2e/RPK) Arrival level for 2030 (g CO2e/RPK) Ambition to 2030 Trend in the metric for the aviation sector Year g CO2e/RPK 102 115 99 95 71 CABK metric CABK target ‘22 ‘23 ‘24 ‘25 ‘26 ‘27 ‘28 ‘29 ‘30 0 20 40 60 80 100 120 140 Emissions intensity ↓ 6 % 2020-2025 ↓ 4 % YoY In 2025, the downward trend in the aviation sector metric was confirmed, representing progress towards lower intensity levels. In view of this recent trend, the 2025 figure can be seen as a further step in the process of stabilising the metric following the variability observed in the initial years, placing the portfolio on a trajectory more closely aligned with the sector’s emissions reduction efforts. The observed trend underscores the importance of continuing to strengthen the availability and quality of information, as well as stepping up support for clients in the sector, to ensure that the metric accurately reflects genuine progress towards meeting the climate target set for the 2030 horizon. 2025 Consolidated Management Report 293
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Maritime Sector Main design features of the alignment metric The target for the shipping sector has been calculated using the Poseidon Principles methodology, adopted by CaixaBank in 2022. The Poseidon Principles define climate alignment as the degree to which the carbon intensity of a ship, product or portfolio is in line with a decarbonisation trajectory that meets the International Maritime Organisation (IMO) target. This metric is known as Alignment Delta (AD%). The target perimeter initially excludes passenger vessels (fast ferries and cruise ships) due to methodological inconsistencies and errors in the alignment paths affecting this asset typology, which are being assessed globally in the framework of the Poseidon Principles. The design of the target for this sector will be further adjusted in the framework of the Poseidon Principles. KEY DESIGN DECISIONS 01 Value chain Suppliers Building Owner Recycling 02 Scope of emissions 1 2 3 03 Metric of the emissions Alignment Delta (AD%) 04 Selección de la senda IMO 2018 CaixaBank's target by 2030 A reduction target of 11.9 % has been set for the AD% by 2030 metric, with the following characteristics: 11.9% 0% -11.9 p.p. Baseline 2022 (AD%) Arrival level for 2030 (AD%) Ambition to 2030 Trend in the metric for the shipping sector Year AD% 11.9 2.38 -4.3 0 CABK metric CABK target ‘22 ‘23 ‘24 ‘25 ‘26 ‘27 ‘28 ‘29 ‘30 -15 -10 -5 0 5 10 15 Within the framework of the Poseidon Principles, calculation of the metric for the shipping sector follows the publication timeline of the alliance’s annual report. Therefore, at this stage the most recent metric available corresponds to 2024. In the shipping sector, CaixaBank’s portfolio shows emissions efficiency above the sector average in 2024 (negative Alignment Delta). To maintain this trend and achieve the 2030 target, we continue to work on improving the mix of our portfolio in the sector. 2025 Consolidated Management Report 294
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Agricultural sector Main design features of the alignment metric In order to set a decarbonisation target for this sector, CaixaBank has conducted an exhaustive analysis of its agricultural and livestock portfolio, which has made it possible to: | Understand and segment the structure of the portfolio in terms of materiality and carbon intensity. | Identify the main information gaps. | Understand the heterogeneity of the paths for the products in the portfolio. In view of the low maturity of global methodologies and the low availability of homogeneous and comparable data, it is currently not prudent to set a quantitative target. KEY DESIGN DECISIONS 01 Value chain Integrated companies Inputs Production (Livestock: pigs + cattle) Processing Distribution and marketing 02 Scope of emissions Direct emissions (on farm) + feeding 03 Metric of the emissions Kg CO2e/kg meat produced 04 Selección de la senda SBTi FLAG Commodity Pathways 1.5ºC CaixaBank's target by 2030 A qualitative objective is set that focuses on improving the knowledge and profiling of individual customers and the sector in general. A specific work plan was launched, including a process of engagement with the main customers in the pork and beef livestock industry with different milestones in order to have more detailed information on these customers. Cement Sector and Aluminium Sector The Group's aggregate exposure to the cement and aluminium sectors, both in terms of credit exposure and absolute financed issues, does not exceed 1 % of the Group's total portfolio of companies with a credit profile. Due to the non-materiality in terms of decarbonisation of these sectors, it has been determined: | Not to set decarbonisation targets for the cement and aluminium sectors. | Establish a monitoring and contingency plan: | Monitoring of a metric on relative exposure and, should the individual exposure of any of the sectors represent more than 1 % of the total portfolio of non-financial companies for three consecutive months, consideration will be given to addressing the setting of the decarbonisation target. 2025 Consolidated Management Report 295
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tt CLIMATE ENGAGEMENT CaixaBank has various levers at its disposal to advance towards the goal of achieving emissions neutrality by 2050. One of these is to support companies in their decarbonisation process. In this respect, within the framework of the Sustainability Plan 2025-2027, CaixaBank has set itself the objective of carrying out dialogue processes with 90% of carbon-intensive companies (Net Zero scope) 1 to support and finance their sustainable transition. In line with this commitment, CaixaBank has designed an Engagement Plan which will be developed throughout this Sustainability Plan. This plan builds on UNEP FI best practices and the EBA guidelines, which consider engagement as a key tool to manage ESG risks and promote robust transition plans. During 2025, the priority was to initiate dialogue with customers within the Net Zero scope to assess their decarbonisation maturity . This process included: | Prior analysis of available information. | Structured interviews. | Gathering evidence and reports to assess the level of ambition and progress of their climate strategies. The objective was to classify customers according to their situation: no plan, incipient plan, or plan in progress, and lay the foundations for future roadmaps. Based on the initial diagnosis, engagement evolves towards support tailored to the maturity level of each customer. This progressive approach will enable CaixaBank to propose personalised action plans, encourage investment aligned with the energy transition and ensure continuous monitoring of performance, helping to improve the ESG profile of the companies financed and the bank's adherence to Net Zero pathways. 2025 Consolidated Management Report 296 1 Customers with credit exposure to sectors under the Net Zero perimeter until 31 October 2024, excluding individual customers, subsidiaries when the interaction is with their parent company and customers where the link is only project finance. The sectors include ara Pewer, Oil&gas, Automative, Iron&steel, and Commercial Real Estate.
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( ENVIRONMENTAL MANAGEMENT PLAN The CaixaBank Group, as part of its climate ambition, has a strategy to reduce the environmental impact of its own operations . This commitment is reflected in the Environmental Management Plan , which promotes actions aimed at reducing greenhouse gas (GHG) emissions. This Plan, as an example of CaixaBank's commitment to reducing its operational carbon footprint, is reflected in the identification of the positive impact in the double materiality study (see section "Materiality Assessment"): | Promotion of the operational carbon footprint's reduction thanks to the implementation of the action plans including areas for improvement and recommendations to reduce it. ENVIRONMENTAL MANAGEMENT PLAN 2025–2027 Following the successful completion of the Environmental Management Plan 2022-2024, CaixaBank continues to drive forward its commitment through the Environmental Management Plan 2025-2027 1, which was approved by the Sustainability Committee in 2024. This Plan focuses on mitigating the environmental impact of the Group's activities , setting ambitious targets, measuring and monitoring the impact by calculating the carbon footprint and encouraging its reduction through six lines of action , which group together all the initiatives and projects that should enable the Group to reduce its operational footprint. 6 17 initiatives Lines of action More than 170 projects 1. Climate change 2. Environmentalisation of procurement and contracting. 3. Commitment to the circular economy. 4. Sustainable Mobility Plan. 5. Promoting efficiency. 6. Renewal of voluntary certifications and extension of scope. Objectives of the Environmental Management Plan 2025-2027 The 2025-2027 Environmental Management Plan defines specific targets , which actively aim to reduce Greenhouse Gas (GHG) emissions generated by CaixaBank's own activities, setting out specific actions to achieve them. These targets were approved by the Sustainability Committee, which monitors compliance with them on an annual basis . The Sustainability Committee also monitors their performance on a quarterly basis, with a view to anticipating possible deviations in compliance. CaixaBank has defined the emissions reduction targets for Scope 1 and 2 using the same perimeter as that used to report the Group's Operational Footprint. Thus, 100% of the emissions included in these scopes are covered by these decarbonisation targets. The objectives established for the Environmental Management Plan 2025-2027, as well as the medium-term objective (2030), are detailed below. 2025 Consolidated Management Report 297 The Environmental Management Plan sets targets for all years of the Plan, as well as medium-term target to 2030. These objectives are aligned with the climate strategy and focus on reducing direct impacts. 1 The Environmental Management Plan is implemented comprehensively in the Group's most important companies (20 companies), which account for 99.9% of total CaixaBank Group employees and 99.3% of the Group's assets. The companies OpenWealth and CPC Portugal were included in 2025. CaixaBank Business Analytics, which was part of the perimeter, has been integrated into CaixaBank, S.A.
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CAIXABANK GROUP ENVIRONMENTAL MANAGEMENT PLAN OBJECTIVES 2025-2027 Action plans Targets (All reduction targets are based on 2024 data) 2025 2026 2027 2030 Carbon footprint mitigation strategy Reduction of Scope 1 Emissions (Tn CO2) -4% -6% -7% -10% Scope 2 Emissions (Market Method) (tonnes of CO2) 0 0 0 0 Reduction of Scope 1+2 emissions (Location Method) (tonnes of CO2) -4% -6% -7.5% -11% Reduction of Scope 1+2 emissions (Market Method) (tonnes of CO2) -4% -6% -7% -10% Reduction of Scope 1+2 Emissions (Location Method) (Tn CO2) -4% -6% -7.5% -11% Carbon footprint offsetting – Scopes1, 2 and 3.6 (corporate travel) 100% 100% 100% 100% Renewable energy consumption (kWh) 100% 100% 100% 100% Fostering efficiency Savings in electricity consumption (kWh) -4% -6% -7.5% -11% Methodology for determining the objectives CaixaBank established its GHG emissions reduction targets (excluding financed emissions) based on internal criteria and studies , based on an analysis of its environmental impact and the specific characteristics of its activity. For its definition, the internal policy of renewable energy consumption has been taken into account, as well as the lines of action focused on the reduction and decarbonisation of the corporate fleet and the progressive renewal of air conditioning equipment. Unlike other targets that are aligned with international climate scenarios or reference frameworks such as those set by the Paris Agreement, the Group has opted for its own strategy, tailored to its operational needs. Thus, the objectives have been set while considering the policy to reduce energy consumption and consume more energy from renewable sources, as well as the internal guidelines to reduce and decarbonise the corporate vehicle fleet and upgrade the air conditioning equipment. To calculate the degree of compliance with the energy and Scope 2 emissions reduction target (location method), the Group looked at normalised consumption figures for CaixaBank, S.A., which takes into account outside temperature values and which have been calculated according to the methodology established by the IPMVP international protocol. 2025 Consolidated Management Report 298 Notes: To calculate the Scope 1 target, cooling gas emissions data uses the 2022-2024 average as the baseline year. CaixaBank has defined the emissions reduction targets for Scope 1 and 2 using the same perimeter as that used to report the Group's Operational Footprint. As a result, 100 % of the emissions included in Scopes 1 and 2 are fully covered by the decarbonisation targets set. .
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Degree of achievement of objectives The objectives set by the Group for the first year of implementation of the Environmental Management Plan were achieved. Achievement of these results was possible thanks to the contribution of the measures implemented throughout 2025 and the actions developed in recent years. In order to assess the degree of achievement of the Scope 1 reduction targets, the emissions associated with the consumption of fuels for electricity generation during the power cut in Spain and Portugal at the end of April 2025 (108.44 TnCO 2) were excluded. This consumption was essential to guarantee the continuity of CaixaBank's activity, as an essential service. However, these emissions have been excluded only for the monitoring of the Scope 1 reduction target, forming part of the Group's 2025 operational carbon footprint calculation. Despite meeting the targets related to the reduction in electricity consumption, the desired levels for Scope 2 emissions calculated using the Location Method were not achieved. This was due solely to an increase in the emission factor of the Spanish electricity mix used to calculate these emissions, a factor over which CaixaBank has no direct influence. 2025 Consolidated Management Report 299 2025 Target Metrics Collateral Target Carbon footprint mitigation strategy Reduction in Scope 1 emissions (t CO2) -5% -4% Scope 2 emissions (market-based method) (t CO2) 0% 0 Reduction of Scope 2 emissions (Location Method) (t CO2) 2.3% -4% Reduction of Scope 1+2 emissions (market method) (t CO2) -5% -4% Reduction of Scope 1+2 emissions (Location Method) (t CO2) 0.2% -4% Carbon footprint offsetting – Scopes1, 2 and 3.6 (corporate travel) 100% 100% Renewable energy consumption (kWh) 100% 100% Fostering efficiency Savings in electricity consumption (kWh) -4.2% -4% 1 To calculate compliance with the Scope 2 (Location Method) energy and emissions reduction target, standardised consumption data for CaixaBank, S.A. have been taken into account, considering outdoor temperatures.
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Main actions carried out in 2025 in the framework of the Environmental Management Plan The 6 lines of action set out in the Environmental Management Plan are the main levers driving the reduction of consumption and emissions as part of the Group's operational footprint. Below, details are provided of the main projects and initiatives pursued during 2025 by line of action: Climate change The climate change line mainly reflects the Group's strategy to achieve operational emissions neutrality , through measurement, reduction and offsetting. 01. Calculation of the operational carbon footprint 02. Reduction of CO2 emissions 03. Offsetting of non-avoided emissions 01. Calculation of the operational carbon footprint CaixaBank annually calculates its operational carbon footprint to rigorously assess its environmental impact, identify opportunities for improvement and establish actions aimed at progressively reducing it. The calculation of the operational carbon footprint is included in the section "Calculation of the Operational Carbon Footprint". 02. Reduction of CO2 emissions With a view to contributing to the reduction of emissions from the operational carbon footprint, various initiatives are undertaken; these are included in the remaining lines of action. This includes both the monitoring of these initiatives and the promotion of the purchase of energy from renewable sources. Purchase of renewable energy CaixaBank's strategy regarding electricity consumption focuses on the use of renewable energy. For years, 100 % of the electricity consumed has been from certified renewable sources. To achieve this, the strategy involves reaching electricity purchase agreements through two types of contractual instruments: | PPAs (Power Purchase Agreements) with an associated annual purchase of 113.88 GWh/year, which represents 53.8 % of the total electricity purchase; and | GdO (Guarantee of Origin Certificates) with an associated annual purchase of 211.74 GWh/year, which represents 100 % of the total electricity purchase. 100 % in 2025 Of electrical energy consumed comes from renewable sources. 100 % in 2024 03. Offsetting of unavoidable emissions As part of the Environmental Management Plan, the Group has undertaken to neutralise the carbon footprint of its own activity for Scope 1, 2 and for category 3.6 corporate travel in Scope 3. 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 projects1. In 2024, a qualitative leap was made regarding the offsetting of these emissions, since 100% of the offset projects focused on GHG emissions removal, compared to previous years when both emission reduction and removal projects were considered. The projects chosen to offset 2025 emissions have followed the same premise and have been: | 50 % of the tons compensated in Reforestation projects in Esteban de Gormaz and Beratón in Soria and in Agavanzal in Zamora, verified applying the MITECO Verification Standard. Vintage 2024 and 2025. 2025 Consolidated Management Report 300 1 The carbon credits are not considered when reporting the carbon footprint, nor are they taken into account for achieving emission reduction targets.
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| 50 % of the tonnes offset in the Forest Project in Montes del Este, located in Uruguay, verified under the VCS (Verified Carbon Standard). Vintage 2020+. The total emissions CaixaBank has offset through these reforestation projects1 in 2025 amounted to 22,065 tCO 2eq. As mentioned, 50 % of these emissions have been offset through projects in Spain, the country where CaixaBank primarily operates. These projects have entailed a cost of €459 thousand. Carbon credits cancelled in reporting year2 2025 2024 Total (tCO2eq) 22,065 19,736 Proportion of removal projects (%) 100% 100% Proportion of reduction projects (%) 0% 0% Carbon credits recognised by MITECO (%) 50% 50% Carbon credits recognised by VCS (%) 50% 40% Carbon credits recognised by CAR (%) 0% 10% Proportion of projects within the EU (%) 50% 50% Carbon credits that can be considered a corresponding adjustment under Article 6 of the Paris Agreement (%) – – In addition to the projects financed through carbon credits, CaixaBank has t w o o f i t s o w n C O ₂ absorption projects involving the reforestation of burnt areas in the mountain of Montserrat, in Barcelona and in the town of Ejulve, in Teruel, which it has promoted, financed and managed3. Both projects are included in the carbon footprint register, carbon offsetting, and CO2 absorption projects validated by MITECO. To manage the permanence risk, the Ministry reserves a portion of the absorptions allocated to the guarantee fund. The emissions absorbed by these forests were calculated following the methodology established by the Climate Change Office of MITECO. Forests act as natural carbon sinks, reducing the amount of CO2 from the air and thus mitigating climate change. By carrying out this type of project, it also contributes to protecting the soil from erosion, landslides, and it promotes biodiversity development. For this reason, forests are one of the best examples of nature-based solutions. In this regard, these two projects are part of CaixaBank's direct carbon offset initiatives. Although the impact of these forests on carbon absorption is modest, their role is primarily symbolic, reflecting the company's commitment to sustainability and the preservation of the local environment. Currently, CaixaBank is not actively involved in GHG removal and storage projects with agents in its value chain. However, in order to identify the efforts made by suppliers, the carbon footprint questionnaire sent to them includes questions associated with offsetting their carbon footprint. Environmental procurement This line aims to integrate environmental criteria in all purchasing and contracting processes for products and services, extending the Group's environmental commitment to its supply chain and encouraging them to adopt measures to minimise the environmental impact of their activities. In 2025, the Carbon Footprint questionnaire sent to suppliers with a turnover of more than 500,000 euros was updated. This questionnaire provides more data on the real impact of purchasing and will serve as a basis for setting emissions reductions targets through purchasing. In addition, engagement actions have been undertaken with suppliers to calculate the footprint and set reduction targets. See section "Supplier relationship management". 2025 Consolidated Management Report 301 1 Reforestation projects are considered as GHG emission removal projects, which also come from biogenic sinks. 2 CaixaBank does not have any carbon credits expected to be cancelled in the future, nor any contractual agreements for future purchases of credits beyond those of the current year. 3 Both reforestation projects are considered as greenhouse gas (GHG) emissions removal projects, which also come from biogenic sinks resulting from land use changes.
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Commitment to circular economy The main aims of this line of action are to reduce both the consumption of materials and the generation of waste, as well as advocating for the reuse and recycling of materials. CaixaBank considers good waste management to be essential, as well as the transition from linear consumption practices to circular consumption, with the aim of minimising its Scope 3 emissions. Waste management The main activities carried out in relation to waste management are detailed below: | Selective waste collection allows us to recover and recycle waste. | At the corporate buildings, waste is recorded and managed by authorised waste management companies. These buildings' cafeterias are free of single-use plastic. | Throughout the branch network, municipal selective collection containers are used for non-hazardous waste (paper, plastic, organic and other waste), while hazardous waste is managed by authorised waste managers through our maintenance companies (light bulbs, refrigerant gases, electronic waste, toner, etc.). | CaixaBank launches regular awareness campaigns for staff to reduce waste generation. | Collection of obsolete cards in the branch network for subsequent recycling. | 100 % of the cards sold are made from recycled PVC and biodegradable material. | From the materials obtained from the recycling of obsolete cards, two pilot benches have been manufactured and distributed in one of our unique buildings, serving as a starting point to continue manufacturing new elements of urban furniture from this material in the future. | CaixaBank has ReUtilízame, a programme that promotes the donation of surplus materials in good condition by companies to non-profit social organisations (see section "Social activities"). | The waste data taken into consideration for the calculation of CaixaBank S.A.'s carbon footprint are shown in the table below: _WASTE (TONNES) 2025 2024 Toner cartridges 26 28 IT support 276 414 2025 Consolidated Management Report 302
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Paper management Several initiatives have been implemented at Group level which have led to a reduction in paper consumption in recent years1: | The digitisation project allows digital signatures for 100 % of processes. | ATMs allow for deposits without an envelope and offer the option to view information on-screen and not print a receipt. | Invoicing is a fully electronic process. | CaixaBank S.A. has reduced paper consumption associated with sending communications to customers by 26 % compared to 2024, thanks to the increase in online correspondence. | Reduction of 7.2 % in A4 paper consumption in corporate buildings and branches of CaixaBank, S.A. compared to 2024. | Reduction and centralisation of printers in multifunctional equipment with a user ID system. | Commitment to the preferential use of recycled paper, which at CaixaBank S.A. accounts for 96.8 % of consumption. | Publications are released on FSC and PEFC-certified paper. _A4 PAPER CONSUMPTION (TONNES)* 2025 2024 Paper consumption 778 838 Paper consumption per employee 0.02 0.02 *Data from CaixaBank, S.A. 1 Paper reduction initiatives have been implemented across the Group, although quantitative data are only available for CaixaBank, S.A. Sustainable Mobility Plan The 2025-2027 Mobility Plan takes the baton from the previous Plan. This Plan includes both internal (corporate travel) and external (personal travel by employees, customers and suppliers) dimensions, incorporating a 360- degree vision on the inclusion of measures to curb the impact of travel needs. The Plan is structured in these 4 dimensions, on which different initiatives have been carried out. DIMENSIONS OF THE SUSTAINABLE MOBILITY PLAN Corporate Mobility Personal Mobility | Reduction of the fleet of own vehicles and transition to hybrid cars. | Use low emissions taxis. | Inclusion of environmental criteria for reducing the impact associated with mobility in events and trips. | Awareness raising actions among employees, focusing on reducing emissions associated with corporate travel. | Deployment of remote working tools. | Electric vehicle charging points and private bicycle parking in several corporate centres have been installed. | Transport card with flexible remuneration rules. | Use of shuttle bus to the centre of Las Rozas. Company Employees Suppliers Customers Supplier Mobility Customer Mobility | Delivery of packages in the last mile using an electric scooter. | Rationalisation of the pouch service | Own logistics centre and optimisation of shipping routes. | Deployment of online customer communication tools. | Financial products associated with sustainable mobility (financing and renting of hybrid and electric vehicles, financing of charging points, electric scooters, etc.). 2025 Consolidated Management Report 303
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Implementation of internal carbon pricing associated with corporate travel 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). In this regard, a shadow price will be implemented in 2026 and a real rate is expected to be introduced in 2027. Initially, the price will be implemented for CaixaBank, S.A. (100 % of corporate travel emissions, both from Central Services and the branch network) and the aim is to include other Group companies in the future. The most important challenges to be addressed in the coming years within this line will be the implementation of the internal carbon price for corporate travel and the implementation of the Sustainable Mobility to Work Plans in buildings with more than 200 employees , as required by the new Sustainable Mobility Law. Fostering efficiency The initiatives included in this line of action promote the reduction and optimisation of resource consumption, especially in terms of energy consumption. Energy efficiency In this regard, in recent years CaixaBank has promoted the implementation of various initiatives to improve the energy efficiency of its buildings, with the aim of contributing to the reduction of Scope 2 carbon footprint emissions. These measures have contributed, together with the synergies derived from the integration of branches, to the CaixaBank Group's energy consumption being reduced by 4.2% in 2025 compared to 2024, using standardised energy consumption, which considers the outside temperature, and 2.9% in terms of overall consumption. Some of the main measures implemented during 2025 are described below: | In recent years CaixaBank has implemented several initiatives to reduce consumption in the branch network based on potential savings: replacement of fluorescent lighting with LED lighting, replacement of air conditioning equipment with more efficient units, motion sensors and light turn-off systems, single-pole switches linked to time regulation, replacement of computer equipment, etc. Actions in 2025 included the air conditioning equipment in 400 branches being replaced and the lighting in 175 branches being changed, along with other initiatives such as adjusting the hours of consumption or closing floors in some corporate buildings at times of low occupancy. | The two Data Processing Centres (DPC) are silver and gold LEED- certified respectively. | In 2025 , a total of twelve diesel tanks were removed from the branch network, replacing the existing air conditioning equipment with heat pumps. | The main effort made in recent years to promote energy savings has been the Monitoring project . Thanks to the energy analytics platform, it is possible to group and analyse all the consumption data from offices and buildings, both those obtained thanks to the control and monitoring software and the incorporation of consumption data from meters. The analysis of this data has been key to prioritising the necessary investments, as well as the implementation of good practices such as optimising lighting and air conditioning schedules, regulating the setpoint temperatures of the climate, optimising the operation of equipment, etc. 2,966 1,231 43 Branches monitored Remote managed branches Monitored and/or remotely managed buildings 2025 Consolidated Management Report 304
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Energy consumption and energy mix The data on the energy consumption and mix for the CaixaBank Group in 2025 and 2024 are as follows: Energy consumption and mix 2025 2024 Fuel consumption from coal and derivatives (MWh) 0 0 Fuel consumption from crude oil and oil products (MWh) 15,094 16,096 Fuel consumption from natural gas (MWh) 3,470 3,353 Fuel consumption from other fossils sources (MWh) 40 11 Consumption of purchased or acquired electricity, heat, steam and cooling from fossil fuel sources (MWh) 0 0 Total consumption of fossil fuel (MWh) 18,605 19,460 Proportion of fossil fuels in the total consumption of energy (%) 8.08% 8.19% Fuel consumption from nuclear sources (MWh) 0 0 Proportion of nuclear sources in the total consumption of energy (%) —% —% Consumption of fuel from renewable sources, such as biomass (including industrial and municipal waste of biological origin, biogas, renewable hydrogen, etc.) (MWh) 0 0 Consumption of purchased or acquired electricity, heat, steam, and cooling from renewable sources (MWh) 211,744 218,049 Consumption of self-generated renewable energy not used as fuel (MWh) 0 0 Total consumption of renewable energy (MWh) 211,744 218,049 Proportion of renewable sources in the total consumption of energy (%) 91.92% 91.81% Total consumption of energy (MWh) 230,349 237,509 4,2 % Reduction in electricity consumption compared to 2024 (standardised data) _GROUP ELECTRICITY CONSUMPTION 2024 4.83 MWh/ employee 2025 4.55 MWh/ employee During 2025, implementation of the energy efficiency measures mentioned above led to the following expenditure1: €29 M €1.8 M CapEx for energy upgrades OpEx for energy upgrades These amounts are included under the headings described in notes 15 "Tangible Assets" and 33 "Other Administrative Expenses" of the CaixaBank Group's Financial Statements: Installation of solar panels CaixaBank has a solar panel installation in Valencia with a capacity of 20 kW, which in 2025 generated a total of 21 MWh of electricity. However, this energy is not self-consumed and is fed directly into the grid. 2025 Consolidated Management Report 305 218.048 CaixaBank Group 1 Incorporates the amounts of CaixaBank, S.A., VidaCaixa and BPI. 211.743 MWh MWh
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Water use efficiency | The water we use comes from the supply network, and its use is mainly for sanitary purposes, which does not allow its reuse and which is why its significance as an environmental vector is relative. However, measures to reduce water consumption have been implemented, e.g. traditional taps have been replaced by taps with interrupted flow and toilet cisterns have been replaced by others with smaller capacity and a double flush button. | In unique buildings, the best technologies have been introduced to optimise water consumption associated with the refrigeration processes: The Data Processing Centres use free cooling technology without water and, in the corporate centre in Barcelona, the evaporative cooling towers were replaced by adiabatic towers, with much lower water consumption. | In 2025, a total of 347,514 m 3 of water were consumed, marking a reduction of 3 % in consumption when compared with 2021. WATER CONSUMPTION (M 3)* Water consumption 347,514 358,334 Water consumption per employee 9.3 9.8 2025 20241 * Figures for CaixaBank data, S.A. However, water reduction initiatives have been implemented across the Group. 1 The figure for 2024 has been restated due to an improvement in the consumption estimation procedure. Renewal of voluntary certifications and extension of the scope The reduction of emissions is achieved by implementing environmental efficiency measures, monitoring the indicators and implementing an Energy and Environmental Management System in accordance with the requirements established in standards ISO 14001 and ISO 50001 and in the European EMAS regulation, which enabled CaixaBank to perform its activity considering the environment's protection. CaixaBank S.A. currently has 6 ISO 14001 certified buildings , as well as 2 ISO 50001 certified buildings , focussed on efficient energy management. In addition, one of its buildings is registered under EMAS, the EU environmental management and audit system promoted by the European Union. In addition, all branches in the CaixaBank network in Catalonia have the Distintivo de Garantía de Calidad Ambiental , a benchmark ecolabel awarded by the Generalitat de Catalunya and renewed at the end of 2025. As a result of this set of certifications, approximately 30% of the workforce operates in certified buildings or offices with certified environmental or energy management systems. Finally, other Group companies, such as CaixaBank Facilities Management, CaixaBank Tech and BPI (with four certified buildings) also have ISO 14001 certified Environmental Management Systems. Other environmental information Given the activities in which the CaixaBank Group is engaged, it has no environmental liabilities, expenses, assets or provisions and contingencies that may have a material impact on its equity, financial position or results. For this reason, as of 31 December 2025, the consolidated financial statements did not include any item that should be included in the environmental information document required by Order JUS/616/2022 of 30 June, which approves the new model for submitting the consolidated annual accounts of entities required to present them to the Commercial Registry. CaixaBank has not been subject to any significant fines or sanctions related to compliance with environmental regulations in 2025. 2025 Consolidated Management Report 306
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CAIXABANK GROUP'S CARBON FOOTPRINT CALCULATION OF FINANCED EMISSIONS CaixaBank quantifies the emissions associated with its financing and investment portfolio (Scope 3, category 15 of the carbon footprint), with the aim of understanding, assessing and managing the impact, in terms of the carbon footprint of its financial activity (banking and insurance business) and the transition risks linked to climate change. Calculation of financed emissions of the banking business CaixaBank quantifies the emissions associated with its financing and investment portfolio (category 15 of Scope 3 of the carbon footprint) linked to the banking business. This information provides CaixaBank with the definition of decarbonisation pathways to achieve net zero emissions by 2050, in line with the decarbonisation commitment. CaixaBank takes as a reference the guidelines defined by PCAF 1 (Partnership for Carbon Accounting Financials) in its accounting and reporting standard " The global GHG accounting & reporting standard for the financial industry " for the quantification of the emissions financed by its lending and investment portfolio. The calculation of financed emissions for CaixaBank Group’s banking business includes the main entities that carry out the Group’s financing activities: CaixaBank, CaixaBank Payments&Consumer (CPC), Banco BPI and MicroBank. The calculation for the loan book as at 31 December 2025 covers the following asset typologies2: | Mortgages | Commercial real estate (CRE3) | Corporate loans | Project Finance | Loans for financing vehicles _PERIMETER LOAN BOOK. HEDGE In addition, financed emissions associated with the investment portfolio 4 (including corporate fixed income and equities) have been calculated with coverage of almost 99 %, as well as emissions linked to sovereign debt exposures which, in accordance with the PCAF standard, include both bonds and loans to countries on the Group’s balance sheet, excluding the insurance business (covering supranational bonds and loans and excluding sub-sovereign bonds and loans)5. 1 CaixaBank joined PCAF in 2021. 2 In the case of CPC, given the nature of its business, the assets in the calculation perimeter are only corporate loans, vehicle financing loans and sovereign debt. In the case of MicroBank, owing to the nature of its activity, only corporate loans and loans for vehicle financing are included as assets in the calculation perimeter. 3 Commercial Real Estate. 4 Does not include investments or trading book. 5 The results of financed emissions linked to sovereign debt are shown in the table “GHG emissions from the financing and investment portfolio – 2025” and include information relating to CaixaBank, BPI and CPC. 2025 Consolidated Management Report 307 n 84% Exposure in perimeter calculated n 16% Exposure in perimeter not calculated (insufficient data)
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Calculation method The calculation has been carried out under a bottom-up approach, following the methodology developed by PCAF and described in the standard “ The Global GHG Accounting and Reporting Standard for the Financial Industry (Part A) Second Edition (December 2022)”: > Emissions associated with the mortgage book have been calculated using information from the energy performance certificate (actual or estimated) of the properties financed. During 2025, work continued on collecting actual certificates for the financed properties, which has had a positive impact, reflected in the progressive improvement in data quality for mortgage and CRE assets. >Emissions associated with the rest of the financing and investment portfolio (except for sovereign debt) have been calculated from carbon footprint information (Scopes 1, 2 and 3) reported by the financed companies/projects or on the basis of the emission factors published by PCAF when companies do not publish their carbon footprint. >Emissions linked to vehicle financing have been estimated taking into account the type of vehicle and proxies for average mileage. The calculation for this asset has been improved by adding information related to the fuel used by the vehicle when it is available. >With regard to sovereign debt, Scope 1 financed emissions have been calculated focusing on production and considering and not considering the effect on climate change mitigation of the countries’ land Use, land-use change and forestry (LULUCF), that is, calculations with and without LULUCF. In all cases, the allocation of emissions financed by CaixaBank has been made using the attribution factor specified by PCAF for each type of asset and the best available data in each case. CaixaBank has a specific internal tool integrated into the Group’s systems that guarantees the quality and completeness of the results obtained from the calculation of financed emissions. This tool incorporates all the necessary information, from internal and external databases, for calculating financed emissions. It also facilitates the management of this key indicator for the Group on its path towards climate neutrality, as it enables its calculation, monitoring and quarterly follow-up. In 2025, absolute financed emissions amounted to 8 2 , 0 5 1 k t C O ₂ e o n a n exposure of €290,275 M ( 7 8 , 2 4 3 k t C O ₂ e a n d € 2 7 7 , 5 4 6 M i n 2 0 2 4 ) . T h e increase is mainly attributable to two factors. First, the increase in financing (calculated exposure) of 4.6 %, and second, the 12.4 % rise in financed Scope 3 emissions. This increase in financed Scope 3 emissions is mainly driven by improvements in the quality and completeness of companies’ emissions reporting, with the greater level of detail resulting in more comprehensive estimates and, therefore, a higher volume of emissions disclosed in their public reports. Nevertheless, in parallel with this trend, a reduction of 11.7 % in financed Scope 1 and 2 emissions was recorded in 2025, driven by a broad decline in the operational emissions of the companies financed by CaixaBank Group, as well as by the continued improvement in the quality of the data used in the calculations. In particular, notable progress was made in corporate financing — showing an improvement in overall data quality to 3.1 in 2025 (3.2 in 2024) — and in corporate CRE, to 3.6 in 2025 (3.8 in 2024). In addition, a sustained downward trend in Scope 1 and 2 emissions has been consolidated since 2021, reflecting the Group’s clients’ continued efforts to progress in their decarbonisation. 2025 Consolidated Management Report 308 It is worth mentioning that, over time, financed emissions can be expected to fluctuate because of issues not linked to financial exposure but to other factors that impact the calculation, such as fluctuations in the value of companies, the availability of actual published carbon footprint data, improvements in the calculation process or changes in the PCAF emission factors.
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GHG emissions from the financing and investment portfolio – 2025 Outlook by type of asset Exposure Absolute emissions Economic intensity Total exposure in perimeter (€M) % of calculated exposure S1+2 (ktCO2e) S3 (ktCO2e) S1+2 emissions intensity (tCO2e/€M) CRE 5,439 89.4% 60 — 12 Mortgages 133,113 99.9% 2,654 — 20 Business funding 175,462 71.0% 16,584 60,282 133 Auto loans 12,455 94.8% 2,271 — 192 Equity securities1 8 95.9% 0.06 0.23 7 Corporate fixed income 16,138 99.2% 27 173 2 TOTAL 342,616 84.7% 21,596 60,455 74 Vision by sector (corporate finance)2 Exposure Absolute emissions Economic intensity Total exposure in perimeter (€M) % Calculated exposure S1+2 (ktCO2e) S3 (ktCO2e) S1+2 emissions intensity (tCO2e/€M) Fossil fuel combustion 5,826 82.9% 1,346 11,316 279 Power generation 16,257 92.7% 1,262 5,519 84 Transport 27,658 70.3% 4,589 17,087 236 Property 21,280 74.6% 756 2,225 48 Cement 346 85.8% 211 196 710 Iron and Steel 2,185 84.0% 429 910 234 Agriculture (includes stockbreeding) 5,018 82.8% 1,927 1,898 464 Aluminium 857 92.9% 185 330 233 Coal3 0.41 12.6% 22 0.03 432,060 Other sectors 96,035 64.9% 5,858 20,800 94 TOTAL 175,462 16,584 60,282 Geograpical area vision Exposure Absolute emissions Economic intensity Total exposure in perimeter (€M) % Calculated exposure S1+2 (ktCO2e) S3 (ktCO2e) S1+2 emissions intensity (tCO2e/€M) Spain and Portugal 280,124 92.8% 18,649 42,308 72 Europe 39,668 60.5% 1,730 13,927 72 Rest of the world 22,824 28.2% 1,218 4,220 189 TOTAL 342,616 21,596 60,455 Exposure Absolute emissions Economic intensity Sovereign debt Total exposure in perimeter (€M) % Calculated exposure S1 emissions (with LULUCF) (ktCO2e) S1 emissions (without LULUCF) (ktCO2e) S1 emissions intensity (with LULUCF) (tCO2e/€M) S1 emissions intensity (without LULUCF) (tCO2e/€M) Sovereign debt 62,208 100.0% 10,096 11,391 162 183 2025 Consolidated Management Report 309 Notes: Due to rounding total sums may vary slightly. CO2e = CO2 equivalent. Includes the following GHG: CO2, CH4, N2O, HFCs, PFCs, SF6 and NF3 1 Excludes equity-accounted investees and the trading portfolio. 2 2 Includes both general-purpose loans and specialised financing (project finance). 3 CNAE/NACE 510, 520, 1910. In the coal sector, no public information is available for clients; therefore, PCAF emission factors corresponding to this economic activity are used to estimate financed emissions.
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GHG emissions from the financing and investment portfolio – 2024. Outlook by type of asset Exposure Absolute emissions Economic intensity Total exposure in perimeter (€M) % of calculated exposure S1+2 (ktCO2e) S3 (ktCO2e) S1+2 emissions intensity (tCO2e/€M) CRE 6,054 88.0% 72 — 13 Mortgages 125,668 99.9% 2,825 — 23 Business funding 163,123 74.2% 19,553 53,528 162 Auto loans 9,417 95.2% 1,891 — 211 Equity securities1 8 76.7% 0.04 0.19 6 Corporate fixed income 16,854 99.0% 108 266 6 TOTAL 321,123 86.4% 24,448 53,795 88 Vision by sector (corporate finance)2 Exposure Absolute emissions Economic intensity Total exposure in perimeter (€M) % Calculated exposure S1+2 (ktCO2e) S3 (ktCO2e) S1+2 emissions intensity (tCO2e/€M) Oil and gas3 5,241 75.2% 3,539 11,378 898 Electric 15,481 93.7% 1,598 6,103 110 Transport 26,690 73.8% 3,083 10,905 156 Property 19,737 74.5% 727 2,126 49 Cement 315 82.9% 376 87 1,443 Iron and Steel 1,985 88.4% 492 881 281 Agriculture (includes stockbreeding) 5,372 81.9% 2,421 2,260 550 Aluminium 673 84.4% 111 261 195 Coal4 2 98.7% 56 2 27,266 Other sectors 87,627 69.9% 7,151 19,524 117 TOTAL 163,123 19,553 53,528 Geograpical area vision Exposure Absolute emissions Economic intensity Total exposure in perimeter (€M) % Calculated exposure S1+2 (ktCO2e) S3 (ktCO2e) S1+2 emissions intensity (tCO2e/€M) Spain and Portugal 263,581 94.2% 20,168 36,595 81 Europe 36,648 62.6% 2,028 10,730 88 Rest of the world 20,895 30.2% 2,252 6,470 355 TOTAL 321,123 24,448 53,795 Exposure Absolute emissions Economic intensity Sovereign debt5 Total exposure in perimeter (€M) % Calculated exposure S1 emissions (with LULUCF) (ktCO2e) S1 emissions (without LULUCF) (ktCO2e) S1 emissions intensity (with LULUCF) (tCO2e/€M) S1 emissions intensity (without LULUCF) (tCO2e/€M) Sovereign debt 50,082 100.0% 7,174 8,195 143 164 2025 Consolidated Management Report 310 Notes: Due to rounding total sums may vary slightly. CO2e = CO2 equivalent. Includes the following GHG: CO2, CH4, N2O, HFCs, PFCs, SF6 and NF3 1 Excludes equity-accounted investees and the trading portfolio. 2 Includes both general-purpose loans and specialised financing (project finance). 3 During 2024, actual emissions information was obtained for three significant financed projects in this sector, which led to a reduction in the estimated financed Scope 1 and 2 emissions of around 9,000 ktCO2e compared with the estimate calculated using PCAF factors in 2023. 4 CNAE/NACE 510, 520, 1910. 5 The calculation does not include BPI’s sovereign debt assets.
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Calculation considerations1 | The calculation has used the most recent financial and emissions 2 information available for the companies that are part of the portfolios of CaixaBank, CPC, BPI2 and MicroBank. For those companies for which no actual data are available, the latest emission intensity factors (tCO 2e/€M of revenue) published by PCAF3,4 as at March 2025 have been used. | The calculation has been made from an operational control approach following the methodology developed by PCAF. | Corporate finance (non-financial corporations): Provides loans for general corporate purposes (including SMEs) and project finance. | The calculation of company value for the Corporate Finance and Fixed Income categories is the sum of equity and debt (book value) for both listed and unlisted companies. | Mortgages and CRE: The emissions have been calculated taking into account: | EPC of the property | Emissions intensity information (by property type and geographical location) published by the Spanish Institute for Energy Diversification and Saving and CRREM (factors published by PCAF in March 2025). | Sovereigndebt: The production approach defined by PCAF has been used. Under this approach, the emissions attributable to the domestic production activity are considered, including domestic consumption and exports, as defined by the UNFCCC's national inventory submissions. | Scope 3 was calculated for all the sectors comprising CaixaBank's portfolio. In view of the high risk of double counting of emissions for calculating Scope 3, only the intensity of emissions per million euros is reported for Scope 1+2. | Exclusions: No financed emissions have been calculated for assets with insufficient data, and exposure to credit institutions and sovereign risk is not part of the perimeter. 1 Appendix 1 – Methodology for calculating financed emissions 2 For the calculation of CaixaBank’s carbon footprint, data from other companies in the value chain is used, whose reporting periods may differ from that of the CaixaBank Group. In that case, the most recently available annual data are always used.. 3 The PCAF intensity factor is an indicator that measures the impact of greenhouse gas emissions associated with the economic activity of a sector. An abnormally high value of the GHG intensity factor has been detected for NACE code 35.20 "Distribution of electricity, gas, steam and air conditioning". In order to correct this outlier, a conservative approach has been applied which consists of applying the highest emission factor within the "Electricity, gas & water" sector for the different geographies. 4 In December 2025, PCAF announced the incorporation of the CEDA (Comprehensive Environmental Data Archive) database into its official emissions factor database. This integration aims to improve the accuracy of estimating emissions generated by the activities financed by banking institutions. Compared with the previous database, based on EXIOBASE, the new tool offers broader geographical coverage, reaching 148 countries, and wider sectoral coverage, including 400 sectors, enabling financial institutions to use more homogeneous and reliable regional proxies, with annual updates. In this context, CaixaBank is considering using the CEDA database for future reports, with the aim of aligning with industry best practices and improving the quality of the data reported. However, for the calculation of financed emissions for 2025, the emission factors used in previous reports were retained, thereby avoiding potential variations in the results arising solely from updates to emission factors and ensuring year-on-year comparability of the data. 2025 Consolidated Management Report 311
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CALCULATION SCORE PCAF establishes a ranking of the quality of the data used in the calculations of financed emissions 1, with a score of 1 for the highest quality data (data published by companies and verified) and a score of 5 for the lowest quality data (sectoral estimates using emission factors provided by PCAF). The score for data quality by asset type for the 2025 calculation is as follows: 3.5 3.6 1 3.6 4 3.1 1.1 4 3.6 3.1 0 1 2 3 4 5 Mortgages CRE Corporate fixed income Equity Vehicles Corporate Finance Sovereign debt (*) *Corresponds only to Scope 1 ■ Scopes 1+2 ■ Scope 3 The percentage of Scope 1, 2 and 3 absolute emissions financed in 2025, which have been obtained with the best possible data quality (score 1), is of 45.3 %. 1 For more details see The global GHG accounting & reporting standard for the financial industry: https:// carbonaccountingfinancials.com/standard Locked-in emissions In relation to the locked-in emissions from its financing or investment activity, CaixaBank has carried out a qualitative assessment where no locked-in emissions subsequent to 2050 and related to financial products and assets from carbon intensive sectors have been detected. However, this analysis will be reviewed as soon as the counterparts start reporting this information under ESRS criteria, and if considered material, a specific plan will be drawn up to quantify and manage them. CaixaBank currently has two mechanisms in place that limit the possibility of producing locked-in emissions subsequent to 2050 arising from its financing or investment activity: I. Existing principles and policies on sustainability risks, including the phase-out of coal and limitations on new risks in the oil and gas sector. II. The levers for action in the framework of the decarbonisation objectives, which, in addition to the gradual reduction of exposure to the most carbon-intensive activities, include the potential derisking of partners not committed to the transition to a low-carbon economy. 2025 Consolidated Management Report 312
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Calculation of financed emissions in the insurance business The calculation of the carbon footprint of the Group’s corporate investment portfolio in its insurance activity makes it possible to specifically track exposure to carbon-intensive sectors and how this evolves. The calculation is carried out following the PCAF methodology for financed emissions, which is a benchmark in the climate field, as an aggregate calculation of the companies in which it invests. The companies' information is obtained from external suppliers of ESG data, which obtain this information from the companies' public reports. A specific monitoring of the exposure to carbon intensive companies is carried out, with the aim of understating the investments' contribution to the carbon footprint and being aware of its evolution, as well as analysing how the specific climate commitments are met. FINANCED CARBON FOOTPRINT – SCOPE 3.15 INSURANCE SCOPE . OPERATIONAL CARBON FOOTPRINT CALCULATION The CaixaBank Group calculates its operational carbon footprint in order to identify areas where it can take action and establish an action plan with initiatives aimed at reducing it. The emissions considered within each of the CaixaBank Group’s scopes are as follows: | Scope 1: direct emissions from the combustion facilities of the Group's own buildings, fuel for the vehicle fleet and refrigerant gases. | Scope 2: indirect emissions relating to the production of electricity, purchased and consumed by the Group's buildings. | Scope 3: includes other indirect emissions. The CaixaBank Group includes categories 3.1 Purchases of goods and services, 3.2 Purchases of capital goods, 3.3 Fuel and energy-related activities, 3.6 Corporate travel, and 3.7 Employee commuting to work centres; these categories were identified as material in the materiality assessment of Scope 3 categories of the carbon footprint. Materiality assessment of the Scope 3 categories 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. See section “Calculation of financed CO2 emissions”. However, in its commitment to decarbonisation, CaixaBank carries out a materiality assessment in order to identify the most relevant Scope 3 categories after excluding category 15 "Investments" and establish action plans for their reduction in those categories with the greatest impact. A new materiality assessment of Scope 3 categories has been carried out in 2025. The analysis covered 19 Group companies 2 representing 98 % of the Group's assets. The findings of this analysis confirmed as material the same categories identified in the 2022 analysis and category 3.7, relating to commuting in itinere . This classification of this category was upgraded to material due to an increase in emissions compared to 2021, when there was still a low level of mobility in the post- Covid pandemic context. The material categories are: | 3.1 Purchased goods and services. | 3.2 Purchase of capital goods. | 3.3 Fuel and energy-related activities. | 3.6 Business travel. | 3.7 Employee commuting to their work centres. 2025 Consolidated Management Report 313 32.5 t CO2eq €M invested Scopes 1+21 - 28 % vs 2024 1 Scope of NZAOA: corporate assets in the insurance portfolio. 2 The perimeter of companies considered is the same as that applied in the Environmental Management Plan, with the exception of OpenWealth, which at the time of the analysis did not form part of the scope defined in the Plan.
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Operational Carbon Footprint of the CaixaBank Group Retrospective Milestones and target years Base year (2024)1 20242 20252 % (2025 / 2024)3 2025 2030 2050 Annual target % (2030 / 2025) Scope 1 GHG emissions Scope 1 Gross GHG emissions (tCO2eq) 7,933.58 7,092.97 7,646.23 -4.99% 7,616.24 7,140.22 -1.67% Combustion from stationary sources - HEATING OIL 346.63 346.63 367.89 Combustion from stationary sources - NATURAL GAS 612.89 612.89 634.03 Combustion from stationary sources - PROPANE 2.54 2.54 9.39 Combustion from mobile sources - VEHICLE FLEET 3,619.06 3,619.06 3,363.1 Refrigerant gas leakage 3,352.46 2,511.85 3,271.82 Percentage of Scope 1 GHG emissions from regulated emissions trading schemes (%) 0% 0% 0% Scope 2 GHG emissions Scope 2 Gross GHG emissions, location based, (tCO2eq) 19,429.16 23,046.75 23,101.00 2.32% 18,652.00 17,291.96 -1.83% Gross market-based scope 2 GHG emissions (t CO2eq) 0 0 0 0% 0 0 0.00% Scope 3 Significant GHG emissions2 Scope 3 Total Gross Indirect GHG emissions (tCO2eq) 383,815.07 383,815.07 428,002.46 11.51% 1 Purchase of goods and services 236,247.88 236,247.88 278,800.91 Optional subcategory: Cloud computing services and data centres 2 Capital goods 72,699.59 72,699.59 73,286.95 3 Fuel and energy-related activities 5,117.53 5,117.53 4,135.99 6 Business travel 15.055,20 15,055.20 14,418.43 7 Employee commuting 54.694,88 54,694.88 57,360.18 Total GHG emissions Total GHG emissions (location-based) (tCO2eq) 411,177.82 413,954.80 458,749.69 10.76% - - - - Total GHG emissions (market-based) (tCO2eq) 391,748.65 390,908.05 435,648.69 11.18% - - - - 1 The base year on that which objectives of reduction are established of the Extents 1 and 2, included in the Environmental Management planning 2025-2027, correspond to the emissions of the year 2024 with the exception of the emissions of gases refrigerants, that they take as a reference the average of the last 3 years, and contemplates the emissions derived from the consumer spending of electricity of the standardised details obtained international protocol IPMVP 2 The columns 2024 and 2025 show the actual emissions data without discounting the emissions resulting from the combustion of fuel necessary to maintain activity during the power supply cut in the month of April and the overall data of energy without normalising. 3 The % variation between 2024 and 2025 takes into account the base year 2024 (including the average of the last 3 years for refrigerant gases and the normalised consumption of electricity) and the year 2025 without including the resulting emissions of the power cut in April and incorporating the normalised energy consumption data. Notes: The securities of the emissions of 2024 differ of the ones published last year because of the update of the Emission Factors (FE) of the finance of vehicles of renting of the Portuguese subsidiaries, the change of perimeter in the calculation of category 3.6 with the inclusion of emissions associated with taxis and the elimination of hotels, as well as the inclusion of category 3.7 emissions. In addition, in the 2024 emissions of CaixaBank, S.A., CaixaBank Business Analytics issues have also been incorporated. The emissions for 2025 include the companies OpenWealth and CPC Portugal. 2025 Consolidated Management Report 314
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Type of greenhouse gases in operating emissions1 In relation to the types of GHG, 56% of Scope 1 emissions generated by the CaixaBank Group are CO 2, while the sum of emissions from CH 4, N 2O and HFCs account for the remaining 44%. The types of GHGs are shown below: 2025 2024 GHG CaixaBank Group CaixaBank Group CO2 4,254 4,458 CH4 31 31 N2O 89 93 HFC 3,272 2,512 Locked-in/biogenic emissions CaixaBank does not consider locked-in GHG emissions from key assets to be material, given the nature of its business, mainly financing and investment. In relation to biogenic GHG emissions associated with Scopes 1 and 2, CaixaBank considers that they are not material given the nature of its activity and as it does not use biomass as fuel. However, CaixaBank is continuing to work to obtain this information from its suppliers. During 2025, a new extended carbon footprint questionnaire was launched for suppliers to assess biogenic emissions in their upstream value chain included in the operational Scope 3. The suppliers that have responded during this exercise have not reported material values. 1 Scope 1 gas breakdowns Methodology for calculating the Operational Carbon Footprint Both Scope 1 and 2 emissions and Scope 3 emissions are calculated taking into consideration the GHG standard Protocol established by the WRI (World Resources Institute) and the WBCSD (World Business Council for Sustainable Development). For Scope 3 emissions, the classification set out in the GHG Protocol publication titled "Corporate Value Chain (Scope 3) Accounting and Reporting Standard" is used. The specific methodology used to calculate each of the carbon footprint scopes is presented below. Scopes 1 and 2 The emission factors used to calculate the footprint of scopes 1 and 2 have been obtained from the Carbon footprint, offsetting and absorption projects registry of May 2025 for Spain. For Portugal and Luxembourg, the Global Warming Potential Values specified in the IPCC's Fifth Assessment Report have been used. For Scope 1, data from the consumption of Gas Oil C, propane and natural gas by the facilities, the consumption of fuel by the fleet of vehicles and the consumption of cooling gases are compiled. All the data are actual, except for the consumption of Gas Oil C from the territorial network of branches, which is estimated from the fuel's purchased amount and the average price thereof published by IDEA, and the consumption by the fleet of vehicles, which is estimated using the odometer readings of the vehicles when they enter the workshop and the theoretical consumption of each of the vehicle models. In the case of Scope 2, supported by a 100 % renewable origin guarantee certificate or when the trading company has a 100 % renewable energy mix, it is considered that they have zero emissions. The energy consumed is reported in kWh, with most of the data obtained from actual bills. The remaining consumption is estimated by means of a specific software of the maintainer using as a reference the prorated monthly consumption averages of each supply point for the last three years. 2025 Consolidated Management Report 315
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Scope 3 The Scope 3 categories reported and for which the methodology used is described, are those that have been determined to be material in the materiality assessment of Scope 3 categories described in this section, as well as category 3.15, the methodology of which is described in the section "Calculation of financed emissions”. In relation to the calculation of the emissions in categories 3.1 “Purchased goods and services” and 3.2 “Purchased capital goods”, the totality of the Group's operating expenses and investments of has been used as the basis1. The emissions calculated in other scopes and the expenses that do not involve the generation of emissions (taxes, fees, etc) have been excluded from the list. The amounts invoiced by each supplier are multiplied by an emission factor, resulting from the carbon footprint emissions of each supplier divided by their turnover. The data employed are obtained from the Carbon Footprint surveys sent to all suppliers with a turnover above €0.5 million and from these companies' public data. If this information is not available, the emissions factors used will be those provided by the PCAF, relating the same with the type of activity carried out by each supplier. In 2025, 20 % and 35 % of emissions from categories 3.1 and 3.2 have been calculated using the specific emission factors of each supplier. One of the objectives of the Environmental Management Plan 2025-2027 is to increase these percentages through initiatives of engagement with suppliers to calculate and reduce their carbon footprint. In the case of category 3.3 “Fuel and energy-related activities” , well-to- tank (WTT) emissions associated with the extraction and refining of primary fuels and transmission and distribution (T&D) emissions associated with network losses have been considered. In this regard, Scope 1 fuel consumption is multiplied by the DEFRA GHG WTT emission factors, and to these emissions is added the result of multiplying Scope 2 electricity consumption by the International Energy Agency (IEA) emission factors for WTT, T&D and WTT T&D. For category 3.6 “Business travel” , the DEFRA GHG emission factors have mainly been considered. The calculation perimeter of this category has been slightly modified in order to bring it closer to the criteria defined by the most recognised initiatives, such as SBTi. Thus, the emissions associated with taxi journeys and the well-to-tank of fuels have been incorporated into the calculation of corporate travel and those associated with hotels have been eliminated. Actual mileage data according to the means of transport used has been included in the calculation. airplane, train, hire cars or staff's own cars, except for taxi journeys, for which an estimate has been made. Finally, to estimate the emissions associated with category 3.7 “Employee commuting”, employee surveys were undertaken to calculate the distance travelled and the means of transport used to travel between home and work. Work-from-home days and public holidays have also been taken into account to refine this calculation. Emission factors from DEFRA GHG and the "Practical Guide for the calculation of greenhouse gas emissions" published by the Catalan Office for Climate Change of the Government of Catalonia (OCCC) have been used. ( 2025 Consolidated Management Report 316
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GREEN TAXONOMY APPLICABLE REGULATORY FRAMEWORK In 2020, the European Parliament and the Council of the European Union adopted Regulation (EU) 2020/852, hereafter the Taxonomy Regulation, which sets common harmonised criteria in the European Union for determining whether an economic activity can be considered environmentally sustainable. In order to establish the environmental sustainability of a particular economic activity, the EU has defined a list of environmental objectives: Along with defining these targets, the EU has established a series of criteria that an economic activity must meet to be considered environmentally sustainable (consistent with the Taxonomy). Alignment analysis Eligible assets > Technical screening criteria + Do No Significant Harm + Minimum social safeguards > Aligned assets In addition, alongside these harmonised criteria, the Taxonomy promotes transparency by requiring financial market participants to provide their stakeholders with information on the proportion of their activities that are considered environmentally sustainable. DISCLOSURE OBLIGATIONS FOR FINANCIAL INSTITUTIONS Article 8 of the EU Taxonomy Regulation establishes that companies subject to the Corporate Sustainability Reporting Directive (CSRD), including financial institutions, must disclose the extent to which their activities are eligible for and aligned with the Taxonomy criteria. The Regulation provides for a one-year deferral for financial institutions compared with non-financial companies for the disclosure of alignment. Accordingly, in 2025 CaixaBank publishes, for the first time, alignment indicators for the six environmental objectives , based on the information published by its counterparties in the previous financial year, in accordance with the EU Taxonomy Regulation. 2025 Consolidated Management Report 317 Mitigation of climate change Climate change adaptation Sustainable use and protection of the water and marine resources Transition towards a circular economy Pollution prevention and control ■ Climate objectives ■ Remaining environmental objectives Protection and restoration of biodiversity and ecosystems
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Year of reference 2021 2022 2023 2024 2025 Climate change (Mitigation and Adaptation) Eligibility Alignment Remaining environmental objectives Eligibility Alignment Eligibility and alignment across all objectives | Green Asset Ratio (GAR) Climate change mitigation Climate change adaptation Water and marine resources Circular economy Pollution and prevention control Biodiversity and ecosystems | Green Investment Ratio (GIR) Nuclear and gas | Further information on financing Nuclear power Natural gas REGULATORY DEVELOPMENTS FOR 2025 Despite the implementation of the Taxonomy, feedback from both preparers and users, together with the experience gained, has highlighted the need to simplify and improve both the content and the presentation of the information subject to disclosure. In response, Commission Delegated Regulation (EU) 2026/73 of 4 July 2025, amending Delegated Regulations (EU) 2021/2139, 2021/2178 and 2023/2486, was published in the Official Journal of the European Union in 2026. The new Delegated Regulation (EU) 2026/73 establishes a transitional regime allowing application of the regulatory framework in force on 31 December 2025 for the financial year 2025. In line with this transitional approach, the Group presents the Taxonomy information following the rules and templates in force until 31 December 2025, as set out in the Delegated Regulation published in the Official Journal of the European Union. Within this structure, templates 6 (Fees and Commissions KPI) and 7 (Trading Book KPI) are not included in this report, availing of and in accordance with the deferral envisaged for these indicators and with the clarifications issued by the European Commission in the FAQs of December 2025. As a result, the set of templates used is consistent with that used in the previous year. In addition, it should be noted that the European Commission is carrying out a more substantive longer-term review aimed at reducing the administrative burden, strengthening consistency with CSRD/ESRS and improving the usability of the framework, in line with the technical recommendations issued by the Platform on Sustainable Finance. The results of this review are due to be published in the coming years. 2025 Consolidated Management Report 318
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Eligibility analysis An economic activity that is eligible under the Taxonomy is one that is described in the Regulation, regardless of whether that economic activity meets the criteria required to be considered environmentally sustainable. Therefore, the eligibility ratio reflects the relationship between all of CaixaBank's activities included in the Taxonomy, and the assets covered. In accordance with Commission Delegated Regulation (EU) 2023/2486 of 27 June 2023, which supplements the EU Taxonomy, where an activity contributes to more than one objective, double counting must be avoided by allocating it solely to the most significant objective, typically climate change mitigation. Alignment analysis As for the Banking Group 1 and the insurance business of the VidaCaixa Group, the main indicator for measuring this alignment is the Green Asset Ratio (GAR), which establishes the percentage of assets covered by the banking group that are used for activities that meet the criteria of the Taxonomy. The GAR is the ratio of the volume of assets intended for activities that meet the requirements of the Taxonomy and the assets covered. In addition, the equivalent for asset management activities or the management of pension plans and EPSVs of the insurance group, called Green Investment Ratio (GIR), is also reported. Exposure to economic activities involving fossil gas and nuclear energy Activities related to fossil natural gas and nuclear energy are considered transitional, as there are currently no low-carbon alternatives that are technologically and economically viable, which allows them to contribute to the transition towards climate neutrality. The Group uses the templates set out in Annex XII to report its exposure to economic activities related to fossil gas and nuclear energy, in accordance with Commission Delegated Regulation (EU) 2022/1214 of 9 March 2022, which amends Commission Delegated Regulations (EU) 2021/2139, with regard to the technical screening criteria and the “do no significant harm” requirements applicable to those energy-related economic activities, and (EU) 2021/2178, with regard to the indicators to be disclosed. _CALCULATION METHODOLOGY Below is the calculation method used for the Banking Group (excluding the Insurance Group) 2025 Consolidated Management Report 319 1 Prepared on the basis of the prudential consolidation perimeter set out in the applicable prudential legislation, namely Regulation 575/2013 (CRR) and Directive 2013/36 (CRD IV). Total assets Assets covered Assets in the denominator Potentially eligible assets Assets in the numerator Eligible assets Eligibility ratio Assets aligned Eligibility ratio = Eligible assets Assets covered GAR = Aligned assets Assets covered Excludes: Sovereign, supranational and central bank exposures Trading book Excludes: Non-NFRD companies Derivatives (hedging) Cash and demand interbank loans Other assets Alignment analysis: Technical screening criteria Do No Significant Harm Minimum social safeguards Eligibility analysis NFRD companies Household, loans with guarantee and car purchase Local government financing for property development Foreclosed GAR 2 1
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The calculation method for the Insurance Group (VidaCaixa Group), including the insurance business and the pension plan and EPSV business, is as follows: Considerations on Taxonomy information Under the mandatory reporting approach, this information must be based on information obtained bilaterally from the counterparties. To correctly interpret the published results, it is important to take the following into account: | Limited availability of information from the counterparties. The Taxonomy is still in the implementation phase, so the figures reported by the counterparties are also limited. For financial corporations and non-financial corporations subject to the NFRD, only the eligibility and alignment key performance indicators (KPI) reported by the counterparties were considered, differentiating between the KPI related to turnover and that related to the CapEx. This information was collected in cooperation with an external provider. In the case of investments linked to insurance, pension plans and EPSV (managed by the VidaCaixa Group), as well as the Assets under management of CaixaBank Asset Management included in the banking Group, the degrees of eligibility and alignment of the components of the portfolios have also been analysed on the basis of the data reported by the companies themselves, having been provided by a provider specialising in ESG data, Clarity2. A conservative assumption has been made if no data is available for a specific component, where the exposure is neither eligible or taxonomy-aligned. | Limited clarity of the disclosure legislation and the complexity of the (i) technical screening criteria, (ii) compliance with the DNSH (Do No Significant Harm) principle, and (iii) the minimum social safeguards. This has generated debate on how to interpret the Taxonomy requirements, and has led to a high use of professional judgement. It should be noted that, being aware of the limitations of the still limited availability of data provided by the counterparties, the sector is working to establish reasonable criteria that allow the scope for assessing the alignment to be expanded based on homogeneous and comparable criteria. 2025 Consolidated Management Report 320 1 Applies to the insurance business (assets) and Pension plans and EPSV (investments). 2Clarity AI (LEI: 9598006WJNT4MAHD9F12) is a global provider of sustainability (ESG) data and analytics. It uses advanced artificial intelligence and big data technologies to deliver environmental, social and governance information to financial institutions, corporations and public administrations. Its solutions provide broad and granular coverage of thousands of companies and funds. Further information can be found on its website: https://clarity.ai. Total assets/Investments1 Assets covered Assets in the denominator Potentially eligible assets Assets in the numerator Eligible assets Eligibility ratio Assets aligned Eligibility ratio = Eligible assets Assets covered Eligibility ratio = Aligned investments Investments covered Excludes: Sovereign, supranational and central bank exposures Excludes: Non-NFRD companies Derivatives (hedging) Alignment analysis: Technical screening criteria Do No Significant Harm Minimum social safeguards Eligibility analysis NFRD companies Other third parties GAR / GIR Assets covered Investments covered Aligned assets Aligned investments 2 1 GAR = GIR = (pension plans and EPSV) (pension plans and EPSV) (insurance business) (insurance business)
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| The representativeness of the GAR depends directly on the balance sheet structure of financial institutions , since the very definition and calculation of the ratio, as applied by CaixaBank in accordance with the transitional regime set out in Commission Delegated Regulation (EU) 2026/73, exclude certain items from the numerator but not from the denominator. This penalises financial institutions that maintain exposures to counterparties not subject to the NFRD, mainly SMEs and entities from third countries outside the EU, as these exposures are excluded from the numerator. Therefore, even if the financing is for sustainable activities, their alignment is considered null and void. Therefore, and understanding that the alignment of the financed activities is an evolutionary process that will vary over time, CaixaBank expects that in coming years, the alignment of its exposures will increase, supported by the following factors: | Greater certainty as to the information needed to robustly demonstrate compliance with the alignment criteria. Application of the new calculation criteria set out in Commission Delegated Regulation (EU) 2026/73. Scope of the Taxonomy information As regards scope, it should be noted that, in accordance with the applicable legislation, the preparation of Taxonomy-related information is carried out following the prudential approach defined by Regulation (EU) No 575/2013 (CRR). The main differences in relation to the accounting perimeter, the consolidation methods and the valuation criteria applied are summarised below: | To prepare the financial statements of the CaixaBank Group, all the subsidiary undertakings (companies controlled by the parent undertaking) were consolidated, with no exceptions for reasons of their activity, using the full consolidation method. However, associates (over which the parent exercises significant influence and which are not subsidiaries or joint ventures) and joint ventures (joint management by the parent and other shareholders) were accounted for using theequity method. Similarly, the financial assets valued at amortised cost are valued at their carrying amount net of any impairment losses. | For prudential purposes, subsidiary undertakings with a different activity to that of a credit, investment or financial institution, as defined in prudential regulatory framework, are accounted for using the equity method. Jointly-owned business that are financial institutions are consolidated using the proportionate consolidation method, regardless of the method applied in the financial statements. With regard to the templates for the Insurance Group, the scope and structure of the VidaCaixa Group has been considered for prudential purposes. The requirements for breaking down the Taxonomy information establish that financial assets at amortised cost be valued at their gross carrying amount, before any adjustment to correct the value due to losses. Therefore, the total assets reflected in this section are higher than those contained in the group's prudential reserved balance sheet, where they are presented net of impairment value corrections. Results of the ratios The data as at 31 December 2025 have been prepared based on the best effort to adhere to the applicable regulations and will evolve in the future as further information becomes available from counterparties and new regulatory developments. Eligibility and alignment ratios The ratios calculated at 31 December 2025 for the Banking Group and the insurance business, as required by the Taxonomy Regulation and the FAQs, are presented below. 2025 Consolidated Management Report 321
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_BANKING GROUP Total assets Assets covered Potentially eligible assets Eligible assets Aligned assets €589 billion €433 billion €235 billion €185 billion €187 billion €16 billion €19 billion Assets covered 26.8% Non-NFRD companies 0.3% Derivatives €433 billion 74% 0.7% Cash + Interbank loans 17.9% Other assets 3.8% Non-NFRD financial companies 13.0% Non-NFRD non- financial companies 36.3% Households > > 0.6% Local governments Eligibility analysis Alignment analysis0.6% Foreclosed Exclusions Sovereign, supranational and central bank exposures€156 billion 26% Trading book 100% 54.3% 42.7% 43.1% 3.63% 4.34% Assets in the denominator Assets in the numerator Turnover CapEx Turnover CapEx Eligibility ratio GAR 2025 Consolidated Management Report 322 Criterio Turnover n 26% Non-financial corporations NFRD n 67% Households n 7% NFRD financial companies n —% Local governments €16 bn CapEx criterion n 33% Non-NFRD non- financial companies n 56% Households n 11% Non-NFRD financial companies n —% Local governments €19 bn Turnover CapEx
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Performance of the GAR ratio for the Banking Group In line with the regulatory amendments recently approved in Delegated Regulation (EU) 2026/73, which simplify the templates and introduce new flexibilities, it was decided to take advantage of the moratorium on the publication of the information corresponding to the templates in the old format for financial year 2025. Consequently, neither template 6 on fees and commissions nor template 7 on the trading book will be included. This year, the scope was broadened to include vehicle financing, as demonstrated by compliance with the (DNSH) principle. The substantial contribution to the Climate Change Mitigation objective can be seen from the environmental label and approval documentation of the financed vehicle, which provides evidence of compliance with the emission thresholds set out in the applicable European regulations. In relation to DNSH, it is considered that, for vehicles marketed within the European Union, the aspects relating to Adaptation to climate change, Circular economy and Pollution prevention and control are covered by harmonised approval legislation and mandatory EU market requirements. The requirements linked to sustainable use of water and marine resources and protection of biodiversity and ecosystems are not considered applicable to this activity. Therefore, for the purposes of the Taxonomy, it is understood that the DNSH requirements are met for vehicles marketed in Europe. In terms of metrics, the 2025 GAR shows no significant variations compared to the one published in 2024. | Stock: | Turnover: 3.63 % (+0.58 p.p. vs. 2024) | CapEx: 4.34 % (+0.41 p.p. vs. 2024) | Flow: | Turnover: 3.01 % (-0.57 p.p. vs. 2024) | CapEx: 3.76 % (-1.11 p.p. vs. 2024) The relative decrease in the Flow is mainly explained by a higher weight in relative terms of non-eligible assets in the numerator of the GAR (Other assets excluded from the numerator for GAR calculation), which have a proportionally higher presence in new production than in the stock. 2025 Consolidated Management Report 323
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_INSURANCE BUSINESS Total assets Assets covered Potentially eligible assets Eligible assets Aligned assets €93 billion €38 billion €18,2 billion €6.9 billion €7,5 billion €2.0 billion €2,6 billion 5.3% Derivatives Assets covered 46.6% Non-NFRD companies €38 billion 41% 34.4% Soc. NFRD > > 13.7% Other assets Eligibility analysis Alignment analysis Exclusions Sovereign and supranational exposures €55 billion 59% 100% 48.1% 18.1% 19.7% 5.22% 6.80% Assets in the denominator Assets in the numerator Turnover CapEx Turnover CapEx Eligibility ratio GAR See the Taxonomy templates in the section “NFIS - Taxonomy Regulation (EU) 2020/852 and Delegated Acts”. 2025 Consolidated Management Report 324 Turnover CapEx
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_PENSION PLANS AND EPSV BUSINESS Total investments Investments covered Potentially eligible investments Eligible investments Aligned investments €43 billion €32 billion €14,3 billion €4.7 billion €5.0 billion €1,1billion €1.4 billion 3.7% Derivatives Hedged investment s (including third-party funds) 51.4% Non-NFRD companies €32 billion 73% 21.6% Soc. NFRD > > 23.3% Other investments (green bonds, alternative liquidity) Eligibility analysis Alignment analysis Exclusions Sovereign and supranational exposures€11 billion 27% 100% 44.9% 14.7% 15.8% 3.30% 4.36% Investments in the denominator Investments in the numerator Turnover CapEx Turnover CapEx Eligibility ratio GIR See Taxonomy templates in the section “NFIS - Taxonomy Regulation (EU) 2020/852 and Delegated Acts". 2025 Consolidated Management Report 325 Turnover CapEx
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Performance of the alignment ratios of the Insurance Group The main increase in the GAR ratio for the insurance business and in the GIR ratio for the pension plans and EPSV business in the 2025 financial year, compared with 2024, is attributable to the increase in the portfolio eligibility ratio. This increase is driven by improved identification and classification of assets, enabling the inclusion of new counterparties or assets not previously considered aligned, as well as by updates to companies’ information and to the eligibility and alignment criteria in accordance with SFDR and the Taxonomy. It should also be noted that there are variations in the distribution of the denominator of the ratios, attributable to the integration into the analysis of data from third-party managed funds and new types of assets. Technical clarifications and the publication of new RTS may allow more activities to be classified as aligned. 2025 Consolidated Management Report 326
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GAR FOR THE FINANCIAL CONGLOMERATE The following are the required weighted average KPIs according to the criteria of Turnover and CapEx for the activities aligned according to Taxonomy: Data to 2025 TOTAL (CCM + CCA + WTR + CE + PPC + BIO) Ordinary income (€M)1 Proportion of income out of Group total (%) [A] KPI based on Turnover2 [B] KPI based on CapEx3 [C] KPI based on weighted turnover [A/100*B] KPI based on weighted CapEx [A/100*C] Banking segment 21,008 78.00 3.63 4.34 2.83 3.39 Insurance segment 5,924 22, 00 5.22 6.80 1.15 1.50 TOTAL 26,932 100.00 — — — — Weighted average KPI — — — — 3.98 4.88 3,10 en 2024 4,12 en 2024 1 Ordinary income of the CaixaBank Group. See Note 8 to the 2025 consolidated financial statements. 2 Refers to the Green Asset Ratio (GAR) in stock terms, based on the key performance indicator of the counterparty’s turnover. 3 Refers to the Green Asset Ratio (GAR) in terms of stock, based on the key performance indicator of the counterparty’s CapEx. Notes: The following acronyms refer to the following environmental objectives: Climate change mitigation (CCM), Climate change adaptation (CCA), Water and marine resources (WTR), Circular economy (CE), Pollution prevention and control (PPC), and Biodiversity and ecosystems (BIO). The conglomerate KPI is only calculated for the banking and insurance businesses. The GIR of the asset management business activity is not included in the calculation. Ordinary income includes the revenues from this activity within the banking segment for investment funds and discretionary portfolio management, and within the insurance segment for pension plans and EPSVs. 2025 Consolidated Management Report 327
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Social OWN WORKFORCE Employees are one of the Group’s main stakeholder groups, and their contribution is essential in achieving the objectives set out in the 2025–2027 Strategic Plan. In this regard, the Group reaffirms its commitment in the area of people, with the objective of being close to people, promoting a team prepared for transformation and with the ambition of being the best Group to work for. 2025 Consolidated Management Report 328 “Being close to people with a team ready for the transformation... ... with the ambition to be the best Group to work for".
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To achieve this ambition CaixaBank has the following levers within the framework of the Strategic Plan 2025–2027: 01 ATTRACT AND RETAIN THE BEST TALENT. CaixaBank aims to attract and retain the best talent by offering a unique value proposition to employees, managing diversity (with a focus on generational diversity), and creating opportunities for professional development and growth. 2025 Consolidated Management Report 329 360º Engagement Model Workforce | Mobility | Adaptation | Strategic talent planning Risk | Diversity and inclusion | Behaviours | AHEAD Leaders Talent | Talent attraction | Development | Meritocracy Organisation | Processes | Agile and Transversal Organisation | Employee/Customer Service Work conditions | Flexible work | Performance in the position | Remuneration Experience | Project for the future | Employer branding | Pride of belonging Strengthening the Value Proposition 360º Engagement Model The 360º Engagement Model identifies the factors that matter to employees in their relationship with the Group and is the guide for the design and monitoring of actions that have an impact on people's engagement and motivation.
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02 ACCELERATE THE TRANSFORMATIONAL CAPACITY OF EXISTING TALENT. CaixaBank not only seeks to attract the best talent, but also to implement action plans to transform the Group's existing talent. To succeed in this task, it implements action plans that focus on strengthening the people development management model and the strategic planning of future capabilities and resources, 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. _03 STRENGTHEN THE CULTURE TO BUILD A CLOSER, MORE AGILE AND COLLABORATIVE TEAM SUPPORTED BY THE LEADERSHIP MODEL. CaixaBank aims to encourage close, collaborative behaviour, promoting agility and simplicity in processes, fostering pride in belonging and a positive attitude to change. All of this is underpinned by the Leadership model , driving development programmes for all managers, with the aim of: | Making leaders the key driver of team development (a culture of feedback and situational support to foster team growth). | Equipping managers with new capabilities and behaviours, including the adoption of new technologies, practices to attract and retain talent, and the promotion of “agility” across the Bank and their teams. | Focusing on those leadership aspects that genuinely help to attract and retain talent. 2025 Consolidated Management Report 330
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04 IMPROVING GENERATIONAL BALANCE One of CaixaBank's objectives is to improve the balance between experience and youth. For this to happen, the CaixaBank Group focuses on defining a clear strategy for the recruitment of new talent that identifies priority profiles and areas, promoting the integration of young talent into the Group, with an estimated 3,000 new hires over the 2025–2027 period, while also recognising the value of senior talent and ensuring that the full potential of this group is unlocked. To achieve these objectives, CaixaBank has defined 4 strategic lines and 2 transversal lines . This is done by establishing a continuous dialogue with employees, in order to align efforts with the expectations and concerns of the workforce and integrate them into the strategy. During 2025, the development of various initiatives linked to these strategic lines has had a positive impact on the Group's employee engagement, as shown in the Engagement Survey (Radar 2025), improving overall favourability (TF) from 69 % to 73 %, eNPS from +3 to +21 and pride in belonging at 73 % (up 7 %). 2025 Consolidated Management Report 331 01 TALENT MANAGEMENT 02 LEADERSHIP AND TRANSFORMATION 03 EMPLOYEE EXPERIENCE 04 EMPLOYEE WELFARE A more agile and proactive approach to talent management and development, focused on skills, attracting the best talent with a value proposition that fosters meritocracy and A leadership and People team prepared to address and lead change, fostering a diverse environment of trust and collaboration. A hyper-personalised, seamless and unified experience that gives autonomy and empowers the employee. Benefits adapted to the specific needs of each segment, with a unique approach and an improved and competitive offering. 05 PROCESSES + TECHNOLOGY + DATA An empowered team of people making data-driven decisions in an evolved systems environment. 06 HUMAN RESOURCES BUSINESS PARTNERS (HRBPs) From managers to advisors, standardising the role of HRBP.
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( DESCRIPTION OF THE PROCESSES USED TO IDENTIFY AND ASSESS MATERIAL IMPACTS, RISKS AND OPPORTUNITIES RELATED TO THE GROUP’S OWN WORKFORCE, AND THEIR INTERACTION WITH THE STRATEGY AND THE BUSINESS MODEL. CaixaBank recognises that people are an essential pillar for the execution of its corporate strategy and the achievement of its objectives. Therefore, the management of own workforce is considered a relevant area in the identification of material Impacts, Risks and Opportunities (IROs). To determine the material IROs associated with this area, key factors such as working conditions, remuneration policies, talent attraction and the employee value proposition, as well as training and development programmes and equal opportunities, have been analysed. This analysis incorporates both the dimension of impact materiality (effects that CaixaBank's personnel management may have on society and on the employees themselves) and financial materiality (risks and opportunities that employee satisfaction and well-being entail for the Group's overall performance). As a result of this analysis, the following IROs have been identified as material in the Double Materiality Assessment (see section "Materiality Assessment"): | A diverse, accessible, respectful, and inclusive environment amongst employees. | Satisfaction of own staff with the development of their skills, the broadening of knowledge and the possibility of internal mobility. | Stability of employment of own staff due to fair working conditions, competitive and equitable salaries and the indefinite contracting model followed by the company. | Improving healthy habits among the own workforce, across physical, emotional, financial and social wellbeing, as well as within the working environment. | Positive impact on society and the own workforce in terms of employability and people management. | Active listening and clear, transparent and continuously improving communication with the own workforce and their representatives. These aspects are integrated into the Group’s strategy and operations and are therefore aligned with the strategic priorities set out in the 2025– 2027 Strategic Plan ( see section “Strategy”), demonstrating its commitment to continuous improvement and the strengthening of talent. The materiality of these IROs is explained by CaixaBank's strategy in the area of people, the objective of which is aimed at generating a positive impact on its employees. This strategy is based on fair working conditions, professional development programmes, a culture of active listening with participative platforms that enable the identification of real needs, the measurement of key metrics such as the pay gap and work-life balance and initiatives that reinforce employability, talent management and the overall well-being of the team, in line with the Group's values and its commitment to people. The Group's strategy is implemented on a day-to-day basis, with the implementation of specific action plans for each of the areas linked to the material IROs. These plans are subject to ongoing monitoring , ensuring alignment with the strategic objectives and the assessment of their effectiveness in improving the employee experience. 2025 Consolidated Management Report 332
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The areas in which material IROs have been identified and which are explained throughout this section are as follows: Diversity and equal opportunity Professional development of talent Work environment Employee experience and impact on employability Appropriate and meritocratic remuneration Dialogue with employees 2025 Consolidated Management Report 333
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CHARACTERISTICS OF THE WORKFORCE 2025 Consolidated Management Report 334 Spain 42,122 Portugal 4,672 Other 326 Average length of service 19.1 years47.2 years Men 45.5% Women 55.5% Total workforce 47,120 Average age Newly joined workforce 2,167
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STATUS OF THE GROUP’S WORKFORCE As at December 2025, the workforce of the CaixaBank Group stood at 47,120 employees, representing annual growth of 2.4% compared with 2024. This increase is mainly driven by the recruitment of technical profiles under the Cosmos Plan, as well as the strengthening of the commercial branch network. In the coming years, the company expects to make around 3,000 additional new hires by 2027, in line with the strategic initiatives aimed at attracting young talent. _CHANGES IN THE CAIXABANK WORKFORCE The personnel expenses related to the workforce in 2025 are included in Note 32 "Personnel expenses" of the Consolidated Financial Statements. 2025 Consolidated Management Report 335 35,736 35,434 49,762 44,625 44,863 46,014 47,120 2019 2020 2021 2022 2023 2024 2025
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DIVERSITY AND EQUAL OPPORTUNITIES CaixaBank is committed and works to promote diversity in all its dimensions as part of its corporate culture, by creating diverse, transversal and inclusive teams, recognising people's individuality and differences and eliminating any exclusionary and discriminatory conduct. A diverse, empowered and committed workforce that develops its full potential and talent through equal opportunities and meritocracy is key to addressing the challenges of the coming years. The Group focuses on gender diversity, generational diversity, inclusion of people with disabilities, LGBTI and cultural diversity. DIVERSITY POLICIES The Group has a solid framework of effective policies that guarantee, among others, equal access for women to management positions and ensure diversity and meritocracy in recruitment, training and career development, promoting flexibility and work-life balance policies and reinforcing an inclusive culture based on the principles set out in the Diversity Manifesto: 2025 Consolidated Management Report 336 Include and promote equal opportunities across all the Bank’s policies and processes, and promote a culture based on meritocracy and respect for people. Help to break down stereotypes and limited beliefs that hinder development and innovation. Foster the creation of diverse, cross-cutting and inclusive teams, recognising the individuality and heterogeneity of people and eliminating any exclusionary and discriminatory behaviour. Promote awareness-raising and social change actions and measures through: Training, networking, mentoring, debates, conferences, awards and sponsorships. Disseminate the value of diversity among all the people, institutions, companies and organisations with which we interact.
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CaixaBank Equality Plan CaixaBank has an Equality Plan which guarantees equal treatment and opportunities in all areas of the professional life cycle, from joining to leaving, with no geographical distinction. Its elaboration in 2020 and subsequent updating in 2023, was carried out with the active participation of all stakeholders, including the legal representation of employees, reaching a unanimous consensus that ensures the adequacy of the plan to the collective and individual needs of the workforce. The validity of the Equality Plan has been extended until February 2027. This strategic instrument, in line with Organic Law 3/2007 and Royal Decrees 6/2019, 901/2020 and 902/2020, 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. The plan is based on the principles of gender mainstreaming, co-responsibility and diversity and is supported by projects such as the Wengage Programme , aligned with standards such as AENOR or the Diversity Charter. Its monitoring is carried out through specific indicators and dashboards, and it is available for consultation by the entire workforce via the internal corporate portal. In addition, the Equality Plan includes the Protocol for the Prevention, Treatment and Elimination of Harassment, as well as other measures for conflict resolution (mediation) and the Work-Life Balance Protocol and the Equality Protocol for domestic partnerships or stable partnerships. DIVERSITY COMMITTEES CaixaBank has various management and monitoring bodies, including at CaixaBank S.A., the Diversity Committee (which reports to the Management Committee), which holds quarterly meetings to promote and monitor the actions carried out in this area within the Wengage programme and the External Advisory Committee, an external body made up of leading experts, which holds quarterly meetings to advise on strategic decisions in the area of diversity and inclusion. In addition, the Diversity and Inclusion (D&I) Agents Network , which is present throughout the Group, ensures that the Wengage programme is widespread through local actions, training sessions and regular meetings. ACTIVITIES TO PROMOTE DIVERSITY CaixaBank's commitment to diversity and inclusion is tangible in the Equality Plan, the implementation of which is supported by the Wengage Programme. 2025 Consolidated Management Report 337 Wengage is the transversal diversity and inclusion programme of the CaixaBank Group, designed to foster an inclusive culture based on meritocracy and equal opportunities. Driven by professionals from all areas, it promotes diversity across its multiple dimensions: gender, generational, people with disabilities, LGBTI and cultural. The Wengage Programme sets targets for each of the dimensions of diversity.
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Diversity and Inclusion Plan 2025–2027 With the aim of advancing diversity and inclusion challenges and continuing to press ahead with the Wengage Programme, CaixaBank has implemented its 2025–2027 Diversity and Inclusion Plan. This plan aims to consolidate a more diverse, equitable and inclusive corporate culture, as well as to enhance the impact of the Wengage Programme on people and teams. The four pillars of the Plan are: 2025 Consolidated Management Report 338 Safe environment Unique people We foster safe professional environments where all people feel included and valued, allowing their talents to be fully developed. We value the uniqueness of each person and their contribution to the team. We promote a culture that celebrates differences and arrives at more creative solutions that allow us to transform ourselves. Meritocracy AHEAD We strive for meritocracy and equal opportunity promotion, to foster a culture that values and recognises the diverse skills that each individual brings to the table. We promote our AHEAD Leadership Model because leaders lead by example and inspire teams, putting people at the centre and promoting an inclusive culture. It is based on our essence, contributing and adding value to society and promoting the management of alliances. And it pursues two challenges | Promoting each individual’s unique talent, equipping them for transformation. | Foster an inclusive culture that positions CaixaBank as a benchmark company for its people, customers and society.
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The main actions carried out during 2025 under each of the challenges are outlined below: Gender diversity CaixaBank is committed to professional development based on meritocracy, promoting the careers of high-potential individuals to achieve inclusive and representative leadership. All of this within an equitable environment, where women and men can develop their talent on equal terms. CaixaBank carries out different actions in relation to gender diversity: Consolidating balanced gender representation in key positions As an expression of its commitment to equal opportunities, CaixaBank committed to consolidating balanced gender representation in key positions. In order to drive this strategy, CaixaBank set a target of reaching 45 % women in management positions by 2027. This target is monitored quarterly by the Diversity Committee within the framework of the 2025–2027 Diversity and Inclusion Plan. As of 31 December 2025, the percentage of women in management positions is 44 %. It has increased by 0.6 % compared to 2024. To achieve this objective, CaixaBank has defined lines of work focused on supporting the professional development of women, reinforcing their visibility and guaranteeing fair and meritocratic processes. During 2025, the following actions have been implemented: | Performance of mentoring programmes. | The consolidation of shortlists in internal promotion processes. | Promoting work-life balance. | The Plan Impulsa, to boost the presence of women in management positions in those areas where their representation is still low. The plan implements accelerator actions in the phases of: talent identification, development, and vacancy coverage, which complement the measures already in place in the current Equality Plan being applied within the organisation. 2027 target 45 % 44.0% Women in managerial positions In 2025 Women in managerial positions (starting from deputy director of large branches) at CaixaBank, S.A. From the total of 5,228 management positions, 2,930 are held by men and 2,298 by women. 2025 Consolidated Management Report 339 CHALLENGE 1 To harness the unique talents of each individual who is ready for transformation. It promotes genuine inclusion of all people and values their uniqueness, fostering the development of their talent in a safe, wellbeing-oriented environment.
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Maintaining gender parity In line with the Group's values and principles of diversity, CaixaBank has set itself the goal of achieving near gender parity. This commitment involves promoting policies and actions that guarantee equal opportunities, encouraging a balanced presence of women and men at all levels of the Group. In this regard, specific actions are carried out to ensure that the selection process in place meets the criterion of elimination of bias of any kind. To this end, the professionals involved in the recruitment process are certified in unconscious bias training. Periodic audits of the process confirm these practices in terms of diversity. 2027 target ≈50 % 55.5% of women/men in the workforce Women on staff in 2025 Measures against violence and harassment in the workplace Commitment to the highest standards of ethics and corporate integrity is a core pillar for CaixaBank. This requirement translates into the rejection of any action or conduct that undermines employees’ dignity, whether physical or verbal, in person or through any means, and that may create an intimidating, hostile or humiliating working environment for the person concerned. To this end, the Group has established a series of measures to prevent and eliminate any behaviour that could constitute sexual harassment or harassment based on sex within the workplace. Among them is a procedure, through the Harassment Protocols, to arbitrate, prevent and channel complaints or claims made through the complaints channel (see section "Internal Reporting System (IRS)"), correct and sanction this type of conduct. With a view to protecting employees who have been victims of gender- based or sexual violence in their personal lives, training is imparted on the labour rights available to them as well as actions to disseminate good practices and raise awareness among the workforce. Tracking the trend in the gender pay gap The CaixaBank Group uses remuneration management policies that include criteria to detect and, as applicable, to reduce the pay gap, both in the transmission and application of remuneration management guidelines and in the process of filling management positions. The gender perspective is assessed in all positions analysed and the trend in the number of women in management positions is actively monitored. In February 2023, an agreement was reached with the Legal Representation of employees for the adaptation of the Equality Plan to the regulations, which includes Diagnosis, Wage Record and Remuneration Audit. Although there are no deviations in excess of the legal requirements (25 %), with a view to implementing specific action plans in this area, CaixaBank has reached a commitment to analyse the causes and circumstances that could explain the total differences in remuneration that, on average, may exist between the overall remuneration recognised for one sex and the other and which are greater than 15 %. The adjusted pay gap1 is 1.1%. ADJUSTED WAGE GAP 1 CaixaBank Group Spain Portugal 2025 1.1% 1.0% 1.8% 20242 1.1% 1.0% 2.0% 2025 Consolidated Management Report 340 1 It is calculated by comparing salaries between employees with the same seniority in the company, performing the same function and having the same professional level. See section “Glossary and structure of the Group – Non-Financial Information” 2 The calculation of the 2025 adjusted pay gap incorporates VidaCaixa, which has become statistically significant. Accordingly, the 2024 information has been restated taking into account this change.
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In 2025, the gross gender pay gap1 stood at 13% (14 % in 2024). The breakdown by occupational classification is as follows: 16.1% Executives , 9.3% Middle management and 2.3% Other employees. CaixaBank will continue to work to reduce the gender gap until it is completely eliminated. To achieve this trend, the Group is rolling out initiatives to develop female talent and increase the number of women in leadership positions. In parallel, regular monitoring of wage record-keeping and audits will be conducted, with the aim of implementing pay management measures to further narrow the gap. In addition to the actions mentioned above, various initiatives were carried out in 2025 to promote gender diversity, notably including: | A programme of actions linked to Equality Week, within the framework of the commemoration of International Women’s Day , aimed at promoting reflection on gender equality and highlighting the role of women. | Gender pay equity analysis and preparation of the pay register and audit, in accordance with Royal Decree 902/2020 of 13 October. | A centralised and confidential mailbox enabling employees who may be victims of gender-based or sexual violence to report their situation so that, once CaixaBank has recognised their status as victims, all applicable internal rights and legal measures can be managed. | “Women in Finance”, a strategic initiative aimed at fostering female talent in financial disciplines. The plan includes specific actions to attract, develop and raise the visibility of female profiles in key areas, through mentoring programmes, training pathways and participation in specialised forums. 2025 Consolidated Management Report 341 1 The values shown are generated using the average gross remuneration per hour of all salaried employees. Moreover, the methodology for calculating the gender pay gap, according to the regulatory definition (AR 98), is as follows: (The average gross pay level per hour of male employees – The average gross pay level per hour of female employees) / (The average gross pay level per hour of male employees) x 100. Employees with non-guaranteed hours. Within the framework of Spanish labour legislation, the definition of the figure of an employee with non-guaranteed hours could be likened to hiring staff under a fixed-discontinuous contract, as although this contractual arrangement is indefinite, it does not guarantee continuous service provision, nor a minimum amount of effective working time, as the work is conditioned by market circumstances or other factors related to the service. During periods of inactivity, the employee will not receive a salary, and no contributions to the General Treasury of Social Security are anticipated. Currently, there are no employees in this situation within the CaixaBank Group.
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Gender diversity in figures _NO. OF EMPLOYEES BROKEN DOWN BY GENDER CaixaBank Group Spain Portugal Other 2025 2024 2025 2024 2025 2024 2025 2024 Men 20,946 20,210 18,742 18,148 2,019 1,898 185 164 Women 26,174 25,804 23,380 23,156 2,653 2,528 141 120 TOTAL 47,120 46,014 42,122 41,304 4,672 4,426 326 284 _NO. OF EMPLOYEES BROKEN DOWN BY CONTRACT TYPE AND GENDER CaixaBank Group Permanent full- time contract Permanent part- time contract Temporary contract Non-guaranteed hours contract 2025 2024 2025 2024 2025 2024 2025 2024 Men 20,781 20,074 77 62 88 74 0 0 Women 26,019 25,653 68 62 87 89 0 0 TOTAL 46,800 45,727 145 124 175 163 0 0 _AVERAGE REMUNERATION BY GENDER CaixaBank Group Spain Portugal Other 2025 2024 2025 2024 2025 2024 2025 2024 Men 88,742 84,495 92,570 87,675 51,623 52,559 124,017 117,849 Women 77,002 72,840 80,989 76,236 41,480 41,374 99,585 95,616 TOTAL 82,214 77,952 86,141 81,262 45,844 46,145 115,795 110,828 See definition of average remuneration in the section “Glossary and structure”. _AVERAGE REMUNERATION OF DIRECTORS BY GENDER 1 In thousands of euros 2025 2024 Men 356 197 Women 238 208 TOTAL 309 202 AVERAGE REMUNERATION BY OCCUPATIONAL CATEGORY AND GENDER Directors Middle management Other employees Total remuneration 2025 2024 2025 2024 2025 2024 Men 151,009 138,568 102,201 98,853 69,219 66,699 Women 126,677 116,889 92,689 89,456 67,270 64,053 TOTAL 140,834 129,606 97,305 94,047 68,067 65,114 See definition of average remuneration in the section “Glossary and structure”. _NUMBER OF NEW HIRES AND DISMISSALS BY GENDER CaixaBank Group Hires Dismissals 2025 2024 2025 2024 Men 1,298 1,147 72 64 Women 869 969 49 60 TOTAL 2,167 2,116 121 124 _TOTAL DEPARTURES AND VOLUNTARY LEAVE OF ABSENCE CaixaBank Group Spain Portugal Other 2025 2024 2025 2024 2025 2024 2025 2024 Men 549 470 413 326 126 134 10 10 Women 430 420 277 258 141 153 12 9 TOTAL 979 890 690 584 267 287 22 19 The turnover percentage of total departures and voluntary leaves of absence over the average headcount in 2025 was 2.1%. 2025 Consolidated Management Report 342 Notes: 1. The Group’s employee figures are presented as at the end of the reporting period, with no significant differences compared with the annual average, as there is no material seasonality within the Group. 2. With regard to the collection of gender data, it should be noted that both the ‘Other’ gender and the ‘Not reported’ category are not considered in the Report. This decision is based on the fact that, at present, genders other than male and female are not officially recognised or contemplated in identity documents issued by the authorities of Spain and Portugal, where most of the workforce is based. This approach is aligned with the legal regulations and practices in place in these jurisdictions, thus ensuring consistency and accuracy in official documentation and related administrative processes. 1 Does not include remuneration derived from positions other than those of representation on the Board of Directors and delegated committees of CaixaBank S.A.
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2025 Consolidated Management Report 343 DIE (Equality in the Workplace) seal, awarded by the Ministry of Equality. Achievement of the Empowering Women’s Talent seal in recognition of CaixaBank’s commitment to nurturing female talent, and the Best Company for All Talent distinction awarded by Equipos &Talento. CaixaBank has been awarded the Diversity Leading Company seal, a Teams & Talent recognition for its commitment to management of diversity. 7th-ranking company in the 3rd Gender Equality Companies Ranking of the Woman Forward Foundation, whose objective is to promote female leadership in the business environment. Code of Good Practices for Talent Management and the Improvement of Business Competitiveness, as well as the EqualHub project, geared towards promoting generational and gender diversity within the business sector and society. An initiative of UN Women and the United Nations Global Compact whereby CaixaBank makes a public commitment to align its policies to advance gender equality. Diversity Charter, a voluntary commitment promoted at the European level to promote equal opportunities and the adoption of anti-discriminatory measures. Adherence to the United Nations Global Compact initiative, to accelerate the representation and leadership of women in business. Partner company of Closingap, an association of companies that works in close collaboration between the public and private sectors and analyses the economic and social opportunity cost of gender gaps. STEAM Alliance for Female Talent "Girls in Science" of the Ministry of Education and Vocational Training, to encourage scientific vocations among girls and young women. Women in Banking. An initiative promoted by several women's networks in the Spanish banking sector and supported and strategically led by the Spanish Banking Association (AEB). The aim of this initiative is to drive change by raising awareness of the value of women in decision-making positions in the Spanish banking sector. CEO Diversity Alliance, the first European alliance that unites CEOs around innovation in diversity, equity and inclusion. This alliance is promoted by the CEOE Foundation and the Adecco Foundation. It also adheres to national and international principles of promoting diversity: CaixaBank has received recognition for its management of gender diversity:
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Diversity of persons with disabilities The Group is committed to people with disabilities, equal opportunities and talent, prioritising respect for people, their differences and abilities and ensuring non-discrimination. This commitment is reaffirmed in the Inclusive policy for people with disabilities , which is based on a labour agreement that aims to promote respect and integration of people with disabilities, under the same conditions as the rest of the workforce. The main measures included are as follows: 01 Specific assessment of each position to which a person with a disability is to be assigned to ensure that it is adapted to their needs. 02 Leave and measures to enable employees covered by the protocol to attend to any medical needs related to their disability. 03 Modifying working environment so they have the necessary means to carry out their work: such as Braille adaptation, accessible means of communication or even, if the disability requires it, access with assistance animals. 713 650 Employees with disabilities (2025) Employees with disabilities (2024) In 2025, disabled employees accounted for 1.5 % of the Group’s workforce (1.4 % in 2024). In Spain, disability is recognized from 33 %, while in Portugal a minimum of 60 % is required. In both countries, the employees must hold an official certificate issued by the competent authority that evidences the degree of disability. CaixaBank has a Plan for the inclusion of people with disabilities, which promotes and supervises initiatives aimed at achieving the inclusion and integration of all people with disabilities, accompanying them and promoting equal opportunities. Among the actions carried out to meet these objectives are the following: 2025 Consolidated Management Report 344 _PRINCIPLES ENSHRINED IN THE POLICY Non-discrimination Fostering receptive attitudes Fighting stereotypes, prejudices Recognition of capabilities, merits and skills Inclusion Accessibility Strengthening inclusion through a Group-wide working group that centralises the management of queries and incidents, and the creation of internal visual disability role models tasked with promoting accessibility. Recruitment of professionals with ASD (Autism Spectrum Disorder) in IT projects, in partnership with ground- breaking initiatives such as Specialisterne and Tasubinsa. Campaigns of dissemination and awareness-raising to promote respect for people with disabilities and encourage their integration, such as the internal mini-series "Talents without labels". A Disability Handbook has been produced at CaixaBank, as an interactive manual designed to provide information on the resources, initiatives and benefits the institution offers to support people with disabilities. Free guidance and counselling services with Vivofácil. Collaboration with entities such as Incorpora to identify professionals with disabilities and integrate them into the workforce. Programme run by the ”la Caixa” Banking Foundation to promote the integration into the labour market of people at risk of social exclusion.
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Generational diversity CaixaBank is committed to generational diversity as a strategic asset, fostering intergenerational wealth and integrating the experiences, learning and needs of each generation. CaixaBank's objective is to respond to the specific demands of all the generations present in the Group, maximising the value provided by this diversity and reinforcing employee commitment. This is achieved by promoting the exchange of knowledge between generations, fostering employability throughout the entire professional career and promoting an inclusive leadership model that integrates generational diversity, recognises individual talent regardless of age and adapts to the expectations of each professional stage. CaixaBank has carried out various actions with the aim of promoting generational diversity, among which the following stand out: 01 Recruitment of young talent. CaixaBank reaffirms its commitment to recruiting young talent as an essential part of its strategy. Aware of the value that the new generations bring in terms of innovation and dynamism, the Group has set a target of 11.4 % of its workforce to be made up of professionals under 35 by 2027. This commitment reflects its desire to continue building an organisation ready to face the challenges of tomorrow. To this end, the recruitment of around 3,000 young people with technical profiles key to the implementation of the Strategic Plan and the rejuvenation of the branch network is envisaged. The indicator is regularly monitored by the Board of Directors and the Management Committee and, if necessary, further measures will be taken to achieve it. 2027 target 11.4% 10.2% Of employees under 35 years of age Employed people under 35 years old in 2025 Recruitment strategies and the development of the employer brand must allow CaixaBank to attract and retain the best young talent. This strategy includes the specific professional growth programmes "Talent Programmes". _TALENT PROGRAMMES CaixaBank is committed to recruiting young talent that combines academic training with professional experience, anticipating future needs for strategic profiles through the Talent Planning model. The main programmes that have been implemented in 2025 are described below: Academic excellence and diversity programmes The WonNow programme , in collaboration with Microsoft Ibérica, is aimed at women pursuing STEM degrees. It aims to increase the presence of women in the fields of technology and science, reward academic excellence and promote their six-month placement in strategic positions. The 8th edition was held in 2025, with 15 grants awarded. 2025 Consolidated Management Report 345
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Randstad Foundation and CaixaBank Scholarship Programme, launched in 2025, is aimed at students with disabilities, who are unemployed or whose working hours are compatible with their studies. It provides financial support and work placements in areas such as IT Service and Quality, and reinforces the Group’s commitment to equal opportunities and the inclusion of diverse talent. Onboarding and career development programmes The New Graduates programme is aimed at young recent graduates. It offers a two-year personalised development plan that combines hands- on experience at CaixaBank with training at leading business schools and universities, as well as support from a mentor. The “Beca” programme offers university internships in strategic areas and seeks to build partnerships with educational institutions and anticipate critical profiles. There were 61 participants in 2025. Early internship programmes The new Summer Internship programme offers paid summer internships to undergraduate university students, providing a first work experience in key Corporate Services areas. Dual Vocational Training Dual vocational training programme (through CaixaBank Dualiza) for higher-level vocational training students. Students combine academic training with work placements in branches and Corporate Services, guided by tutors. This initiative strengthens the commitment to youth employability in the financial and technological fields. 02 New Generational Diversity Plan aimed at promoting balance between generations, valuing diverse talent and fostering intergenerational relations. Initiatives focused on continuous learning, collaboration between senior and junior profiles and mentoring of new talent will be promoted. | Internal analysis of the current generational composition and its expected evolution through 2027, together with internal programmes and the results of the 2024 Engagement Survey. This analysis has made it possible to identify strengths, areas for improvement and key opportunities such as generational renewal and the integration of new generations. | Benchmarking of good practices among leading companies, enabling the identification of innovative trends, together with a sectoral and cross-sector comparison between the company’s own situation and the benchmark, focusing on the identification of gaps, new opportunities and the prioritisation of lines of action. | Cross-cutting teams. Discovery sessions have been held with different areas of the Group. These sessions have helped to provide a shared view of the generational challenges facing the organisation. 03 Raising awareness across the entire workforce to combat prejudices and eliminate the labels given to each generation. The programmes stand out: CeroSesgos course and diversity and inclusion content available on the intranet. 2025 Consolidated Management Report 346
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Generational diversity in figures _NO. OF EMPLOYEES BROKEN DOWN BY AGE CaixaBank Group Spain Portugal Other 2025 2024 2025 2024 2025 2024 2025 2024 <30 years old 2,316 1,797 1,789 1,490 494 279 33 28 30–39 years old 5,165 4,981 4,593 4,462 467 433 105 86 40–50 years old 22,764 25,057 20,569 22,703 2,076 2,243 119 111 >50 years old 16,875 14,179 15,171 12,649 1,635 1,471 69 59 TOTAL 47,120 46,014 42,122 41,304 4,672 4,426 326 284 In 2025, the percentage of employees under 30 years old was 4.9 %, from 30 to 39 years old was 11.0 %, from 40 to 50 years old was 48.3 %, and over 50 years old was 35.8 %. _NUMBER OF NEW HIRES AND DISMISSALS BY AGE CaixaBank Group Hires Dismissals 2025 2024 2025 2024 <30 years old 1,097 1,019 15 6 30–39 years old 753 757 30 32 40–50 years old 267 289 42 56 >50 years old 50 51 34 30 TOTAL 2,167 2,116 121 124 _NO. OF EMPLOYEES BROKEN DOWN BY CONTRACT TYPE AND AGE CaixaBank Group Permanent full-time contract Permanent part-time contract Temporary contract 2025 2024 2025 2024 2025 2024 <30 years old 2,143 1,676 22 11 151 110 30–39 years old 5,118 4,936 30 18 17 27 40–50 years old 22,713 24,978 45 60 6 19 >50 years old 16,826 14,137 48 35 1 7 TOTAL 46,800 45,727 145 124 175 163 _AVERAGE REMUNERATION BY AGE CaixaBank Group 2025 2024 <30 years 38,315 36,604 30–39 years old 62,420 59,328 40–50 years old 81,947 77,810 >50 years old 94,508 89,850 TOTAL 82,214 77,952 See definition of average remuneration in section “Glossary and structure”. 2025 Consolidated Management Report 347 Notes: The Group’s employee figures are presented as at the end of the reporting period, with no significant differences compared with the annual average, as there is no material seasonality within the Group.
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LGTBI diversity Promoting and raising awareness of LGBTI diversity stems from the conviction that there is nothing more valuable than being able to be oneself, both in personal life and in the working environment. In this sense, CaixaBank promotes LGTBI diversity as part of its commitment to an inclusive, respectful and discrimination-free professional environment, in which all people can show themselves as they are and develop their talent on equal terms. CaixaBank has carried out the following actions during 2025: | A Guide on LGTBI diversity in the workplace is currently being developed and is due to be launched in May 2026. | LGTBI awareness-raising and inclusion actions. On the occasion of the Day against LGTBIphobia and the Pride Week , awareness- raising actions have been promoted in 2025, such as publications on the intranet, thematic messages and activities in corporate spaces. | LGTBI Diversity Group, created in 2023 and currently made up of 38 professionals who act as an internal reference network. Cultural diversity Cultural diversity is the variety of cultures that exist and serves as a principle of tolerance among them. Cultural inclusion implies the recognition of cultural diversity and the promotion of equal opportunities for all. In this sense, CaixaBank ensures an inclusive multicultural environment that includes a focus on racial and ethnic equality. The following actions are of special note: | Practical Guide on Cultural Diversity which includes recommendations and good practices for a diverse and inclusive environment. | World Recipe Book, prepared by people from the Group of different nationalities, as a showcase of cultural diversity and collaboration. 2025 Consolidated Management Report 348
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This commitment translates into initiatives that actively promote diversity, equal opportunities and respect for all people. Wengage drives initiatives that have an impact on society in 2 key areas: the strengthening of segments and strategic alliances , through partnerships with organisations and programmes that reinforce the Group's social commitment. The following actions are of special note: | Consolidation and expansion of the Diversity and Inclusion Agents Network, which ensures the dissemination of the Wengage Programme to the entire workforce. | 9th edition of the CaixaBank Women Entrepreneurs Award , which recognises leadership, innovation and professional excellence among women entrepreneurs. | Awareness-raising actions to turn new agents and HRBPs (Human Resources Business Partners) into diversity and inclusion (D&I) specialists. | Championing projects that foster diversity, equity and inclusion in society, focusing on innovation, education and labour market integration (Specialisterne, Fundación Adecco, Fundación Quiero Trabajo, etc.). | Certifications and strategic alliances. Renewal of the EFR certification in the ‘Excellent’ category, the Equality in the Workplace seal awarded by the Ministry of Equality, together with partnerships with leading national and international organisations that promote DEI. This comprehensive approach has been recognised with significant awards and certifications, including the following: 2025 Consolidated Management Report 349 "Best Bank for Diversity and Inclusion in Europe". EFR Certification at Excellence Level A The TOP DIVERSITY COMPANY 2025 certification awarded by Intrama, showcasing our genuine commitment to Diversity, Equity and Inclusion in the corporate environment. First prize at the 8th Diversity, Equity and Inclusion Awards of the Fundación Adecco for the best diversity and inclusion strategic plan. CHALLENGE 2 To promote an inclusive culture that positions CaixaBank as a benchmark company for its people, customers and society. Foster pride in belonging to and being a customer of a Group that promotes an inclusive culture for all people.
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PROFESSIONAL DEVELOPMENT OF TALENT The CaixaBank Group is committed to strengthening the critical skills of its professionals and their development, based on a strategy designed to respond to the challenges of the market, the needs of each group and the individual needs of each professional, according to their function and responsibility. POLICIES AND PRINCIPLES OF ACTION IN THE AREA OF PEOPLE DEVELOPMENT CaixaBank has the Principles of Action for Training and Personnel Development , which establish a clear framework for the professional and personal development of all employees. This framework is aligned with the Strategic Plan, promoting a culture of continuous learning and excellence through the AHEAD Leadership Model and the Development by Skills model. This policy is described together with the rest of the policies that affect the company's own workforce in the section “Framework of sustainability policies, principles and statements”. ACTIONS FOR PROFESSIONAL DEVELOPMENT The Group views development and training as an essential pillar for enhancing the growth of its internal talent. As a result, it focuses on strengthening the skills of its workforce, ensuring that each employee can maximise their potential in a constantly changing environment. In 2025, this vision was consolidated through the evolution of the Development by Skills model, which sets out a comprehensive action plan focused on professional and skills development. Development by Skills It aims to transform the Group’s employee development model and evolve it towards a management approach based on knowledge and skills, placing each employee at the centre of their own development and promoting the acquisition (reskilling) and enhancement (upskilling) of key or critical skills for the Group’s competitiveness and for individuals’ employability. This action is transversal throughout the Group and is designed to contribute to the fulfilment of strategic goals focused on talent development, continuous improvement and professional growth aligned with the needs of each employee, identified through knowledge and skills-based assessments (skills). Within the framework of the Development by Skills project, CaixaBank has the PeopleSkills platform, which enables all employees to: | Manage their skills by viewing the results of the review process known as Skills Review , identifying areas for improvement and introducing additional skills to their job profile. | Develop their skills through advanced functionality that recommends training associated with each of the skills based on the gaps and job profile of each employee. In 2025, a new feature was developed that allows skills to be compared with other profiles and provides training and development recommendations based on each employee’s stated professional interests. Furthermore, progress was made in the design of PeopleSkills for executive profiles , a platform aimed both at executives’ self-development and at strengthening their role as key drivers of team development. This tool incorporates a dashboard with the main talent indicators for their teams, providing a global and strategic view to support talent management. A pilot was launched in 2025, and rollout is planned for 2026. The skills-based assessment process remains one of the pillars of Development by Skills , fostering a culture of continuous feedback and development-oriented conversations. This approach provides the Group with a holistic view of each employee and his or her potential for professional growth. To achieve this, the Group relies on tools such as the Skills Review and AHEAD Review. 2025 Consolidated Management Report 350
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Skills Review This process will make it possible to shape the Group's knowledge and skills map and identify development gaps in order to implement upskilling and reskilling programmes in response to the gaps detected. Both technical skills (hard skills) and personal skills (soft skills) are assessed, which—thanks to the definition of a single skills architecture and professional profiles—makes it possible to obtain a complete version of each professional profile. _SKILLS REVIEW ASSESSMENT PROCESS Global and area-specific communication Initial self- assessment of the employee Assessment of the direct manager (N + 1) Final review of the subject (N + 2) Development conversations Implementation of the Development Plan and Upskilling or Reskilling Plan according to the GAPS detected Training for participants During 2025, a People Planning exercise was carried out to identify and prioritise the most critical and strategic profiles for CaixaBank. Based on this analysis, specific development and training pathways have been designed to anticipate future needs and ensure the sustainability of key talent. In parallel, the definition of professional profiles was reviewed and updated to adapt them to market developments and the Group’s own needs. This process has made it possible to maintain a skills architecture aligned with current trends and strategic challenges, enabling more agile and proactive talent management. Lastly, as a result of the most recent assessment process , a range of training initiatives were delivered during the year to strengthen critical profiles and drive the transformation of the business, notably including: | Pathways for critical profiles: development pathways for Wealth Advisors, Project Managers, Data Analysts, Data Scientists, Market Traders and External Communications professionals. | Training pathways for the transformation of the business: a total of 164 in-person workshops were delivered in Retail Banking and Connecta to support the new Premier banking manager in their role and strategy. In tandem, webinars and training sessions on behavioural economics and sales techniques were delivered, along with a range of online training programmes to drive transformation in these segments. 2025 Consolidated Management Report 351
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Ahead Review This executive assessment process contributes to the objective of driving executive development and growth , under the AHEAD Leadership model. It focuses exclusively on soft skills and on observable and measurable behaviours for each leadership level, broken down into specific behaviours that form the basis of the AHEAD Review assessment process (9 soft skills and 28 behaviours). In 2025, the executive assessment model (AHEAD Review) was reviewed , updating the behavioural model for soft skills to ensure alignment with the Group’s current needs. In addition, the assessment process was refined by introducing a 360º process that simultaneously captures the different perspectives (teams, peers and managers). Particular emphasis was placed on the effective delivery of feedback conversations, as well as on the definition of Individual Development Plans (IDPs). KEY FEATURES OF THE AHEAD REVIEW MODEL 01 360º vision 02 100 % aligned with the leadership model With the vision of all the professionals who regularly interact with the manager, including the cross-cutting view of their peers. Assessment under the AHEAD behavioural framework based on the identification of evidence collected from qualitative assessments and potential levels. 03 Trained evaluators 04 Maximum outreach across the Group Preparation of managers to carry out self-assessments, and to assess superiors and peers under the AHEAD behavioural framework, through training materials. A new calibration process to ensure objective assessments and systematically ensure a Group-wide vision. 05 Fully digitised 06 Systems-integrated process An integrated process within CaixaBank’s systems, with dashboards for monitoring and analysing results. With dashboards for monitoring and analysing the results of the assessment process. _AHEAD REVIEW ASSESSMENT PROCESS 360° vision | Process of nominating peers and identifying collaborators. | Self-assessment: Bottom-up view Transversal view Responsible Vision. Feedback and development | Feedback, definition of IDPs, and development actions. | Support by HRBP and direct manager. 2025 Consolidated Management Report 352
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Following the most recent assessment process , a range of training initiatives were delivered this year to address the gaps identified, including: | Training in feedback and Individual Development Plan (IDP) Once the AHEAD Review process has been completed, this training and support programme aims to raise awareness of the benefits of feedback conversations as a tool for team development, as well as to explore in greater depth the key moments at which to provide feedback and to work jointly on an individual development plan. | GAP AHEAD Review training Workshops delivered by business schools, focusing on the behaviours associated with each soft skill in the AHEAD Leadership Model and providing practical tools for systematic improvement. Nine development actions are delivered, one for each skill of the AHEAD Model. | Executive Development Programme for Business Area Management Specific programmes for the development of management and leadership skills for Business Area Management, as well as coaching initiatives tailored to needs identified through the AHEAD Review process. The Skills Review and AHEAD Review assessment processes have been supported by communication, training, and promotion of a culture of appraisal throughout the Group . Additionally, a customised training plan was implemented to equip individuals in various roles within each department, ensuring their readiness for their respective responsibilities. 96% 12,359 Empleados que han realizado una evaluación del rendimiento o evaluación de Skills (Ahead y Skills Review) en el Grupo CaixaBank (evaluaciones del personal) Participants in development programmes Of which: 96% 96% Men have undergone assessments Women have undergone assessments This commitment is reflected in initiatives that strengthen continuous learning and the acquisition of new skills, aligned with the Group’s strategic challenges. In this regard, CaixaBank, S.A. has set itself the goal of enrolling 90 % of employees in critical roles at CaixaBank in certified training programmes by 2027. 2027 target 90% 59% Of employees with critical profiles and identified skills gaps invited to training courses Employees with critical profiles and identified skills gaps called for training in 2025 2025 Consolidated Management Report 353
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Other training programmes for executive talent In addition, with regard to executive talent , the Group promotes professional development programmes at executive and pre-executive levels, as well as for critical groups. Highlights include: | Development programmes for key executive positions. These programmes aim to provide and strengthen a strategic and global perspective, enhancing leadership and decision-making in changing environments, as well as reinforcing critical capabilities such as agility, talent development and technology, while highlighting the AHEAD Leadership Model and the Corporate Culture. | Executive Talent Programmes. Aimed at professionals in Corporate Services and the Commercial Network, these programmes seek to strengthen key skills, anticipate trends affecting the Group’s transformation, and prepare executives to address new challenges. They promote innovation, self-awareness and personal leadership, supported by executive coaching tools to accelerate the development of team management skills. They focus on transformation, sustainability and talent, analysing global dynamics, anticipating challenges in the financial sector, taking responsibility for long-term sustainability, and reflecting on leadership and its impact on corporate culture. They are delivered with the close involvement of leading business schools. | Pre-executive programmes: aimed at professionals from various areas of Corporate Services and the branch network, who, through tools such as mentoring, coaching and leadership skills training, are able to accelerate the development of their team management capabilities. Highlights include Thinking Ahead, a skills development programme aimed at training in trends that can influence the Group's transformation, as well as the competencies needed to face new challenges, promote a culture of innovation, develop self- knowledge and self-leadership. | Support process: coaching and mentoring are included as integral tools for talent development. | Coaching is aligned with the Leadership Model, driving executive growth and improving results through cultural transformation. It includes personalised programmes based on the AHEAD Review process, along with ad-hoc sessions tailored to address specific needs. | Mentoring programmes cover the development of women, the integration of young talent (New Graduates, WonNow, Dualiza, interns), and the Buddy programme to support new employees. These processes ensure the preparation and growth of professionals for future challenges. 2025 Consolidated Management Report 354
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Lifelong learning The CaixaBank Group is committed to training and promoting professional skills, with the aim of empowering all employees. In this regard, the Development by Skills project serves as the bedrock for employee development. The robustness and level of implementation of the training model make it easier to anticipate and respond swiftly to the Group’s increasingly changing training needs. The Group's training model places employees at the centre of their learning experience, consolidating digital and innovative learning methodologies that adapt to employees' needs and enable lifelong learning through the Virtaula training platform. _KEY TRAINING FIGURES FOR THE CAIXABANK GROUP €18.1 M 2,810,229 hours in total investment in training in total training €15.4 M in 2024 2,992,780 in 2024 91.6% 8.4% Online training Face-to-face training 388€ 60.3 hours Investment in training per employee of training per employee €339 in 2024 65.9 in 2024 100% 60.0 hours 60.4 hours people who have undergone training training per male employee training per female employee The training is intended for all staff, regardless of the type of contract they have. 2025 Consolidated Management Report 355
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The Group considers employee training to be a core strategic pillar. This is evidenced by the setting of ambitious targets that reinforce its commitment to lifelong learning and professional development. The following objectives have been set for 2027: 2027 target Keep 100 % of the workforce trained 100% The CaixaBank Group continues to be firmly committed to ensuring that its entire workforce is trained to perform their roles as effectively as possible. Evidence of this is that, in 2025, it once again reached 100% of employees trained. This achievement is underpinned by the availability of accessible development and training programmes (regulatory, corporate and self-learning), tailored to the strategic needs of all Group employees. In 2025 2027 target Keep the satisfaction rating with the training received by the workforce. >4 (out of 5) average satisfaction with the courses 4.2 CaixaBank S.A. achieved an average training satisfaction score of 4.2 (out of 5) in 2025. This result reflects the success of the training initiatives, with employees particularly valuing the usefulness and practical application of what they have learned, as well as the use of innovative methodologies. At the end of any training activity, feedback is collected from the participants, thus allowing the training offer to be continuously adjusted and improved. In 2025 Training model CaixaBank Campus is the educational model that structures the Bank’s training courses and encompasses all the tools that CaixaBank provides to its employees to help instil a culture of lifelong learning. Its strategy rests on three core pillars. Connected and shared knowledge Promoting business transformation Continuous learning At CaixaBank, knowledge is not watertight but interconnected, in constant movement. This interconnectedness is how new ideas emerge, how we evolve, in ways that are spontaneous. It is based on knowledge sharing, horizontality and transversality. In recent years, the financial sector has undergone a transformation more profound than at any other time in its history. Business is transformed, and new opportunities are sought. This culture, which is typical of CaixaBank, allows learning opportunities to arise at any time. People development is key to business transformation. An uncertain world undergoing constant change requires ongoing training in order to acquire new necessary skills. It is achieved thanks to an open and collaborative culture among professionals. 2025 Consolidated Management Report 356
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In addition, the Group has learning enablers (people, tools or key channels) that make it possible to implement the defined strategy and plan: Virtaula + external platforms Trainers External schools A virtual, accessible, user-friendly and simple platform that can adapt to the potential learning developments that the future has in store. Capable of acting as a training centraliser with other external platforms (such as Cornerstone). By ensuring the knowledge of Trainers (knowledge leaders who act as internal trainers), a shared and connected knowledge is maintained throughout the company. There are four types of Trainer: Digital, Business, Culture and Risk-NPL. The country’s leading schools offer the staff regulated knowledge through certifications or postgraduate courses. As part of the Group's learning strategy, one of the cornerstones of the training model and a driver of learning is the Virtaula Platform. A virtual platform that incorporates the pedagogical model of CaixaBank Campus. This model structures the training on offer into three main blocks: 1. Regulatory Mandatory training required by the regulator: Includes both short- term training and certifications in LCCI (Real Estate Credit Law), IDD (Insurance Distribution Directive) and MiFID. 2. Corporate Training to respond to business challenges and needs. It includes recommended training through PeopleSkills and training tailored to each individual's needs, based on their job profile and skill gaps. 3. Self-study Training available through PeopleSkills and the various training academies, designed to address employees’ individual needs: AI Academy, Sustainability School, Virtual English Academy (Education First), Agile, Risk, Commercial, Wellbeing, Finance, etc. The CaixaBank Group complements its training approach with specific programmes in various key areas, such as sustainability, digital transformation and leadership, thereby strengthening its workforce's competencies in line with current strategic challenges. 2025 Consolidated Management Report 357
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ESG training The corporate training programme includes training on sustainability (ESG). In 2025, implementation of the ESG 360º Training Plan continued, with the following being the most significant initiatives: | Training in the Specialisation Programme in New Energy Technologies (aimed at specific groups in Risk and Corporate Banking). | Continuation of the Sustainable Finance and Investment Certification process. | Holding a series of conferences on the energy transition process and its global impact. DETAILS OF THE ACTIVITIES OF THE SUSTAINABILITY TRAINING PLAN FOR THE CAIXABANK GROUP 1 2025 2024 General training Compulsory training and core training | Ongoing MiFID and IDD training | Regulatory environment for sustainable finance | First steps in sustainability and finance | Sustainable energy as a source of profitability | Generation+ training (Seniors segment) | Accessibility training | Training on the suitability test regulations | In-depth Sustainability Training | Continuous regulatory training for segments Recommended specialist training Includes training recommended to cover the various needs of segments and/or areas | Training and certification in Sustainable Investing | Specialisation programme in new energy technologies | Cycle for the energy transition | Role models training programme | Training and certification in Sustainable Financing and Investment | Ad-hoc webinars | Training programmes for role models Specialist training Occasional requests based on the specific needs of the teams | CESGA across three training editions | External registrations | CESGA (Certified ESG Analyst) | Specific open programmes Self-training Sustainability School / Virtaula Voluntary training available in Virtaula Update and new training on climate change: | Impact Training | Prevention of Greenwashing and Social Washing | Household Finance | Geopolitical Trends in Energy and Climate | Consequences of Longevity | Refresher and new training programmes on climate change | Agencies and ratings | Human Rights | Socially responsible investment | Contribution to environmental improvement 37,556 UNIQUE EMPLOYEES TRAINED 30,950 UNIQUE EMPLOYEES TRAINED 217,797 HOURS 231,120 HOURS 2025 Consolidated Management Report 358 1 Does not include BPI.
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Professional development in figures _NUMBER OF EMPLOYEES BY OCCUPATIONAL CATEGORY CaixaBank Group Spain Portugal Other 2025 2024 2025 2024 2025 2024 2025 2024 Directors 5,586 5,366 5,310 5,098 247 238 29 30 Middle management 8,948 8,484 8,290 7,877 483 491 175 116 Other employees 32,586 32,164 28,522 28,329 3,942 3,697 122 138 TOTAL 47,120 46,014 42,122 41,304 4,672 4,426 326 284 _TOTAL NUMBER OF TRAINING HOURS BY OCCUPATIONAL CATEGORY CaixaBank Group 2025 2024 Directors 317,743 234,762 Middle management 514,614 308,947 Other employees 1,977,871 2,449,071 TOTAL 2,810,229 2,992,780 NUMBER OF NEW HIRES AND DISMISSALS BY OCCUPATIONAL CLASSIFICATION Hires Dismissals 2025 2024 2025 2024 Directors 45 26 16 19 Middle management 154 108 17 12 Other employees 1,968 1,982 88 93 TOTAL 2,167 2,116 121 124 _TOTAL NUMBER OF EMPLOYEES BY CONTRACT TYPE AND OCCUPATIONAL CATEGORY CaixaBank Group Permanent full-time contract Permanent part-time contract Temporary contract 2025 2024 2025 2024 2025 2024 Directors 5,577 5,356 9 10 — — Middle management 8,931 8,472 13 10 4 2 Other employees 32,292 31,899 123 104 171 161 TOTAL 46,800 45,727 145 124 175 163 AVERAGE REMUNERATION BY OCCUPATIONAL CLASSIFICATION CaixaBank Group 2025 2024 Directors 140,834 129,606 Middle management 97,305 94,047 Other employees 68,067 65,114 TOTAL 82,214 77,952 See definition of average remuneration in the section “Glossary and structure”. Notes: The Group’s employee figures are presented as at the end of the reporting period, with no significant differences compared with the annual average, as there is no material seasonality within the Group. 2025 Consolidated Management Report 359
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WORK ENVIRONMENT CaixaBank promotes job security for its staff through fair working conditions, a competitive and equitable remuneration package that includes, in addition to salary compensation, a range of social and financial benefits. The Group also offers a wide range of work-life balance measures and well- being programmes, thereby ensuring talent retention and long-term sustainable commitment. CaixaBank has internal policies in place governing specific aspects of working conditions, such as the Remuneration Policy and the Occupational Risk Prevention Policy. LABOUR STANDARDS AND EMPLOYEES RIGHTS Within the Group, respect for labour regulations and working conditions, as well as for employees’ rights — including freedom of association and trade union representation, and the rights of their representatives — is essential. Dialogue and negotiation are part of how we deal with any differences or conflicts within the Group. The Group applies the current collective agreements and internal labour agreements, ensuring an equitable, safe working environment fully compliant with legislation. The Collective Bargaining Agreement for Savings Banks and Financial Institutions is applicable to the entire workforce of CaixaBank S.A. and is supplemented by internal agreements that develop and improve the conditions regulated therein. The current collective agreement, signed on 18 April 2024 for the 2024–2026 period, provides for a cumulative pay review of 11 % (5 % in 2024, 3 % in 2025 and 3 % in 2026), together with an additional clause providing for compensation of up to 3 % if cumulative inflation exceeds that level. In addition, a one-off payment of €1,000 was agreed for all employees in 2024, the removal of level XIV as an entry level, and the extension of one additional discretionary leave day for each year the agreement remains in force. The remaining companies within the CaixaBank Group are governed by the sectoral collective agreement in force at any given time, depending on the activity they carry out or the country in which they are located. 2025 Consolidated Management Report 360 The working conditions of the Group’s workforce are governed by the sectoral collective agreements applicable to the various companies that make up the Group. There are also internal agreements in place that improve on the conditions set out in those collective agreements.
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COLLECTIVE BARGAINING AND SOCIAL DIALOGUE CaixaBank respects the right of all employees to form trade unions and to join freely the union section of their choice, as well as to exercise trade union activity within the Group, with any form of discrimination against employees engaged in trade union activities being prohibited. In addition, there is an agreement with the employees’ representatives in which 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 the processes. 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 and which, as a whole, have led to an improvement in working conditions at all times. 99.7% 97.8% % of CaixaBank Group employees covered by collective bargaining agreement. % of employees of the CaixaBank Group represented by employee legal representatives. There are no agreements with employees for their representation by a European Works Council, European Company (SE) or European Cooperative Society (SCE). COMMITMENT TO STABILITY AND PERMANENT EMPLOYMENT At CaixaBank, job stability, fair working conditions and the long-term development of employees across the Group are central pillars of the management strategy. For this reason, CaixaBank actively promotes hiring under permanent contracts, as a reflection of its commitment to long-term and sustainable employment relationships. Nevertheless, on certain occasions CaixaBank may make use of contractual arrangements designed to meet temporary needs, always within the limits permitted by applicable legislation and with strict adherence to the intended purpose of such temporary arrangements. In line with this commitment, the Group has set itself the objective of ensuring that approximately 100 % of its workforce is employed under permanent contracts. This goal reflects the intention to provide security and confidence to all employees, thereby supporting their development. In the coming years, ongoing monitoring of this indicator will make it possible to ensure that the necessary measures are implemented to achieve this objective. 2027 target 100 % of the workforce 99.6% Promote job stability with approximately 100 % of the workforce on permanent contracts. In 2025 2025 Consolidated Management Report 361 Coverage of collective bargaining Social dialogue Coverage ratio Salaried employees – EEA (for countries with > 50 salaried employees representing >10 % of total salaried employees) Representation in the workplace (EEA only) (for countries with > 50 salaried employees representing >10 % of total salaried employees) 80-100 % Spain (100 %) Portugal (98 %) Spain (98 %) Portugal (98 %) Disclosure relating to coverage by collective bargaining agreements outside the European Economic Area (EEA) is not included as the number of Group employees in these regions is not considered material and does not meet the materiality thresholds set for regional breakdown (typically >50 employees and/or >10 % of the total).
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SOCIAL PROTECTION 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 all employees with protection for loss of income caused by illness, occupational accident, acquired disability and paternity leave. In addition to public health services, CaixaBank offers additional private health cover and employees usually receive their full salary during periods of illness supplemented by the public benefits system. In addition, the labour regulations applicable at any given time allow employees to have public coverage in the event of loss of income due to unemployment. In relation to leave for childbirth, CaixaBank extends the period of leave required by law (see section "Work-life balance"). Lastly, all employees have additional and specific coverage which, through the CaixaBank pension plan, complements the public benefits system to cover contingencies such as retirement, which are covered by the public administration systems (see section "Appropriate and meritocratic compensation" ). PROTECTING THE HUMAN RIGHTS OF EMPLOYEES The CaixaBank Group considers respect for human rights to be an essential pillar of its corporate values, taking responsibility for promoting and respecting them within its sphere of action. In this regard, it is committed to ensuring that all its policies and procedures align with human rights, making respect for these rights a cross-cutting focus in all of the Group's activities and interactions with third parties involved in its business operations. To ensure this commitment, the Group has a set of Human Rights Principles in place that enshrine its adherence to the highest human rights standards, including the International Bill of Human Rights of the United Nations , the United Nations Global Compact , the United Nations Guiding Principles on Business and Human Rights, the OECD Guidelines for Multinational Enterprises, the Declaration of the International Labour Organization, and the Charter of Fundamental Rights of the European Union. To manage and mitigate human rights impacts, the Group has established a due diligence process (see section "Human Rights Due Diligence Process"). The CaixaBank Group maintains a relationship with its employees based on respect for diversity, equal opportunities and non-discrimination. For this reason, it has policies in place — including those on recruitment, management, promotion, personal development and remuneration — that are based on respect for sexual identity, gender expression, sexual orientation, ethnic origin, nationality, beliefs, religion, political opinion, affiliation, age, marital status, disability and other conditions protected by law. Likewise, the Group engages with its employees and consults organizations that represent their interests in human rights matters, such as trade unions (see section “Collective bargaining and social dialogue”). In the Human Rights Principles, CaixaBank undertakes to respect the ILO Conventions on the rejection and prohibition of forced labour and child labour, as well as promoting occupational health and safety through preventive plans and encouraging the inclusion of people with disabilities. CaixaBank also champions diversity and equal opportunities through equality plans, as well as through protocols for the prevention, handling and elimination of harassment, which seek to eradicate any behaviour related to discrimination or harassment. In addition, CaixaBank has diversity policies that include grounds for discrimination such as racial origin, sex, sexual orientation, gender identity, disability, religion and national origin (see section "Diversity and equal opportunities"). The Group also has whistleblowing mechanisms in place to ensure ethical compliance with its human rights policies and commitments and to guarantee impartial analysis and an appropriate response to possible breaches. No serious human rights incidents were identified in 2025 (see section “Governance - Whistleblowing Channel”). CaixaBank extends these human rights commitments across its value chain by applying general exclusion criteria to all customers and suppliers. Additionally, the Group ensures that there are no social exclusion groups among its employees, promoting fair, inclusive, and safe working conditions for all. 2025 Consolidated Management Report 362
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WORK-LIFE BALANCE Work-life balance is a strategic priority for CaixaBank, which for years has been promoting disconnection policies and measures aimed at creating a flexible and inclusive environment. This commitment is reflected in the renewal, for the fifteenth consecutive year in 2025, of the EFR Certificate (Flexible and Responsible Company) at the maximum level of excellence (A), awarded by the MásFamilia Foundation. This recognition endorses a management model based on continuous improvement and CaixaBank's commitment to promoting work-life balance management policies, taking into account the needs of employees and offering a flexible and inclusive work environment. All this effort is translated into the firm intention to maintain EFR certification at its highest level of excellence in the coming years. With this objective in mind, CaixaBank is committed to continuing to promote initiatives that reinforce work-life balance and flexibility, setting a strategic goal of reaching and consolidating this standard by 2027. 2027 target Maintain the EFR seal A Maintain the EFR (Flexible and Responsible Company) certification at the highest level of excellence (A) In 2025 CaixaBank offers its workforce a wide range of measures to support a healthy work-life balance. These measures, which ensure equal opportunities and promote, disseminate and contribute to gender equality — thereby strengthening shared responsibility, the role of women and work– life balance — are set out in the Work-Life Balance Protocol , which forms part of the Equality Plan. These measures, together with the other resources that CaixaBank makes available to its employees, can be accessed through the People Xperience platform. As part of the Group's labour relations system, the right to family-related leave is guaranteed to all employees. The work-life balance measures are divided into three main groups: Long- term leave of absence with suspension of contract, reduced working hours, and short-term leave (paid and unpaid), all of which offer improvements over the provisions set out in the collective agreement or the Workers’ Statute. The working condition enhancements set out in the Work- Life Balance Protocol include measures such as: Extensions of leave due to birth or death, flexible working hours, extension of the period of leave for reasons of work-life balance and reduction of working hours for childcare. 7.3% 71.5% 28.5% Employees who benefited from any of the work-life balance measures. Women who benefited from any of the work-life balance measures out of the total of 3,459 employees. Men who benefited from any of the work-life balance measures out of the total of 3,459 employees. 2025 Consolidated Management Report 363 The EFR movement is part of Corporate Social Responsibility, promoting accountability and respect for work-life balance. Additionally, it promotes equal opportunities and the inclusion of disadvantaged groups, based on current legislation and collective bargaining, while encouraging voluntary self- regulation by participating companies.
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Parental Leave Employees of all Group companies are entitled to leave for childbirth. CaixaBank improves on the conditions set out in the collective agreement and the Workers’ Statute. These improvements, most of which are included in the Conciliation Protocol, include extensions of leave days or the possibility of taking additional leave to care for family members or to accompany children to medical visits. _IN TERMS OF PAID LEAVE AND REDUCED WORKING HOURS Legislation CaixaBank improvements (in the CaixaBank Work-Life Balance Protocol) 01. Article 48 of the Workers' Statute 17 weeks of leave for both the biological mother and the other parent. 10 calendar days of additional paid leave, and 14 calendar days for multiple childbirth or the birth of a child with disability. 02. Article 37 of the Workers' Statute Access to reduced working hours due to caring for a person under 12 years of age, provided that it entails at least 1/8 of the working day. People who care for other than a child under 12 years of age may request reduced working hours exclusively on Thursday afternoons in the winter (involving a reduction of less than 1/8 of the working day). The collective with children with a disability is allowed to take paid leave on Thursdays in the winter season until the child's third birthday, and if the child has a disability of 65 % or more, the paid leave is indefinite. 03. No legal requirement Paid leave of 30 days for the birth of a child with disabilities equal to or greater than 65 %, which can be taken within 24 months of the birth. 04. No legal requirement Two sensitive cases are considered when it comes to giving preference to choosing holidays, to facilitate the work-life balance: | If, due to divorce or separation, a holiday date has been assigned to take care of children under 12 years of age. | The case of a disabled child attending specialist school centres, and these centres are closed. _IN TERMS OF FINANCIAL CONDITIONS Legislation CaixaBank improvements 01. No legal requirement Aid of 5 % of salary for children until the child reaches the age of 18 or 21 years old. 02. Collective Bargaining Agreement for Savings Banks and Financial Institutions Childcare/training support for employees' children: Annual benefit of €5,150/year if the degree of disability >= 33 % and <65 %, and if this degree >= 65 %, it will be €6,300/year 03. No legal requirement Aids in loans and advances: | In the event of birth, adoption, and fostering, access to advances up to 1 year. | Reductions in working hours due to work-life balance do not imply a decrease in credit capacity. 2025 Consolidated Management Report 364
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Digital disconnection and remote work CaixaBank strengthens its commitment to work-life balance through digital disconnection policies that promote voluntariness and respect for rest periods. In this sense, the internal employment agreements contain rationalisation measures of onsite training and commercial activity for employees. The number of activities that can be conducted outside of normal working hours established in the Collective Agreement are limited. Priority is always given to the willingness and motivation of employees. With regard to digital disconnection, CaixaBank has a protocol whose most important aspects are: | The incorporation of good practices to minimise meetings and trips by encouraging the use of collaborative tools. | No communications from 7 pm to 8 am the following day, nor on holidays, during leave or on weekends | No meetings that end after 6.30 pm. | The right not to reply to communications after the working day has ended. At the same time, CaixaBank has a remote working model adapted to its organisational characteristics. In this context, CaixaBank, S.A. has a framework that allows for six days of remote working per month in Central Services (30 %) and four days in the Territorial Services and Connecta Centres (20 %). Remote working is an element of added value for the Group's employees, given that it cuts down on the stress of commuting and facilitates work-life balance, leading to improved commitment and results. 77.4% Of employees adhering to remote working of the potential collective 2025 Consolidated Management Report 365
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PROMOTING WELL-BEING IN A HEALTHY AND SUSTAINABLE ENVIRONMENT CaixaBank considers it essential to promote occupational health and safety as one of the basic principles and fundamental objectives for the continuous improvement of working conditions. Promoting the wellbeing of employees is one of the pillars for achieving the goal of being the best financial group to work for. Occupational health and safety CaixaBank considers making a positive contribution to the occupational health and safety of its employees to be a fundamental principle for improving the working environment. The Group’s occupational risk prevention model is governed by internal policies and standards that set out the guidelines and actions required to ensure appropriate working conditions. These include: | Occupational Health and Safety Policy. Reaffirms the commitment to foster a preventive culture at all levels and integrate it into the Group's processes, ensuring compliance with applicable regulations and other voluntary commitments. It considers preventive aspects from the outset, the gradual implementation of measures to prevent occupational risks and diseases, and continuous improvement in protection levels. It also promotes employee training and awareness, together with the maintenance of a Management System that ensures the protection of health and safety by eliminating hazards and reducing risks. These commitments extend along the entire value chain: suppliers and third parties acting on behalf of CaixaBank All sustainability-related policies are described in the section titled “Framework of sustainability policies, principles and statements”. The occupational risk prevention system is regularly reviewed through various types of audits and processes to monitor the effectiveness of the system (external certification audits, as well as internal audits and review reports by Management). The Group's entire workforce is covered by occupational health and safety plans, in accordance with the applicable regulations. 2025 Consolidated Management Report 366 CaixaBank S.A. has been awarded the ISO 45001 certification, an international standard that establishes the requirements for an Occupational Health and Safety Management System (OHSMS). Its main objective is to help organisations prevent work-related injuries and health problems, as well as to proactively improve working conditions.
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The accident rate and absenteeism in the CaixaBank Group are detailed below: Accidents at work 2025 2024 Not serious Serious Not serious Serious Total no. of accidents 418 2 442 9 of which Women 310 0 290 2 of which Men 108 2 152 7 Accident frequency index 1.23 1.50 of which Women 1.70 1.94 of which Men 0.67 0.95 Severity rate 0.13 0.14 of which Women 0.17 0.14 of which Men 0.07 0.13 Absenteeism Hours of absenteeism (manageable) 2,732,340 2,761,199 Manageable calendar days absence 624,193 627,814 Manageable absenteeism rate (illness and accidents) 3.7% 3.8 % During the 2025 financial year, there have been no fatalities due to work-related injuries or health problems among own staff. Healthy organisation CaixaBank promotes Health, Safety and Wellbeing with its strategy of Healthy Organisation whose aim is to become a benchmark in this area. Being a Healthy Organisation goes beyond meeting legal requirements. Its central goal is to achieve the highest level of wellbeing for all people who form part of or are associated with the company, including employees, customers, shareholders, suppliers and society as a whole. This is achieved by taking into account several factors and variables that influence the wellbeing, motivation, personal fulfilment and commitment of employees to the company. CaixaBank has been recognised for its management of the health, safety and well-being of its employees: 2025 Consolidated Management Report 367 CaixaBank S.A. has been awarded the SIGOS (Healthy Organisation Management System) certificate by AENOR, which recognises organisations that promote healthy, safe, sustainable and socially responsible working environments. TOP WELLBEING COMPANY certification awarded by Intrama, which accredits the company as one of the TOP30 companies in Spain with best practices in corporate health and wellbeing. CaixaBank was recognised in 2025 with the European Sport & Healthy Company Certification – APTO seal, which attests to its commitment to the physical and psychosocial health and overall wellbeing of its employees. This international distinction, awarded by ACES Europe and DCH, validates the active policies promoting sport and healthy working environments.
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CaixaBank has a Healthy Organisation Policy , approved in 2023 by the Management Committee, as well as the 2025–2027 Healthy Organisation Strategic Plan. The Plan’s main objective is to build an ecosystem in which employees can create their own wellbeing framework, helping them feel motivated and engaged, able to reach their full potential and prepared to face the challenges and changes of the coming years, based on the following levers: | Strengthen affinity by optimising the current Wellbeing Ambassadors Programme. | Enhance awareness and understanding through greater support from managers. | Work towards hyper-personalisation in the wellbeing resources offering. | Data-Driven approach to making strategic and operational decisions based on data analysis. | Focusing efforts on emotional well-being. The action lines of the Healthy Organisation Strategic Plan are translated each year into the Wellbeing and Health Plan, which sets out the main lines of action structured around seven factors that cover all dimensions of wellbeing: In 2025, a new pillar — Social wellbeing — was incorporated, strengthening synergies with CaixaBank’s Social Action area and focusing on personal and family support services that contribute to improved wellbeing. 2025 Consolidated Management Report 368 Health and safety Physical activity and sport Emotional wellbeing Social welfare Healthy eating Work spaces Financial well-being SOMOS SALUDABLES (WE ARE HEALTHY) _ESTAR CERCA PARA ESTAR BIEN (BEING CLOSE TO FEEL GOOD)
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The Somos Saludables (We are Healthy) Programme , included within the Wellbeing and Health Plan, demonstrates the Bank’s commitment to promoting wellbeing in healthy and sustainable environments, improving employees’ quality of life, and achieving maturity as a Healthy Organisation and a benchmark in the sector. Below are the main actions carried out throughout 2025: Global-level actions aimed at promoting and disseminating the Programme | Preparation of a new Interactive Wellbeing Guide , designed to improve access to the available wellbeing and health resources and services. This guide includes specific activities and initiatives designed to help improve quality of life across different areas. | Expansion and redefinition of the Wellbeing Ambassadors Programme, with the creation of “Impulsa Bienestar” , an initiative aimed at strengthening the governance system of the Wellbeing Ambassadors Network by introducing the role of Wellbeing Allies, who help disseminate wellbeing initiatives. | Wellbeing Week. Upwards of 100 in-person and online activities held nationwide, with over 9,000 recorded participations. Actions with an impact across all pillars | Emotional wellbeing. Expansion of specialised services. Highlights include the pilot of a new application offering emotional coaching sessions with external psychologists, self-guided content and themed webinars. In addition, informative sessions were organised with experts in psychology and personal development, and the psychosocial preventive strategy continued to be optimised by incorporating improvements that consolidate a proactive approach to emotional management. | Social wellbeing. Collaboration in solidarity campaigns, such as the step challenge against breast cancer; the introduction of family support initiatives (Family Plan); and the organisation of CaixaBank Talks, alongside the regular publication of articles in the ‘School of Life’ section of the Somos Saludables programme, aimed at different life stages. | Health and safety. Expansion of training in stroke prevention, the creation of new brain-safe spaces, and the rollout of various targeted health campaigns. | Work spaces. A ctions to improve road safety with driving safety workshops or simulators and the continuation of radon gas measurements for preventive purposes. | Physical activity. Promoting sports participation among employees through the expansion of the network of centres available via Wellhub and by encouraging participation in various initiatives, such as popular races or the Circuito 3x3 CaixaBank. | Financial well-being. Awareness-raising and education to support planning for future financial wellbeing, through the VidaCaixa Aporta+ platform. | Healthy nutrition. Talks with experts and new nutritional resources, such as the launch of a personalised service with nutritionists. 2025 Consolidated Management Report 369
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EMPLOYEE EXPERIENCE AND IMPACT ON EMPLOYABILITY The Employee Value Proposition is aligned with the Culture and Leadership Model and aims to increase engagement and enhance the employer brand in order to establish the Group as the best place to work. It is structured around four pillars: Progress Well-being and inclusion Future Society and Planet Supporting growth from day one through tailored onboarding programmes, mentors and buddies who support each new joiner, ongoing feedback follow-up, and study grants to foster both technical and transversal skills development. Strong commitment to continuous learning as a driver of growth and development. Promoting a healthy, flexible and diverse working environment, with initiatives focused on physical and emotional wellbeing, work–life balance programmes, and benefits tailored to each stage of a professional career. Fostering equal opportunities and active awareness to build a truly inclusive culture. With a strategic vision and a strong commitment to innovation, digitalisation and sustainability, preparing the workforce for the challenges of tomorrow. CaixaBank’s financial strength enables it to invest in technology, new ways of working and development programmes that connect its corporate purpose with the expectations of new generations. Driving engagement with the wider community through corporate volunteering projects and partnerships with social organisations, strengthening the shared purpose of creating value beyond the business itself. ATTRACTING TALENT THROUGH THE EMPLOYEE VALUE PROPOSITION CaixaBank focuses its talent attraction strategy on positioning itself as a benchmark employer by strengthening its employer brand. To succeed, it applies a 360º strategy with a multichannel impact, enabling it to connect with talent through multiple touchpoints and adapt to their real needs. This holistic view ensures that each attraction and retention action is aligned with what talent is really looking for in their professional development. The Employee Value Proposition is segmented and personalised according to the factors of interest of each group, guaranteeing proximity, authenticity and personal orientation. In addition, advanced technologies and artificial intelligence are incorporated, together with team upskilling, to ensure more agile, data- driven and people-centred processes, delivering a differentiated experience. 2025 Consolidated Management Report 370
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IMPACT ON SOCIETY THROUGH THE EMPLOYEE VALUE PROPOSITION CaixaBank has a direct impact on job creation through hiring, but also indirectly through financing granted to companies in the territory where it operates or through initiatives to promote employment and entrepreneurship (see section "Customers - Promoting employability and entrepreneurship"). The Group also works hard to position itself as a benchmark employer, offering not only a job but an opportunity to grow and develop in a professional environment , as part of its commitment to the creation of quality employment. The Employee Value Proposition generates a genuine positive impact on employability and people management, fostering a fair, stable and transformative working environment, and providing a place where each employee feels valued, with access to training, wellbeing and work–life balance opportunities through tailored programmes and personalised benefits. This strategy strengthens the employer brand and consolidates CaixaBank’s positioning as one of the most highly regarded institutions in the sector. This recognition is reflected in its position in the Merco Talento ranking, where it holds second place in the financial sector , as well as in the Top Employer certification, which it has obtained for the fourth year running. 2025 Consolidated Management Report 371 CaixaBank has been awarded the "Top Employer Spain 2026" seal by the Top Employers Institute, a global authority that evaluates and certifies the working conditions that organisations offer their professionals. This recognition, awarded in 2025, highlights the quality of the professional environment, the commitment to talent development, and the continuous improvement of people management practices within the Bank.
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APPROPRIATE AND MERITOCRATIC REMUNERATION CaixaBank's remuneration system is regulated by the CaixaBank Group's General Remuneration Policy. This Policy, approved by the Board of Directors and applicable to the entire workforce, aims to encourage behaviour aligned with the creation of long-term value and the sustainability of results over time, guaranteeing non-discrimination and a living wage. It includes measures to mitigate sustainability risks and is adapted to comply with current regulations. The Remuneration Policy bases its talent attraction and retention strategy on enabling employees to participate in a distinctive social and business project, offering opportunities for professional development and providing competitive total remuneration conditions, without distinction on the grounds of gender or other factors not intrinsic to the role. The policies on employee compensation are described in detail in the section “Framework of sustainability policies, principles and statements”. REMUNERATION COMPONENTS The components of the CaixaBank Group’s remuneration model are as follows: | Fixed remuneration: determined by the level of responsibility and professional track record, it constitutes a significant part of total remuneration, which also takes into account the various employee benefits, and is governed by the collective agreement and the different internal labour agreements. | Variable remuneration: pegged to the achievement of targets (both quantitative and qualitative), designed to avoid conflicts of interest and, where applicable, incorporating qualitative assessment principles that take into account alignment with customers’ interests, standards of conduct, and prudent risk management, as well as the Group’s regulatory and ethical criteria. Receipt of variable remuneration is conditional upon completion of regulatory training (see section "Training and dissemination of business conduct"). 2025 Consolidated Management Report 372
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ESG metrics in remuneration schemes In line with CaixaBank’s responsible management model, the variable remuneration schemes (annual and long-term) for the Bank's employees are linked to ESG factors, such as Quality, Conduct and Compliance challenges, and the mobilisation of sustainable finance. Below are the metrics, weighting, targets and outcomes of the challenges linked to ESG factors for 2025: _ANNUAL FACTOR MEASUREMENT METRICS Weight of executive directors Weight of members of the Management Committee Weight of Central Services Weight of Territorial Services Target Level of achievement for executive directors and Management Committee1 Level of achievement of Central Services and Territorial Services2 Quality Customer satisfaction is a metric that combines customers who recommend the company from different areas 15.00% 10.00% 7.50% 5.00% Relational NPS 21 % Transactional NPS 67 % 101.8% 100.0% Sustainability Cumulative mobilisation of Sustainable Finance (25 %) 10.00% 5.00% 5.00% 2.50% €33,928 M 117.00% 100.0% Engage with 90% of companies with credit exposure to sectors in the Net Zero perimeter by the end of 2024 (25%) 90% Above-average recognition of between 3 and 5 agencies of the main sustainability ratings among Eurostoxx Banks leading peers (25 %) ≥3 % women in management positions (25 %) 43.9% Compliance A negative adjustment of 5 % is included in the event that a certain number of High and Medium criticality compliance GAPs older than 6 and 12 months, respectively, are exceeded at year-end 2025 5 % is included Negative adjustment of 5 % linked to the conduct and compliance indicator 2025 5.00% - It adjustment applies It adjustment applies 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 (see section “Integration of sustainability-related performance into incentive systems”). Additionally, the management of the CaixaBank Group companies include annual and multi-year measurement factors linked to ESG metrics in their variable remuneration schemes. They include annual factors such as quality objectives, which comprise combined metrics for customer recommendation and experience, as well as the same multi-year metrics outlined for CaixaBank, S.A. 2025 Consolidated Management Report 373 1 Maximum of 120 % and minimum of 80 %. Below 80 % is 0 %. 2 Maximum of 100 % and minimum of 60 %. Below 60 % is 0 %.
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Social and financial benefits CaixaBank employees enjoy various social and financial benefits within their remuneration package, including the retirement savings contribution offered in the Pension Plan, risk premium covering death and disability, free health insurance, childbirth benefits, assistance for death of a family member, bonus for 25/35 years of service and loans and accounts with advantageous conditions. _MAIN SOCIAL BENEFITS: Contribution to the Pension Plan One of the main social benefits for CaixaBank employees is the contribution to the CaixaBank Employees' Pension Plan (PC30). In the case of employees of CaixaBank, S.A., this benefit is provided through the Employment Pension Plan (PC30). The PC30 remains the leader in terms of assets and performance, having achieved an annual return of 4.8 % in 2025. The annualised historical return since the fund’s inception is 4.2 %. Since 2024, CaixaBank’s Employee Pension Plan allows participants to make voluntary contributions, which are subject to the legal limits established in the current regulations. In 2025, VidaCaixa Aporta+ was launched, a platform designed to provide an integrated view of social welfare and retirement planning. Through this platform, users can view all their pension and protection products, designate beneficiaries, access financial simulators and benefit from personalised content, among other features. €196.2 M €22.2 M Contributions to the Pension system Insurance (health and car services management) Commitment to responsible investment The PC30 Employees’ Pension Plan maintains a commitment to responsible investment by integrating ESG criteria into its investments: | It is a signatory to the United Nations Principles for Responsible Investment (PRI) in the long term. | It is affiliated with collaborative dialogues such as Advance (an initiative for human rights), Climate Action 100+, Votes against slavery, and Spring. | The employees’ pension fund is a signatory to the Net-Zero Asset Owner Alliance (NZAOA) , an initiative promoted by the United Nations that entails a commitment to decarbonise the pension fund’s portfolio in order to achieve net-zero emissions by 2050. Awards and accolades 2025 Consolidated Management Report 374 In 2025, the PC30 once again achieved the highest five-star rating under the Principles for Responsible Investment (PRI) of the United Nations . With these results, the PC30 ranks above the industry median across all categories assessed, consolidating its position as one of the highest-rated ESG funds internationally.
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Employee loans CaixaBank offers its employees preferential financial conditions as part of its internal value proposition, as a further show of its firm commitment to stability and financial wellbeing. These benefits include preferential interest rates on personal and mortgage loans, as well as special terms on a range of products. In 2025, temporary measures remained in place to mitigate the impact of rising interest rates on employee loans for home purchases. Highlights here include the application of a capped preferential interest rate and the extension throughout the year of the Casa Fácil commercial offer (fixed and mixed rates) for new home purchases. Flexible remuneration programme As a complement to the remuneration components, CaixaBank offers the Flexible Remuneration Plan, which allows tax savings and personalisation of remuneration in accordance with the needs of each individual. Below is a list of the products offered in the Compensa+ Plan of CaixaBank, S.A. with around 15,000 employees: Health insurance Childcare Transport card Savings Insurance Languages Shares Training Car renting (for electric or hybrid cars) ADEQUATE WAGES The CaixaBank Group guarantees that all employees receive fair and market-competitive remuneration, commensurate with their level of responsibility and contribution. The minimum wages offered in Spain and Portugal, where the Group has a more sizeable presence, exceed the minimum wages set in both countries. This commitment strengthens the policy of ensuring equitable and adequate remuneration, providing employees with income above local regulations and thus contributing to their overall well-being. 1.2 1.5 Spain Portugal 1,2 in 2024 1,5 in 2024 Total remuneration ratio CaixaBank calculates the annual total remuneration ratio for Group employees as the annual total remuneration of the highest-paid individual compared with the median annual total remuneration 1 of all Group employees1, using full-time equivalent annual remuneration and excluding the highest-paid individual. 68 Annual total compensation ratio 62 in 2024 2025 Consolidated Management Report 375 1 Fixed and variable remuneration, including pension contributions and other employee benefits.
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DIALOGUE WITH EMPLOYEES The CaixaBank Group promotes an open, two-way dialogue with its employees through active listening to gather their opinions and internal communication to spread and convey the Group’s values. Along these lines, CaixaBank has Principles of Action aimed at fostering active listening and internal communication with employees and their representatives (see section “Framework of sustainability policies, principles and statements”). ENGAGEMENT AND ACTIVE LISTENING The Group has made active listening a strategic pillar to improve job satisfaction and engagement. This is structured around several key levers: | Inquire: Conducting active and segmented listening to identify opportunities for improvement in climate, culture, and leadership. Data is collected from different sources and key moments (such as the Engagement Survey). | Tune in: Listening to the employee at key moments in their life cycle (onboarding, selection processes, birth, offboarding, etc.), using questionnaires with common indicators such as: eNPS or pride in belonging, to assess progress. | Act: Implementing agile, continuously evolving action plans tailored to the outcomes of the listening process (Plan Nosotros), communicating the improvements made and involving all the relevant areas. CaixaBank has a range of tools for gathering employee feedback, enabling it to identify areas for improvement and design strategies or action plans that enhance the employee experience: 01. Employee Engagement and Satisfaction, Culture and Leadership Survey The Engagement, Culture and Leadership Survey measures employee satisfaction and perceptions of the working environment. It also tracks the progress of implemented initiatives through key metrics such as Engagement, Culture, Leadership, eNPS, intention to remain, and more. The Engagement Survey is conducted across most Group companies on a biennial basis. In the intervening years, a Radar process is carried out with a representative sample of employees to monitor progress and assess the effectiveness of the action plans implemented. To maximise participation, internal communication campaigns are conducted, linking the initiatives implemented with the feedback received from staff based on the Survey, to demonstrate how the Group responds to the needs expressed by employees. 2027 target 72 % 73 % Within the framework of the 2025–2027 Strategic Plan, CaixaBank S.A. set a Total Favorability (TF) target of 72 % for 2027, taking as a reference the result of the 2023 Engagement Survey, which stood at 64 %. To achieve the objective, Action Plans are being developed based on the analysis of the results and open comments from the Engagement Study. Annual monitoring ensures ongoing tracking and facilitates the development of specific action plans with a high degree of segmentation. Total Favourability (TF) in the 2025 Radar. 2025 Consolidated Management Report 376
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The Engagement Survey was conducted in 2024, with the following results: RESULTS OF THE CAIXABANK, S.A. ENGAGEMENT STUDY. 83% 69% Global participation Climate and engagement: total favourability In 2025, an Engagement Survey Radar (Radar 2025) was conducted among a representative sample of professionals from the workforce of CaixaBank S.A. (approximately 20 %), with the aim of measuring the performance of the main indicators (participation, total favourability, eNPS, etc.), identifying trends in different organisational areas and reviewing the effectiveness of the actions derived from the Action Plan for the most recent Engagement Studies. _RADAR 2025 RESULTS 57 % 73 % Global participation Climate and engagement: total favourability The key highlights of the Radar results are as follows: | Across the board improvement in the main indicators: A positive change is observed in climate, culture, leadership, engagement and pride of belonging. | The positive performance continues from 2023, reflecting stability and ongoing progress. | Recommendation (eNPS) on the rise: it has increased significantly both in the branch network and at central services, illustrating the broadly favourable perception of the Bank. | Challenges identified: certain challenges remain in relation to to workload and the optimisation of internal processes to remain agile. | Recognition of engagement and stability: employee benefits and job stability are highly valued, along with the Bank’s ability to look after the financial well-being of society. The Bank’s future outlook is perceived very positively. Based on the conclusions obtained in the Engagement Studies and Radars, CaixaBank designs and implements action plans to improve the employee experience. An example of this is the Plan Nosotros , which was created in response to the results of the latest Engagement Surveys. 2025 Consolidated Management Report 377
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Plan Nosotros – We Plan Plan Nosotros encompasses all initiatives aimed at improving the points identified through active listening and aims to enhance the employee experience. The Nosotros Plan addresses the main areas of improvement from the study, which are grouped into three main lines of action and encompass more than 50 initiatives and improvement actions. In 2025, it was developed around four pillars: | Commercial field. Encourage actions and dynamics that facilitate the achievement of commercial objectives and promote the search for excellence in customer service. | Collaboration, workload and processes. Work on workload and material (office tools) and immaterial (processes, systems and ways of working) barriers to foster collaboration and increase agility. | Development, mobility, remuneration and well-being. Promote internal mobility and career development with proactivity and transparency, encouraging recognition and objective and transparent remuneration management. | Purpose and project for the future. Work towards enhancing the appeal of the organisation's purpose and future plans, as well as the use of Social Endeavours and Social Action in the commercial discourse. 02. Listening at key moments This channel makes it possible to analyse the employee journey and identify the key moments — the so-called “moments of truth” — when perceptions are most critical, enabling a better understanding of the employee experience and the identification of areas for improvement. At each of the key moments (onboarding, crossboarding, offboarding, birth/ adoption, candidate experience, among others), automated listening programmes (touchpoints) have been implemented to capture employee feedback and experience. This allows the Bank to identify pain points and trigger targeted action plans to improve processes and strengthen the employee value proposition. There are currently 12 active listening moments, six of which were activated in 2025. In addition, Focus Groups and Strategic Pulse Surveys are organised to explore key topics in greater depth, providing a holistic view segmented by employee groups. Through this combination, the effectiveness of initiatives can be measured in real time and the experience can be fine-tuned at every key interaction in the employee lifecycle. The results are accessible to managers and enriched with data analysis, artificial intelligence and people analytics. 2025 Consolidated Management Report 378 The new Employee Support Service (SAE), implemented in 2025, is also now in place. This new enquiries channel is based on a ticketing tool that improves employee support by streamlining request management and optimising Business Partners’ time, allowing them to focus on their strategic role of proximity, insight and people development. It also allows for the collection of key information using analytical tools to identify employees' main concerns.
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03. Relationship with employee representatives The Group values the role of employee representatives as key partners in communication and active listening. A continuous and transparent dialogue is maintained to identify concerns and propose improvements in areas such as working conditions, safety, equality and work-life balance. This collaboration ensures that strategic decisions reflect the needs of the staff, thereby enhancing their satisfaction and well-being. Dialogue with employee representatives is described in the section “Collective bargaining and social dialogue”. 04. HR Business Partners The People Business Partner model has become firmly established as a key element in talent management and in employee relations. This role, present across all areas of the Bank, acts as a trusted and expert partner, ensuring that collaboration with managers and teams translates into effective action plans aligned with corporate objectives. During 2025, the role has evolved towards a more proactive and personalised management, participating in strategic projects, succession and internal mobility processes and advising in areas such as culture, diversity, development and evaluation. The professionalisation of the model has been reinforced through training pathways, leadership and coaching programmes, as well as the intensive use of CRM to ensure traceability and anticipation of needs. To expand these participation spaces , the Group makes use of tools such as the corporate social intranet: Internal communication CaixaBank considers it essential to maintain good communication with its employees. CaixaBank's internal communication focuses mainly on: | To transmit the values and culture of the Group , strengthening the pride of belonging as a differential element. | Promoting and tackling the Strategic Plan challenges and business priorities. | Recognise and reinforce good professional practices. INTERNAL COMMUNICATION CaixaBank considers it essential to maintain solid and close communication with its employees. Internal Communication in the Group focuses mainly on: | Conveying our values and corporate culture , strengthening pride in belonging as a key differentiator. | Promoting and tackling the 2025-2027 Strategic Plan challenges and business priorities. | Driving leadership and communication within teams. | Recognising and showcasing professional best practices. | Energising the corporate social intranet PeopleNow, fostering conversation among professionals and closer connections between teams. 2025 Consolidated Management Report 379 PeopleNow is a social and participatory intranet, and it is much more than a communication channel: it is a driver for the cultural transformation that enhances two-way and cross-department internal communications, the protagonism of people and the closeness between teams. PeopleNow highlights strategic information and business news, as well as serving as a leadership support tool for managers.
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AFFECTED COMMUNITIES CaixaBank contributes to society’s well-being through its financial activity, promoting financial and social inclusion and fostering employability and financial education in all the territories in which it operates (see section “Customers – Social inclusion and promotion of employability”). CaixaBank remains firmly committed to the community through its social action and volunteering initiatives. This commitment is primarily reflected in the social programmes developed by the CaixaBank Group and in collaboration with local NGOs, foundations and non-profit associations, channelling resources and supporting projects that address vulnerable groups and priority social needs. CaixaBank’s social action, inspired by its founding values and embedded in its DNA since its inception, seeks to help build a fairer, more inclusive and more engaged society. DESCRIPTION OF THE PROCESSES USED TO IDENTIFY AND ASSESS MATERIAL IROS RELATED TO AFFECTED COMMUNITIES To determine the material IROs associated with this area, key factors such as the social projects and programmes promoted, as well as their impact on the territory and on communities, have been analysed. As a result of this analysis, the following IRO has been identified as material in the Double Materiality Assessment (see section "Materiality Assessment"): | Improving the social well-being of affected groups by promoting social projects with a positive impact. This positive impact stems from the Group’s commitment to the communities in the territories in which it operates, where it promotes and develops programmes aimed at reaching those most in need and fostering social inclusion and volunteering. SOCIAL ACTION 2025 Consolidated Management Report 380 Social commitment is one of CaixaBank’s main assets and differential value, which is integrated into its activity and goes beyond it, with solutions that aim to respond to people’s needs and social projects that improve their wellbeing. Global Finance honours CaixaBank as the "World's Best Bank for its support of Society 2025" at the Sustainable Finance Awards 2025. CaixaBank becomes the first financial institution to certify its Social Action.
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CaixaBank believes in the power of positive change and its responsibility to build a fairer, more inclusive, and committed society. For this reason, CaixaBank remains attentive to the needs of the people who form part of the communities around it and works together with foundations and social organisations to provide solutions and support social transformation in the territories, focusing on: Promoting participation and dissemination of the impact of ”la Caixa” Banking Foundation Programmes, transferring the main initiatives to the branch network in order to broaden their outreach. Building partnerships with third parties (other local foundations, clients and institutions) to foster change and social engagement. Promoting social banking with financial solutions tailor-made for vulnerable segments of society and social entities. Developing initiatives and programmes to address urgent social challenges and offer opportunities to people and groups in vulnerable situations, while also taking into account the dynamic and evolving nature of vulnerability factors. Promoting solidarity alongside its customers and through the CaixaBank Volunteers Association, to promote corporate volunteering, customer volunteering, and volunteering across society in general, in collaboration with ”la Caixa” Banking Foundation and MicroBank. 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. POLICIES RELATED TO AFFECTED COMMUNITIES CaixaBank has a robust framework of policies that set out the guidelines for championing social projects aimed at generating a positive impact on the community and fostering the sustainable development of territories, in line with the Group’s values. This framework is primarily set out in the Sustainability Business Principles , which embody the CaixaBank Group’s commitment to an efficient, sustainable and responsible operating model, characterised by a strong social vocation. It also establishes the main guidelines for the management and development of the Group's activity: | Integral, responsible and sustainable action. | Unrivalled quality of service. | Economic efficiency. | Adopting a long-term outlook when making decisions. | Permanent innovation to aid with the sustainable development of communities wherever possible. In addition, with regard to the latter point, it includes specific commitments to promote social well-being linked to social action, notably including: | Fostering solidarity through CaixaBank Volunteering. | Promoting the participation of stakeholders in in-house solidarity programmes and initiatives and those of “la Caixa” Banking Foundation. | Forging strategic alliances with social entities. In addition, the policy framework in the area of affected communities also includes the Code of Ethics , which sets out the CaixaBank Group’s commitment to the socioeconomic development of all communities in the countries in which it operates, and the Human Rights Principles , which reflect its commitment to making a positive contribution to human rights in the communities of the territories where it operates, in compliance with applicable laws, in collaboration with public institutions and the justice system, and with respect for internationally recognised human rights, while promoting awareness of them. All sustainability policies are detailed in the section “Framework of sustainability policies, principles and statements”. 2025 Consolidated Management Report 381
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COMMUNICATION CHANNELS TO ENGAGE WITH AFFECTED COMMUNITIES CaixaBank has various communication, participation and dialogue channels in place, enabling it to collect relevant information and help guide strategic decisions related to the development of social initiatives, with the aim of focusing its actions on the needs of communities. Engagement with affected communities is carried out primarily through legitimate representatives , notably social organisations, institutions and businesses in the territory. The engagement process with each representative is carried out through different channels and dialogue forums, selected according to the context, the nature of the relationship and the type of collaboration, with the aim of better understanding their expectations and concerns: | In-house programmes and partnership-based initiatives. Different types of meetings are held depending on the organisation or entity: | CaixaBank holds regular meetings with ”la Caixa” Banking Foundation. As the country’s largest private foundation, with in-depth knowledge of community needs, ”la Caixa” Banking Foundation shares relevant information on potential social programmes and projects. This exchange makes it possible to target initiatives in line with the priorities identified in each territory. | The Social Action leads at each regional general division of CaixaBank maintain ongoing contact with social organisations and local administrations in order to identify needs and coordinate actions. | Ad hoc meetings are held with nationally recognised organisations such as Cruz Roja and ONCE. These partnerships help gather insights and perspectives on community needs, strengthening the effectiveness of actions in the territories where CaixaBank operates. | Third social sector. The Social Action Directorate, together with the managers of the social programmes, holds regular meetings with representatives of social organisations. During the collaboration, when specific needs are identified, new projects are launched. Prior to this, at the start of any project, programme managers work together with social organisations to organise focus groups to identify and prioritise the projects with the greatest impact. | Volunteering programme. It is structured primarily through regular contact with representatives of foundations, associations and other social organisations linked to the activities. In addition, the Volunteering Department takes part in specialised forums, working groups and ad hoc meetings, where trends and challenges with an impact on communities are analysed. The frequency of these interactions varies according to the context, the type of project and the specific needs of each community. To measure the effectiveness of community engagement , CaixaBank uses various evaluation tools: | Social impact indicators in the communities where it operates. | Analysis of complaints and suggestions received through open communication channels (Customer Service, internal reporting system, among others). | Review of partnerships and collaborations with third-sector organisations to ensure that social action programmes respond to real needs. | Monthly monitoring of the progress of the main tracking indicators for social action projects by the Management Committee. Likewise, the Head of Retail, Private and Business Banking is responsible for overseeing the policies and actions carried out to promote the Group’s financial inclusion and social action. 2025 Consolidated Management Report 382
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MAIN ACTIONS IN 2025 During 2025, as in previous years, CaixaBank promoted a range of initiatives to respond to the needs identified in communities, taking part in social projects through both in-house programmes and collaborations with foundations, associations and other social stakeholders, thereby reaffirming its commitment to improving social well-being and addressing key social challenges. €6.3 M €54.5 M Contributed by CaixaBank1. €7.2 M in 2024 Channelled by CaixaBank, from ”la Caixa" Banking Foundation and customers. €75.2 M in 2024 ■ Contribution ■ Intermediation 1 This includes, in addition to the various contributions to its own programmes and to programmes with other regional foundations, as well as other alliances, the contribution to the CaixaBank Volunteers association. This amount does not include the management costs of the various programmes (logistics, events, information systems, etc.), which together exceed one million euros, nor the costs of the roughly 70 employees dedicated exclusively to Social Action (distributed across the territory). Illness and disability Poverty Multiculturalism and social exclusion Senior citizens Basic care Improving quality of life In-person support Education Socio-cultural initiatives CaixaBank has responded to these social challenges by developing various social programmes and projects. 2025 Consolidated Management Report 383 CaixaBank has a Social Commitment Map, which shows the outreach of all these social programmes and projects across the land. https://www.caixabank.es/particular/accion-social/mapa-social.html
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Social programmes and projects in 2025 Programmes with ”la Caixa” Banking Foundation Territorial Social Action Local projects Thanks to its extensive branch network and close proximity to people, the office network of CaixaBank is a highly effective channel for identifying needs and allocating resources from “la Caixa” Banking Foundation. _PROJECTS BROKEN DOWN BY TYPE (number of projects and allocated investment in € M) €25 M 5,541 5,192 From “la Caixa” Foundation, aimed at social entities, have been channelled through the branch network €25 M in 2024 Activities related to projects set up by local social organisations 5,625 in 2024 Beneficiary entities 5,238 in 2024 ■ Contribution ■ Intermediation Aim of the project Assign resources of ”la Caixa” Banking Foundation to help social entities throughout the territory carry out their projects. Aimed at Duration Social entities throughout the territory, to help their beneficiaries in the following areas: Illness and disability, Interculturality and social exclusion, Poverty, Seniors, Job market integration and others. Short-term projects, but with continuity over time. Each initiative supported has a maximum duration of one year, although these grants have been awarded continuously for more than 10 years. 2025 Consolidated Management Report 384 ■ 2,274 (€10.40 M) Illness and disability ■ 1,087 (€5.08 M) Multiculturalism and social exclusion ■ 1,083 (€4.89 M) Poverty ■ 764 (€2.50 M) Elderly ■ 333 (€2.13 M) Job market integration and other
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Fórmulas solidarias Local projects Initiatives promoted by the CaixaBank network together with CaixaBank Payments & Consumer that complement the Territorial Social Action funds with contributions from companies and individuals. Aim of the project Fostering the participation of companies and individuals to pool resources for Territorial Social Action, strengthening financial support for projects developed by social organisations. Aimed at Duration Social entities, to help develop their projects. Short-term projects, but with continuity over time. Each supported initiative has a maximum duration of one year, although this support has been provided on an uninterrupted basis for more than five years. _RESULTS OF THE PROJECT 105 Solidarity formula agreements 62 in 2024 ■ Contribution ■ Intermediation Ningún Hogar Sin Alimentos (NO HOME WITHOUT FOOD) Vulnerable groups Thanks to the donation collection service and in collaboration with the Spanish Federation of Food Banks (FESBAL) and “la Caixa” Foundation, funds are obtained for the purchase of food for 54 food banks across Spain. Aim of the project Raising funds from individual and corporate customers and from society at large, as well as from la Caixa Banking Foundation, for the purchase of food by food banks in Spain. Aimed at Duration The beneficiaries of this support include the 54 food banks across Spain. The initiative is short-term but ongoing, as support is provided for food purchases throughout the year, with participation in this initiative spanning over 5 years. _RESULTS OF THE PROJECT Of which: €2.1 M €1.1 M €1.0 M Total collected in 2025 €1.7 M in 2024 Donations collected by CaixaBank €0.7 M in 2024 Contribution of "la Caixa" Foundation €1.0 M in 2024 1,395 t1 5,096 Of basic foodstuffs intended for vulnerable groups 1,548 t in 2024 Beneficiaries able to access food for 12 months 5,733 in 2024 1 Equivalent of the total funds raised expressed in tonnes of basic foodstuffs. 2025 Consolidated Management Report 385
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Alliance for childhood vaccination Vulnerable groups In 2008, ”la Caixa” Banking Foundation became the first private partner of Gavi, the Vaccine Alliance in Europe and established the Childhood Vaccination Alliance, which from 2026 will be renamed the Vaccines4Children Alliance. CaixaBank promotes fundraising for the Childhood Vaccination Alliance, with the aim of offering companies and CaixaBank Wealth Management clients the opportunity to join the fight against child mortality as a philanthropic initiative. Aim of the project Ensure access to essential vaccines by involving companies, customers and employees in fundraising. ”la Caixa” Banking Foundation and the Bill & Melinda Gates Foundation multiply all donations received by four through the Matching Fund initiative, thus quadrupling efforts to combat child mortality. Aimed at Duration Vulnerable children in countries with limited access to vaccines. Long term, ongoing since 2008. _RESULTS OF THE PROJECT €2.96 M 2.2 M Collected by CaixaBank €2.45 M in 2024 Children vaccinated in 2025 under the pneumonia project in Mozambique x4 effect €11.84 M Achieved The ”la Caixa” Banking Foundation and the Bill & Melinda Gates Foundation each double the funds raised. ■ Contribution ■ Intermediation Incorpora Vulnerable groups CaixaBank collaborates with the Incorpora programme of the "la Caixa" Foundation by putting customer companies in contact with the programme to promote the social and occupational integration of people at risk of exclusion. Aim of the project Facilitating the labour market integration of people in vulnerable situations, working in collaboration with companies and social organisations. Aimed at Duration Groups with difficulties in accessing employment. Long term, ongoing since 2006. _RESULTS OF THE PROJECT 470 119 Insertions 494 in 2024 Companies contacted 165 in 2024 2025 Consolidated Management Report 386
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Programmes with other regional foundations Calls for grants alongside other regional foundations Vulnerable groups Social announcements with local foundations in areas such as work placement for vulnerable groups, improving quality of life and in-person support of the elderly. Aim of the project Allocate resources to help social entities to carry out their projects. Aimed at Duration Social organisations that aim to support their beneficiaries in areas such as the labour market integration of vulnerable groups, improving quality of life, and providing in-person support to older people. Short-term projects, but with continuity over time. Each supported initiative has a maximum duration of one year, although these grants have been awarded continuously since 2022. _RESULTS OF THE PROJECT €0.70 M 153 Destined to social calls with local foundations €1.03 M in 2024 Projects with support 228 in 2024 ■ Contribution ■ Intermediation Sociocultural projects with other territorial foundations Vulnerable groups Courses, seminars and charity and cultural actions on the premises of the foundations, and agreements with third parties for actions with an impact on its territory. Aim of the project To allocate resources to support these territorial foundations in delivering training courses, events, and solidarity and cultural initiatives at their own facilities, as well as through agreements with third parties for actions with an impact in their territories. Aimed at Duration Beneficiaries of the 11 territorial foundations with which CaixaBank has an agreement in place. Short-term projects, but with continuity over time. Each supported initiative has a maximum duration of one year, although these grants have been awarded continuously since 2022. _RESULTS OF THE PROJECT €0.93 M Amount assigned €1.62 M in 2024 11 Local foundations 2025 Consolidated Management Report 387
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Other partnership programmes Congresses for young people Young people CaixaBank supports the 'Lo Que De Verdad Importa' Foundation Congresses and the Relife Circuit. Aim of the project Conveying universal values to young people. These initiatives offer them the opportunity to hear inspiring life stories and participate in dialogues about addictions (both digital and substance), providing them with tools to strengthen their personal development and build a better future. Aimed at Duration Beneficiaries of the values conferences for young people run by the Lo Que De Verdad Importa Foundation (young people aged 16 to 20) and the Relife Foundation (young people aged 15 to 18). Short-term projects, but with continuity over time. Each supported initiative has a maximum duration of one year. _RESULTS OF THE PROJECT 19,689 Attendees to congresses 13,895 in 2024 2025 Consolidated Management Report 388
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Own programmes "El Árbol de los Sueños” Childhood It is a solidarity programme aimed at fulfilling the Christmas wishes of children and elderly people experiencing unwanted loneliness. Through this initiative, the beneficiaries write a letter requesting the gift they would like to receive for Christmas, and customers and employees alike take part by sponsoring these letters and purchasing the gifts, thus helping to make the children’s wishes come true. Aim of the project The goal is to ensure that children in poverty (and elderly people experiencing unwanted loneliness) receive the gifts they have asked for at Christmas. Aimed at Duration Children living in poverty and elderly people experiencing unwanted loneliness. Short term and ongoing, as it has been held every Christmas since 2018. _PROJECT RESULTS 35,587 400 18,828 1,201 beneficiaries who have received a gift (34,525 children and 1,062 elderly people living alone) 34,136 in 2024 Collaborating entities 360 in 2024 Participants individuals 18,358 in 2024 Participants legal entities 1,053 in 2024 ■ Contribution ■ Intermediation “Tierra de Oportunidades” Demographic challenge A programme that promotes entrepreneurship in rural areas to generate employment, boost the local economy and encourage the establishment of population in depopulated areas. It is delivered through direct support for entrepreneurs, training programmes, mentoring and monitoring. Aim of the project Driving entrepreneurship, creating jobs and supporting population retention in rural communities. Aimed at Duration Rural populations. Short term and ongoing, as it has been held annually since 2021. _PROJECT RESULTS €0.70 M 2,582 208 in investment €0.63 M in 2024 Beneficiary entrepreneurs 1,966 in 2024 No. of winning projects 168 in 2024 2025 Consolidated Management Report 389
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“ReUtilízame” Social / Environmental Circular economy social programme 1 which promotes the donation of surplus materials in good condition by companies to social organisations, so that they can put them to a new use and improve their services and facilities. Aim of the project Giving a second life to surplus materials in good condition from companies that no longer need them. Aimed at Duration Social entities and their beneficiaries and companies. Short term and ongoing, as it has been held annually since 2020. _PROJECT RESULTS 24,009 536 235 44 Donated items 66,597 in 2024 Donations 633 in 2024 Beneficiary entities 292 in 2024 Participating businesses 52 in 2024 ■ Contribution ■ Intermediation 1 Web portal: https://cabkreutilizame.com Everyone's Project Programme aimed at recognising and supporting the social involvement of CaixaBank employees. Through a participatory process, colleagues vote on the projects presented, in which employees collaborate as volunteers. The selected initiatives receive donations to further their social work. Aim of the project Support and acknowledge the engagement and collaboration of CaixaBank Group employees with social entities. Aimed at Duration CaixaBank volunteers and the social organisations they collaborate with. Short term and ongoing, as it has been held annually since 2021. _PROJECT RESULTS €0.9 M 165 Amount donated €0.8 M in 2024 Projects supported 150 in 2024 2025 Consolidated Management Report 390
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Support to the Third Social Sector Donation platform Platform for NGOs, where CaixaBank makes available to them its branch network and its various electronic channels, free of charge, to collect funds from customers and society in general, who wish to collaborate with the different causes of these social entities. Aim of the project Allow social entities to obtain funding for free and through multiple channels. Aimed at Duration Social entities and their beneficiaries. Long term and short term, as entities use the donation platform to fund both their long-term and short-term projects. _PROJECT RESULTS €28.48 M 2,988 2,513 Amount collected1 €48.64 M in 2024 Causes promoted 2,783 in 2024 Social entities supported 2,311 in 2024 ■ Contribution ■ Intermediation 1 Includes the €1.1 M in donations raised by CaixaBank for Ningún Hogar Sin Alimentos and the €2.96 M raised for Gavi, both as already reported in the relevant sections of this report. 2025 Consolidated Management Report 391
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CaixaBank Volunteering CaixaBank Volunteering offers solutions to anybody who seeks initiatives aimed at developing their willingness to contribute to social impact matters. The offer, which is organised around three scopes: strategic programmes, local activities, and support in emergency situations are based on corporate volunteering activities for employees and customers and activities aimed at the rest of society. Aim of the project Provide a solution for all those seeking initiatives to channel their desire to contribute to social impact issues. Aimed at Duration People who want to volunteer and the beneficiaries of that volunteer work. Short- and long-term, ongoing, as volunteering activities are carried out with both immediate and long-term impact and are developed over several years. The Volunteer Campus is a training space that seeks to provide volunteers with technical training through valuable and inspirational content, enabling them to better support and understand people from vulnerable groups and, in turn, expand the technical knowledge necessary to carry out volunteer work with a positive social impact. 2025 Consolidated Management Report 392
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_VOLUNTEERING FIGURES FOR 2025 23,860 754,902 2,422 31,359 Volunteers1 20,201 in 2024 Beneficiaries 433,514 in 2024 Collaborating entities 2,509 in 2024 Activities carried out 29,935 in 2024 Of which: 19,093 Group employees 16,770 in 2024 Social month Social Month is the initiative run throughout May 2025 to encourage employees and their families, together with customers and anyone else interested, to volunteer to support social organisations throughout Spain. 18,200 151,154 1,152 2,985 Volunteers 16,580 in 2024 Beneficiaries 117,786 in 2024 Collaborating entities 998 in 2024 Activities carried out 2,749 in 2024 41% CaixaBank Group staff took part in the Social Month 37 % in 2024 1 Includes the total number of people who have participated in volunteering activities within and outside the scope of the Social Month over the past 12 months. 2025 Consolidated Management Report 393 ■ 64% Support ■ 30% Education ■ 4% Environment ■ 1 % Digitalisation ■ 1 % Other _TYPES OF ACTIVITIES CARRIED OUT BY VOLUNTEERS
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- BPI'S SOCIAL COMMITMENT BPI AND ”LA CAIXA” BANKING FOUNDATION JOINT ACTION BPI's corporate commitment is developed in collaboration with the "la Caixa" Foundation across three main strategic areas: Social programmes, Research and Grants and culture. SOCIAL PROGRAMMES Below are the main social programmes carried out by BPI in 2025 in collaboration with ”la Caixa” Banking Foundation. BPI "la Caixa" Foundation Awards Under the slogan "Help those who help", four BPI Fundação "la Caixa" Awards have been held since 2010, promoting equality and improving the quality of life for the most vulnerable individuals, being part of the change and empowerment of the social sector. These prizes are awarded by means of a contest, supporting projects by non-profit private institutions. €4.9 M 120 41,473 In investment Projects supported Beneficiaries €5,1 M in 2024 133 in 2024 18,096 in 2024 The following prizes are awarded: | Training Prize. Promote the autonomy of people with disabilities or mental illness. | Solidarity Prize. Support for social and occupational integration and combat exclusion. | Seniors Prize. Active and healthy ageing. | Childhood Prize. Children living in poverty. PROMOVE Programme Support for innovative initiatives in strategic areas, aimed at the development of the inland regions of Portugal. The pilot projects and selected ideas focus on managing natural resources, promoting new development centres and attracting tourists and new residents. The selected R&D enabling projects fall within the strategic areas identified by the Portuguese Government for the development of inland regions. €7.7 M 19 14 In investment Pilot projects supported R&D mobilising projects supported €5.2 M in 2024 18 in 2024 11 in 2024 Decentralised social initiative – DSI 2025 The purpose of the DSI is to support, through the BPI's branch network, social projects at a local level. Its aim is to improve the quality of life and equal opportunities of socially vulnerable individuals. €2.0 M 78 thousand 339 In investment Direct beneficiaries Projects supported €1.9 M in 2024 70,000 in 2024 330 in 2024 2025 Consolidated Management Report 394
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RESEARCH AND GRANTS "La Caixa" Foundation, has sought to support talent and the gradual development of scientific knowledge that has an impact on society. Caixa Research Call for research and health The 8th edition of the competition, which aims to support biomedical and health research in the areas of neurosciences, oncology, cardiovascular and metabolic associated diseases, infectious diseases and enabling technologies in these themes, was launched in 2025. €5.6 M 9 In investment Pilot projects supported €7.7 M in 2024 9 in 2024 “La Caixa” Foundation Scholarship Programme Its aim is to promote talent by facilitating access to higher education and scientific research through various scholarship programmes aimed at students and young researchers. 1 grants 11 grants 7 grants for postgraduate studies abroad awarded for doctoral studies awarded for post-doctoral studies awarded 4 in 2024 5 in 2024 3 in 2024 RISK With the commitment to bring art and culture closer to society, BPI, together with "la Caixa" Foundation, collaborates with cultural institutions, museums and theatres. It also supports orchestras and music festivals. In 2025, it also supported an itinerant exhibitions initiative. VOLUNTEERING IN PORTUGAL The BPI volunteering programme helps to understand the Group's relationship with local communities. This collaboration fosters an internal culture based on social commitment values. Throughout 2025, a large number of actions have been carried out, including: food collection campaigns, theatre performances for children with cancer in hospitals, surfing activities for children and young people with disabilities, and Portuguese language classes for refugees. BPI VOLUNTEER MONTH Among all the actions, the celebration of BPI's volunteering month stands out. During this month, all BPI employees are offered the opportunity to participate in volunteering activities during working hours. Key volunteering statistics for 2025: 231 3,194 22,127 16,227 Initiatives Volunteers Beneficiaries Hours of voluntary work 208 in 2024 2,100 in 2024 17,000 in 2024 9,300 in 2024 2025 Consolidated Management Report 395
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CUSTOMERS CaixaBank is the "Group of choice" for individual customers in Spain with a strong and growing franchise in Portugal. At CaixaBank, customers are the central focus of its activity and its very purpose. In 2025, CaixaBank continued to strengthen its relationship with more than 20 million customers, providing personalised service. A closeness that goes beyond physical proximity, supported by personalised guidance through digitalisation and omnichannel services to always be alongside customers and society. The Group places the customer at the centre of its strategy, aiming to provide an excellent experience, supported by technological innovation, sustainability and social commitment. Through a market-leading network of branches in Spain and a benchmark digital platform, CaixaBank has continued to promote financial solutions tailored to the needs of each segment and group, thereby strengthening trust and customer loyalty. _NUMBER OF CUSTOMERS _TOTAL ASSETS 20.7 M € 664,040 M From customers 18.9 M 1.8 M 94% 6% In Spain In Portugal Spain Portugal (Breakdown in % of the total) €384,334 M €731,936 M Loans and advances to customers, gross Customer funds 2025 Consolidated Management Report 396 The leading bank in Spain by number of customers, total assets and key retail products. An integrated bancassurance model, with a distribution platform and leading factories.
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Commitment to the human rights of clients CaixaBank extends its commitment to human rights to its customers and ensures compliance with the main international standards and regulations in this area, such as the UN Guiding Principles on Business and Human Rights and the OECD Guidelines for Multinational Enterprises. This commitment is articulated through the principles set out in the Group's Human Rights Principles. In this line, the Group guarantees access to its products and services to all customers, following the principles of non-discrimination, accessibility, fair treatment and protection of vulnerable groups, thus promoting social inclusion. It also integrates the management of social risks into decision- making, avoiding financing or investing in companies or projects associated with serious human rights abuses. Similarly, the Group is committed to respecting the confidentiality, intimacy and privacy of customer data, ensuring adequate protection of their personal information. Finally, CaixaBank has a human rights due diligence framework which aims to identify and prevent risks that may affect customers (see section "Human Rights Due Diligence"). This sustained focus, pursuing excellence and comprehensive customer support, with products and services tailored to their needs, is directly reflected in the results obtained, with leading market shares and positions that endorse the trust of customers and the soundness of the CaixaBank Group's model. _MARKET SHARES Spain at 31.12.2025 Portugal at 31.12.2025 23.4% 24.7% 11.7% 13.2% Loans to households and businesses Mortgages Loans to households and businesses Mortgages 29.0% 37.8% 11.0% 10.4% Asset management1 Savings insurance Loans to business Household and company deposits 24.7% 23.3% 13.1% 19.3% Household and company deposits Investment funds Investment funds Savings insurance 34.2% 28.2% Pension plans Life-risk insurance 1 Combined share of investment funds, pension plans and savings insurance. Based on data from INVERCO and ICEA. For savings insurance, the sector data for the June share are internal estimates. _PREMIUM BRAND REPUTATION 2025 Consolidated Management Report 397
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DESCRIPTION OF THE PROCESSES FOR IDENTIFYING AND ASSESSING MATERIAL IROS RELATED TO CUSTOMERS CaixaBank focuses its actions on promoting customer satisfaction and continuous improvement of the customer experience . To this end, the Group has various communication channels and measurement models that enable it to accurately understand their needs and offer products and services tailored to the specific preferences of each group. CaixaBank is also firmly committed to customer protection , applying essential principles such as transparency in the design and marketing of its products and the monitoring of conduct in the commercial relationship, with the aim of reinforcing trust and closeness. The Group also places social and financial inclusion at the heart of its activity, by supporting vulnerable groups, promoting universal access to quality products and services and fostering entrepreneurship and employability as a driver of development in the territories. Within this framework and aware of the importance of financial education, CaixaBank promotes initiatives aimed at improving the knowledge of customers and society in general in order to facilitate informed decision-making that contributes to their well-being. Furthermore, information security and the protection of personal data are a priority for the Group. CaixaBank continues to make progress in implementing solid and rigorous measures to guarantee the protection of personal data, minimising the risks associated with its loss or misuse. These ambitions are part of the Group's global strategy , which is articulated through policies, principles and actions aimed at realising its commitment to customers. Accordingly, CaixaBank has taken into account factors such as the accessibility and adaptability of its products and services, transparency in marketing processes, the promotion of social inclusion and employability, as well as the protection of personal data when assessing the IROs related to the customer area. These elements, fully aligned with the Group’s strategy, allow the customer base to be expanded and their experience to be continuously improved. For this reason, the following aspects have been identified as material in the framework of the Double Materiality Assessment ( see section "Materiality Assessment"): | Improvement of customer well-being and satisfaction through a high-quality, broad and specialised service offering, delivery and advice tailored to their needs, for example, through the contribution of artificial intelligence and other disruptive technologies, among other actions. | Operational efficiency and an enhanced business value proposition due to the implementation of artificial intelligence in internal processes. | Greenwashing / socialwashing or perception of greenwashing / socialwashing by customers about the products and services offered / provided. | Improving financial and digital literacy through specific programmes for each group. | Improved accessibility of products and services through easier access for certain groups (such as senior and pre-senior customers). | Threat of data loss or customers' perception of inadequate management of their financial and personal data. The IROs identified as material are grouped into the areas developed throughout this section: Customer experience Customer protection Social inclusion and promotion of employability Privacy and personal data protection 2025 Consolidated Management Report 398
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CUSTOMER EXPERIENCE CaixaBank continues to focus on enhancing the customer experience. The Strategic Plan aims to improve the customer experience, promoting initiatives that accelerate the transformation and modernisation of digital channels, to adapt them to an increasingly digital environment. It also aims to incorporate innovative technologies designed to improve service quality and customer interaction, while maintaining a broad distribution network to continue strengthening its commitment to people and supporting them at different stages of their lives. In order to properly target actions and initiatives aimed at improving the customer experience, listening to customers is key. For this reason, the Group has a customer experience measurement and management model that allows it to identify areas for improvement through studies and surveys, and to define specific plans that drive the enhancement of the experience. In this regard, CaixaBank, within the framework of the Strategic Plan 2025– 2027, has defined specific objectives aimed at the continuous improvement of the customer experience, highlighting: Be Top 1 in the Global Digital Channel Satisfaction Ranking (target 2027)1 These objectives are monitored through specific indicators that allow their compliance and progress to be assessed. These indicators are regularly monitored by the Management Committee, which analyses the progress achieved and takes the necessary measures to drive them forward and ensure that initiatives are aligned with quality standards and customer expectations. The Group has also incorporated into the remuneration schemes for all employees quality-related targets . In this way, incentives are linked to metrics related to customer satisfaction such as the level of customer recommendation: Relational NPS, transactional NPS, digital NPS (see section “Own workforce – Appropriate and meritocratic compensation”). 1 Based on the 4 largest Spanish financial institutions – BMKS Stiga retail customers. MODEL FOR MEASURING AND MANAGING THE CUSTOMER EXPERIENCE CaixaBank has the customer experience measurement and management model which allows it to listen, understand and act to achieve comprehensive management of the customer experience. Listen Understand Act Model Net Promoter Score (NPS) We analyse Close the Loop / Action Plans Listen CaixaBank listens to customers on a recurring basis, in order to understand and respond with specific actions to what they need or expect from the Group. CaixaBank measures customer satisfaction and experience through studies, surveys and interviews with customers, as well as through feedback received in the branch network that maintains direct contact with them. This process allows us to obtain up-to-date information on the level of customer recommendation of the brand, as well as on the assessment of the different products and services that the Group makes available to them. More than 7 M answers received through the measurement model in 2025 More than 6 M in 2024 2025 Consolidated Management Report 399
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Types of studies, surveys and interviews The main types of surveys and the channels commonly used to carry them out are described below: | Relational surveys: Periodic surveys conducted for all business segments to measure customer experience with CaixaBank, as well as channels, products or other aspects of interest at a general level. The channel used for conducting these surveys is email and telephone as required. More than 7 M relational surveys in 2025 More than 4 M in 2024 | Transactional surveys: Listening to customer feedback immediately after an interaction. These surveys measure the omnichannel experience customers have with CaixaBank through the four main environments they interact with: Branch (visit or remote contact with a manager), CaixaBankNow, Contact Center, and ATMs. The channel used for these surveys is push (mobile notifications), email or SMS. Two questions are included: recommendation of CaixaBank based on a specific interaction and open-ended question to understand the reason behind the rating. More than 40.8 M transactional surveys in 2025 More than 37.6 M in 2024 | Ad-hoc studies: Specific studies that require more depth and analysis. They are defined on the basis of the results obtained in recurrent measurements (relational or transactional). These studies are tailor-made. Depending on the need and objective, the following are defined: the channel used, the questionnaire, the analysis of results, and the final report. | Client interviews: Conducting personal interviews with customers to learn and discover their perception of their experience with the brand through its channels, use of products, relationship with people, etc. Understand Through the use of Artificial Intelligence, qualitative and quantitative analyses are carried out from the feedback received from customers with internal information, to generate insights that help to better understand the customer's needs. This allows for more efficient and effective management of different needs and more personalised solutions for customers. The results are made available to the branch network through the various corporate tools. 2025 Consolidated Management Report 400
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Act CaixaBank develops specific actions to improve the customer experience based on the feedback received. The following are some of the main actions during 2025: Close the loop process (immediate action) It is based on identifying and implementing continuous improvement actions from the feedback of transactional surveys with customers following their interaction with the branch. When the survey results reveal customer dissatisfaction, the Branch Manager is responsible for contacting the customer to understand the reason for the dissatisfaction and to offer a solution, explanation, or apology. This way, the aim is to immediately transform a reason for complaint into one of satisfaction, thereby providing the branch with a lever for improving the experience. The management of Close the loop aims to: | Turn unsatisfactory experiences into outstanding ones. | Strengthen the CaixaBank Group’s image in customer listening and service. | Improve individual customer relationships and increase engagement opportunities. | Identify areas for more global improvements in the team and at the individual level, in the perceived customer experience. Action Plans Based on the analysis of the results of relational and ad hoc studies, specific Action Plans are developed. In 2025, the Customer Service Improvement Plan (MAC) has continued to be developed with cross-cutting initiatives. The main objective of the MAC project is to improve customer service, creating a relationship model that allows CaixaBank to offer a higher quality of service and attention to all customers, while at the same time reducing the operational burden on the branches. During 2025, work has been carried out on various lines of action such as access and welcome at branches, the deployment of totems (queue management system), resolving card incidents, access to telephone customer service, access to account managers or improvements in digital channels and cashpoints, in addition to others. The main lines of action of the MAC project planned for 2026 will be: Customer service in branches and account manager changes Easier telephone contact and Muro service Customer contactability plan Customer retention plan for former Bankia customers Quality improvement plan for Imagin and Connecta customers Improvements in insurance management Customer operational blocking reduction plan (KYC, RUI) All these activities have helped to improve the results of the main customer experience quality metrics detailed in the next section. 2025 Consolidated Management Report 401
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MEASUREMENT RESULTS IN 2025: _CAIXABANK _BPI Transactional surveys Greater detail and scope 83.4% 80.0% 88.2 87.2 Retail Transactional NPS – Firm 79.4 % in 2024 NPS Transactional Retail Connecta 81.6 % in 2024 IE Individuals 88.3 in 2024 IE Premier 87.4 in 2024 3.4 M/month 98.0% 97.7% NPS Transactional surveys sent 3.1 M/month in 2024 NPS Transactional Private Banking 97.3 % in 2024 NPS Transactional Business Banking 91.9 % in 2024 1.5 M 93.6% Comments received Transactional surveys 1.3 M in 2024 NPS Transactional SME Banking 91.5 % in 2024 5.5 M/año 84.7 % 5.6 p.p Relational Retail NPS surveys sent 4.1 M/year in 2024 CTL Management 84.8 % in 2024 Improved CTL 6.3 p.p in 2024 Relational surveys 20.8% 94.5 92.6 Retail Relational NPS in 2025 15.7 % in 2024 IE Institutions 94.4 in 2024 IE Corporations 93.0 in 2024 2025 Consolidated Management Report 402
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CUSTOMER PROTECTION At CaixaBank, consumer protection is a fundamental pillar of customer relations. This commitment is reflected in the application of rigorous procedures covering the entire life cycle of products and services, from design to marketing. The Group’s objective is to ensure that every financial solution is developed under principles of transparency, responsibility and suitability for the customer’s needs. To this end, CaixaBank has a framework of customer protection policies , based on the conduct set out in the Code of Ethics and customer service channels that ensure clear, accessible and effective communication, offering swift responses and solutions aimed at customer satisfaction. It also has advanced conduct risk management mechanisms , which enable it to identify, prevent and mitigate possible impacts derived from inappropriate business practices, reinforcing trust and integrity in all the Group's operations. This comprehensive approach ensures that consumer protection is not just a regulatory requirement, but an essential part of the Group’s corporate culture. PRINCIPLES OF CONDUCT WITH CUSTOMERS The CaixaBank Group bases its relationship with its customers on the following essential principles of responsible conduct: Supervision and mitigation of risks to protect the customer and ensure regulatory compliance Responsible financial solutions, tailored to the client's needs Clear, truthful and understandable communication at all stages Prevention of conflicts of interest, always putting the customer first Equal access to products and services, promoting inclusion and non- discriminatory. Quick and efficient service for queries or complaints. Continuous training of the team to maintain high ethical and professional standards. Behavioural risk management The conduct and compliance risk is identified within the Corporate Risk Catalogue (see section “Risk management”). The management and mitigation of customer conduct risk is essential to the Group. The Compliance Function carries out actions aimed at analysing, mitigating or eliminating conduct risks associated with customer marketing, regulatory compliance and improving transparency in processes, with the aim of contributing to customer protection. It is implemented through specific objectives and the definition of annual plans , the effectiveness of which is monitored to determine the conduct risk profile with customers. The Function reports periodically to the Risks Committee and the Board of Directors. It also maintains direct dialogue with the supervisory bodies in the area of risks related to conduct and customer protection, such as the Bank of Spain and the CNMV, among others. In this regard, CaixaBank has a set of policies, procedures, controls and metrics covering the entire product lifecycle, which are described throughout this section. 2025 Consolidated Management Report 403
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DESIGN AND MARKETING OF PRODUCTS AND SERVICES The Group has a model that ensures transparency, consumer protection and regulatory compliance. This model is underpinned by corporate policies and specialised bodies that cover the entire product life cycle and ensure responsible, coherent management that is aligned with the Group's values. Governance of products and services CaixaBank's governance model for products and services focuses on ensuring that all products and services are approved through standardised processes aligned with the Group's control and approval procedures. To achieve this objective, CaixaBank has a framework of policies and procedures that ensures consistency, transparency and regulatory compliance at all stages of the product life cycle. The Corporate Product Governance Policy constitutes the central pillar of the product governance model and is approved by CaixaBank’s Board of Directors, with its annual review being the responsibility of the Transparency Committee. This Policy sets out the principles governing the design, approval and marketing of new products and services ensuring their suitability for customer needs and transparent and responsible marketing conditions. This transparency applies to the entire life cycle of the product or service, from pre-contractual information to advertising and across all channels. Approval of the design and marketing of new products and services, as well as the monitoring of the product life cycle, shall be based on the following premises: | Meet the needs of customers or potential customers in a flexible manner. | Strengthen customer protection. | Minimise the legal and reputational risks resulting from the incorrect design and marketing of products and services. | To ensure the participation of relevant areas in the approval and monitoring of products and services, as well as the involvement of Senior Management in defining and supervising the Policy. The Policy, of a corporate nature, is applied to all Group companies that act as manufacturers or distributors of banking, financial or insurance products (more detailed information on the Policy is provided in the section “Framework of sustainanility policies, principles and statements”). To ensure the correct application of the governance model for products and services, CaixaBank has specialised committees that reinforce transparency and consistency in decision-making: | The Product Strategy Committee is entrusted with functions considered strategic in the process for approving new products and services and in their commercialisation processes. Among other responsibilities, it defines the strategy for new products and services; approves the pricing authority framework; and monitors the profitability of product marketing. Frequency Dependency Managed risks Monthly Management Committee Business profitability 2025 Consolidated Management Report 404
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| The Transparency Committee’s is entrusted, among other functions, with ensuring transparency in product marketing and compliance with the marketing criteria required from a regulatory perspective. This body is responsible for approving all the products and services that CaixaBank wishes to market. The Committee is drawn from the control, support and business functions to ensure it has sufficient specialised knowledge to understand and oversee products, their associated risks, and regulations on transparency and customer protection. For products or services considered to be relevant, they will be forwarded for ratification to the Product Strategy Committee. Products and services are only approved if they have the unanimous favourable opinions of all forum members. Frequency Dependency Managed risks Fortnightly Product Strategy Committee Legal and regulatory risk, conduct and compliance risk, and reputational risk. _MAIN FIGURES OF THE TRANSPARENCY COMMITTEE IN 2025 1 23 287 4 Meetings held by the Transparency Committee Products/services analysed Products/services refused at first instance 23 in 2024 266 in 2024 6 in 2024 1 Figures of the Transparency Committee of CaixaBank, S.A. Transparent and responsible marketing The Group carries out various actions to comply with transparent and responsible marketing, pursuing excellence and achieving the best customer experience. Good practices in commercial communication CaixaBank guarantees transparency in advertising and in the information it provides to customers prior to contracting products and services, aware of the impact that commercial communication has on their expectations and decisions. For this to happen end, the Group applies the principles set out in the Corporate Commercial Communication Policy , which establishes guidelines to ensure that advertising is lawful, clear, sufficient, objective, balanced and not misleading , in line with the risk appetite framework and the Corporate Risk Catalogue. In addition, this policy defines the internal control system and oversight by the Audit and Control Committee, ensuring its proper application (further information on the Policy is provided in the section “Framework of sustainability policies, principles and statements”). The Group is a voluntary member of Autocontrol, the Association for Commercial Self-Regulation, in favour of good advertising practices. _ADVERTISEMENTS OR ADVERTISING CAMPAIGNS REFERRED TO AUTOCONTROL FOR REVIEW 5,915 5,463 in 2024 3,744 2,167 4 Positive No issues were found with the content With modifications Changes to the advertisement were recommended Negative Publishing the advertisement was discouraged 3,695 in 2024 1,768 in 2024 0 in 2024 2025 Consolidated Management Report 405
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Transparent contracting and formalisation CaixaBank continues to improve transparency in its product contracting and formalisation processes. All of this is aimed at strengthening clarity, responsibility and trust at the time of formalising any contract. The main measures implemented by the Group are described below. Transparent contracts CaixaBank has been working for years to make its contracts clearer and more comprehensible , with the aim of reinforcing transparency in the marketing and communication of products and services. The new contracts stand out for their more readable and user-friendly design, together with simple, clear and understandable language that ensures fairness, accuracy, sufficiency and consistency, which generates greater confidence and peace of mind for customers. This improvement is not limited to design and legal language, but encompasses the entire contracting process, including other aspects such as the reading support used by the client. In addition, within the framework of the new European Accessibility Act, CaixaBank has continued to promote the use of clear, understandable and accessible language (see section “Accessibility”). _OBJECTIVES OF TRANSPARENT CONTRACTS: Transparency Security Improving the transparency in the signing of contractual documents by customers. And legal certainty for the client and the Group. Clarity Trust Through clear, comprehensible language. Improving the customer's experience and inspiring confidence when they sign. Responsible lending principles CaixaBank applies the principles of responsible lending set out in Annex 6 of the Bank of Spain’s Circular 5/2012 on transparency of banking services and responsibility in the granting of loans, as reflected in its Corporate Credit Risk Management Policy . These principles ensure that financing is granted and monitored in an honest, impartial and professional manner, tailoring products to the client's needs. In this regard, before approving a transaction, the applicant’s solvency is assessed, prioritising their repayment capacity over the value of collateral, and clear information is provided to facilitate comparison and decision- making. The Group reinforces this commitment through governance procedures, monitoring indicators, internal training and control systems that promote compliance with these good practices. 2025 Consolidated Management Report 406
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Trained and certified employees Training is essential to reinforce consumer protection knowledge. For this reason, CaixaBank has a training plan aimed at managing conduct risk and ensuring that commercial teams have the necessary knowledge and skills to inform and market the Group’s products and services appropriately and responsibly. This plan includes courses for employees on the proper marketing of investment, banking, insurance and social security products and services, aimed at raising awareness of the general principles underlying the relationship with customers when informing, offering or recommending products or services through any of the distribution channels. In addition, a compulsory course on conduct and market risks, linked to the receipt of variable remuneration, is given each year to all employees, which includes information on the appropriate marketing of products and services. In addition, mandatory training has been carried out on the Code of Ethics and Conflicts of Interest , which teaches how to identify and manage situations that may affect responsible marketing (see section “Governance - Training and dissemination of business conduct”). It also ensures strict compliance with the required certifications , such as MiFID: 32,825 32,840 33,636 Professionals certified in MiFID Employees certified in the Real Estate Credit Contract Act (LCCI) Employees certified in Insurance Distribution Directive (IDD) 31,990 in 2024 31,813 in 2024 33,146 in 2024 Training and certifications help to ensure that employees have adequate knowledge of the Group's products and services. Variable remuneration schemes linked to Quality and Conduct The Group has integrated quality-related objectives into the remuneration schemes for all employees, as mentioned in the “Customer experience ” section. This measure links incentives to metrics related to customer satisfaction by encouraging awareness and responsible management of customer conduct risk. This reinforces transparency in marketing and the correct identification of the target audience for each transaction. 2025 Consolidated Management Report 407
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Monitoring of marketing and sales The Group has monitoring mechanisms in place throughout the life cycle of products and services, which enable it to promptly detect and manage possible failures in marketing or non-compliance with the terms under which they were approved (including transparency). For this purpose, continuous analysis and monitoring is carried out, supported by customer conduct indicators, with the aim of ensuring adequate management of the sources of risk and assessing the effectiveness of the control models applied. The main indicators are as follows: | Marketing indicators and documentation: These allow for the monitoring of product sales or cancellations and their correct formalisation and digitalisation, including signature tracking, identifying possible improper marketing practices in branches and the simultaneous sale of loans, cards, life insurance, other risk insurance and/or savings and investment insurance. | Complaint indicators and customer feedback. Allow the identification of improper marketing practices by employees or regulatory breaches through the analysis of complaints submitted to the Customer Service Department (SAC) and to supervisors, regarding customer protection and transparency in the information provided to customers, among other matters. | Indicators of clients in financial difficulties: Identifying and monitoring clients with possible signs of vulnerability by analysing a range of socio-economic conditions and detecting possible weaknesses in product appropriateness and fair treatment. Each management indicator has thresholds that mark the values from which it is essential to analyse the source of the deviation. When relevant incidents are detected with regard to correct marketing or aspects related to customer protection and/or transparency, the causes are analysed and corrective measures are implemented. Prevention of greenwashing and social washing in product design and marketing In recent years, the terms greenwashing and socialwashing have gained prominence due to increasing levels of environmental awareness among customers, regulatory scrutiny, and growing demand for sustainable products. To prevent them and reinforce the integrity of the sustainable offer, CaixaBank has incorporated specific measures applied throughout all existing product design, approval and marketing processes . These measures are integrated into the already established frameworks of product governance, marketing transparency and clear communication described throughout this section, ensuring that any product presented as sustainable meets objective, verifiable criteria aligned with applicable regulations. Within this framework, CaixaBank has developed a set of specific actions aimed at ensuring the correct identification, classification and treatment of sustainable products at all stages of their life cycle. Identification of sustainable products, services and operations The governance procedure for sustainable products ensures that the approval of new products takes into account sustainability-related risks, in line with the Group’s internal risk management and control framework. To this end, the sustainability classification of each new product is subject to prior validation by the Sustainability Department, which assesses its compliance with the applicable regulations, internal policies and the defined ESG criteria. This process makes it possible to integrate sustainability risks into decision-making, thus fostering legal certainty, regulatory compliance and the consistency of the product catalogue with the sustainability commitments undertaken by the Bank. Subsequently, sustainable products must be approved by the Transparency Committee like all other products. In relation to the financing operations , CaixaBank has also incorporated additional processes and controls to validate financing operations labelled as sustainable. 2025 Consolidated Management Report 408
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For this reason, CaixaBank has developed the Guide to Sustainable and Transition Financing Eligibility, which aims to define criteria for considering financing operations for individuals and businesses as sustainable, as well as their contribution to the SDGs. The process of classifying a financing operation as sustainable begins with the business units checking whether the purpose of the financing requested by the customer meets the sustainability criteria according set out in the Guide or the main international frameworks. Additionally, this classification is validated by Sustainability. Marketing and sale of sustainable products and services To ensure that sustainable products are marketed correctly, it is essential to have employees with adequate ESG knowledge. For this reason, CaixaBank has the ESG 360º Training Plan (see section “Own workforce – Professional development of talent”), the aim of which is to strengthen knowledge of ESG matters among all employees. In addition, awareness and sensitisation actions have been carried out to prevent the risk of greenwashing and to comply with regulatory requirements. These procedures, together with the rest of the control framework mentioned throughout this section, ensure that sustainable products are marketed in a clear, transparent manner and in accordance with the requirements to be considered sustainable. Transparency and accountability in ESG matters Greenwashing and social washing carry a reputational risk, as they can create perceptions of a lack of honesty and integrity in the communication of sustainability commitments and results, calling into question the Group’s credibility with its stakeholders. In this regard, CaixaBank is committed to clear and transparent disclosure of ESG information. To this end, it has the Sustainability Principles , which promote transparency in accountability and the dissemination of information to stakeholders, establishing sufficient communication channels and providing information in a truthful, clear and concise manner. It also ensures reporting on the progress made in sustainability, following best reporting practices and adopting voluntary sustainability disclosure standards that promote transparency in the markets. 2025 Consolidated Management Report 409
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CUSTOMER SERVICE CHANNELS CaixaBank offers its customers a wide variety of channels designed to adapt to their needs and preferences, thus guaranteeing a personalised and efficient customer service experience. Among them, the Customer Contact Center stands out as a central pillar for managing inquiries, incidents, and requests. The Customer C o n t a c t C e n t e r i s d e s i g n e d t o o f f e r h i g h - q u a l i t y , approachable service that meets user expectations. Additionally, CaixaBank provides customers with the Customer Service Department (SAC) to address and resolve their complaints and claims. The Group regularly communicates the availability and features of these channels, ensuring that the information is always up to date. Moreover, all of them are permanently accessible from the CaixaBankNow home page, making them easy to consult and use at any time. In addition, customers have channels external to the Group, such as consumer ombudsmen, channels of regulatory and supervisory bodies, consumer agencies, among others, where they can file complaints if they do not consider the resolution offered by the Group to be adequate. Customer Contact Centre The Contact Centre service manages queries, requests, suggestions and incidents from customers and users, reaching it through the channels enabled by CaixaBank: telephone, web form, email, postal mail, chat, X (Twitter) and comments in the App. During the year, CaixaBank continued to work on strengthening the comprehensive management of its customers' contacts, with the aim of improving the customer experience. To assess this, continuous monitoring is carried out, collecting customer feedback at the end of the call. The assessment of these opinion surveys enables the NPS index to be formed, the cumulative value of which in 2025 was 68.4%, with a response rate of 48.0%. Based on the feedback gathered, action plans are drawn up to further strengthen the customer experience. The Contact Center has two specialised service lines: | The senior customer service offers customers an exclusive telephone number (+34 900 365 065), to be attended by staff trained in gerontology, without previously being attended by a virtual assistant. Senior customers receive the same treatment if they call the Contact generic line. More than 1,719,458 calls were handled in 2025. See section “Customer service for the Senior segment”. | The branch telephone service guarantees telephone service to all customers. Initially, calls made by customers to the landlines of the branches are dealt with from the Contact Center, which handles operational issues and schedules appointments or sends warnings to advisors regarding commercial matters. 2025 Consolidated Management Report 410
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_BREAKDOWN OF CONTACTS IN 2025 94.27 % Phone 8,406,823 Reason for the Telephone Interaction 3,354,909 221,959 1,719,458 CaixaBank Now Assistance at ATMs Customer Telephone Service for Senior Citizens 2,846,891 111,223 2,163,494 Cards Facilitea product Telephone service for branches 907,444 410,735 imagin product Other 553,662 Customer service 8,918,189 5.41 % Interactions in CCC in 2025 Written (letter, email) 10,250,311 en 2024 482,398 0.32 % Social Media 28,968 Additionally, the following have been handled at the Group companies’ dedicated Contact Centers: 802,727 1,335,845 BPI Consumer Finance 687,013 in 2024 1,339,800 in 2024 2025 Consolidated Management Report 411
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Customer Service (SAC in Spanish) The Customer Service function aims to analyse and identify the root causes of customer dissatisfaction or complaints in order to eliminate or mitigate them. Building on the resolution of individual cases, the Customer Service function promotes improvements that benefit all customers, preventing the recurrence of incidents and contributing to the continuous improvement of the quality of the products and services offered by the Group. To this end, it works closely with various internal areas and reports on the status of actions to the relevant committees. Moreover, the Customer Service function carries out comprehensive monitoring of new regulatory requirements and banking good practice standards. These principles are disseminated internally through regular communications to the branch network and through its advice to the Transparency Committee in the approval process for new products and services. Its contribution aims to ensure high standards of quality and transparency in the products and services approved (see section “Product and services governance”). The activities of the SAC are governed by the provisions of the CaixaBank Customer Ombudsman Regulations 1, which have been approved by the Board (see section “Framework of sustainability policies, principles and statements”). This Regulation governs the Customer Service function and the complaint handling procedure, ensuring transparency, independence and the protection of users’ rights, and establishes the time limits, requirements and mechanisms for their resolution. Claims and complaints are handled by specialised in-house teams capable of providing agile, well-founded and transparent responses. In this regard, the Customer Service function is focused on protecting customers’ rights, ensuring the proper handling and resolution of complaints and claims in accordance with the applicable regulations and the Bank of Spain’s criteria, and acting at all times with impartiality, autonomy and objectivity, assessing each case independently and applying banking good practice criteria. On an annual basis, the Customer Service function submits to the Board of Directors an explanatory report on the performance of the duties entrusted to it , which includes a statistical summary, a summary of decisions issued, the general criteria applied and proposals for improvement. It also submits a six-monthly update on the status of complaints. In addition, information on the evolution of the volume of complaints and their management is presented to the Management Committee on a monthly basis. In 2025, CaixaBank continued to promote measures to improve the quality of the service provided and the customer experience . In this regard, the SAC has implemented improvements in the complaints handling process, supported by the use of artificial intelligence tools that make the entire operational procedure more efficient. One of the critical parts of the SAC's objectives is the detection and analysis of the causes of complaints and the development of associated mitigation plans, helping to enhance customer satisfaction, service quality and the culture of compliance within the entity. Senior Management monitors the progress and effectiveness of the action plans on a regular basis. 2025 Consolidated Management Report 412 The Customer Service Department is responsible for attending to and resolving customer complaints and claims. This office has no connection with our commercial and operating services. It performs its duties based on its independent judgement, applying customer protection regulations, regulatory requirements and best banking practises. 1 Available on the website: https://www.caixabank.es/deployedfiles/particulares/Estaticos/pdf/general/ CaixaBank_Reglamento_defensa_cleinte_eng.pdf
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_COMPLAINTS RECEIVED 2025 2024 Customer service – CaixaBank Preliminary claims 96,767 343,973 Other 124,005 141,415 Submitted to Supervisor's complaints services Bank of Spain 1,986 2,504 Comisión Nacional del Mercado de Valores (Spanish securities market regulator) 116 154 Directorate-General of Insurance and Pension Funds 326 467 In addition, a total of 58,062 complaints were declared inadmissible in 2025, compared with 118,688 in 2024. See Note 37.2 “Customer services” of the accompanying consolidated annual financial statements. The complaints detailed here do not include any received by Credifimo (350 in 2025 and 716 in 2024) with a 50.3 % favourable resolution rate for the customer, or any received by Banco BPI (11,336 in 2025 and 9,939 in 2024). Complaints received by Customer Service in 2025 were down significantly. The biggest decrease was in claims for mortgage transaction arrangement fees, an area in which the company has always applied the case law of the Supreme Court and the CJEU. To a lesser extent, reductions were also recorded in other claims (assets, liabilities, insurance, etc.), partly due to the improvements implemented by the company. 2025 Consolidated Management Report 413
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_BREAKDOWN AND MANAGEMENT OF COMPLAINTS RECEIVED BY THE SAC 1 2025 Type of complaint Average time for resolution Resolution 2024 Type of complaint Average time for resolution Resolution 2025 Consolidated Management Report 414 33% 29% Asset transactions Cards and POS 8 % 15% Liability transactions Other services 6 % 4% Insurance and pension funds Collection and payment services 4 % 1% Channel Investment services 78% Less than 10 days 20% 10-30 days 2% Over 30 days 57% Less than 10 days 30% 10-30 days 13% Over 30 days 44% Resolved in favour of the claimant 35% Resolved in favour of the Company 21% Inadmissions 72% 4% Asset transactions Cards and POS 7% 7% Liability transactions Other services 3% 3% Insurance and pension funds Collection and payment services 4% 0% Channel Investment services 49% Resolved in favour of the claimant 34% Resolved in favour of the Company 17% Inadmissions 1 Does not include BPI or Credifimo.
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SOCIAL INCLUSION AND PROMOTION OF EMPLOYABILITY CaixaBank believes that economic and corporate progress must be inclusive, sustainable and people-centred. The commitment to economic and corporate development goes beyond merely financial activity: it also takes the form of specific initiatives to promote equal opportunities, financial inclusion, access to essential services and support for vulnerable groups. Throughout the year, CaixaBank has promoted a range of initiatives aligned with each of the three lines defined to advance its ambition to support the economic and social development of all people, thereby consolidating its role as an active agent in generating positive impacts on society. 2025 Consolidated Management Report 415 One of the ambitions under the 2025–2027 Sustainability Plan is to support the economic and social development of all people. INVESTING IN TRANSITION SOLUTIONS, NOW AND FOR THE FUTURE DRIVING THE DECARBONISATION OF THE SOCIAL AND BUSINESS FABRIC STRENGTHENING SOCIAL AND FINANCIAL INCLUSION | Accessible financing and services in rural communities | Products and services for groups in vulnerable situations | Financial education and health ENHANCING EMPLOYABILITY and ENTREPRENEURSHIP | Training for employment | Support for entrepreneurs and self-employed individuals PROVIDING ANSWERS TO INCREASING LONGEVITY | Lifetime savings planning | Financial and personal well-being for seniors MOVING TOWARDS A MORE SUSTAINABLE ECONOMY SUPPORT THE ECONOMIC AND SOCIAL DEVELOPMENT OF ALL PEOPLE 0201 SP 25 – 27
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SOCIAL AND FINANCIAL INCLUSION Social and financial inclusion is a key factor in reducing extreme poverty and promoting shared prosperity. Promoting financial inclusion runs in CaixaBank’s DNA and is a priority line of action under the 2025–2027 Sustainability Plan. CaixaBank’s actions in the area of social and financial inclusion fall within— a n d g o b e y o n d — t h e s e c t o r - w i d e c o m m i t m e n t s e t o u t i n t h e S t r a t e g i c Protocol to Strengthen the Social and Sustainable Commitment of the Banking Sector, signed between the Government of Spain and the financial sector¹. During 2025, within the framework of the 2025–2027 Sustainability Plan, CaixaBank continued to drive social and financial inclusion from the following perspectives: Accessibility Provide access to the full range of products and services to all people, with the aim of fostering financial inclusion. In this endeavour, CaixaBank works to eliminate physical, sensory and cognitive barriers in order to meet the needs of people with disabilities and to prevent situations of financial exclusion by covering a large proportion of the country’s municipalities and maintaining its presence in rural areas. Products and services for groups in vulnerable situations To design and offer specific financial products and services aimed at addressing the financial needs of vulnerable groups. This line of action ranges from the promotion of microcredits, which facilitate access to financing for families with limited resources, to the offering of fee-free accounts for vulnerable social groups, tailored solutions for people with disabilities, and a social housing programme for people in vulnerable situations. Specific protocols are also applied to prevent financial abuse of people in vulnerable situations, and dedicated support measures are put in place for victims of gender-based violence. Financial culture Providing financial and digital knowledge to empower the population and promote decision-making that increases their well-being. CaixaBank is committed to improving financial literacy and education across various groups. Our specific programs include financial literacy courses for vulnerable populations, initiatives to bridge the digital divide, and the creation of high- quality content disseminated through various channels. It also supports higher education and vocational training programmes and collaborates in various initiatives with education systems. 2025 Consolidated Management Report 416 1 https://www.bde.es/f/webbde/GAP/Secciones/SalaPrensa/IntervencionesPublicas/Gobernador/Arc/Fic/hdc210222-2.pdf
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Accessibility CaixaBank aims to be a benchmark and the bank of choice for all people, in line with the Group’s values. To achieve this, it has been working for years on different projects to create an accessible omnichannel experience, eliminating any physical or sensory barriers. In June 2025, the European Accessibility Act came into force, establishing minimum accessibility requirements for a wide range of products and services to ensure that all customers, regardless of their abilities, can access and use products and services independently . A step forward across the European Union that promotes equal opportunities and the full participation of people with disabilities. In this context, CaixaBank has an action plan in place to ensure compliance with the regulation. In this regard, in 2025 efforts were stepped up through two main lines of action across three broad areas: first, through cross-cutting measures that promote the use of plain language and ensure that anyone can access information through a dual sensory channel; and, second, through the implementation of specific measures relating to physical accessibility, the adaptation of digital platforms or employee training. 2025 Consolidated Management Report 417 During 2025, CaixaBank has been promoting the use of clear and understandable language to communicate with customers. CaixaBank was the first bank to join the Red Panhispánica del Lenguaje Claro y Accesible (Pan-Hispanic Network for Clear and Accessible Language) promoted by the Royal Spanish Academy (RAE).
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_MAIN ACTIONS CARRIED OUT IN 2025 Documentation, communication and internal training Creation and distribution among the entire workforce of a “Guide on recommendations for accessible drafting” A guide setting out how to draft documentation so that it is understandable to the majority of customers. Development of CLARA, an artificial intelligence tool designed to ensure clear and accessible language. It is a tool designed to ensure clarity of language in documentation addressed to customers. This solution checks that texts meet B2-level readability criteria, ensuring that the information is understandable for the majority of people. Mandatory training for employees Mandatory training on accessibility linked to variable remuneration has been delivered. This training was delivered to the entire workforce and aimed to deepen employees’ knowledge in the area of accessibility (see section “Training and dissemination of business conduct”). Training for all lawyers in the Group Specific training has been provided to all the Group’s lawyers with the aim of improving clarity in the drafting of legal documentation. Accessible service and channels Sign language assistance for people with hearing disabilities (SVisual) In the first quarter of 2025, CaixaBank expanded its sign language video interpretation service to its entire branch network, improving service for customers with hearing impairments. The Social Banking Support Centre is launched It is a specialised service whose primary objective is to support branches in managing queries related to customers in vulnerable situations and to channel specific and specialised transactions. Publication of the Protocols for the assistance of persons with disabilities These are specific protocols designed to guide the workforce in their interaction with customers with disabilities. They include guidelines for all stages of the visit, with the aim of ensuring an appropriate, respectful and accessible experience at every interaction. Accessibility Portal CaixaBank has an Accessibility Portal that brings together all the information on the measures implemented to deliver an inclusive experience across all channels. It includes details on accessible service, the removal of barriers in branches, the adaptation of ATMs, etc.. Setting up of a dedicated mailbox A dedicated email mailbox has been created for customers to send queries or suggestions on accessibility (soporte.discapacidad.accesibilidad@caixabank.com). Physical environment, branches and ATMs Installation of induction loops and accessible queue management systems These measures aim to ensure inclusive service for people with hearing disabilities and to improve the in-branch experience for all customers. Further progress in ATM accessibility In relation to ATMs, 70 % of the population already allows for cash withdrawals with the customer’s own card through an accessible operating process. In addition, the development of cross-cutting functionalities such as keyboard navigation, high- contrast mode and voice solutions has begun. 2025 Consolidated Management Report 418
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Design of accessible products and services At CaixaBank, accessibility is embedded as a core principle in the design of products and services, with the aim of ensuring inclusion for the majority of people. This vision is reflected in universal solutions that make use easier for all customers. To this end, the Group applies a specific methodology for the design of products and services, based on principles that ensure accessibility, usability and an inclusive experience across all its channels. It also highlights the importance of designing digital applications and services that address the needs of people with disabilities or technological barriers, ensuring that digital transformation leaves no customer behind. _ACCESSIBLE DESIGN PRINCIPLES FOR DIGITAL PRODUCTS AND SERVICES Perceivable Operable Information must be capable of being captured by different senses, such as sight or hearing. The functions should be able to be used in a variety of ways, without relying on a single method of interaction. Understandable Robust The content should be clear, coherent and facilitate the correction of errors. The design must remain accessible and functional across different technologies, both present and future. Aside from designing products and services that meet accessibility criteria to ensure they can be used by most people, CaixaBank goes a step further and is committed to developing solutions that are not only inclusive but also adapted, creating specific products to meet the particular needs of certain groups. These solutions are detailed in the section “Products and services for vulnerable groups – Solutions for persons with disabilities”. 2025 Consolidated Management Report 419 The CaixaBank Group has an accessible corporate design system. These are the technological components that enable the development of products and services launched onto the market through any of the channels available to the Group.
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Accessibility in distribution channels CaixaBank has distribution channels designed to ensure access for the majority of people in a convenient, secure and barrier-free manner. The main measures adopted in each of these channels are set out below. Branch accessibility CaixaBank branches apply the zero-level concept, which involves eliminating the unevenness between the pavements and the inside of the branches or, if this is not possible, bridging it with ramps or lifts. ATM accessibility The accessibility of ATMs is based on, among other things: | Visual aids and features. | Acoustic and tactile features. | Mobility features. | Features for senior citizens. An expert analysis was carried out by ONCE, with positive results. Furthermore, in recent years the visual appearance of ATM screens has been redesigned to increase contrast and improve visibility and the accessible user experience provided, and to adapt to the new regulatory requirements. 100% ATMs have advanced accessibility features for people who are blind or have low vision. Accessibility app – CaixaBank CaixaBank is immersed in a major technological overhaul that will have an impact on all its digital channels. The project has prioritised the app channel and will soon commence the updating of the operations that are used on a daily basis. The improvements include: | Compliance with UNE-EN 301549 , which is aligned with the Accessibility Guidelines, WCAG 2.2, also taking into account increased font size and landscape orientation. | Review with specialised equipment thanks to a partnership agreement with ONCE to guarantee an optimal accessible experience. | Test with users with disabilities to regularly analyse possible friction points and to be able to solve them. The CaixaBank app is constantly being improved, focused on creating an inclusive experience for customers. The improvements range from enhancements to colour contrasts and font sizes to the use of plain, simple language. Web accessibility With regard to website accessibility, CaixaBank takes into account, among other aspects, colour and size contrast, the structure and layout of the website, and the provision of subtitles for audiovisual content. ILUNION carries out audits every six months of the entire commercial portal. These audits detect any errors arising from the constant updating of content. The corporate portal complies with the AA accessibility level of the W3C-WAI Web Content Accessibility Guidelines 2.0. It is the sole commercial banking portal with this accreditation. 2025 Consolidated Management Report 420 90% 75 % Accessible branches in Spain Accessible offices in Portugal 89 % in 2024 75 % in 2024 44 Branches where barriers have been removed 18 in 2024
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Proximity At CaixaBank, proximity means truly being close to people. For this reason, the Group’s objective is to create an omnichannel experience that integrates all customer touchpoints. To achieve this, CaixaBank has digital channels operating 24 hours a day, 365 days a year, complemented by remote support through telephone services that make it possible to accompany and assist each person at any time and from any location. However, for CaixaBank, proximity is not limited to the digital sphere, but also includes physical proximity as a core pillar of its inclusion strategy . To ensure this proximity, the Group offers various face-to-face solutions, including: | The physical network is the largest in Spain and Portugal, with 4,552 branches and 12,272 ATMs. See section titled “Distribution model”. | Mobile branches. Physical presence in the territory To ensure access to all customers in rural areas and the senior group to the physical network, CaixaBank has committed to maintaining its presence in municipalities where it is the only bank. CaixaBank has 1,397 rural branches, located in towns with fewer than 10,000 inhabitants. 2,234 Spanish towns in which CaixaBank is present. 2,234 in 2024 92% Citizens with a branch in their municipality (Spain). 92 % in 2024 99% Spanish towns and villages with >5,000 inhabitants with the presence of CaixaBank. 99 % in 2024 463 Spanish towns where CaixaBank is the only bank. 459 in 2024 59.1% Portuguese towns with > 5,000 inhabitants with a CaixaBank presence. 60 % in 2024 CaixaBank aims not to abandon municipalities in which it is the only bank. Commitment to financial inclusion in rural communities through mobile branches. To reinforce service in rural areas, CaixaBank has 29 mobile branches (ofibuses), serving more than 644 thousand people in 1,413 towns in 17 provinces: Ávila, Barcelona, Burgos, Castellón, Ciudad Real, Girona, Granada, Guadalajara, La Rioja, León, Lleida, Madrid, Palencia, Tarragona, Segovia, Toledo, and Valencia. Each one of the mobile branches makes different daily routes and, depending on demand, visits the towns it serves once or several times a month. As well as avoiding the financial exclusion of rural communities, this service preserves the direct relationship with customers living in these environments, by maintaining its commitment to the senior citizens and the agricultural and livestock sector. 1,413 78,000 Towns served in 17 provinces km/month 644,000 70% Potential beneficiaries Users over 65 years of age 29 Mobile branches (plus 4 on standby) The mobile branches are key to CaixaBank's strategy to prevent financial exclusion in rural areas. 2025 Consolidated Management Report 421
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Products and services for groups in vulnerable situations CaixaBank, as part of its commitment to proximity and quality of service, has designed financial products and services to meet the financial needs of vulnerable groups. CaixaBank offers a specific range of products and services aimed at facilitating access to financial resources for people in vulnerable situations. This inclusive proposal seeks to respond to the needs of groups with greater difficulties in accessing the traditional banking system, thus promoting their economic autonomy and social integration. In this regard, CaixaBank promotes solutions such as: A specific inclusive microcredit offering Solutions such as microcredits without collateral, designed to support families without access to conventional financing. Inclusive finance solutions for groups in vulnerable situations It includes solutions such as basic payment accounts, which allow people at risk of exclusion to operate without fees and commissions. Solutions for people with disabilities Offer adapted for people with disabilities, guaranteeing physical and digital accessibility to financial services. Specific offer for social entities Specific financial solutions for social entities, with the aim of strengthening their sustainability and capacity for impact in the territory. Social housing programme CaixaBank has a social housing programme, which facilitates access to decent housing solutions for vulnerable families. 2025 Consolidated Management Report 422 CaixaBank promotes inclusive finance for vulnerable groups through various services and products designed to facilitate access to basic financial services and promote equal opportunities.
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A specific inclusive microcredit offering In line with its commitment to financial inclusion and social development, CaixaBank, through MicroBank, is promoting a specific line of financing aimed at families in vulnerable situations or with difficulties in accessing traditional credit. MicroBank, the Group’s social bank, is a benchmark in financial inclusion through microcredits. Its offer includes the following products linked to the areas of family, health and people in vulnerable situations: Families Microcredits for families Microloans aimed at people with limited income, up to three times the Iprem1 (public income index), who wish to finance projects related to personal and family development, as well as needs arising from unforeseen circumstances. 243,970 € 1,672 M € 6,852 Transactions Amount of transactions Average amount 201,387 in 2024 € 1,406 M in 2024 € 6,980 in 2024 235,716 Number of holders and co-holders of family microcredits Health Health loan Loans for family members or legal guardians who want to care for patients who require temporary assistance in specialised centres for specific treatments and specialised medical care for people suffering from mental health conditions (eating disorders, behavioural disorders, etc.), with a view to helping improve their quality of life and personal autonomy. People in situation of vulnerability Confianza project In 2016, MicroBank signed a partnership agreement with Asociación Proyecto Confianza to contribute to the social and financial inclusion of people in situations of extreme vulnerability. In 2025, 113 loans were granted for a total amount of around € 317,500 to people in a situation of extreme vulnerability, who have previously received support through group dynamics aimed at improving the self-esteem and dignity of their members. Value propositions for financial services aimed at vulnerable groups With the aim of ensuring access to essential banking services and promoting financial inclusion, CaixaBank offers inclusive solutions for people at risk of financial exclusion. Basic Payment Account Any person resident in the EU can have a basic payment account that guarantees access to basic personal financial services. If the customer is also at risk of financial exclusion or vulnerability, such an account may be exempt from fees. This includes, among other services, account maintenance, fund deposits, cash withdrawals, debit card payment transactions, SEPA transfers, and withdrawals from third-party ATMs. Account + debit card + basic financial services 2025 Consolidated Management Report 423 409,158 Vulnerable customers with Basic Payment Accounts2 1 Up to 25,200 euros/year. 1 This includes 21,325 holders of Insertion Accounts. The Insertion Account is a solution for those who need to have social benefits paid into an account or access employment. It guarantees the financial inclusion of vulnerable individuals who, due to their background or lack of verified income, are unable to open an account at a bank.
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Plan for equal treatment and non-discrimination in the provision of financial services to CaixaBank customers CaixaBank has a Plan for equal treatment and non-discrimination in the provision of financial services , which complies with the requirements of Law 15/2022, of 12 July, on equal treatment and non-discrimination and which seeks to prevent and, where appropriate, remedy situations of discrimination that may occur in different areas and, in particular, in the offer, access and provision of services. Identification of vulnerable groups CaixaBank carried out an analysis to identify vulnerable groups, resulting in the following priority groups being established: | Minors. | Elderly people (senior citizens). | People living in rural areas. | People with physical disabilities (sensory and/or motor). | People with intellectual disabilities. | Migrants, refugees and seasonal workers. | Low-income people | Prisoners (including those in the third degree of imprisonment). | Victims of gender-based violence. Protocols and measures implemented CaixaBank has a wide range of measures aimed at guaranteeing equal treatment and non-discrimination in all its actions. These initiatives are developed and detailed throughout this section, with the aim of promoting a more inclusive and equitable society. In this regard, the Bank has established specific protocols for serving groups that require special consideration, ensuring a service tailored to their needs. These protocols include: | The Protocol against financial abuse of people with disabilities or cognitive impairment, which includes an internal procedure for the detection, analysis and reporting to the Public Prosecutor’s Office of clients exposed to abuse, conflicts of interest or undue influence posing a risk of loss of assets. The branch network uses a list of indicators to flag suspicious cases to the Legal Department, which then decides whether to alert the Public Prosecutor's Office for protective measures. 85 30 Cases Analysed Cases referred to the Public Prosecutor's Office | Specific Management Protocol , with measures to ensure the autonomy of victims and providing them with decision-making information, like aiding in the orderly separation of joint accounts with an alleged abuser. | The Protocol for dealing with clients who are victims of gender- based violence in the management of financial products and services, which enables CaixaBank branches to apply specific measures to ensure the confidentiality and safety of clients who are victims of gender-based violence and to facilitate better service. 2025 Consolidated Management Report 424
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Measures implemented in 2025 During 2025, various actions were carried out to further strengthen CaixaBank’s commitment to accessibility and equal treatment, adapting customer service so that anyone can carry out their transactions with safety, autonomy and confidence. These include: | Four new in-branch service protocols have been developed to ensure an inclusive and respectful experience for people with disabilities. These protocols adapt communication, support and the environment to the needs of each group: | people with intellectual disabilities , for whom clear language, support with understanding and an adapted pace are prioritised. | people with hearing impairments , for whom resources such as SVisual and guidelines are provided to ensure effective, barrier-free communication. | people with visual impairments , whose protocol includes safe orientation within the branch, support with reading documentation and respectful treatment of guide dogs. | people with neurodevelopmental disorders , for whom guidelines are established to promote a predictable, understandable and sensory-friendly environment. | Moreover, SVisual is implemented across all branches, as a video interpreting service in sign language (see “Accessibility” section). 2025 Consolidated Management Report 425
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Solutions for people with disabilities CaixaBank has doubled down on its commitment to inclusion by developing specific products and services that address the particular needs of people with disabilities. Accessible products These solutions complement the accessibility initiatives (see section "Accessibility"), by offering adapted tools that guarantee autonomy, safety and equal opportunities for interaction with the Group. Braille Pack CaixaBank has the Braille Pack: the first financial card in Braille literacy code, developed in collaboration with ONCE, which enables people with visual disabilities to enjoy full autonomy when making purchases across all types of channels, both physical and online. 5,282 Braille cards A POS terminal for the visually impaired In collaboration with ONCE, the accessibility of the POS terminals for the visually impaired was improved. This new function enables the POS terminal to activate the 'Accessible Mode', which speaks the amount to be paid out loud. 100% POS terminals featuring accessible mode (out of total Android POS terminals) Sign language assistance for people with hearing disabilities Provides sign language support for people with hearing disabilities through a simultaneous video interpretation system with a specialised interpreter. CaixaBank has extended its sign language video-interpretation service to its entire branch network in the first quarter of 2025. Financial solutions for people who require support in exercising their legal capacity As part of its commitment to inclusion and equal opportunities, CaixaBank develops specific solutions for clients who require support in managing their financial decisions. These initiatives aim to strengthen autonomy, facilitate understanding of information and ensure the safe and appropriate use of financial services. Día a Día programme: Legal Capacity Support CaixaBank has a programme designed to simplify the day-to-day banking operations of people who require support. These individuals can manage their finances at a branch or through digital banking, where both the account holder and their support person have differentiated profiles. This model makes it possible to take part in decision-making while respecting the client’s autonomy and ensuring the security of transactions. 50,679 ACJ Día a Día Accounts Documentation accessible to customers requiring support With the aim of ensuring proper understanding of products and associated rights, CaixaBank prepares documentation for customers who require support in easy-to-read formats, with clear structures, plain language and detailed explanations. This adaptation facilitates an autonomous and reliable understanding of essential information, both for people who require support and for their families and accompanying entities. Products tailored to specific needs The offer includes solutions such as: | The Protected Assets Account , intended for people with certain degrees of disability to manage assets designated to cover their present and future essential needs. This account, fully fee-free and operated exclusively through branches, makes it possible to channel contributions from family members within the legally established limits, in line with the framework for the protection of people with disabilities. 2025 Consolidated Management Report 426
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| Pension plans specifically for people with disabilities , which incorporate increased contribution limits and additional tax benefits for both account holders and contributors. In addition, the Group makes an extraordinary supplementary contribution to strengthen accumulated savings, helping to improve the future financial protection of people with disabilities. Support for social and professional organisations CaixaBank also offers digital services for support organisations, family members and professionals who provide formal support. These services make it possible to centrally manage accounts, cards and support profiles, ensuring a secure, traceable support model tailored to each individual situation. Solutions for Social Organisations CaixaBank has a specific value proposition of financial products and services to support third sector organisations: Accounts for charitable social entities NGO Cards Donation platform CaixaBank offers accounts for charitable social entities to social organisations with an assistance-based focus, aiming to provide the services these entities need for their daily operations in exchange for a fee that may be waived if certain requirements are met. Customers can support the social organisations they identify with through NGO cards. CaixaBank makes an annual contribution to the social organisations linked to the cards, consisting of either a fixed amount per active card or a percentage of the annual amount of purchases made by the customer, depending on the card chosen by the customer. CaixaBank offers social organisations access to the donation collection platform, a free tool that allows them to receive donations securely and in a traceable manner through CaixaBank’s channels. This platform strengthens support for social organisations and contributes to broadening the scope of their solidarity initiatives (see section “Affected Communities – Fundraising Platform”). 20,232 Accounts for charitable social entities 2025 Consolidated Management Report 427
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Social housing programme CaixaBank remains committed to being close to people to contribute to their financial wellbeing, especially in times of greatest difficulty. With this goal in mind, CaixaBank is developing an active policy of assisting with first-time homebuyers' housing problems. This policy of supporting first-time homebuyers with housing problems is structured along two axes: | Early and specialised care for mortgage customers in hardship. | Promoting social housing programmes. Early and specialised service CaixaBank has a dedicated team of risk managers specialising in social housing cases. The main function of the team is to detect and manage cases of vulnerability and social emergency in primary residences. CaixaBank has also set up the Mortgage Customer Service (MCS), as a free telephone service for customers whose property is affected by a foreclosure suit. As a result, families have a helpline available in which specialists help to resolve any queries regarding the phases of and impact of the foreclosure on their primary residence. In the event of detecting situations of social exclusion or vulnerability, they can review the cases and propose alternative measures to the foreclosure. 752 32,912 Files managed by the MCS in 2025 Since it was initiated in 2013 2025 Consolidated Management Report 428 Code of Good Practices CaixaBank is a signatory to the Spanish Government’s Code of Good Practice for the viable restructuring of debts secured by mortgages on primary residences, aimed at families at risk of exclusion and regulated by Royal Decree-Law 6/2012. The Bank also adheres to the Code of Good Practices established by Royal Decree Law 19/2022, aimed at mitigating the impact of the increase in interest rates on mortgages on primary residences.
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Promotion of social housing programmes The CaixaBank Group has a social housing programme creating positive impacts across all of Spain, mainly for former debtors and Group tenants who are in a situation of vulnerability and at risk of residential exclusion. For all these people, rents are adapted to suit their ability to pay, with special consideration being given to: families with a disabled member, single- parent families with dependent children, families with minors and family units in which there is a victim of gender violence or elderly people. As part of the social housing programme, CaixaBank maintains its commitment to the government’s Social Housing Fund by making a total of 3,000 housing units available. CaixaBank has also signed cooperation agreements with various public administrations on housing. 5,931 Properties without a subsidy € 246.70 average rent amount. 6,391 in 2024 2,915 Subsidised homes € 334.58 average rent amount. 3,145 in 2024 8,846 Social rent housing programme1. 9,536 in 2024 2025 Consolidated Management Report 429 Impulsa programme Its goal is to help improve the socio-economic situation of tenants. The main implications for tenants are social support to help them get back into work (through referrals to the “la Caixa” Foundation's Incorpora programme and other existing labour programmes) and to process benefits and energy aids. 1 Number of housing contracts in social housing programmes.
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Financial culture Financial literacy is a key element in achieving financial inclusion. CaixaBank is committed to improving the financial culture of its customers and, in general, of society as a whole. CaixaBank promotes multiple initiatives aimed at different groups with the objective of improving people’s financial literacy and, in particular, enhancing their understanding of financial products, concepts and risks, in order to facilitate informed decision-making that has a positive impact on their financial well-being. This objective in the area of financial education forms part of the financial inclusion objectives set out in the 2025–2027 Sustainability Plan. However, 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. To maximise the impact of this objective, CaixaBank tailors content and formats to the specific needs of each of the identified groups . More precisely, CaixaBank has identified the following as priority groups: | Minors and young people. | Elderly people (senior citizens). | People in situations of vulnerability. | People with intellectual disabilities. | Shareholders and society in general. Financial literacy initiatives For each of these groups, CaixaBank has developed resources in a range of formats tailored to their specific needs, which have made a significant contribution to improving the financial literacy of participants. CaixaBank’s approach to financial literacy can be grouped into three broad types of initiative: _KEY FIGURES ON FINANCIAL CULTURE Conferences 1,356 58.4 thousand Conferences Attendees 1,366 in 2024 39.7 thousand in 2024 Courses, workshops and training sessions 105 3,078 Courses Workshops 46 in 2024 3,040 in 2024 70.1 thousand Attendees 75.2 thousand in 2024 Digital content (webinars, podcasts, videos) 11 21 Webinars Podcasts 11 in 2024 22 in 2024 65 159 M Videos Views 73 in 2024 72 M in 2024 2025 Consolidated Management Report 430
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Outreach CaixaBank has a range of initiatives aimed at disseminating and promoting basic financial concepts to bring finance closer to society and foster a greater understanding of economic matters. Tiempo Extra New Society at large Edutainment content for social media that brings together sport and financial culture. An influencer hosts the programme and talks with three well-known athletes about values such as effort and planning, linking them to financial topics. Six videos that include activities and challenges that enable agile and engaging learning, bringing economic concepts closer to younger audiences through real-life stories from the world of sport. Results of the programme 49.8 M 17.9 M Impressions Views Cosas que importan New Society at large Digital programme of 13 pieces of content that connect financial culture and emotions. A well-known host talks with four experts about saving, household finances, cybersecurity and investments, linking each topic to everyday emotions. Each episode shows how improving financial literacy can contribute to personal well-being and help manage what really matters. Results of the programme 42.7 M 23.3 M Impressions Views Influencers Invisibles New Society at large A digital series of six shorts that highlight everyday actions by ordinary people who, thanks to the support of financial institutions such as CaixaBank and to financial education, generate a positive impact in their communities: creating jobs, championing sustainability or improving access to the labour market. Each story conveys a strategic pillar of how banks act as facilitators of societal progress. Results of the programme 37.2 M 15.7 M Impressions Views Doublecheck New Society at large Informative content for social networks that, through its didactic approach, offers tools and tips on cybersecurity in everyday situations in order to have safe digital habits. It explains how to identify risks such as phishing or scams and promotes the “double check” before taking action. The 15 pieces are anchored to moments with the highest risk of fraud, facilitating prevention and bringing cybersecurity closer to every user's day-to-day life. Results of the programme 68.4 M 32.3 M Impressions Views 2025 Consolidated Management Report 431
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imaginAcademy Young People It is a programme aimed at bringing finance closer to young people in an accessible, direct and entertaining way through digital channels. It provides content on key financial concepts, economic management methods and practical information that can be applied both in everyday life and in future projects. This initiative is carried out on a recurring basis every year. It includes the following formats: 01. Financial tips for young people Short videos aimed at young people through the imagin app and social media to provide knowledge, tools and training on financial education. This initiative is carried out on a recurring basis every year. 02. End of Month Podcast Podcast featuring open, honest and approachable conversations with relevant guests from different fields, aimed at deepening the discussion and normalising talking about money. It includes a section called “ Clases de repaso”, in which a financial educator explores financial and business education concepts in greater depth. Results of the programmes 1.1 M 69.8 M Social media interactions Views 42 M in 2024 03. Financial literacy blog Web channel in which financial content is developed in greater depth, with more context and continuity, complementing the existing digital channels. CaixaBank Talks Customers Talks on savings, protection and financial planning in different vital situations. This initiative is carried out on a recurring basis every year. Results of the programme 1,100 58,416 Conferences held Attendees 1,213 in 2024 39,788 in 2024 2025 Consolidated Management Report 432
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Training CaixaBank offers specific training courses with the aim of promoting a solid financial culture that improves the financial and business management knowledge of the target groups. Programa Aula Shareholders Training on economics and finance, aimed at CaixaBank’s retail shareholder base. This initiative is carried out on a recurring basis every year. It includes the 'Training on Wheels' programme. Results of the programme 4 11 12 In-person courses, with 411 attendees and 822 hours delivered. AULA Webinars. Online seminars with 7,669 views. New episodes of the AULA financial education podcast, with 41,338 views. 4 in 2024 11 in 2024 12 in 2024 01. Formación sobre ruedas Didactic resource in video format that focuses on those economic, financial and sustainability concepts that may seem complex at first glance, but which are explained in a language accessible to all audiences. With the participation of various experts, everyday economic topics are discussed during a short car journey. Results of the programme 25 22,182 Chapters aired Views 23 in 2024 28,346 in 2024 2025 Consolidated Management Report 433
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CaixaBank Volunteering talks and workshops The CaixaBank Volunteers Association delivers talks and workshops aimed at various groups, such as young people, the elderly and those in vulnerable situations. 01. Finances for young people Young People It seeks to equip young people in 4th year of compulsory secondary education (ages 14–15) with tools, resources and skills that enable them to make more responsible financial decisions in the short term. These workshop are held regularly during the year. Results of the programme 54,470 2,259 Attendees Workshops 54,175 in 2024 2,289 in 2024 02. Workshops for people with intellectual disabilities Vulnerable people It aims to teach basic financial concepts that help people with intellectual disabilities to improve their autonomy and to make a responsible use of money. These workshop are held regularly during the year. Results of the programme 2,508 183 Attendees Workshops 1,686 in 2024 114 in 2024 03. Workshops and talks for adults Vulnerable people It aims to provide tools to improve both the knowledge of basic financial concepts and the financial decision-making skills of people in vulnerable situations. These workshop are held regularly during the year. Results of the programme 10,238 554 Attendees Workshops / talks 10,487 in 2024 611 in 2024 04. Talks and discussions on financial education for older people Senior segment It aims to teach the basic concepts that enable older people to manage their day-to-day finances with peace of mind. These workshop are held regularly during the year. Results of the programme 1,931 82 Attendees Workshops / talks 525 in 2024 26 in 2024 2025 Consolidated Management Report 434
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05. MicroBank Academy Entrepreneurs MicroBank Academy offers entrepreneurs specialised training 100 % online, developed in collaboration with Google and Accenture. The platform offers nearly 100 training courses designed to strengthen key skills in the world of entrepreneurship, ranging from digital skills and business management to content related to artificial intelligence, digital transformation and customer service strategies. A free training platform available to all, regardless of whether they are customers. This initiative is carried out on a recurring basis every year. Results of the programme 94 50,885 4,309 Courses available 16 own courses, 27 with Google and 51 with Accenture Visits Newsletters 27 in 2024 Courses with elBulliFoundation Hospitality sector On-site courses in restaurant business management, aimed at customers in the sector. Participants receive training and guidance from elBulliFoundation, with access to Ferran Adrià’s Management recipes. This initiative is carried out on a recurring basis every year. Results of the programme 7 525 200 Restaurant management courses Attendees Training hours 2 in 2024 160 in 2024 32 in 2024 Knowledge generation and analysis In an ever-evolving economic environment, the creation and dissemination of knowledge become fundamental pillars for strengthening financial literacy and promoting informed decision-making. CaixaBank Research Customers Society in general Creation and dissemination of knowledge through research and economic analysis, to contribute to public debate and to society’s economic awareness. This initiative is carried out on a recurring basis every year. Results of the programme 256 671 9 Conferences Articles Podcasts 199 in 2024 707 in 2024 10 in 2024 2025 Consolidated Management Report 435
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PROMOTING EMPLOYABILITY AND ENTREPRENEURSHIP CaixaBank is committed to delivering training and support for entrepreneurship, as well as to the economic development of the territories in which it operates. CaixaBank maintains a firm commitment to value creation and the economic development of the territories. In order to drive this commitment, within the framework of the 2025– 2027 Strategic Plan, CaixaBank has set the objective of reaching 150,000 people who have improved their employability and access to employment. This objective is monitored quarterly by the Board of Directors. _CAIXABANK IS COMMITTED TO JOB CREATION 48,216 People who have improved their employability 150.000 Target CaixaBank has set itself the objective, under the 2025– 2027 Strategic Plan, of enabling 150,000 people to improve their employability and access to employment.1 1 Includes the direct jobs created with the support of financing for MicroBank businesses and its Skills & Student Education loans, the students benefiting from Dualiza, and people benefiting from the Tierra de Oportunidades programmes (rural entrepreneurship). To contribute to the achievement of this objective, CaixaBank has promoted various lines of action that foster employment, entrepreneurship and social development . Notable examples include those promoted by MicroBank, the Group’s social bank, which provides financing for business projects and training programmes, and CaixaBank Dualiza, which contributes to promoting vocational training and its dual modality. 2025 Consolidated Management Report 436 CaixaBank is signatory of the Collective Commitment to financial inclusion and health fostered by the United Nations.
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MicroBank’s support for entrepreneurship and employment In line with the commitment to foster social well-being, employment, entrepreneurship and economic development, the financing offered by MicroBank stands out. In addition to its contribution to financial inclusion described in the section “Specific inclusive microcredit offering”, MicroBank is committed to job creation, the promotion of productive activity and people’s development through: | the start-up or expansion of businesses through the granting of microcredits to entrepreneurs and financing for social enterprises. | The granting of financial support to self-employed professionals and micro-enterprises as an instrument to stimulate the economy. | The funding for individuals and companies wishing to invest in their training and education with the aim of improving their employability. | The free training offering for entrepreneurs (see section “Financial literacy – MicroBank Academy”) To support these initiatives, MicroBank is backed by the main institutions of Europe, including the European Investment Fund (EIF), the European Investment Bank (ECB) and the Council of Europe Development Bank (CEB), which are dedicated to fostering entrepreneurship and microfinance, and acts as a bridge between these institutions and the end customer, channelling funds from the European Commission. _CONTRIBUTION TO ECONOMIC DEVELOPMENT AND JOB CREATION 30,170 € 55.2 M Direct jobs created with support for entrepreneurs and microenterprises Destined to social businesses 32,245 in 2024 € 60 M in 2024 9,941 € 52.5 M Businesses created with financial support Aimed at improving employability through training and education 9,541 in 2024 €41 M in 2024 € 46.5 M In microloans for entrepreneurs who have received support from social entities € 43.9 M in 2024 With the aim of contributing to economic development and job creation, MicroBank offers entrepreneurs, professionals, companies and students a range of financial solutions adapted to their needs, including: Entrepreneurs Funding to support entrepreneurs and microenterprises to boost job creation and the opening of new businesses. Microcredits for entrepreneurs Microcredits aimed at entrepreneurs and microenterprises with fewer than 10 employees and a turnover of no more than 2 million euros a year that need financing to start, consolidate or expand their business or to meet working capital needs. 30,506 € 662 M € 21,713 Transactions Amount granted Average amount 23,253 in 2024 € 317 M in 2024 € 13,646 in 2024 2025 Consolidated Management Report 437
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Microcredit for businesses in partnership with entities Microcredits aimed at entrepreneurs who have difficulty accessing the traditional credit system and who receive advice from one of MicroBank’s partner organisations. 2,152 € 46.5 M Transactions Amount granted 2,067 in 2024 € 43.8 M in 2024 “Agro relevo generacional” microcredit Microloan aimed at financing sustainable investments related to an agricultural, livestock, and farming business for self-employed individuals and microenterprises, especially young people who have joined the sector, to promote economic development in rural areas, as well as to address generational renewal. Sustainable economy Financing to support a just transition towards a sustainable economy. “Agroinversión sostenible” loan New in 2025 Loan aimed at entrepreneurs and microenterprises with fewer than 10 employees and turnover of up to €2 M, operating in the agricultural sector. To finance sustainable investments linked to an agricultural holding: | R e d u c t i o n o f e m i s s i o n s f r o m m a c h i n e r y → t r a c t o r s / h a r v e s t e r s a n d other machinery. | C l i m a t e r e s i l i e n c e → d r o u g h t / f l o o d r e s i s t a n t c r o p s . | Water efficiency. 31 € 1.8 M Transactions Amount granted Social enterprise Loans for social interest companies Loans aimed at social entities and businesses, with up to 249 employees and up to €50 million in turnover, that seek a positive and measurable social impact through business activity: Economic Environmentally sustainable 310 € 55.2 M Transactions Amount granted 379 in 2024 € 60.2 M in 2024 Local Energy Communities (CELs) Loan A loan to finance shared self-consumption at the local level. Local Energy Communities (hereinafter CELs) promote citizen participation in distributed energy projects, encouraging the generation of renewable energy within the city or municipality where the community members reside. The purpose is for these CELs to generate economic, social, and environmental benefits not only for their members but also for their local community. 2025 Consolidated Management Report 438
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Education Funding access to education and training to improve skills and employability. Skills and Education Programme (S&E) The Skills & Education programme, in partnership with the EIF, enables access to financing for individuals and for organisations that can provide education, training and skills development services. Loans Skills and Education Students Loans aimed at people who want to further their education or improve their professional skills. € 26 M 37.7% Granted (2,707 transactions with an average amount of €9,757). € 53 M since its implementation. Of the operations granted were processed digitally (through imagin). € 15 M in 2024 33.2 % in 2024 2,673 No. of S&E student loan holders Loans Skills and Education Businesses Loans to education and training centres to finance infrastructure, intangible assets and working capital. € 26 M Granted (286 transactions with an average amount of € 91,318). € 91.7 M since its launch. € 26 M in 2024 Non-financial services for entrepreneurs Partnerships to promote self-employment A key element is the partner entities that promote self-employment. The collaborating entities enable better assessment of operations thanks to their knowledge of customers. They provide technical support to entrepreneurs, facilitating non-financial services, especially among groups at risk of financial exclusion. 92 97 40 Town halls NGOs Other public administrations 44 5 3 Chambers of Commerce Universities/Business Schools Regional government 281 Active entities _SERVICES THEY PROVIDE Technical support for business project development Assessment of the feasibility plan Training and monitoring Educational offer for entrepreneurs MicroBank Academy It was created to offer support and training to entrepreneurs. It includes online courses that are completely free of charge and open to both customers and non-customers, with content designed to adapt to different levels of knowledge and different needs. See “Financial culture” section. 2025 Consolidated Management Report 439
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CaixaBank Dualiza's boost to training CaixaBank Dualiza is a foundation dedicated entirely to the promotion and support of Vocational Training, especially in the dual mode. CaixaBank Dualiza supports the demands of companies and works with Vocational Training (VT) centres and teachers to attract future professionals and improve their employability. _ACTIVITY 2025 Promotion and dissemination Focus Investigation VIII Call for Dualiza Grants Workshops and seminars Studies and reports 32 projects, with 2,329 students, 320 educators, 50 vocational training centres, and 83 collaborating entities. 26 training actions aimed at raising awareness of vocational training among more than 1,000 guidance counsellors from all over the country. Studies and reports such as: “key green competences for Spanish VET”, “Integrated VET centres in Spain: current situation, trends and future challenges”, “Spanish youth and the primary sector” and “Spanish industrial VET”. Dualiza Breakfasts, Meetings and Workshops 7th Dualiza-Orienta Call for Proposals. 28 projects, with 5,073 learners, 28 VET centres and and 170 collaborating entities. 64 Dualiza Breakfasts and Meet-Ups: involving 1,403 companies and 493 VET centres 18 regional workshops on the new integrated VET system, with 1,134 guidance counsellors taking part. 6 vocational training analyses carried out 12 sectoral workshops (Hospitality, Agriculture, Construction, Metal or multi-sector), involving 181 companies. Dualiza Vocations “Modular performance of VET “Modular performance in VET: the barometer of the dropout challenge”; “Teachers as the backbone of the VET system in Spain”; “VET and the generational gap in the Spanish population”; “Green jobs and wages”; “Women, VET and green occupations”; “The foreign population in Vocational Education and Training”. Initiatives aimed at improving the professional qualifications of students and teachers Awakening an interest in VET: 15 programmes developed with the participation of 6,140 students, 75 VET centres and 91 companies. MOOC “Digitalisation and VET”, the 4th InnovaProfes Congress, Dualiza InnovaLab, or various training courses. 929 educators taking part. “La Básica” platform programmes to develop soft skills, training in robotics and programming, or hackathons and innovation events: 4,037 learners taking part. A reference space for Basic VET teachers: more than 1,300 teachers and 685 VET centres. VET Observatory Active participation in vocational training conferences VET and employment fairs The only platform with regionalised data and time-series evolution, which has strengthened its position as a national benchmark by expanding content and tools to support evidence-based decision-making. 11th Annual FP Empresa Congress Events that allow students to learn first-hand about training and career opportunities: more than 20,000 attended.Supported VET meetings and events, such as the La Básica en Red event, the “Digitalisation and Sustainability” Congress and the 7th National VET Meeting. _BENEFICIARIES 2025 _INVESTMENT 2025 12,791 1,967 5,123 1,019 €2,58 M Students Corporate Teachers Vocational Training Centres 2025 Consolidated Management Report 440
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RESPONSES TO INCREASING LONGEVITY In a context of steadily increasing life expectancy, Spain now has more than 12 million people aged 60 and over. By 2030, it is estimated that this group will represent 23% of the population. In view of this growing longevity, CaixaBank is strengthening its commitment to society and, in particular, to the senior demographic through its value proposition Generación+. This reinforces its purpose of supporting customers throughout their lives and promotes a package of innovative products that provide planning and support for retirement and improvements in the quality of life during ageing. From the point of view of long-term savings, CaixaBank offers specialised solutions for planning, with products such as MyBox VidaCare and its value propositions for flexible incomes. This offer is complemented by initiatives to adapt to the way this group interacts and the specialisation of the teams that serve them. Awareness-raising and financial education activities are also carried out, such as the CaixaBank Talks sessions, which promote informed decision- making on long-term savings and investment ( see section "Financial culture") and programmes to promote savings for a specific purpose, as well as alliances and collaborations, including the promotion of volunteering. In this area, the Group develops specific initiatives aimed at older people, focused both on disseminating financial concepts to foster their economic autonomy and on support actions designed to mitigate unwanted loneliness (see section “Social action”). 2025 Consolidated Management Report 441
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Generation + Generación + drives a new stage of senior well-being, planning and support In 2025, CaixaBank strengthened its commitment to the senior segment through the evolution of its preferential service model, consolidated since 2022, with the launch of Generación+, the Group’s new comprehensive offering to address the challenges of longevity and retirement planning. This initiative is aligned with CaixaBank’s purpose of supporting people throughout their lives, adapting to their needs at each stage of life. Generation+ marks a qualitative leap forward in relation to elderly customers, offering a more personalised, proactive model of care aimed at improving their wellbeing. The offering integrates financial planning solutions tailored to each stage of life, liquidity alternatives that make it possible to supplement the pension through real estate assets, and an exclusive space with products and services focused on well-being: travel, mobility, protection, training and care services. In also incorporates support services in situations of dependency, including the management of public benefits and access to specialized resources, thus reinforcing CaixaBank’s commitment to comprehensive support that goes beyond financial matters. _ACCOMPANYING PEOPLE Training 99% of the employees of the commercial network have undergone specialised training in care and quality treatment for elderly people, guaranteeing closer attention adapted to the needs of each person. _ADAPTATION TO THEIR WAY OF INTERACTING 100 % Opening times Advance User-friendly ATMs and adapted for passbook use. Unrestricted cash withdrawal. Payment of the monthly pension payment on the 24th. Personal Personal service by telephone and WhatsApp. 900 365 065 Direct assistance by a specialised agent, with no automated filters. _CAIXABANK WORKS TO IMPROVE FINANCIAL INCLUSION Advisory Committee Branch network A pioneering initiative in the banking sector. Creation of a forum for analysis, reflection and exchange of opinions with leading personalities. Presence in 3,699 municipalities through 3,542 branches, 450 retail service centers and 11,034 ATMs in Spain. CBK does not abandon Chair towns, and we have expanded the ofibus service (covering 1,413 towns and villages across 17 provinces) for active and healthy longevity. Collaboration between Esade, Deusto, Comillas, ”la Caixa” Banking Foundation, VidaCaixa and CaixaBank. 2025 Consolidated Management Report 442
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CaixaBank launches Generation+, a new range of products for retirement planning and support for the elderly. CaixaBank renews AENOR certification and obtains CEOMA certification for its commitment to elderly people Three years after becoming the first company to be certified by AENOR as an entity committed to elderly people, CaixaBank has renewed this certification and has added CEOMA accreditation, thus reinforcing its historical commitment to elderly people. _SENIOR SOLUTIONS € 44,421 M in Life Annuities and VAUL1 1 Portfolio at 31/12/2025. 62% Life annuity payment _BY THE SIDE OF OUR SENIOR CUSTOMERS 4.3 M Senior customers 45% Penetration rate among 65 and over 34.3% Share of pension direct deposits Figures for 2025. 2025 Consolidated Management Report 443
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PRIVACY AND PERSONAL DATA PROTECTION CaixaBank is governed by the highest standards of respect for the fundamental right to the protection of personal data, as well as the preservation of the confidentiality of the information it processes. These are main pillars underpinning trust, a core value of its activity. CaixaBank works on the basis of principles that allow individuals to maintain greater control over their personal data ensuring that only the data strictly necessary for the specific purposes for which they are collected are used. Measures are also implemented to delete or correct data that may be unnecessary, inaccurate or incomplete, as well as to retain it only for as long as strictly necessary for its legitimate use. Lastly, CaixaBank has and applies security measures aimed at preserving the confidentiality, integrity, availability and resilience of the systems and services associated with data processing activities. These measures are set out in the CaixaBank Group's Information Security Policy and are described in the section "Cybersecurity". From a preventive and proactive approach, the regulatory framework establishes the measures that must be applied to information systems to protect data throughout its entire life cycle. In any event, the definition and specific implementation of such measures are determined on the basis of the analysis and assessment of the specific risk associated with each data processing activity carried out by the Group, in accordance with the methodology established for data protection impact assessments (PIAs). CaixaBank has not established quantitative targets in the area of privacy, but it does aim to achieve the following: | Continuous improvement in all aspects related to privacy, particularly in proactive responsibility and the application of the principle of data protection by default and by design. | A culture of data protection and privacy. | The protection of information in general and personal data in particular. | Establish Governance and analysis of AI in the framework of data protection. | Ensure data quality and data governance. 2025 Consolidated Management Report 444
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GOVERNANCE FRAMEWORK CaixaBank ensures the correct management of data protection risk. For this reason, it has a solid governance model. The pillars on which the CaixaBank Group's data protection and privacy risk governance framework is based are: 01 02 03 Compliance with the principles set out in the Corporate Privacy Policy1 by all CaixaBank Group companies within its scope of application. Corporate oversight carried out by CaixaBank's corporate function for the Group's companies. Alignment of the data protection and privacy strategy among all the Group's companies, as well as alignment with best practices, supervisory expectations and current regulations. 04 05 06 Involvement of the governance and management bodies of all Group companies. Internal control framework based on the Three Lines of Defence model ensuring strict segregation of duties and several layers of independent control. The Data Protection Officer performs the function of advising, informing and supervising compliance with data protection regulations in the companies of the Group. The highest body responsible for privacy and data protection risk management is the Board of Directors. Among other duties, it sets the strategy and core principles for managing privacy and data protection risk within the Group, overseeing their implementation and periodically assessing their effectiveness, and, where appropriate, adopting suitable measures to remedy any potential shortcomings. It is also responsible for defining the framework for monitoring and the evolution of privacy and data protection risk, as well as ensuring respect for the fundamental right to data protection. Further responsibilities include the approval and monitoring of compliance with the Corporate Privacy Policy1. The Data Protection Officer (DPO) is responsible for reporting periodically to the governing and management bodies on matters relating to privacy and data protection. In this regard, the DPO collects and reports, at least on a six- monthly basis, the following information to the Privacy Committee and the Chief Executive Officer: | Status of specific projects in light of the inherent risk to data subjects’ rights in the area of data protection. | Any breaches of data protection regulations that may have been detected, risks arising from these incidents and recommended measures on how best to mitigate them. | Start and status of inspection and sanctioning procedures by the AEPD or any other supervisory authority. | Requests for any additional resources needed to adequately fulfil their duties. | Indicators tracking the exercise of rights and security breaches. In addition, the DPO reports this information on a six-monthly basis to the Management Committee and annually to the governing bodies. 2025 Consolidated Management Report 445 1 The principles of this Policy are publicly available: General principles of the corporate data protection and privacy policy.
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Framework of privacy policies and principles CaixaBank's Corporate Privacy Policy CaixaBank’s Corporate Privacy Policy 1 sets out the governance framework for privacy and the ethical use of data. It defines the principles applicable to the processing of personal information, the rights granted to data subjects and the internal governance framework in this regard. It also regulates the role of the Data Protection Officer (DPO) and ensures the existence of the procedures and measures necessary to ensure that privacy and data protection risk management is aligned with the Group’s risk appetite. The Policy is updated every three years , and the latest version was approved by the Board of Directors in 2024. However, the Policy is reviewed annually by the responsible areas and submitted to the Board for updating where required. Data protection protocols The Group has a set of data protection protocols that to enhance the management of personal data: | Protocol for the preparation and maintenance of the Register of Processing Activities (RAT), which incorporates the Register of Artificial Intelligence Components (RCIA), so that the AI components are associated with the data processing in which they are involved. | Data retention protocol. | Personal data breach management protocol. Privacy and personal data protection committees In addition to the framework of privacy policies, the Group has two corporate committees that monitor the day-to-day management of privacy and data protection risks. Corporate Privacy Committee Its purpose is to ensure that the fundamental right to data protection (enshrined in the Charter of Fundamental Rights of the European Union) is respected across all activities carried out whilst adhering to prevailing legislation, resolving any incidents detected and, where appropriate, leading the implementation of regulations and establishing interpretive criteria in this respect. Impact Assessment and Risk Management Committee (PIA Committee): It analyses and, where applicable, authorises new activities in involving the processing of personal data and the ethical use of data and the components of artificial intelligence. Its decisions are ratified in the Corporate Privacy Committee. 2025 Consolidated Management Report 446 Frequency monthly Reports to Management Committee Risks managed: legal, regulatory and conduct Frequency monthly Reports to Corporate Privacy Committee Risks managed: legal, regulatory 1 The principles of this Policy are publicly available: General principles of the corporate data protection and privacy policy.
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Corporate model All companies belonging to the CaixaBank Group have common rules and policies (adapted to the jurisdictions and sectors in which they operate) governing the privacy and data protection of data subjects. Likewise, the CaixaBank Group companies have common infrastructures in place both for managing possible personal data breaches and for attending to the exercise of data subjects' rights. In addition, there is a Data Protection Monitoring Group for Group companies, through which the DPO communicates to Group companies the criteria adopted by the Corporate Privacy Committee. This group is attended by the privacy officers of the Group’s companies, as well as the national DPOs of international subsidiaries. DATA PROTECTION MANAGEMENT FRAMEWORK CaixaBank has a data protection management framework that incorporates a set of measures designed to ensure the appropriate and secure processing of customer data. It is also complemented by communication channels made available so that customers can resolve any queries relating to privacy, as well as by specific procedures for incident management, ensuring an effective and consistent response to any situation that may affect personal data. Main actions taken in relation to the commitment to data protection CaixaBank has a set of management measures aimed at reinforcing its commitment to data protection. In line with this commitment, during 2025 various initiatives were promoted and strengthened to consolidate the data protection model, as described below. Communication with data subjects CaixaBank provides data subjects with documents that include information on the processing of personal data by the Group and offers them various communication channels so that they can inform the Group of their concerns regarding privacy (see section "Customer communication channels regarding privacy"). Notably, CaixaBank has a Customer Privacy Policy 2, which describes the processing of personal data carried out by the Group. This Policy includes a direct channel for contacting the DPO, as well as specific channels for exercising rights, consulting key aspects of processing carried out on a joint responsibility basis, and managing preferences regarding data processing, in order to comply with the General Data Protection Regulation (GDPR) and the principle of transparency. The Policy is publicly available on CaixaBank’s website and is reviewed and updated every six months in order to accurately reflect all data processing activities that are carried out. CaixaBank informs its customers individually of each update of the Policy through the current account statement sent to them monthly in a separate section and/or through the usual channels. In addition, CaixaBank has specific privacy policies detailing the processing of the personal data of other groups linked to the Bank, such as employees, professionals from temporary employment agencies and shareholders. These policies complement the general data protection framework and ensure that each group has transparent and adequate information on the use of their personal data. Data processing consent collection process CaixaBank has established a process for obtaining consent for the processing it intends to carry out , which relies on this legal basis, ensuring that the customer has full control over their decisions. This process ensures that, before accepting or refusing a processing activity, the customer receives all the necessary information to assess the available options and make an informed decision. 2025 Consolidated Management Report 447 2 Privacy policy of CaixaBank, S.A.
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Record of processing activities: modification of existing processing activities and new processing activities, and data protection impact assessment (DPIA) CaixaBank maintains an up-to-date record of all its data processing activities, which includes the information legally required under the GDPR, as well as additional information that helps improve the management of privacy, data protection, and data governance. This record is dynamic and is updated in line with the Bank’s activities and developments, so that any modification or new processing activity requires a risk assessment and, where applicable, a data protection impact assessment (DPIA). To this end, the areas have privacy coordinators who provide information on the characteristics of the processing for analysis. Carrying out a DPIA involves the participation of the promoting area and the evaluating teams—CAIO, CISO, and DPO—who assess the risks, propose mitigating measures, and prepare a dossier that is subsequently submitted for review by the DPIA Committee and the Corporate Privacy Committee. The Group has a robust and regularly updated methodology, in accordance with the pronouncements of the data protection authorities, mainly the Spanish Data Protection Agency and its guidelines on risk management, impact assessments and processing with Artificial Intelligence. This methodology analyses data processing in three phases: 1st phase: Verification of compliance of processing with data protection legislation 2nd phase: Analysis, evaluation, and, where applicable, mitigation of any material and immaterial harm that may be caused to the data subjects as a result of data processing 3rd phase: Analysis, evaluation, and, where applicable, mitigation of the impacts on the fundamental rights of data subjects Under this methodology, CaixaBank initially verifies whether the proposed processing activity is compliant with the GDPR using a checklist and then calculates potential the potential damage or loss for data subjects using inherent and residual risk factors based on a list of material and non- material damage and loss in order to calculate the interent and residual risk, considering the measures implemented by the Group to mitigate such damages. This analysis is completed by the assessment of the impact of the processing on fundamental rights and freedoms, together with the measures envisaged to mitigate it. Privacy culture: training and awareness-raising For the CaixaBank Group, it is essential that employees understand the importance of ensuring confidentiality and respecting the right to data protection. For this reason, the Group provides mandatory periodic training to its employees , complemented by awareness campaigns aimed at reinforcing the importance of regulatory compliance and obligations arising from data protection legislation. This training includes a mandatory course , which is conducted biennially, and successful completion is linked to the receipt of variable remuneration. In addition, the members of the Privacy Committee, the Risk Management and Impact Assessment Committee, the DPO and the members of the Privacy Office receive continuous updates through the specialised training on data protection and information security provided by the ISMS Forum. In addition, specialised training was provided to those teams whose roles require specific knowledge of data protection. In particular, the DPO team trained the Digital Communication Transformation area, the legal counsels of the subsidiaries, the Group’s privacy coordinators, and, more broadly, the Legal Department. Last but not least, awareness and sensitisation activities were carried out. The Privacy Office periodically prepares and distributes a specialised newsletter on privacy and data protection, sharing the most relevant news affecting the Group in this area. 2025 Consolidated Management Report 448
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Specific reviews on compliance with data protection regulations One of the pillars on which the governance framework rests is the internal control framework based on the Three Lines of Defence model (DPO Office, Regulatory Compliance and Internal Audit), thus ensuring the strict segregation of functions and the existence of various independent control layers. Internal Audit carries out specific reviews of compliance with data protection regulations as part of its annual audit programme. Existence of data security measures The Group implements procedures for managing security incidents and establishes security measures aimed at preserving the confidentiality, integrity, availability, and resilience of the systems and services associated with data processing activities (see section “Cybersecurity”). Continuous monitoring of regulatory developments The Group has a specific department responsible for monitoring and implementing regulations, through which the study and assessment of the impact, as well as the necessary action plans, are channelled by the specialist areas. Additionally, the DPO office conducts continuous monitoring of statements from data protection authorities and judicial activity and, where appropriate, these are presented to the privacy committee for awareness, follow-up, and, if necessary, the adoption of action plans. Channels for communicating with customers on privacy issues CaixaBank offers its customers various communication channels through which they can contact it to discuss privacy and data protection issues: | The CaixaBank website. The Privacy Policy published on the Group’s website provides a link that directs users to an online form, allowing them to contact the DPO directly or to exercise all the rights granted to data subjects under the applicable data protection regulations. | CaixaBank branches: Customers can exercise their rights under data protection regulations at any CaixaBank branch. | CaixaBank digital banking and mobile applications: In digital banking and in all the other mobile applications that the Group makes available to customers, a space has been set up where privacy preferences can be configured, such as the management of consents for the processing of personal data and/or the exercise of rights. | Post office box. | Telephone customer service (SAC): Through the SAC, customers can submit inquiries and complaints regarding matters related to the protection of their personal data. These enquiries/complaints are forwarded and directly answered in writing by the Group's Data Protection Officer. 2025 Consolidated Management Report 449
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Processes for addressing incidents CaixaBank is committed to the early detection and management of events that may affect personal data. For this reason, it has a Protocol for the management of personal data breaches. This protocol details the process by which incidents potentially affecting personal data are handled, involving the DPO, the CISO, and the relevant business areas that may be implicated in each specific case. If necessary, the involvement of Audit may be requested. In this regard and to improve the handling of incidents, CaixaBank and the other Group companies have a single communication channel in place for this type of event known as the Data breach management procedure. The personal data breach management procedure is also connected to other procedures and circuits that exist within the Group which, due to their nature, could give rise to incidents affecting personal data. These include the procedure for analysing and managing potential confidentiality breaches, the Customer Service, the channels for exercising rights, and the contact channel with the DPO. This way, if any of these channels detect signs of potential personal data breaches, the incident is logged into the single reporting channel , ensuring its analysis and management from the perspective of privacy and data protection. The results of the Personal Data Breach Management Procedure are reported monthly to the Corporate Privacy Committee , where they are analysed, and additional action plans are determined and implemented, complementing those established individually in each analysis. In the event that an incident affecting personal data originates from the actions of Group personnel or third parties involved in the provision of professional services within their respective professional roles, in addition to the analysis of the incident through the Data Breach Management Procedure, the corresponding management and analysis will be carried out by the Human Resources Department. If necessary, the Incidents Committee will exercise its disciplinary powers. The disciplinary activity of the Incidents Committee is also reported monthly to the Corporate Privacy Committee. 2025 Consolidated Management Report 450
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Governance The CaixaBank Group is subject to strict national and international regulatory requirements, which translate into internal policies backed by control and supervision mechanisms to ensure their effectiveness and compliance. These policies embody the Group’s commitment to carry out all activities in accordance with current legislation and the highest ethical standards, promoting a culture of integrity, respect, honesty, transparency, and professional excellence. CaixaBank’s business conduct places people at the centre and bases its commitment on the highest legal and ethical requirements , such as: Transparency vis-à-vis customers, shareholders and investors; prevention of money laundering and terrorist financing; the fight against corruption and bribery; the non-contracting of direct interest representation services to lobby the authorities (lobbying); and compliance with personal data protection regulations. This commitment is supported by a robust corporate culture , rooted in CaixaBank’s foundational values and based on the Group’s corporate principles, serving as a key enabler for strategy development and guiding daily decisions in interactions with customers, suppliers, shareholders, and society at large. The CaixaBank Group's business conduct and corporate culture are rooted in sound corporate governance which permeates all the Group's decisions. This governance model ensures accountability, effective oversight and alignment with sustainability principles, reinforcing stakeholder confidence. It also ensures an open and safe working environment in which employees can raise their concerns, which is essential to reinforce the Group's integrity and transparency. Encouraging an environment that promotes communication contributes positively to the execution of the strategy and enables the early identification of potential breaches of conduct and behaviour. In the same vein, monitoring, addressing and combating bribery and corruption are essential for CaixaBank and for this reason are given high priority. It should be noted that, following an assessment of the materiality of business conduct issues, activities related to anti-money laundering and counter financing of terrorism (AML/CFT), among others, were flagged as material. CaixaBank is aware that its role as a financial institution requires remaining alert to a growing level of financial crime in order to safeguard the integrity of the banking system. CaixaBank endeavours to extend its ethical principles all along its supply chain, requiring its suppliers to observe a set of responsible and sustainable standards. The Group also promotes initiatives that facilitate their transition to more sustainable practices, encouraging collaboration and the joint development of solutions that create long-term value. Similarly, CaixaBank maintains a strong commitment to transparency in its lobbying activities, which are conducted through sector associations. 2025 Consolidated Management Report 451
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DESCRIPTION OF PROCESSES FOR IDENTIFYING AND ASSESSING MATERIAL IROS RELATED TO BUSINESS CONDUCT Within the framework of the Group's half-yearly risk profile self-assessment exercise (Risk Assessment), the Group has identified and assessed risks in the area of business conduct. These risks are included in conduct and compliance risk, within the corporate risk catalogue (see section "Risk management - Corporate risk catalogue" ) of the CaixaBank Group. The results of the Risk Assessment have been considered in the Double Materiality Assessment (see section "Materiality Assessment" ), together with stakeholder expectations, market practices, expert knowledge of the areas involved in this risk and market trends. The following material risks have been identified as a result of this process: | Lack of adaptation, transparency or non-compliance with environmental, social and governance regulations. | Lack of an adequate risk management framework aligned with the company's risk appetite including conflict of interest management. | Non-compliance with the requirements set out in the AML/CFT regulations. | Lack of transparency in relations with public institutions. In the same vein, CaixaBank employs a systematic approach to identify and assess impacts related to business conduct. This process considers context analysis and feedback from stakeholders, as well as key criteria such as the nature of the Group's activities, supplier relationships and services offered to customers in order to assess the potential impact these areas may have on the Group's transparency and integrity. | Promoting an ethical culture and acting with integrity towards customers, suppliers and other stakeholders. | Loss of confidence on the part of stakeholders due to lack of transparency or incorrect management of the complaints channel. | Increased compliance with ESG standard requirements in commercial relations with suppliers as a result of the conducted audits. | Contribution to the public coffers through the payment of taxes by the Group. 2025 Consolidated Management Report 452
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( CORPORATE CULTURE The corporate culture stems from CaixaBank's founding roots and is the way of being and doing of all the people who form part of CaixaBank. Based on the corporate values of quality, trust and social commitment, its essence is reflected in the action principles reflected in the Code of Ethics , which are mandatory and form the backbone of the decision-making process at all levels of the Group. Alongside diversity as a lever to drive and consolidate the AHEAD culture and leadership, a set of behaviours emerge, connecting with employee engagement through active listening. 2025 Consolidated Management Report 453 MISSION CULTURE PURPOSE BEHAVIOURS Committed Contributing to the financial well-being of our customers and the progress of society as a whole Standing by people for everything that matters Close Responsible and demanding Honest and transparent Collaborators Agile and innovative It is the personality of the organisation and is closely linked to the purpose. SECURITIES Quality, trust and social commitment Code of ethics DIVERSITY Diversity and equality are a catalyst for boosting and consolidating culture AHEAD LEADERSHIP MODEL Leaders as transmitters of Culture: The AHEAD Leadership Model gives prominence and responsibility to people and their ideas, generating commitment to the project of our company. COMMITMENT The result of employee experience is reflected in their pride in working for the country’s leading financial group and in providing an unrivalled customer experience ACTIVE LISTENING ALIGNED WITH THE BUSINESS STRATEGY
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CODE OF ETHICS The corporate culture of the CaixaBank Group is embodied in its Code of Ethics, which sets out the values and ethical principles that guide the actions of all its members. The Code of Ethics constitutes the highest-level internal standard and, as such, is mandatory for all individuals within the Group. Accordingly, all employees sign their commitment to comply with the Code of Ethics upon joining the company. Subsequent updates of the Code of Ethics are communicated to employees through various dissemination and awareness-raising measures (see section "Dissemination, training and awareness-raising on the Code of Ethics"). In 2025, the Board of Directors approved an update to the Code of Ethics , involving the following modifications: | Inclusion of the definition of corporate culture. | Incorporation of the concept of business conduct. | Revision of the Internal Reporting System section, aligned with the provisions of Law 2/2023 on whistleblower protection. The new version of the document is published on CaixaBank’s corporate website, and its update was communicated to employees through the launch of regulatory training. The values and principles set out in this Code are conveyed to the Group’s suppliers through the Supplier Code of Conduct (see section “ Supplier relationship management ”), which disseminates and promotes these values and principles in the suppliers’ activities, as well as to any third parties whose contractual relationship requires compliance. The Code of Ethics contains the following principles for action: Compliance with current laws and standards Everyone at CaixaBank must comply with prevailing laws, rules and regulations at all times. Respect We respect people, their dignity and fundamental values. We respect the cultures of the territories and countries where CaixaBank operates. We respect the environment. Integrity By conducting ourselves with integrity, we generate trust, a core value for CaixaBank.Transparency We are transparent, publishing our main policies and relevant information about our activities on our corporate website. Confidentiality We uphold the confidentiality of the information that our shareholders and customers entrust in us. Social responsibility We have a commitment to society and the environment, and take these issues into account in conducting our business. Excellence and professionalism We work rigorously and effectively. Excellence constitutes one of CaixaBank's fundamental values. For this reason, we place our customers' and shareholders' satisfaction at the centre of our professional activity. 2025 Consolidated Management Report 454
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DISSEMINATION, TRAINING AND AWARENESS-RAISING ON THE CODE OF ETHICS CaixaBank promotes the effective application of its Code of Ethics, fostering a culture of integrity, compliance and responsibility throughout the Group. To succeed in this task, it delivers regular information, training, and awareness activities to improve awareness of, and proper adherence to, the Code of Ethics. The main dissemination and awareness-raising measures include the following: 01 CaixaBank carries out regulatory training periodically, which all employees must complete, thus ensuring that they are constantly updated. In this context, in 2025 a training course linked to variable remuneration was published, covering the main guidelines on the Code of Ethics, Anti-Corruption, and the Internal Reporting System. (see section "Governance - Training and dissemination of business conduct"). 02 The Code of Ethics is available to all employees on the intranet and on CaixaBank’s corporate website1. Moreover, updates are announced on the corporate intranet when changes are made. 03 CaixaBank enables various internal channels to resolve doubts regarding the interpretation of the Code of Ethics. (see section “Internal Reporting System (SII)”). 1 Available in the main languages: https://www.caixabank.com/deployedfiles/caixabank_com/Estaticos/PDFs/Sostenibilidad/ Codigo_Etico_ENG.pdf With these initiatives, CaixaBank reinforces its commitment to transparency, corporate responsibility and the consolidation of a solid ethical culture throughout the Group. ETHICAL BEHAVIOUR The corporate culture is conveyed on a day-to-day basis through a series of attributes and behaviours, that guide the actions of all the people who form part of CaixaBank. These behaviours are grouped into three main areas: People, our priority | Committed: we foster sustainable actions with a positive impact on people and society. | Close: we tailor our relationships and communicate by generating bonds of trust. | Responsible and demanding: we are proactive in providing maximum value to others, acting with excellence, and we make decisions independently, minimising risks and without fear of making mistakes. | Honest and transparent: we build trust with integrity, honesty and consistency. Collaboration, our strength | Contributors: we think, share and work together as a single team. Agility, our attitude | Agile and innovative: we champion the generation of ideas and change with anticipation, speed and flexibility. 2025 Consolidated Management Report 455
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DISSEMINATION, PROMOTION AND EVALUATION OF THE CORPORATE CULTURE With the aim of reinforcing corporate culture, the Group has the AHEAD Culture and Leadership Model, which is implemented through the Somos CaixaBank programme. The implementation of the Model is supported by six key levers, which help drive, communicate and consolidate the corporate culture across the Group, actively engaging all employees. The main initiatives that have been implemented throughout 2025 are described below: 2025 Consolidated Management Report 456 OBJECTIVES OF THE AHEAD LEADERSHIP AND CULTURE MODEL 01 Promote a team culture committed to our purpose and proud to work in the CaixaBank Group. 02 Reinforce knowledge of cultural attributes and behaviours to facilitate cultural integration and give recognition. 03 Promote close, motivating, non- hierarchical leadership, with transformational capacities. _TO PROMOTE AND DISSEMINATION THE CORPORATE CULTURE Ambassadors Promotion/Communication | Culture trainers. As agents of transformation who contribute to spreading the Culture model, brand purpose and pride of belonging. | Human Resources Business Partners (HRBPs) and regional heads of HR. Acting as agents of cultural and organisational transformation, facilitating the connection between business strategy and talent management. | Launch of actions to promote knowledge of the We are CaixaBank culture and the behaviours associated with it in order to foster meeting the strategic goals and reinforce the pride of belonging. | Dissemination of the Code of Ethics and provision of the regulatory framework through the corporate website and intranet. | Welcome Pack for new employees. | Recognition initiatives for employees who have completed 25 or 35 years with the Group. Training Employee value proposition | Onboarding "First Experience" sessionsaimed at new recruits. The aim is to present the purpose, culture and values of the Group. | Participatory dynamics: aimed at deepening purpose, culture and sense of belonging. | Adaptation of the employee value proposition aligned with the attributes of the CaixaBank Culture. _FOR THE ASSESSMENT OF THE CORPORATE CULTURE Active listening Management development | In 2025, a series of focus groups were conducted to complement the quantitative data from the 2024 Engagement, Culture, and Leadership Study, providing qualitative insights and exploring the root causes of pain points in order to fine-tune each improvement initiative. | CaixaBank carries out the Engagement Survey, every two years to measure employees' experience and their perception of the working environment. In the intervening years, a Engagement Radar is carried out on a representative sample of the workforce (20 %). | Implementation of 12 automatic listening touchpoints at key moments in the employee journey. These touchpoints make it possible to continuously gather feedback from the workforce and improve the work experience. | Conducting the management assessment (AHEAD Review) based on the behaviours of the AHEAD Leadership Model. | Specific training on the Culture and Leadership Model for the heads of the Business Areas (BAHs). | Specific actions through managerial channels to promote the AHEAD Leadership Model. | Training in AHEAD Culture and Leadership model to employees entering management positions.
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BUSINESS CONDUCT POLICIES The Code of Ethics , as described in the “Corporate culture – Code of Ethics” section is the highest-level standard within the CaixaBank Group, serving as a bedrock and giving purpose to all the other rules and regulations. On this basis, the CaixaBank Group develops other specific policies on business conduct, as detailed below and serve to complement and reinforce the ethical commitment undertaken by the organisation. The “Framework of sustainability policies, principles and statements” section describes all the Group’s policies relating to ESG matters , including those detailed below in the field of business conduct: 2025 Consolidated Management Report 457 KEY BUSINESS CONDUCT POLICIES Framework of policies Ethical conduct policies among employees Code of ethics Corporate internal reporting system policy Corporate criminal compliance policy Corporate policy on conflicts of interest of the CaixaBank Group Internal Rules of Conduct in the Securities Market (IRC) Corporate regulatory compliance policy Policies to combat corruption and bribery Corporate anti-corruption policy Corporate anti-money laundering and counter terrorist financing and for management of sanctions and international financial countermeasures risk management policy. Codes of conduct applied to suppliers Corporate procurement policy Supplier code of conduct Fiscal transparency policies CaixaBank's Tax Risk Control and Management Policy
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INTERNAL RULES OF CONDUCT ON MATTERS RELATING TO THE STOCK MARKET (IRC) The CaixaBank Group has the duty and intention to behave with the utmost diligence and transparency in all its actions, to minimise the risks of conflicts of interest and, in short, to ensure that investors are properly and promptly informed, all in the interests of market integrity. For this reason, CaixaBank has an Internal Conduct Regulation in the securities market1, which aims to align the actions of the Group, as well as its governing and management bodies, employees, and agents, with the conduct rules on market abuse applicable to them when carrying out activities related to the securities market. The aim is to promote transparency in the markets and to preserve the legitimate interest of investors at all times. The IRC is an indispensable measure for the management of and compliance with the rules of conduct in the securities market in order to avoid and in any case detect situations that could lead to practices contrary to the regulations established for this purpose by means of the following obligations: Personal transactions and persons subject to the IRC Obligation to carry out personal transactions through CaixaBank and communicate personal transactions, and the prohibition of carrying out speculative actions and operating in limited time periods in negotiable securities or other financial instruments. Inside information Those who have inside information must refrain from acquiring, transmitting or transferring, communicating and recommending such inside information to third parties. CaixaBank has measures in place to protect inside information by means of separate areas and insider lists. Market abuse Obligation to detect and report illicit use or attempt of use of inside information and market manipulation or attempted manipulation by third parties. Conflicts of interest in the securities market Identify the types of conflicts of interest that may arise when providing investment or ancillary services, or a combination of the two, by using the catalogues of potential conflicts of each business segment, establishing the general principles of action and mitigation measures in the event of encountering one and registering them. Treasury shares The criteria for managing treasury shares is established in terms of volume, price and the carrying out ordinary treasury share transactions if action were required. 1 Available on the corporate website: Internal Rules of Conduct | CaixaBank 2025 Consolidated Management Report 458
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CORPORATE POLICY FOR THE INTERNAL REPORTING SYSTEM The corporate Policy on the Internal Reporting System 1 sets out the regulatory framework governing the operation and management of the Group's Internal Reporting System, the main channel of which is the Whistleblowing Channel. It is complemented by the Information Management Procedure which establishes the necessary provisions to ensure that the Internal Reporting System and the existing internal channels comply with the requirements established in Law 2/2023, regulating the protection of persons who report regulatory infringements and the fight against corruption. The general principles of the Internal Reporting System highlight: | Commitment of the governing bodies: CaixaBank's Board of Directors is responsible for implementing the Internal Reporting System. | Independence and Autonomy: the Group Compliance Officer is the head of the Group’s compliance function and assumes the role of system manager. The Compliance Officer performs his duties independently and autonomously from the rest of the Group's management bodies. In addition, to ensure the objectivity of its decisions, the Regulatory Compliance Department operates under the principal of functional independence with regard to those areas in relation to which it supervises and monitors risks. | Integration of Channels: the Internal Reporting System integrates the various internal information channels of the CaixaBank Group companies, the main channel being the “Whistleblower Channel”. | External information channel: at any time, any data subject may contact the independent authority for the protection of informants or the competent regional body. | Good faith: communications submitted must always be made in good faith, failing which appropriate legal or disciplinary action may be taken. 1 Some of the principles of this Policy are publicly available on the corporate website: https://www.caixabank.com/ deployedfiles/caixabank_com/Estaticos/PDFs/Sostenibilidad/ Politica_corporativa_Sistema_interno_de_informacion_ENG.pdf The main actions carried out in the Internal Reporting System, as well as the functioning of the Complaints Channel are described in the section "Internal Reporting System (SII)". 2025 Consolidated Management Report 459
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CORPORATE CRIMINAL COMPLIANCE POLICY The Corporate criminal compliance policy 1 is the reference framework for the CaixaBank Group’s crime prevention and management programme. This programme, which aims to strengthen the organisation, management and control model, covers the entire management cycle (prevention, detection, reaction, reporting and monitoring) and is aligned with national and international standards on criminal liability (UNE/ISO Standards on Criminal Compliance Management Systems and Anti-Bribery Management Systems). The main elements of the Model are: The existence of a body with autonomous powers of initiative and control for the supervision of the functioning and compliance with the prevention model in place. In CaixaBank and the companies within its Group, these duties are held by the Corporate Crime Management Committee. The identification of the activities within the scope of which the offences to be prevented may be committed. Implementation of organisational measures and procedures to steer the process of forming opinions, making decisions and acting on those decisions with the aim of preventing crimes. Guidelines for action in the event of a possible conflict of interest. The appropriate resources to prevent the commission of offences that must be avoided. The obligation to report possible risks and non-compliances to the body responsible for monitoring the proper functioning and observation of the prevention model; The existence of whistleblowing channels for the detection and reporting of possible criminal offences. The existence of a disciplinary system that operates in response to internal non-compliances in accordance with internal regulations and applicable law as set forth in the Collective Bargaining Agreement and the Workers’ Statute. Periodic verification of the model and its modification where appropriate or where changes occur in the organisation, control structure or activity undertaken. 1 Some of the principles set out in this Policy are publicly available on the corporate website: https:// www.caixabank.com/deployedfiles/caixabank/Estaticos/PDFs/Informacion_accionistas_inversores/ Gobierno_corporativo/Politica_Penal_web_eng.pdf 2025 Consolidated Management Report 460 02 03 04 05 06 08 09 07 01
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CORPORATE ANTI-CORRUPTION POLICY Through the Corporate anti-corruption policy that complements the Code of Ethics, an integral part of the CaixaBank Group Crime Prevention Model, CaixaBank underlines the total rejection of any conduct that may be directly or indirectly related to corruption. In this respect, the Group operates under the basic principle of compliance with the laws and regulations in force at all times and bases its actions on the highest responsible standards. As a signatory of the United Nations Global Compact, CaixaBank is committed to complying with the 10 principles that comprise it. Among them is Principle 10, which promotes the fight against corruption in all its forms, including extortion and bribery. The Policy serves as an essential tool to prevent the Bank, the other Group companies, and their external partners, directly or through third-parties, from engaging in any conduct that is unlawful or runs contrary to CaixaBank’s basic principles of action set out in its Code of Ethics. The Policy is available on CaixaBank’s corporate website 1. Moreover, specific training is delivered to employees, and awareness-raising news is published when it is updated. Similarly, training is also provided to agents and temporary employment agencies regarding the corporate anti- corruption policy and the legal entity criminal prevention policy. Finally, it should be noted that the Policy sets out the prohibited and restricted conducts, practices and activities to avoid situations that may constitute extortion, bribery, facilitation payments or influence peddling, as well as sets out the standards of conduct to be followed in relation to: Gifts Prohibition on accepting gifts of any amount if the purpose is to influence the employee, if they come from authorities or public officials, if they are given in cash or equivalent means, or if they come from persons or companies involved in supplier bidding processes at any of the Group companies, provided that the recipient participates in such processes or can influence them. If none of the above premises are met, a number of criteria, among others, must be fulfilled: gifts with a market value of over 200 euros may not be accepted; they must be voluntary, aligned with CaixaBank's ethical principles and values and received in the work place. Institutional gifts Defined as those received in an institutional or protocol context that preclude their rejection. In case of acceptance, the criteria set out in the previous point must be met. If, on the other hand, they are not met, they will be accepted institutionally, but rejected in a personal capacity. In such cases, a raffle will be held and the funds raised will be donated to charity. On the other hand, in relation to the giving of gifts, they may only be offered if they are worth an amount <€200 or are included in the Christmas catalogue approved annually on an institutional basis. Giving gifts to public civil servants and authorities is prohibited. 1 Some of the principles of this Policy are publicly available on the corporate website:https://www.caixabank.com/ deployedfiles/caixabank_com/Estaticos/PDFs/Sostenibilidad/Principles_Corporate_Anti_Corruption_Policy_ENG.pdf 2025 Consolidated Management Report 461
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Hospitality and social invitations These expenses must be reasonable and related to the Bank's activity, always at the expense of CaixaBank and paid directly to the service provider. They will always be understood as being offered on an institutional basis. In order to assess the possibility of attending the event or function, the following factors, among others, will be evaluated: | the location of the event is consistent with the business. | the gift giver is a sponsor of the event or function. | companies from the sector or other related companies attend. Accepting hospitality and social invitations is prohibited when: | the end goal is to influence the employee in their decision-making, in breach of their obligations to give preference in granting goods or services, directly or indirectly, to a gift-giving individual or entity. | it is from a public authority or official. | the gift is from people or companies who are involved in supplier tender processes, where the employee is in a position to influence them. Relationships with political institutions and officials It is prohibited to make donations to political parties and their associated foundations or companies. Total or partial debt write-offs cannot be carried out in favour of political parties. CaixaBank will not contract direct lobbying or interest representation services to position itself with authorities, but rather it will share its opinions through various associations to try to come to an understanding on the industry's position. Sponsorships Sponsorship activities include agreements with third parties that enable CaixaBank or its subsidiaries to carry out communication, advertising, institutional, public relations and commercial activities, linking the CaixaBank Group's brands with the sponsored third party's brand. The sponsorship agreement shall regulate all collaboration activities and initiatives between the sponsored party and CaixaBank, including hospitality, invitations, tickets or access to spaces that the sponsored party makes available to the CaixaBank for its relations with its stakeholders. Any payment awarded or perceived beyond what is set out in the sponsorship agreement shall be deemed a Gift and, therefore, be subject to compliance with the regulation established in this Policy. Donations CaixaBank collaborates via the 'La Caixa’ Foundation and on its behalf to introduce its social welfare activity to its entire scope of action. Consequently, donations to foundations and other non-government institutions must be justified by the activities of the "la Caixa" Group Welfare Projects and be in accordance with action guidelines set out for its charitable activities and pertinent procedures be established to that effect. These procedures will include controls to prevent donations and contributions to foundations and other non-governmental institutions from being used as a subterfuge to carry out practices contrary to this Policy and the Code of Ethics. Suppliers CaixaBank shall require their suppliers to take the appropriate measures to ensure fair conduct and competition on the market, having to establish mechanisms to fight against all forms of corruption. As stated in the CaixaBank Supplier Code of Conduct, suppliers shall not accept nor offer gifts, benefits, favours or provisions free of charge that are intended to improperly influence their business, professional or administrative relationships. 2025 Consolidated Management Report 462
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CORPORATE REGULATORY COMPLIANCE POLICY The purpose of the Corporate Policy on Regulatory Compliance 1 is to define the Regulatory Compliance function , which is articulated through the following objectives: | Supervising the Conduct and Compliance and the Legal and Regulatory risks derived from the processes and activities carried out by the Bank. | Fostering, championing and promoting the corporate values and principles enshrined in the Code of Ethics that guide the Bank's actions. | Promoting a culture of control and compliance with the law and with all rules and regulations in force (both external and internal) so as to help ensure that they are known and respected across the entire organisation. In addition, the scope of entities under the supervision of Regulatory Compliance is defined, determining that these companies must supervise and coordinate the implementation of the corporate management and supervision model in the companies that report to them. It establishes that the Corporate regulatory compliance function will report functionally to the Chair of the CaixaBank Risks Committee and hierarchically to the Compliance and Control and Public Affairs 2 Department. This functional dependence means that the CaixaBank Risks Committee participates in the appointment and dismissal of the corporate Chief Compliance Officer, as well as in the setting of objectives, the evaluation of their performance and their fixed and variable remuneration. It is the responsibility of the Board of Directors to appoint the Chief Compliance Officer. The appointment must be made: | In accordance with the European Central Bank's fit and proper assessment guide. | Taking into account their knowledge, skills and experience, regarded as being suitable for the performance of their duties. | The appointment and removal of the corporate Chief Compliance Officer will be communicated to the relevant authorities. The Chief Compliance Officer carries out their duties, independently and autonomously with regard to the rest of the Bank's bodies. This figure therefore cannot receive instructions of any kind in the exercise of their role and has all the personal and material resources necessary to carry them out. 1 Available on the corporate website: https://www.caixabank.com/deployedfiles/caixabank_com/Documentos/ Accionistas_Inversores/Gobierno_Corporativo/General_Principles_of_the_Regulatory_Compliance_Policy.pdf 2 As from December 2025, the Compliance Division is hierarchically dependent on the Risk Management and Compliance Division. 2025 Consolidated Management Report 463
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CORPORATE CONFLICT OF INTEREST POLICY This Corporate Conflicts of Interest Policy 1 sets out to furnish a global benchmark framework for Group companies, stating, in a standard harmonised way, the general principles and procedures of action to be taken to address any real or potential conflicts of interest arising in the course of their respective activities and services. This Policy serves as a guide for CaixaBank Group companies mainly in relation to the following: | Identification of areas and situations the nature of which makes them more vulnerable to potential conflicts of interest. | Definition and adoption of measures to prevent, identify, manage, and disclose conflicts of interest. The main content of this Policy includes: | Strategy or general principles governing how conflicts of interest are managed. | Definition of the general concept of conflict of interest. | Establishment of the general principles of conflict of interest risk management applicable to the Policy and the persons subject to it. | Breakdown of the framework for managing conflicts of interest. | Identification of the different categories according to the persons subject to the conflict of interest involved. | Identification of the prevention mechanisms to be applied to potential conflicts of interest. | Management mechanisms applicable to the persons subject to the conflict of interest and resolution criteria. | Communication procedures and conflict of interest record. 1 Some of the principles of this Policy are publicly available on the corporate website: https://www.caixabank.com/ deployedfiles/caixabank_com/Estaticos/PDFs/Accionistasinversores/ Gobierno_Corporativo/20240530_PG_conflictos_de_interes_ENG.pdf CORPORATE POLICY ON ANTI-MONEY LAUNDERING AND COUNTER TERRORIST FINANCING (AML/CTF) AND MANAGEMENT OF SANCTIONS AND INTERNATIONAL FINANCIAL COUNTERMEASURES The Corporate Policy on AML/CTF and Sanctions1 sets out the basic principles regulating the risk of money laundering and terrorism financing (ML/TF) and sanctions. The purpose of the policy is to provide a framework of compliance at Group level that every company has to observe over the course of its activities, business and relationships, both nationally and abroad, to prevent money laundering and terrorism financing, as well as to comply with the various international financial sanctions and countermeasures programmes that may apply. The main principles and standards constituting the prevention framework regulated by this Policy are as follows: 01 Risk Assessment 02 Due Diligence 03 Detection, control and examination of transactions 04 Reporting of suspicious transactions 05 Control of sanction lists and reporting of matches 06 Retention of documentation 07 Training 08 Consolidated risk management 1 Some of the principles of this Policy are publicly available on the corporate website: https://www.caixabank.com/ deployedfiles/caixabank/Estaticos/PDFs/Informacion_accionistas_inversores/ GeneralprinciplesAMLandSantionsCorporatePolicyEN.pdf 2025 Consolidated Management Report 464
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TRAINING AND DISSEMINATION OF BUSINESS CONDUCT BUSINESS CONDUCT TRAINING Ongoing training in business conduct is a fundamental pillar in ensuring ethical and responsible behaviour in all CaixaBank Group operations. Training and education are key elements in strengthening awareness of business conduct. The Group therefore promotes training programmes that not only inform, but also encourage reflection and the practical application of ethical standards in day-to-day business. These initiatives help create an environment where responsibility and trust form the basis of internal and external relationships, and they reinforce a corporate culture founded on integrity, transparency, and respect. In 2025, all CaixaBank employees have attended compulsory training courses on regulatory matters or issues of particular sensitivity with regard to conduct . The mandatory training carried out in 2025 and 2024 is shown below: 2025 Consolidated Management Report 465 Training and awareness-raising actions are key elements for the proper implementation of codes and policies on conduct and ethical behaviour.
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_TRAINING CARRIED OUT IN 2025 Generation +1 Improve the service provided to senior customers, both in commercial interactions and support, based on a better understanding of their distinctive needs and characteristics. Specific targets: | Raise awareness of demographic realities, the different stages of ageing, and the challenges they entail. | Provide guidance on improving service to senior clients, based on trust and respect, while avoiding ageism and infantilisation. | Familiarise employees with the protocols for priority and personalised service in branches, as well as the range of products and services specifically for the senior segment. 1. The Demographic Reality of the Senior Population and the Challenges of the Future. 2. Key guidelines for providing better service to older customers. 3. Priority and Personalised Service: Transforming the Senior Customer Experience. 99.94% 29,672 Yes Yearly Code of ethics, anti-corruption and whistleblower channel Promote professional integrity by correctly applying the Code of Ethics, properly managing gifts and hospitality, and using the Internal Reporting System and whistleblowing channel responsibly and confidentially. Specific objectives: Understand the principles of the Code of Ethics and how they should be observed while at work. Identify and apply the criteria for the acceptance of gifts, hospitality and invitations, ensuring compliance with internal rules and the prevention of conflicts of interest. | Make appropriate use of the questionnaire and the management framework on gifts and hospitality in the context of anti- corruption. | To be familiar with the functioning of the internal reporting system. | Ensure the correct and responsible use of the complaints channel. 1. Code of ethics. 2. Gifts, hospitality, and invitations (concepts, acceptance criteria, and management framework). 3. Functioning of the Internal Reporting System. 99.72% 44,877 Yes Every four years, provided there are no material changes Accessibility Act Understand the legal obligations of the Accessibility Law, and provide practical tools to implement accessible solutions and adapt products and services to its requirements. Moreover, share best practices that consider the needs of people with different disabilities and promote inclusive and equitable service. 1. Context and legal framework. 2. Requirements of the 2025 Accessibility Law. 3. Best practices in serving people with disabilities (types of disability and service protocols). 4. Practical exercises. 99.91% 39,282 Yes Every four years, provided there are no material changes Training Target Contents Total employees who completed the training (%) Total number of employees targeted for the training Linked to variable remuneration Frequency 2025 Consolidated Management Report 466
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Prevention of money laundering and terrorist financing at CaixaBank (SC) Understand CaixaBank’s strategic role in preventing money laundering and terrorist financing, recognise emerging risks (particularly those associated with digital transformation and crypto-assets), and familiarise with the new European regulatory framework, including the AMLA. In addition, properly apply internal policies and controls—including the management of PRPs and the obligations to report suspicious transactions—and use the internal AML/ CTF support resources and channels independently and responsibly. 1. Introduction: Awareness and sectoral context. 2. Emerging risks and the trend in financial crime (including money laundering, fraud, cybercrime, crypto-assets, and the MiCAR framework) 3. New European regulatory framework (EU AML Package). 4. Internal controls at CaixaBank. 5. Key legal obligations (including reporting to SEPBLAC and case management). 6. Internal resources and support. 99.70% 42,707 Yes Annual2 Security, fraud prevention and artificial intelligence Recognise and address the main security and fraud risks in daily activities, acting appropriately to minimise risks and respond to scams in branches and corporate environments. In addition, understand Occupational Risk Prevention regulations in emergencies and know how to act in different types of emergency situations. Lastly, understand the responsible use of artificial intelligence in the workplace, including its benefits, limitations, and prohibited practices. 1. Information Security (including protection of passwords and access, safeguarding information, prevention of identity theft, device security, and commitment to cybersecurity). 2. Prevention of customer fraud. 3. Physical security in buildings (including the emergency plan, covering types, organisation, and procedures). 4. Centre cdministrators. 5. Introduction to AI (including challenges and opportunities, prohibited practices, safe daily use, and the AI Regulation). 96.40% 37,246 No Yearly Training Target Contents Total employees who completed the training (%) Total number of employees targeted for the training Linked to variable remuneration Frequency 1 Training course within the annual “Conduct and market risks” programme. In 2025, the course within the “Conduct and market risks” training programme was the one related to Generación+. 2 From 2026 it will be biennial for Central Services. 2025 Consolidated Management Report 467
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_TRAINING CARRIED OUT IN 2024 Risks and markets conduct1 Prevent irregular practices in the marketing of products and services. 1. Investment services and products – Market abuse. 2. Investment services and products – Marketing. 3. Banking services and products. 4. Insurance and pension plans. 5. Other products and issues common to all products (including vulnerable groups). 99.79% 35,455 Yes Yearly Equality plan training Know the different types of harassment that may arise in the workplace, as well as the detection and prevention mechanisms used by CaixaBank to manage them. 1. Prevention of Harassment in the professional environment of CaixaBank. | Introduction. | Type of harassment. | Sexual Harassment. | Harassment prevention measures. | Actors involved in managing instances of harassment. | Disciplinary action. | Harassment Complaint Management Procedure. 2. Employment rights of victims of gender-based or sexual violence. | Definition of VVS or VVG. | Legally recognised employment rights of gender-based violence victims. Equalisation of rights in the CaixaBank environment to cover sexual violence victims. | Rights currently regulated internally at CaixaBank. | Processing of personal data. 95.97% 39,431 No - Data protection Understand what data protection entails, who it applies to, which personal data is specially protected, and what it means to process such data. Additionally, the aim was for employees to be aware of the existing regulations regarding data protection and how they are applied at CaixaBank. 1. What is data protection? 2. To whom does data protection apply? 3. How is data protection regulated? 4. Measures adopted at CaixaBank. 5. When do we process data at CaixaBank? 6. How do we process data at CaixaBank? 7. Rights of data subjects. 8. Remember your obligations. 9. Did you know that…? 10. Put yourself to the test. 11. Why is it so important to comply with data protection regulations? 12. Data protection at CaixaBank: overview. 99.94% 37,946 Yes Biennial Target Contents Total employees who have passed the course Total number of employees targeted for the training Linked to remuneration Frequency 2025 Consolidated Management Report 468
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Information security and prevention of customer fraud Understand the different types of banking fraud that can occur, such as phishing, mishing, vishing and malware, among others, as well as their specific characteristics. Additionally, understand how to detect a banking fraud attempt and the security and prevention measures to protect oneself from them. 1. Situations that test information security and how to manage them correctly. 2. The different types of banking fraud (phishing, mishing, vishing and malware). 3. Warning signs for the detection of attempted fraud. 4. Recommended security and prevention measures. 99.94% 37,602 Yes Yearly Anti-Money Laundering (AML/CFT) Be familiar with Anti-Money Laundering and Countering the Financing of Terrorism regulations, as well as the main aspects to be taken into account in order to apply them correctly. 1. Know the key issues to consider when admitting customers in order to prevent non-compliance with anti-money laundering and counter- terrorist financing regulations. 2. Explain the systems CaixaBank has in place to detect suspicious money laundering operations and all related operations. 3. Acquire an in-depth knowledge of international financial sanctions, specifying their nature and purpose, the countries currently affected by sanctions, and the measures in place to ensure compliance with any imposed sanctions. 99.35% 40,618 Yes Yearly Target Contents Total employees who have passed the course Total number of employees targeted for the training Linked to remuneration Frequency 1 Since 2024, training programmes on conduct-related matters, such as transparency in commercial practices or vulnerable groups, have been grouped under the Conduct and Market Risks training. 2025 Consolidated Management Report 469
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CaixaBank has established as a mechanism to promote training that certain training actions are linked to the receipt of variable remuneration and must be completed and passed in order to be eligible for such remuneration. Moreover, members of the Regulatory Compliance area, as well as professionals from other areas of the Group, take part in specialised training programmes, notably the CaixaBank Compliance Postgraduate programme delivered by Pompeu Fabra University (UPF). This programme aims to strengthen professional development in regulatory compliance. Meanwhile, specific training was delivered to the Management Committee in 2025 on conduct and market risks, primarily the course on Generación+ (seniors segment) and regulatory updates, which included sessions on business ethics, the new Anti-Corruption Policy, the new Accessibility Law, and training on anti-money laundering and counter-terrorist financing. In addition, specific training on regulatory updates was provided to the Board of Directors. AWARENESS-RAISING AND COMMUNICATION ACTIONS ON BUSINESS CONDUCT During 2025, complementary to the training courses, specific awareness sessions were held for the branch network and specialised areas, along with the publication of news, FAQs, and circulars on the intranet (PeopleNow). 291 awareness and communication actions The actions mentioned are reinforced by incorporating objectives linked to an indicator that includes conduct-related variables (such as due diligence in client management and proper documentation in the marketing of products, services, and transactions) into employees’ variable remuneration schemes (see section “ ESG metrics in variable remuneration schemes ”). This indicator directly affects variable remuneration, reducing it if the relevant targets are not met. 2025 Consolidated Management Report 470 44,990 employees with training-linked bonus
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MECHANISMS FOR DETECTING AND INVESTIGATING UNLAWFUL BEHAVIOURS The CaixaBank Group has a comprehensive framework aimed at preventing, detecting and managing unlawful conduct that may affect its business, reputation or regulatory compliance. This framework is underpinned by internal policies, operational procedures and technological tools that allow for early identification of potential irregularities. Among the mechanisms implemented are the Regulatory Compliance function, communication channels, the internal control model, and the monitoring of key integrity indicators, among others. REGULATORY COMPLIANCE FUNCTION The Regulatory Compliance Function is a corporate function, integrated into the second line of defence, entrusted by the Board of Directors with overseeing and managing conduct and compliance risks , as well as the legal and regulatory risks identified in the Corporate Risk Catalogue (see section titled “ Risk management”). Conduct and compliance risk includes, inter alia, the monitoring of integrity-related regulatory risk. Supervision and monitoring of these risks is carried out in accordance with the Group's compliance model. This model incorporates the Internal Reporting System and specific management indicators that facilitate the monitoring and evaluation of the policies and controls established to identify unlawful conduct. In addition to the monitoring indicators included in this section, CaixaBank has established specific indicators for conduct with customers, which are described in the section “Customers”. The function acts independently from the business units , ensuring that risk management and control policies are in place, monitoring their application, assessing the control environment and reporting all material risks. In order to strengthen its independence in the performance of its activities, the function regularly reports to the Board of Directors through the Global Risks Committee, as well as to the supervisory bodies (Bank of Spain, ECB, SEPBLAC (Executive Service of the Commission for the Prevention of Money Laundering and Monetary Offences), Treasury, CNMV and other bodies). The Compliance function of CaixaBank, S.A. is corporate in nature and cross- cutting for all Group companies at which conduct and compliance risks and legal and regulatory risks are material. There is a Group-level coordination model in which the various compliance functions of the Group’s companies are supervised, and these functions are functionally dependent on CaixaBank’s Compliance function. For entities that do not have their own teams, the function is centralised at the parent company. This model ensures the deployment of the Compliance programme in a coordinated manner at Group level, which includes: policies, activity planning, risk assessment, and detection and remediation of potential weaknesses, among others. Aimed at the appropriate performance of its duties, the Function is configured in such a way and has internal organisational systems in place in accordance with the internal governance principles established by the national and European guidelines in this area. COMPLIANCE CERTIFICATIONS CaixaBank holds various certifications issued by AENOR in relation to regulatory compliance , which attest that the Group’s compliance model meets the highest standards. These certifications remain valid for three years and include annual follow- up audits throughout the period. They cover a wide range of ethical aspects, such as the management of conflicts of interest, responsible relationships with clients and suppliers, and respect for human rights. In 2025, follow-up audits were carried out for the following certifications , with no non- conformities or observations identified: UNE 19601 — Criminal Compliance Management Systems It is the national criminal compliance standard, developed by the Spanish Association for Standardisation (UNE), and sets out the structure and methodology required to implement organisational and management models for crime prevention. CaixaBank has had this certification since 2020. 2025 Consolidated Management Report 471
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UNE 37001 Anti-bribery Management Systems It is the international standard (ISO) that specifies requirements and provides guidance for establishing, implementing, maintaining, reviewing and improving an anti-bribery management system. CaixaBank has had this certification since 2021. UNE 37301 — Compliance Management Systems It is an international standard that specifies requirements and provides guidance on compliance management systems and recommended practices. CaixaBank has had this certification since 2021. INTERNAL COMMUNICATION CHANNELS IN THE AREA OF BUSINESS CONDUCT CaixaBank provides all employees and the Group's main stakeholders with various internal channels designed to ensure responsible and transparent management of business conduct. Through these channels it is possible to report, confidentially and with full guarantees, any conduct that may be unlawful or contrary to internal regulations. They also allow for consultations on the interpretation of the Code of Ethics, business conduct policies, the identification and treatment of potential conflicts of interest, as well as the assessment of the appropriateness of accepting or refusing gifts and hospitality. These mechanisms help to reinforce the culture of integrity and compliance, making it easier for professionals to act in accordance with the highest ethical standards. INTERNAL REPORTING SYSTEM (IRS) The Internal Reporting System integrates the various internal reporting channels, among which the Whistleblowing Channel serves as the main means to report actions or omissions that may constitute violations of European Union law and/or may amount to serious or very serious criminal or administrative offences, in accordance with Law 2/2023 and the Group’s Corporate Policy on the Internal Reporting System. The general principles of the Internal Reporting System are as follows: | Commitment of the governing bodies: CaixaBank's Board of Directors is responsible for implementing the Internal Reporting System. | Independence and autonomy: the Group’ Compliance Officer is the head of the Group's compliance function and assumes the role of System manager. The Compliance Officer performs his duties independently and autonomously from the rest of the Group's management bodies. In addition, to ensure the objectivity of its decisions, the Regulatory Compliance Department operates under the principal of functional independence with regard to those areas in relation to which it supervises and monitors risks. | Integration of Channels: the Internal Reporting System integrates the various internal information channels of the CaixaBank Group companies, the main channel being the Whistleblower Channel. | External information channel: at any time, any data subject may contact the independent authority for the protection of informants or the competent regional body. | Good faith: communications submitted must always be made in good faith, failing which appropriate legal or disciplinary action may be taken. The general principles of the Internal Reporting System are set out in the Corporate Policy on the Internal Reporting System (see section “ Business conduct policies”). 2025 Consolidated Management Report 472
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The Compliance Function aims at the continuous improvement of the Group's Internal Reporting System and the analysis of its activity in order to keep the governing bodies informed. Every six months, the Compliance Function reports to the Audit and Control Committee on the activity of the Group's channels and the main statistics, as well as the improvements implemented in the period and the action plans to be carried out to improve the Internal Reporting System. Whistleblower Channel The CaixaBank Group has a Whistle-blowing Channel that complies with current regulations and with national and international best practices. This channel is designed to facilitate the confidential and agile communication of possible irregularities detected in the supply chain or in the development of professional activity, which may constitute a serious or very serious criminal or administrative offence, in accordance with the provisions of Law 2/2023 of 20 February. The operation of the Channel is periodically reviewed by Internal Audit and by independent third-party experts. The main features of the Whistleblower Channel are as follows: | Groups with access. Directors, employees, staff of Temporary Employment Agencies (ETT in Spanish), agents and staff working for or under the supervision of suppliers, shareholders, former employees (whose employment relationship has ended) and job applicants have access to the Whistleblower Channel. | Accessibility. Access to the Whistleblower Channel platform 24 hours a day, 365 days a year and from any type of device (corporate or personal), through: | CaixaBank’s corporate website (Whistleblower Channel). | Corporate intranet. | E-mail. | Post. | The whistleblower may ask to meet face-to-face. | Type of complaints: The reports are classified into categories, which are the same as those listed in the form provided on the previously mentioned corporate platform. Notable categories include: unlawful conduct in the workplace (workplace and sexual harassment and occupational risk prevention), breaches of Securities Market regulations, and conduct contrary to anti-corruption and anti- money laundering and counter-terrorist financing regulations. | Communication in different languages: Communications may be presented in Spanish, Catalan, English and Portuguese. | Confidentiality throughout the handling process: prohibition on disclosing any information on the content of the complaints to third parties, whereby only those persons directly involved in the handling process are aware of the content. | Protection measures: prohibition of any act constituting retaliation and taking such measures as may be necessary for the protection of the whistleblower. The protective measures are described in more detail in the section “Protection of whistleblowers and affected individuals”. | Anonymity and non-traceability: communications may be nominative or anonymous. Firm commitment to respect anonymity when this is the option chosen by the informant, in addition to the prohibition of tracking and tracing. | Rights of the affected individuals: presumption of innocence and honour of those individuals affected, along with their right to be heard. Procedure for investigating and monitoring complaints The Whistleblowing Channel is managed by the Compliance Function, which follows a structured process involving different phases. In addition, the Corporate Policy on the Internal Reporting System (SII) and the Procedure for handling disclosures describe the framework for handling reports submitted through the channel. This management framework consists of the following phases, which are common to all reports, although each report is treated on a case-by-case basis: 2025 Consolidated Management Report 473
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1. Reception Any individual who forms part of one of the groups with access to the CaixaBank Group's Internal Reporting System may submit a report through the Whistle-blowing Channel. To do so, the reporter must complete the form provided on the platform, which is common to all categories of infringement. With the exception of certain categories and in order to ensure independence, objectivity and respect for the guarantees set out in the Internal Reporting System, the reception of communications sent through the Channel is, as a general rule, the responsibility of an external expert . This external expert performs a pre-analysis of admissibility to verify that the communications comply with the requirements set out in Law 2/2023, in relation to the subjective and objective scope of the Channel. This preliminary analysis must be carried out within a maximum of 72 business hours from the request, in accordance with the agreed terms and conditions for submission and response. Likewise, the external expert is obliged to communicate, within a period not exceeding 24 working hours, any circumstance relevant to the proper handling of the complaint. CaixaBank monitors all communications received and documents all actions taken for analysis. 2. Analysis Communications submitted through the Whistleblowing Channel are subject to an admissibility analysis, carried out by the channel manager in accordance with the criteria established in the internal procedure. This admissibility analysis concludes with the application of the inadmissibility exclusions set out in the procedure. Once the decision has been taken, the Channel manager shall notify the reporter whether the communication has been accepted or rejected. In case of admission, the relevant steps will be initiated , including interaction with stakeholders, communication of progress and compliance with personal data protection requirements. This phase culminates in the appointment of the team responsible for heading up the investigation , which will fall to Internal Audit, although other specialised areas may also be brought in when the circumstances warrant their involvement. In the specific case of communications categorised as workplace or sexual harassment, in accordance with the Harassment Prevention Protocol, the initial analysis is carried out by specialised managers, who, if they detect any indications, will refer the case to the Human Resources area for specific handling. 3. Investigation The investigation is conducted in accordance with defined internal procedures, ensuring confidentiality, impartiality, and the prevention of potential conflicts of interest, as well as safeguarding the rights of whistleblowers and affected individuals. The investigation procedure may include: | Personal interviews with the whistleblower to collect further information. | Personal interviews with the departments and/or persons directly or indirectly involved in the potentially irregular events/conduct, at the discretion of the team responsible for the investigation. | Data analysis and information gathering. | Request for expert evidence from professionals inside or outside the CaixaBank Group. | Any other investigative or evidentiary measures considered appropriate, being as unobtrusive as possible in relation to the legal position of the person concerned. The investigation process is duly documented, detailing the background, objective, scope, and conclusions reached. 4. Resolution Once the investigation is completed and if misconduct is confirmed, remediation and improvement measures are taken as appropriate in each case, including possible disciplinary sanctions in the case of non- compliance attributable to employees. In accordance with the provisions of Law 2/2023, the timeframe for managing and resolving communications is three months from the time they are received. However, in exceptional cases of particular complexity, this period may be extended by up to an additional three months, with the whistleblower and the affected party being notified of the potential extension. 2025 Consolidated Management Report 474
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Protection of whistleblowers and affected individuals CaixaBank has measures in place to ensure the protection of whistleblowers and affected individuals , as set out in the Corporate Policy on the Internal Reporting System and the Procedure for handling disclosures. Section 5 of the Policy describes the safeguards for users of the Whistleblowing Channel: | Confidentiality: It is prohibited to disclose to third parties any information related to the communications. The content shall only be accessible to persons strictly necessary for its management. | Protection measures: Prohibition of any action or omission constituting retaliation and taking such measures as may be necessary for the protection of the whistleblower. CaixaBank maintains an absolute zero-tolerance commitment to any behaviour that, directly or indirectly, results in unfavourable treatment placing whistleblowers at a disadvantage , with internal procedures in place to adopt protective preventive measures, such as reassignment of duties and, if necessary, disciplinary action against retaliation. | Anonymity and non-traceability: communications may be nominative or anonymous. The Group is firmly committed to respecting anonymity when this is the option chosen by the informant, as well as the prohibition of tracking and tracing, without preventing the informant's participation. In this regard, the Whistleblower Channel has technical measures in place to request and provide additional information while guaranteeing the anonymity of the informants at all times. | Rights of the affected individuals: among other rights, the presumption of innocence, the right to honour, and the right to be heard by affected individuals are ensured, as well as the right to be informed of the actions or omissions attributed to them, through specific notification within the timeframe established in the Group’s Information Management Procedure. Training of the Whistleblower Channel managers CaixaBank has the necessary human and technical resources to guarantee the correct functioning of the Internal Reporting System . Individuals involved in managing the channel possess the required knowledge, experience, and qualifications, as well as the professional integrity standards that ensure the proper performance of their duties. Channel managers receive regular training, which enables them to update their knowledge, strengthen their skills and ensure proper application of established procedures. In addition, through the Corporate Crime Management Committee , training and regulatory update sessions are organised to ensure that teams remain constantly up to date with the latest developments. In the same vein, managers participate in the Compliance CaixaBank postgraduate course offered by Pompeu Fabra University (UPF), which includes a specific block dedicated to the whistleblowing channel, addressing regulatory, operational and management aspects. The external expert appointed to perform the pre-analysis of the communications maintains an ongoing relationship with CaixaBank aimed at updating and improving the management model. Along these lines, regular working sessions are organised to review volumes, applied criteria, conclusions, and opportunities for improvement, as well as to share regulatory updates and industry trends that may impact the system. 2025 Consolidated Management Report 475
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Raising awareness of the Whistleblowing Channel With the aim of ensuring that all employees are aware of and use the Whistleblowing Channel appropriately, CaixaBank continuously conducts training and awareness-raising activities. These initiatives seek to reinforce the culture of integrity and transparency, ensuring that professionals have the necessary information about the functioning of the channel, its guarantees and the importance of its use in situations that require it. The main initiatives carried out during 2025 are detailed below: User training All employees undertake a mandatory training course on ethics and integrity, which includes a specific module on the Internal Reporting System/Whistleblowing Channel. This training takes place every four years, as long as there are no regulatory updates or new regulatory developments. In addition, new hires must complete a mandatory training package covering the main rules of conduct , including the aforementioned Ethics and Integrity course. See section “Training on business conduct” for more information on the training programmes. Communication to users In addition to training, awareness-raising and sensitisation actions are carried out via email or other channels such as the corporate intranet. These actions are aimed at all employees and are intended to raise awareness of the Whistleblowing Channel’s features, when to use it, its safeguards, and other relevant information. In 2025, CaixaBank carried out the following dissemination and awareness- raising actions: | Awareness sessions on ethical values and integrity , including a module dedicated to the Internal Reporting System/Whistleblowing Channel, for new hires. See section “Awareness and communication actions on business conduct” section for more information on awareness activities. | Announcements/news published on CaixaBank’s Intranet (PeopleNow). These publications are made periodically according to an established schedule, with several each year that directly or indirectly mention the internal reporting system/whistleblowing channel. Evaluation of employee perception of the channel In 2025, a voluntary and anonymous survey was launched, including two questions designed to assess, on a scale from 1 to 10, CaixaBank employees’ perception of the level of trust the Whistleblowing Channel inspires for reporting potential misconduct , as well as its effectiveness in investigating irregularities. The survey received an average score of 8.8 out of 10. 2025 Consolidated Management Report 476
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_TYPOLOGY OF COMPLAINTS RECEIVED IN THE WHISTLEBLOWING CHANNEL 1 Of the total reports, 86 are from employees. 2 Refers to communications in the field of corruption and bribery. 3 Typology of complaints related to the risk of human rights violations. 2025 Consolidated Management Report 477 Reports by type 0 Telematic Code of Conduct 13 Marketing of products, transparency and consumer protection 0 Competition/Cross-Border Commercial Activity 14 Code of Ethics3 2 Prevention of money laundering and terrorist financing 1 Securities market (Internal Rules of Conduct (IRC) and operations suspected of market abuse) 0 Process of contributing to interest rate benchmarks 8 Data protection/ confidentiality and ethical use of data3 0 Financial or accounting irregularities 0 Tax obligations 33 Harassment at work and sexual harassment3 2 Health and Safety at Work / Prevention of Occupational Risks3 11 Conflicts of interest 1 Anti-corruption Policy2.3 40 Other 125 Total complaints 125 Complaints1 101 in 2024
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In 2025, a total of 125 communications were received through the CaixaBank Group's Internal Reporting System (IRS) from groups covered by the Law: 77 communications (62 %) were made by employees, 24 were anonymous (19 %), 6 came from former employees (5 %), 5 from agents (4 %), 4 from shareholders (3 %), 3 from suppliers (2 %), 2 from collaborators (2 %), 3 from ETT personnel (2 %) and 1 from a candidate (1 %). At company level, 99 communications came from CaixaBank (79 %), 18 from BPI (15 %) and the rest of the Group's subsidiaries accounted for 6 % of the communications received (8 in total). Of the 125 reports, 54 (43 %) were accepted, and 69 (55 %) were rejected for not meeting the acceptance criteria. Two reports (2 %) are being analysed by Regulatory Compliance. Of the 54 communications admitted, 46 have been finalised and 8 are in progress at the close of the 2025 financial year. Of the finalised communications, non-compliance has been identified in 6 cases and the appropriate remedial measures have been adopted, of which 3 have been disciplinary in nature (one dismissal and two suspensions of employment and salary). In the other cases, various measures have been applied according to the specific circumstances of each case. None of these cases involved breaches associated with corruption or bribery. With regard to the 69 inadmissible communications, it should be noted that the main reason for inadmissibility (81 %) is the communication of facts not included in the scope of Law 2/2023. As regards the other reports, they have not been admitted for other reasons expressly envisaged in the Information Management Procedure (for example, facts reported as part of police/court proceedings, related to previously inadmissible reports or without sufficient data). On an annual basis, the 125 communications in 2025 represent an increase of 24 % compared to 2024 (125 vs. 101). In addition, it is worth noting that despite the overall increase in reports, management time has been reduced by more than 30 % compared to 2024. Other communications received through the Whistleblowing Channel Moreover, 1,069 communications were received in 2025 through the Internal Reporting System from groups not covered by the scope of Law 2/2023. However, all of them were duly handled and, as the case may be, relayed to the competent areas for proper review and resolution. Discrimination, harassment, and other claims from employees In 2025, no significant fines, sanctions, or compensation related to discrimination were irrevocably assumed. CaixaBank is not aware of any serious human rights incidents involving its employees. 2025 Consolidated Management Report 478
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ENQUIRIES CHANNEL The Enquiries Channel is another means of communication that the CaixaBank Group makes available to the groups defined for the formulation of doubts arising from the application or interpretation of the Code of Ethics and the Conduct policies. The main features of the Enquiries Channel are: | Groups with access to the channel . Directors, employees (includes any type of employment contract and interns), temporary staff, agents and suppliers all have access. | Accessibility. Access to the Queries Channel 24 hours a day, 365 days a year, and from any device (corporate or personal), through the following access routes: | For advisors, employees, staff of temporary employment agencies and agents, through the following access routes: | Access via the website: https://silkpro.service- now.com/canal_consultas | Corporate intranet or similar platform for each Group company with access to the Channel. | Compliance portal at PeopleNow. | Financial Terminal. | For suppliers, through the: | Supplier Portal, both in the public section and in the private section following supplier identification. | Email. | Post. | Communication in different languages: Enquiries can be submitted in Spanish, Catalan, English or Portuguese. | Confidentiality throughout the management process, with the express prohibition of disclosing to third parties any information on the content of the consultations (this information will only be known by the persons directly involved in the management). | No traceability: establishment of the appropriate IT means to ensure the automatic deletion of accesses to the Query Channel. | Protection of the inquirer’s identity. While queries cannot be submitted anonymously and require user identification, the confidentiality of the inquirer’s identity is fully ensured. | Access via the website: https://silkpro.service-now.com/ canal_consultas 2025 Consolidated Management Report 479
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TYPE OF ENQUIRIES RECEIVED VIA THE ENQUIRIES CHANNEL 1 Refers to communications in the field of corruption and bribery. 2025 Consolidated Management Report 480 505 Enquiries in total Reports by type 8 Telematic Code of Conduct 29 Marketing of products, transparency and consumer protection 0 Competition/Cross-Border Commercial Activity 188 Conflicts of interest 5 Commercial and professional integrity in the distribution of insurance products 27 Non-compliance with anti-money laundering regulations 0 Inside information 0 Financial or accounting irregularities 0 Crime prevention 0 Process of contributing to reference interest rate indices 31 Data protection/confidentiality and ethical use of data 68 Anti-Corruption Policy (Gifts, Attendance at events, etc.)1 57 Securities market – Internal Conduct Regulation (RIC) 11 Code of Ethics 1 Tax obligations 80 Other 505 Enquiries 535 in 2024
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A total of 505 enquiries were received, of which 370 were admitted (73.3 %), 132 were redirected to other areas (26 %) and 3 were cancelled (0.7 %). In aggregate terms, 188 conflict of interest queries were received, accounting for more than 37 % of the total and in relation to the risk of corruption and bribery, 68 queries have been resolved, accounting for more than 13 % of the total. It should be noted that 80 queries were received, categorised as "Other" (16 %). In general, these reports were rejected, as they did not relate to issues covered by the admissibility criteria defined and were referred to other channels or departments. Finally, 57 queries were received on the Securities Market/IRC (11 %); 31 queries on data protection/confidentiality (6 %); 29 on product marketing, transparency and customer protection (5.7 %), 27 on the prevention of money laundering (5.3 %) and 11 on the Code of Ethics (2.2 %). In terms of Group companies, CaixaBank received 335 queries (66 %), followed by BPI with 91 queries (18 %). The remaining subsidiaries have lower volumes and together account for 16 % of the enquiries received. CONFLICT OF INTEREST COMMUNICATION PLATFORM Employees can report or enquire about situations that may involve a conflict of interest using the corporate Conflict of Interest Communications platform and obtain the necessary guidelines for action through mitigating measures. Such reporting is voluntary, except in cases where the employee wishes to conduct activities related to the main activities conducted by CaixaBank. In this context, employees have at their disposal a Conflict of Interest Catalogue identifying the most common situations and activities that may constitute a conflict of interest, with the mitigation measures proposed for each of them. CONFLICT OF INTEREST COMMUNICATIONS TYPOLOGY IN 2025 In terms of companies, CaixaBank received 141 reports of conflicts of interest in 2025, representing 49 % of the total. For Group companies, the weight of reports received at BPI is particularly significant, amounting to 127 and accounting for 44 % of the total. As for the other Group companies, no significant volumes were reported. The most recurrent typology in Conflict of Interest communications is that of simultaneous second activities, which accounts for 47 % of the total, followed by communications related to membership of an association, political party or holding public office (21 %). 2025 Consolidated Management Report 481 Reports by type n 7 Between employee(s) and the entity – Managing family members/ associates n 134 Between employee(s) and the entity – Simultaneous employment n 60 Between employee(s) and the entity – Belonging to an association, political party, or holding a public office n 33 Between employee(s) and the entity – Other n 27 Between employee(s) and customer(s) n 16 Between employee(s) and supplier(s) n 0 Between the entity and another company in the CABK Group n 11 Other 288 Communication s in total 288 Communications 174 in 2024
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Awareness-raising actions on conflicts of interest In 2025, awareness-raising activities were carried out in the area of conflicts of interest. Notably, this included the release of a five-episode mini-series, viewed more than 21,000 times, illustrating everyday situations that could give rise to potential conflicts of interest and showing the correct course of action. QUESTIONNAIRE ON GIFTS, HOSPITALITY AND SOCIAL INVITATIONS In 2025, CaixaBank made a new corporate tool available to employees: a questionnaire designed to help them assess specific aspects of the appropriateness of accepting or declining gifts, hospitality, or invitations. This tool is available through the corporate intranet. 385 75 Managed gifts Hospitalities and invitations 358 accepted 71 accepted 20 declined 4 declined 7 declined at the individual level but accepted at the institutional level Generally speaking, requests for gifts and hospitality are in line with the Corporate Anti-Corruption Policy and for the most part have been accepted. The offers rejected were in exceptional circumstances where the minimum conditions envisaged in the internal regulations were not met (e.g. the maximum market value was exceeded or potential conflicts of interest were identified). Taking advantage of its launch, CaixaBank conducted a survey that included a question aimed at assessing employees’ perception of the new gifts and hospitality questionnaire on a scale from 1 to 10. The survey received an average score of 8.9 out of 10. MONITORING OF CONDUCT 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 . In this regard, these specific indicators, alerts, and automated controls are implemented in the main tools used for banking operations, allowing the identification of actions or behaviours not authorised by users. In this regard, Internal Audit, in its role of detecting internal fraud cases, has specialised teams in the design, development and implementation of indicators, which are constantly evolving, improving and adapting to changes in processes, business models, technology possibilities and others. It has also developed an internal fraud questionnaire that is incorporated into process audits to coordinate Audit reviews, delve into possible cases, raise awareness in the area, uncover fraud situations, identify control weaknesses, generate other specific tasks, expand the scope of planned tasks according to Risk Assessment methodology, and facilitate reporting on the audit approach to internal fraud risk. In the event that investigations have to be initiated, the procedures are detailed in the section “Prevention and detection of corruption and bribery”. 2025 Consolidated Management Report 482
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PREVENTION AND DETECTION OF CORRUPTION AND BRIBERY CaixaBank reaffirms its commitment to integrity and transparency in all its activities, carrying out its business in an ethical and responsible manner, with a zero tolerance policy towards corruption and bribery . To ensure this principle, the Group has in place a regulatory and corruption risk management framework that includes specific procedures to prevent, detect and manage potential internal and external cases. REGULATORY FRAMEWORK FOR THE MANAGEMENT OF CORRUPTION RISK CaixaBank has a series of policies, including the Code of Ethics , the Corporate Criminal Compliance Policy , and in particular the Corporate Anti-Corruption Policy. They are all aligned with the principles set out in the UN Convention for the Prevention of Corruption. These Policies are described in the section “Business conduct policies”. CaixaBank also applies specific procedures to prevent cases of corruption and bribery throughout its value chain , paying particular attention to relations with suppliers. In this regard, during the approval process, CaixaBank requires its suppliers to accept the Supplier Code of Conduct, section 3.4 of which contains information on the Corporate Anti-Corruption Policy (see section “Supplier relationship management”). STAFF PARTICULARLY EXPOSED TO THE RISK OF CORRUPTION CaixaBank considers all employees, managers and members of the Board of Directors that make up the CaixaBank Group to be personnel who are particularly exposed to the risk of corruption and bribery . However, the areas with the highest exposure to corruption and bribery risk are: | In the branch network, there is a risk of corruption and bribery as a result of cash handling, recording of transactions/banking operations or handling of confidential data, among other factors. | At Central Services , certain activities are carried out that may involve an inherent risk of corruption or bribery: | Sponsorship initiatives/marketing. | Donations and other charitable initiatives. | In the procurement process, during the registration, approval and contracting of suppliers. | Human Resources. CORRUPTION RISK MANAGEMENT FRAMEWORK CaixaBank's anti-corruption risk management framework consists of the aforementioned body of regulations and, in accordance with the crime prevention model, has a programme that includes the following elements: 1. A RISK MAP Conducting the annual corruption risk assessment exercise ( Risk Assessment). 2. A SPECIFIC GOVERNANCE MODEL All activities related to the management and monitoring of corruption and bribery risk are reported to the Corporate Criminal Management Committee, which meets on a monthly basis. This Committee reports an annual summary of its activities to the Global Risks Committee. In addition, on an annual basis, the Compliance activity report is submitted, which includes a detailed account of the activities carried out to improve and monitor the anti-corruption model. This documentation is sent to the 2025 Consolidated Management Report 483
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Board of Directors after being reviewed by the Global Risks Committee and by the Risks Committee. 3. A SET OF MITIGATION MEASURES A number of activities are carried out to prevent and detect the risk of corruption. Highlights include: | Detection of Gaps and follow-up of remedial action plans. | Certification audits in the area of corruption. | Review of acceptance and granting of gifts and hospitality. | Processing of reports received from employees. | Contractual review in the supplier and agent approval process. | Supervision of correspondent banks in the anti-corruption area. | In cases where specific investigations need to be carried out, the Internal Audit team is primarily responsible for their execution, starting from an independent position. 4. PROCEDURES FOR RESPONDING TO EMERGING RISK SITUATIONS CaixaBank has an internal procedure on the Anti-Corruption Model, which describes the guidelines for monitoring corruption risk, notably including: 1. Corruption testing activities 2. Management of improvement measures, where applicable. 3. Due diligence measures with third parties. 5. TRAINING AND COMMUNICATION PROGRAMMES AND PLANS Training programmes and plans CaixaBank has annual training programmes that adequately cover corruption risks and help promote appropriate awareness among all employees in the Group. These training initiatives in the field of anti- corruption are ongoing and are periodically reviewed to ensure alignment with current regulations and international best practices. In this regard, CaixaBank's anti-corruption training plan consists of: | Training for all new hires : they must complete courses related to ethics and integrity, including guidelines on corruption prevention, among other topics. | Continuous training for other employees . During 2025, specific training was provided on Anti-Money Laundering and Counter Terrorist Financing (AML/CTF). In addition, every four years—or when significant regulatory updates occur—training is provided on ethics and integrity, which includes content on anti-corruption. See section “Training on business conduct”. 100 % of the workforce is trained in anti-corruption matters Dissemination and awareness-raising actions CaixaBank carries out various dissemination and awareness-raising actions on corruption and bribery, with the aim of raising awareness among all employees. These include the following: | Implementation of the annual communication plan , carried out through the publication of news on the intranet and the execution of specific awareness-raising activities. 2025 Consolidated Management Report 484
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| Sessions on this subject held in the postgraduate course on Compliance organised by the Pompeu Fabra University. For more details see section “Training and dissemination of business conduct”. | Communication to all employees through the publication of updates to the Corporate Anti-Corruption Policy on the corporate intranet. The Policy is available to all employees on the corporate intranet, as well as on the corporate website. 6. INDICATORS AIMED AT UNDERSTANDING THE RISK SITUATION AND THEIR MITIGATION AND CONTROL FRAMEWORK. CaixaBank has a system of alerts and automatic controls, as explained in the section “Monitoring of conduct” . In cases where investigations of specific cases need to be conducted, Internal Audit is primarily responsible for their execution from an independent position. These specific cases may arise through the SII (Whistleblowing Channel), detection by areas with functions related to supervision and control, such as Business Control, Compliance, requests from public bodies, or recurring or ad hoc audits by Internal Audit that lead to alerts or red flags which, when analysed, result in specific reviews of corruption and bribery. In these cases, in addition to the investigation conducted by specialised teams, the preparation of the report, and its reporting to the governing bodies, the fraud cases are analysed forensically to identify the root cause and any potential weaknesses in the established processes. These are then forwarded to the affected areas so they can design and implement controls that mitigate these risk situations. 7. A WHISTLEBLOWING CHANNEL The Group encourages employees, collaborators, suppliers, and other participants to report any illegal acts through the whistleblowing channels mentioned in the section “Internal Reporting System (SII)”. 8. ISO CERTIFICATIONS IN ANTI-BRIBERY MANAGEMENT SYSTEMS CaixaBank has ISO 37001 Certification – Anti-bribery management systems, an international standard (ISO) that specifies the requirements and provides guidance for establishing, implementing, maintaining, reviewing and improving an anti-bribery management system. 9. A DISCIPLINARY PROCESS CORRUPTION AND BRIBERY FIGURES AND STATISTICS Indicator 2025 2024 Number of convictions for violation of corruption and bribery laws1 0 0 Number of fines for violation of corruption and bribery laws1 0 0 1 The number of convictions and fines imposed on CaixaBank as a criminally responsible legal entity is indicated. If applicable, they would be disclosed in Note 24 "Provisions" of the Notes to the Consolidated Financial Statements. 2025 Consolidated Management Report 485
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POLITICAL LOBBYING CaixaBank's public policy actions follow a broad approach aimed at fostering the development and economic growth of the territories in which it is present. In particular, support for regulatory initiatives aimed at strengthening financial stability and supporting the smooth functioning of the European banking sector. To this end, CaixaBank participates in legislative processes in the financial sector at both national and supranational level to promote a solid, consistent and coherent regulatory framework. Likewise, CaixaBank works to promote the development of a regulatory framework for sustainable finance that enables it to meet the objectives of the 2030 Agenda and the Paris Agreements on climate change. CaixaBank wants to ensure a fair transition to a sustainable economy, which is why it also engages in initiatives related to promoting the digital transformation, improving transparency and protecting consumers. 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, without prejudice to the fact that, in specific cases, its own messages may be transmitted directly to the public authorities. CaixaBank shares its opinions on regulatory processes with public authorities through position papers or impact analyses, either at their request or on its own initiative. The relationship with public authorities and political parties is governed by the provisions of the Code of Ethics and the Anti-Corruption Policy. The Code of Ethics and the Anti-Corruption Policy seek to ensure not only compliance with applicable legislation, but also a firm commitment to the Group's ethical principles as a signatory to the United Nations Global Compact. This reflects the Group's determination to fight corruption in all its forms. The Head of Compliance, Management Control and Capital (member of the Management Committee) and the Head of Public Affairs are the representatives before the administrative, management and control bodies for internal supervision of the activities of public policy of CaixaBank. Furthermore, CaixaBank’s Regulation Committee is the body tasked with monitoring the regulatory environment and setting positions on developments of public policies that are relevant to the bank and the financial system. The Committee uses internal studies of proposed regulatory changes to identify potential unwanted effects or impacts that could be disproportionate in relation to the desired aim of the legislation. Once the proposals are analysed, the Committee decides on the regulatory strategy to be channelled through the associations, of which it is a member or transmitted directly by the institution itself. The main associations that indirectly represent CaixaBank, of which it is a member, are as follows: _MAIN ASSOCIATIONS OF WHICH THE GROUP IS A MEMBER Spanish Confederation of Savings Banks (CECA) Spanish Banking Association Institute of International Finance Global financial industry association ESBG European Savings and Retail Banking Group International Capital Market Association International Association of Capital Market Participants. Digital Europe European digital technology industry organisation UNESPA Association of Spanish insurance companies INVERCO Association of Collective Investment Institutions and Pension Funds. In addition, in accordance with current legislation, CaixaBank is registered in the European Commission’s Transparency Register under number 055017716307-39, as well as in the Transparency Registers of the Autonomous Communities that maintain one (Catalonia, Valencia, Madrid, and Castilla- La Mancha). 2025 Consolidated Management Report 486
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MAIN ENQUIRIES ON WHICH CAIXABANK HAS ISSUED A POSITION Below are outlined the key initiatives for the 2025 financial year where CaixaBank has publicly stated its stance through various sectoral interest associations. Some of the topics addressed are closely related to some of the IROs identified as material. However, not every initiative corresponds directly to an IRO, since the positions taken by CaixaBank extend beyond sustainability-related topics. Specifically, these initiatives fall within the following areas with an impact on CaixaBank's activity: digital, retail, payment systems, sustainability, markets and financial stability, and strengthening of the financial sector. Digital: | EBA Guidelines on third party risk management (non-ICT services). ESBG positioning. https://www.eba.europa.eu/publications-and- media/events/consultation-draft-guidelines-sound- management-third-party-risk | Preliminary Draft Law of the Ministry of Interior on Protection and Resilience of Critical Entities. [Not published] | Consultation of the European Commission on the European Union Data Strategy ( European Data Union Strategy ). ESBG positioning. https://ec.europa.eu/info/law/better-regulation/have-your-say/ initiatives/14541-European-Data-Union-Strategy_en | Draft Bill from the Ministry for Digital Transformation and Public Administration on the proper use and governance of AI. [Not published] | Guidelines for reporting serious incidents under the Artificial Intelligence Act (AI Act). [Not published] | Draft Organic Law of the Congress of Deputies for the Protection of Minors in Digital Environments. [Not published] | Call for evidence by the European Commission on the Digital Omnibus. [Not published] Retail: | European Commission Consultation on the New Consumer Agenda 2025–2030. ESBG positioning. https://www.wsbi-esbg.org/esbg- calls-for-simplification-and-consistency-in-eu-consumer- agenda-2025-2030/ | Prior public consultation by the Bank of Spain (BoS) on the drafting of the Circular on the Risk Information Centre (RIC). [Not published] | Prior public consultation by the Ministry of Labour and Social Economy on the Draft Royal Decree for the promotion and support of financial institutions in the social economy and ethical finance. [Not published] | Draft Ministerial Order from the Ministry of Economy, Trade, and Business on changes to banking advertising and the Risk Information Centre (RIC). [Not published] | Draft Bill of the Ministry of Social Rights, Consumer Affairs and Agenda 2030 on Sustainable Consumption. [Not published] | Act of the Congress of Deputies on Customer Service. [Not published] | Plan of the European Commission on Affordable Housing. [Not published] | Draft Royal Decree of the Ministry of Labour and Social Economy on the encouragement and promotion of social economy financial institutions and ethical finance. [Not published] Payments: | European Central Bank (ECB) consultation on the extension of T2 operating hours. [Not published] 2025 Consolidated Management Report 487
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Sustainability: | Omnibus Package on sustainability simplification. Corporate Sustainability Reporting Directive (CSRD) and Corporate Sustainability Due Diligence Directive (CSDDD). ESBG positioning. https://www.wsbi-esbg.org/esbg-recommendations-on-the- omnibus-initiative/ | Consultation of the European Commission on delegated acts of reporting on Taxonomy and delegated acts on Climate and Environmental Taxonomy. ESBG positioning. https://www.wsbi- esbg.org/esbg-response-to-the-commissions-consultation-on- the-eu-taxonomy-as-part-of-the-omnibus-initiative/ | Consultation of the Platform on Sustainable Finance (PSF) on its Preliminary Report related to the update and revision of the technical screening criteria for economic activities to be included or modified in the EU Taxonomy. ESBG positioning. https://www.wsbi- esbg.org/esbg-response-to-the-psf-call-for-feedback-on-the- review-of-the-climate-delegated-act/ | ESMA consultation on regulatory technical standards (RTS) in relation to the Single European Electronic Format (ESEF). ESBG positioning. https://www.esma.europa.eu/press-news/ consultations/consultation-esef-rts-sustainability-reporting- and-amendments-eeap-rts#responses | EBA consultation on guidelines on ESG scenario analysis. ESBG positioning. https://www.eba.europa.eu/eba-response/90259? destination=/publications-and-media/events/consultation- guidelines-esg-scenario-analysis | EBA consultation on the draft implementing technical standards (ITS) amending Commission Implementing Regulation (EU) 2024/3172 with regard to disclosures on ESG risks, equity exposures and aggregated exposures to shadow banking entities. [Not published] | ESAs consultation on the Joint ESG Stress Test Guidelines. ESBG positioning. https://www.wsbi-esbg.org/esbg-submits-response- to-esas-consultation-on-joint-guidelines-on-esg-stress-testing/ | Consultation of the European Financial Reporting Advisory Group (EFRAG) on revised drafts of the European Sustainability Reporting Standards (ESRS) under the CSRD. [Not published] | Public Hearing of the Ministry of Social Rights, Consumer Affairs and Agenda 2030 on the Draft Bill on Sustainable Consumption. [Not published] | Public Hearing of the Ministry of Labour and Social Economy on the Draft Royal Decree on the encouragement and promotion of social economy financial institutions and ethical finance. [Not published] | Consultation of the European Commission on the Delegated Act on the Energy Performance of Buildings. [Not published] | Call for evidence of the European Commission on the SFDR Regulation. [Not published] Markets: | Proposals of the Comisión Nacional del Mercado de Valores (CNMV) on the OECD recommendations on the Spanish Securities Market. [Not published] | Draft Bill of the Ministry for Digital Transformation and the Civil Service on Open Administration. [Not published] 2025 Consolidated Management Report 488
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Financial stability and strengthening of the financial sector: | EBA consultation on RTS in the context of the EBA's response to the European Commission's call for advice ( call for advice ) on new AMLA mandates. Positioning ESBG. https://www.wsbi-esbg.org/wp- content/uploads/2025/06/0354-ESBG-response-to-EBA-on-RTS- AML-ESBG-final.pdf | Proposal for a Regulation of the European Parliament and of the Council amending Regulation (EU) 2017/2402 of the European Parliament and of the Council of 12 December 2017 establishing a general framework for securitisation and creating a specific framework for simple, transparent and standardised securitisation. - Positions of the ESBG and the CECA. [Not published] | Proposal for a Regulation of the European Parliament and of the Council amending Regulation (EU) No 575/2013 on prudential requirements for credit institutions, as regards the requirements applicable to securitisation exposures – Positions of the European Savings and Retail Banking Group (ESBG) and the CECA. [Not published] | Proposal for a Commission Delegated Regulation (EU) amending Delegated Regulation (EU) 2015/61 as regards the eligibility conditions for securitisations in the liquidity buffer of credit institutions. ESBG positioning. https://ec.europa.eu/info/law/better- regulation/have-your-say/initiatives/14443-Amendments-to-the- treatment-of-securitisation-exposures-under-the-Liquidity- Coverage-Ratio-Delegated-Regulation/F3575998_en CECA positioning. https://ec.europa.eu/info/law/better-regulation/have- your-say/initiatives/14443-Amendments-to-the-treatment-of- securitisation-exposures-under-the-Liquidity-Coverage-Ratio- Delegated-Regulation/F3579046_en | EBA consultation on the review of internal governance guidelines. ESBG positioning. https://www.wsbi-esbg.org/wp-content/ uploads/2025/11/0799-Executive-Summary-ESBG-response-to- EBA-consultation-on-GL-on-internal-governance.pdf 2025 Consolidated Management Report 489
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CONTRIBUTIONS TO ASSOCIATIONS AND POLITICAL PARTIES CONTRIBUTIONS TO SECTORAL AND TRADE ASSOCIATIONS CaixaBank is a member of various sectoral interest representation associations (lobby) and participates and collaborates with trade associations such as chambers of commerce and other entities that promote the economic and social development of the territory. The contributions made to these partnerships are shown below: _TOTAL CONTRIBUTION TO ASSOCIATIONS € million 2025 2024 Sectoral interest representation associations 5.5 5.3 Spanish Confederation of Savings Banks (CECA) 1.9 1.9 Spanish Insurance Business Association (UNESPA) 0.8 0.7 Other 2.8 2.7 Trade associations 5.0 5.2 Adecco Family Plan 2.0 1.7 Mobile World Capital Foundation 0.5 0.5 Chambers of commerce 0.5 0.5 Other 2.0 2.5 In relation to CaixaBank, S.A.: CONTRIBUTIONS TO POLITICAL PARTIES CaixaBank is committed to the principles of transparency, honesty and impartiality in its interactions with political parties and with other public and social entities that are also political in nature. Section 4 of CaixaBank's anti-corruption policy states that donations to political parties and their foundations, as well as total or partial debt forgiveness, are prohibited. CaixaBank has sufficient controls in place to ensure that donations are not made to political parties. TOTAL CONTRIBUTION TO POLITICAL PARTIES € million 2025 2024 Donations to political parties 0 0 2025 Consolidated Management Report 490 €3.6 M Paid in 2025 to sectoral associations. €3.4 M in 2024 €4.2 M Paid in 2025 to trade associations. €4.6 M in 2024
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SUPPLIER RELATIONSHIP MANAGEMENT CaixaBank bases its commercial relations with its suppliers on mutual respect, collaboration and professionalism. CaixaBank has a category-specialised Procurement function ( &Facility Management and Logistics, Works and General Services, IT, Professional Services, and Marketing and Communication) with a cross-cutting view and management of the Group’s purchasing activities. Its objective, aligned with the strategy, is to obtain the necessary goods and services in a transparent, efficient and sustainable manner within a framework of controlled risk and under homogeneous criteria for action for the entire Group. In order to promote responsible practices within its supply chain, the Group has developed an ESG supplier assessment methodology that complements existing internal policies. CaixaBank also supports its suppliers in their transition to more sustainable models, promoting training programmes and drawing up supplier development plans in ESG matters. In this regard, CaixaBank has identified a positive impact in the double materiality study (see section “Materiality Assessment”), which evidences the contribution of these initiatives to both sustainability and the creation of value for stakeholders. THE POSITIVE IMPACT OF THE GROUP'S PURCHASES ON SOCIETY CAN BE SUMMARISED AS FOLLOWS: 73,383 7,191 job positions generated through the multiplier effect of purchases from suppliers in Spain job positions generated through the multiplier effect of purchases from suppliers in Portugal 2025 Consolidated Management Report 491 CERTIFICATION TENDER AWARD CONTRACT PROVISION OF SERVICES SUPPLIER PAYMENT MONITORING Corporate Policy and Principles on procurement Standard on purchases and supplier management Code of conduct for suppliers PROCUREMENT AND SUPPLIER MANAGEMENT PROCESS
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The Group has a technology platform that supports all stages of the Group’s procurement process, from supplier qualification through to invoice recording and payment. CaixaBank also has a Supplier Portal* , a digital platform designed to facilitate communication throughout the entire business relationship, providing a space where suppliers can consult information and carry out a wide range of actions, thereby increasing management efficiency. CaixaBank relies on this portal to strengthen its responsible and sustainable procurement policy, aligned with ethical, social and environmental criteria. KEY SUPPLIER MANAGEMENT MILESTONES IN 2025 During 2025, CaixaBank, in its commitment to continue improving its procurement and supplier management processes , implemented a series of initiatives that delivered significant efficiency improvements: | Reduction in procurement timelines : actions have been implemented to prioritise streamlining the entire cycle, from supplier qualification through to award and contract management. | Boosting digitalisation , through the implementation of new monitoring and control tools, which make it possible to speed up processes and minimise downtime in the approval chain. | Optimisation of questionnaires and the approval process , reducing their number and simplifying indicators to avoid duplication and speed up supplier validation. PROCUREMENT INDICATORS 1 2025 2024 Number of active suppliers2 3 6 2,248 2,305 Volume invoiced active suppliers (€M)3 3,698 3,036 Approved suppliers at year-end4 6 1,701 1,551 New active suppliers 120 191 Volume negotiated through electronic trading (€ M)5 2,806 1,550 Volume negotiated through electronic trading 1,687 1,383 % volume from local suppliers – Spain 83% 81% 1 Applicable to Group companies within the corporate Purchasing model. They include suppliers with billing in 2025. Creditors, public authorities and homeowners’ associations are excluded. 2 An active supplier is defined as one that meets one or more of the following criteria: an active contract in Ariba (supplier platform) with an agreement date after 01/01/2022; invoicing of more than €10,000 in the last 12 months; or having been awarded a negotiation in the last six months. 3Applicable to Group companies operating under the corporate Procurement model. Also includes VidaCaixa. 4 In accordance with the current supplier qualification process, this includes centralised procurement suppliers that have successfully passed the financial qualification process, as well as decentralised procurement suppliers that have completed the registration process and hold the mandatory certificates in force. 5 Total amount negotiated (multi-year). 6 The difference between the number of active suppliers and the number of qualified suppliers is mainly due to exempt suppliers, such as Forbes 2,000 companies, one-off contracts below €30,000, tests of concept, agreements or others. 2025 Consolidated Management Report 492 *Access to the portal at https://proveedor.caixabank.com
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PROCUREMENT PROCESSES NEGOTIATED BY PURCHASING CATEGORIES REGULATORY FRAMEWORK OF THE PROCUREMENT FUNCTION CaixaBank has a regulatory framework governing conduct, processes and decision-making within the Group in the area of procurement (the sustainability-related policies are described in the section “Framework of sustainability policies, principles and statements” ). This regulatory framework consists of: CORPORATE PROCUREMENT POLICY1 The corporate Procurement Policy sets out the general framework within which procurement management activities are carried out and in which the supplier relationship and contracting model is defined. The Policy was updated by the Board of Directors in November 2025 and is reviewed biennially. The Policy is based on general principles designed to promote stable commercial relationships and facilitate collaboration with suppliers who align with CaixaBank’s commitments and values. 2025 Consolidated Management Report 493 n 46 % IT n 29 % Professional services and operations n 16 % Marketing and Communication n 5 % Works and general services n 4 % Facility Management & Logistics 1 The Principles of the Corporate Procurement Policy are public. View on corporate website: https://www.caixabank.com/deployedfiles/caixabank/Estaticos/Principios_de_Compras_ENG.pdf. They are also available on the Supplier Portal and must be accepted at the time of registration: https://proveedor.caixabank.com/
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PURCHASING PRINCIPLES CORPORATE OUTSOURCING RISK MANAGEMENT POLICY The Corporate Outsourcing Risk Management Policy sets out corporate principles and premises to regulate the process of arranging services with third parties. It falls within the regulatory framework of the recommendations of the European Banking Authority's Guidelines on outsourcing arrangements. The Standard is updated annually and its latest update was approved by the Board of Directors in July 2025. SUPPLIER CODE OF CONDUCT1 The aim of the Supplier Code of Conduct is to spread and promote the ethical values and principles that will govern the activity of CaixaBank’s suppliers of goods and services, contractors and third-party collaborators. Guidelines of conduct are defined in this Code that the companies working as suppliers will follow in relation to complying with prevailing legislation, ethical behaviour and measures against bribery and corruption, safety and the environment and confidentiality. The Code is reviewed biennially and its latest update was approved by the Management Committee in January 2026. The Supplier Code of Conduct is based on internationally recognised standards that ensure responsible and ethical practices throughout the supply chain. The standards and principles include: 01. The 10 Principles of the United Nations Global Compact (UN Global Compact), which promote human rights, labour standards, environment and anti-corruption. 02. The United Nations Universal Declaration of Human Rights, as an essential framework for the respect and protection of human dignity. 03. The UN Guiding Principles on Business and Human Rights, aimed at preventing and mitigating negative impacts on people. 04. The conventions of the International Labour Organization (ILO), which lay down fair and safe working conditions. 05. Commitments and standards on good governance and responsible procurement (ESG), which strengthen transparency, sustainability and integrity in procurement processes. 2025 Consolidated Management Report 494 1 Available on the Supplier Portal, and must be accepted upon registration. https://proveedor.caixabank.com/ Professionalism and ongoing improvement Acting in line with national and international procurement standards. Compliance adds value to the Bank and ensures respect for environmental, ethical and social aspects. Planning and efficiency Planning procurement activity by fostering proactivity. Seeking efficiency in contracting, adjusting to the principles of necessity and suitability and optimising processes. Ethics, integrity and transparency Guaranteeing equal opportunities, by applying objective selection criteria that are transparent, impartial, and non-discriminatory. Act ethically and responsibly. Equal opportunities Ensuring that suppliers compete for the same contract in accordance with the principle of fair competition, guaranteeing objectivity in decisions. Encouraging the diversification of the business among different suppliers. Commitment and advocacy Assessing the performance of suppliers, encouraging the hiring of suppliers that guarantee respect for human and labour rights in their activities. Monitoring compliance with commitments on responsible management. Dialogue, cooperation and sustainability Fostering and maintaining an ongoing and close dialogue and a relationship of trust. Making communication channels available to suppliers.
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Principles of conduct The Supplier Code of Conduct determines specific guidelines in the following content areas: Human rights and labour rights Occupational Health and Safety Ethics and integrity Health and safety Environment and quality Confidentiality, privacy and continuity PURCHASING AND SUPPLIER MANAGEMENT STANDARD The Procurement Standard sets out the reference framework for procurement management across the CaixaBank Group, incorporates best practices and optimises procurement processes within the Group, including, among others, ESG criteria. The Standard is updated every two years, and its most recent update was approved by the Management Committee in November 2025. SUSTAINABLE PRACTICES WITH SUPPLIERS CaixaBank's commitment to sustainability extends to its supply chain. In this regard, CaixaBank integrates ethical, social and environmental factors throughout the Supplier and Procurement management process. €5.3 M 303 100% awarded to Special Employment Centres (CEE in Spanish). €5.7 M in 2024. Suppliers that have provided certificates in social and environmental matters1. 688 in 2024. of the Procurement with Environmental Impact category has environmental requirements. Of which 224 suppliers have provided the ISO 14001 certificate. 387 in 2024. HUMAN RIGHTS PRINCIPLES CaixaBank insists that its suppliers show strict respect for Human Rights and Labour Rights and encourages them to embrace behaviours aligned with CaixaBank's own values in their practices and transmit them across their own value chain. As part of its human rights due diligence process, CaixaBank assesses suppliers in order to identify, prevent and mitigate potential adverse impacts on human rights throughout the value chain (see section “ Human rights due diligence process”). 2025 Consolidated Management Report 495 1 The change in the number of suppliers is largely due to the review of the applicable criteria conducted as part of the questionnaire optimisation projectprocess. CaixaBank is currently in the process of updating the information provided by suppliers, a process that is expected to be completed in the first quarter of 2026.
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ESG TRAINING FOR PROCUREMENT TEAMS In order to guarantee the effective integration of environmental, social and good governance (ESG) criteria in the management of the supply chain, CaixaBank develops specific training programmes for its purchasing staff. These initiatives aim to equip teams with the knowledge and tools necessary to apply ESG principles in supplier selection and evaluation processes, thereby reinforcing the Group's commitment to sustainability. In 2025, the employees who make up the procurement team completed the Human Rights training titled “Promoting Decent Work in Companies through Labour Principles”, delivered by the United Nations Global Compact, the aim of which was to equip employees to integrate human rights and the 2030 Agenda into their day-to-day practices, by understanding the principles of the United Nations Global Compact and how to apply them. INTEGRATION OF ESG CRITERIA IN THE PROCUREMENT AND SUPPLIER MANAGEMENT PROCESS In recent years, CaixaBank has focused on integrating ethical, social, and environmental factors into its purchasing processes. This has ranged from verifying that suppliers comply with CaixaBank's policies, requiring them to sign the Supplier Code of Conduct, to incorporating a weighting linked to ESG factors in the decision matrix (ESG index). 2025 Consolidated Management Report 496 Target Train employees to integrate human rights and the 2030 Agenda into their day-to-day practices, addressing aspects such as gender and diversity, due diligence and shared responsibility, in order to prevent, mitigate and be accountable for their impact on human rights, participation mechanisms and remedies as a driver of inclusion. Contents Learning path with case studies to implement sustainable, responsible and inclusive practices. The topics covered are: | Freedom of association and collective bargaining. | Elimination of forced and child labour. | Promotion of non-discrimination in employment and occupation. | Creating safe and healthy working environments. Total number of employees targeted for the training 29 Total employees who have passed the course 100% Pegged to remuneration No Frequency Yearly
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Certification The purchasing process begins with certifying the supplier. All suppliers must undergo a certification procedure1 to ensure transparency and traceability in the purchasing process. The certification of a supplier involves a validation process of the information requested from and provided by the supplier in questionnaires, with the aim of assessing their overall capability to be a supplier for the Group, ensuring that they meet a set of minimum requirements. _CERTIFICATION PROCESS: 01. Register 02. Financial Rating. The validity of the qualification is 1 year. The first step in the homologation process is the registration. At this stage, the supplier must accept CaixaBank's Supplier Code of Conduct and answer seven blocking questions related to ethical conduct and respect for human rights. The questions cover statements from the supplier regarding compliance with the United Nations Global Compact Principles, measures to ensure workplace health and safety, and respect for diversity. Once the first phase has been passed, the financial qualification of the supplier begins. In this phase, the supplier's financial parameters are reviewed to ensure that the supplier has sufficient financial capacity to provide products and services to the Group and that it complies with its tax and labour obligations. In addition, once the supplier has been qualified, it is required to complete the technical questionnaires . Specifically, there are eight modular questionnaires, seven of which include ESG information and cover aspects relating to human rights and environmental matters. These questionnaires provide useful information to the Group, which subsequently enables an ESG assessment (ESG Index) to be carried out. 03. Answers to 8 technical questionnaires | Financial information | Governance, Welfare and Environmental Management | Occupational risks | Equality and family-responsible company | Business continuity | Regulatory compliance | RGPD (for construction suppliers only) | Carbon Footprint calculation of suppliers (only strategic and preferred suppliers)2 Optimisation of the technical questionnaires During 2025, CaixaBank carried out a project aimed at optimising the technical questionnaires , reducing their number from 13 to eight in 2025. This initiative made it possible to establish a more streamlined and functional structure, facilitating information gathering and speeding up interaction with suppliers. In addition, the quality control process for the information reported by suppliers in the questionnaires has been strengthened by involving the Group’s specialist areas. 2025 Consolidated Management Report 497 1 Except where exempted (Forbes 2,000 companies, one-off contracts below €30,000, proofs of concept, or framework agreements). 2 Relates to all suppliers with a turnover of more than 500 thousand euros.
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Tender-award This phase begins when the Group has a purchase need. CaixaBank notifies potential candidate suppliers of the technical and commercial specifications required for the provision of the service or purchase of goods. In recent years, the Group has worked to incorporate and take into account ESG criteria in tenders, with the Environmental Procurement Plan and the ESG index. Implementation of the Environmental Purchasing and Contracting Plan in the tender process CaixaBank has identified the product and service categories with the highest environmental impact and has defined 30 green purchasing sheets for these categories, which include both mandatory and recommended environmental criteria. These are incorporated into the tender process, reinforcing the sustainable approach and minimising potential environmental risks. ESG index of suppliers This index is an ESG indicator that allows the Group’s suppliers to be classified according to their level of compliance with various ESG aspects. This index scores suppliers from 0 to 100, based on technical questionnaires, external audits and other additional information, and classifies them according to their level of compliance with different ESG aspects (initial / intermediate / advanced). For cases where this information is not available, either because the supplier is exempt or for other reasons, external sources of recognised standing such as Coriolis ESG by TradeSun are used. These external sources are also used to cross-check the information reported by suppliers. The ESG Index score obtained is fed into the decision matrix together with economic and technical criteria , and since June 2024 it has been applied across all procurement awards. CaixaBank has calculated the ESG Index for all active suppliers. ESG INDEX VALUATION MODEL ESG Index [0-100 points] (E)NVIRONMENTAL (S)OCIAL (G)OVERNANCE 35 % of total KPI 0–100 pts 35 % of total KPI 0–100 pts 30 % of total KPI 0–100 pts Have a certified carbon footprint calculation, a carbon footprint reduction plan, or environmental certifications such as ISO 50001, among others. Have EFR certification or a human rights policy, among others. Have an occupational health and safety management system certified to ISO 45001, or risk assessments for the activities it carries out, among others. Formula: Total = Baseline + Additional Base: Function of internal certification data. Max. 90 points Additional: These are positive or negative points generally obtained from external information. (Complements up to a maximum of 100 points). Maturity Level Results 2025 Consolidated Management Report 498 0 to 50 50 to 70 70 to 100 Initial Intermediate Advanced