S4 – Consumers and End-Users

S4-1: Policies related to consumers and end-users [Note: The text indicates this section exists on page 133 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Policies related to consumers and end-users Customer experience is one of our material topics. We drive sustainable change through innovation & technology. At Barco, we believe that innovation is the key to driving sustainable progress, and we are committed to leading the way in creating a better, smarter, and healthier world. We have been at the forefront of the digitization of various industries, including healthcare, cinema, and beyond. With our pioneering solutions, we aim to be part of the solution. Customer Net Promoter Score: 54 in 2024, compared to 48 in 2023 and 44 in 2022 TARGET 2027: at least 50

Consumers and end users are a fundamental part of the Group activity. Their satisfaction and financial security have a direct impact on the Group's performance and reputation. This general topic is material and is recognized in BBVA's strategy, based on caring for people, digital transformation and commitment to the environment. The relationship with the customer transcends formal requirements to become a key factor in growth and competitive differentiation. To assess the IROs related to consumers and end users, BBVA takes into account the accessibility and adaptability of its products and services, the protection of personal data, transparency in commercial interactions and cybersecurity. These areas are supported by various corporate policies (for example, privacy and cybersecurity protocols, customer claim channels, etc.). BBVA continuously monitors customer satisfaction, the adoption of digital solutions and the quality of the commercial relationship through key indicators such as the Net Promoter Score (NPS).

Danica has policies related to consumers and end-users, including policies related to financial security and healthier lifestyle initiatives. Danica plays a fundamental role in society by providing financial services and solutions that support persons and businesses.

Policies related to consumers and end-users described on pages 99-102. GN's customer-centric approach focuses on delivering innovative solutions that meet customer needs. The company has policies to ensure product quality, safety, and customer satisfaction across all business areas. Our overarching purpose of Bringing People Closer drives how we serve customers and end-users.

Our business model focuses not only on delivering financial results, but also on doing so in a sustainable manner so as to contribute to the development of the societies we operate in. The success of this model is based on our good governance practices, our environmental and investment responsibility, and our contribution to society. MAPFRE is firmly committed to growth and diversification, both geographically and in terms of products and services, because this is what strengthens our business model. Manages its business in an efficient manner and constantly improves productivity, and reduces structural costs to enhance its competitiveness. Professionally manages the risks it assumes, ensuring sustainable growth and results. Deploys a global management model with ample capacity for local implementation, ensuring a balance between corporate involvement and business development in each country. Makes its resources available to the entire organization, harnessing the synergies derived from sharing talent, processes, and tools. Promotes specialized management as a means of continuously optimizing results and enhancing service quality. Focused on people, we offer an insurance program featuring Life, Health, Accident, Property and Casualty protection (i.e. Auto insurance, Homeowners, Family and Third-Party Liability insurance, etc.), Savings and Investment, Retirement, Burial, Travel and Leisure. Our offering is tailored to each country and market, according to the customer's needs.

In 2024, we served more than 45.2 million people living with serious chronic diseases. Medical treatment provided to 43.0 million people living with diabetes and 2.2 million people living with obesity. Ensuring uninterrupted access to treatment options for people already using Novo Nordisk medicines also remains a top priority. By adopting clear prioritisation principles, we are focusing on the responsible and equitable launch and distribution of new and existing products across geographies and patient groups. This includes allocating a proportion of Wegovy® volumes in every new launch market for people with a high medical need and low socioeconomic status.

RSG's policies related to consumers and end-users focus on providing unrivalled service through Quality of Service as one of four strategic qualities. The company aims to provide passengers and customers with unrivalled service by harnessing digital tools and processes and working closely with partners to introduce innovative concepts and services. RSG seeks to orchestrate smooth and inspiring airport experiences for all visitors. Policies emphasise high-quality service delivery to airlines and travellers, with focus on passenger satisfaction and customer experience. The airports' attractiveness to consumers and end-users is recognised as a material topic, encompassing network destinations, airport capacity, accessibility and business continuity considerations that contribute to overall attractiveness of RSG's airports.

Policies related to consumers and end-users - Tryg achieved a customer satisfaction level of 87, an improvement of 3 percentage points since 2020, but slightly shy of our 2024 target of 88. We are proud of achieving this high level of satisfaction, especially for a period when necessary price adjustments to offset inflation have been implemented more frequently than seen for many years. Improving the customer satisfaction score was made possible by the relentless efforts of Tryg's employees. Customer satisfaction remains paramount to Tryg, and we continue to work diligently to meet and exceed customer expectations.

S4-2: Processes for engaging with consumers and end-users about impacts [Note: The text indicates this section exists on page 136 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Danica has processes for engaging with consumers and end-users about impacts, including customer satisfaction surveys and feedback mechanisms.

Processes for engaging with consumers and end-users described on pages 99-102. GN engages with customers through: Direct customer feedback mechanisms; User experience research; Customer support services; Channel partner engagement; Regular market research and customer insights gathering.

Patients share their perspectives: In 2024, Lundbeck continued its 'Let the patient speak' events focusing on innovative ways of integrating patients' perspectives into our development programs. We invite patients and caregivers to share their perspectives, ultimately helping Lundbeck to incorporate insights into innovation and integrated evidence generation efforts. Lundbeck's development organization identified and implemented internal frameworks that help the company operationalize Patient-Focused Drug Development by bringing the patient voice closer to research and development efforts, describing how to seek patient input to trial designs, informing patient-centric outcome assessment strategies, and fostering an integrated, patient-centered approach to evidence development throughout the drug life cycle.

RSG engages with consumers and end-users through various feedback mechanisms and service improvement initiatives. The company measures passenger satisfaction through the Passenger Experience Score, conducting regular surveys to assess customer experience across departure, transfer and arrival journeys. RSG introduced real-time baggage claim wait time information in April 2024 so passengers know how long their suitcase will take to arrive. The company uses technology and data analytics to continuously improve passenger and airline experience, collaborating with partners through the Airport Operations Centre (APOC) for comprehensive aviation process management. RSG engages with retail partners and concessionaires to improve service offerings and works with airlines on innovative concepts like Smooth Boarding to enhance the passenger experience.

Processes for engaging with consumers and end-users about impacts - Tryg's Investor Relations (IR) department maintains regular contact with analysts and investors. All shareholders are encouraged to attend the general meeting. Shareholders may propose items to be included on the agenda for the AGM and may ask questions before and at the meeting. Furthermore, prior to the general meeting, Tryg invites shareholders to submit written questions to be considered at the general meeting. Our cooperation with SMHI, the Swedish Meteorological and Hydrological Institute, enables Trygg-Hansa to warn clients in areas at risk of storms and to share tips on how to prepare for extreme weather. With Trygg-Hansa's own AI feature, it can also warn clients in specific areas where the AI identifies an increase in a specific type of claim. Through specific warnings and preventative information, we also help our customers who own car brands that are particularly exposed to theft.

S4-3: Processes to remediate negative impacts and channels for consumers and end-users to raise concerns [Note: The text indicates this section exists on page 137 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Danica has processes to remediate negative impacts and channels for consumers and end-users to raise concerns, including customer complaint handling mechanisms.

S4-4: Taking action on material impacts on consumers and end-users, and approaches to managing material risks and pursuing material opportunities related to consumers and end-users, and effectiveness of those actions [Note: The text indicates this section exists on page 140 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Danica takes action on material impacts on consumers and end-users, and has approaches to managing material risks and pursuing material opportunities related to consumers and end-users, and measures the effectiveness of those actions through customer satisfaction metrics and service delivery indicators.

Actions related to consumers and end-users described on pages 99-102. GN takes action through: Customer-centric innovation processes; Product quality and safety management; Customer support and service delivery; Accessibility features in products; Responsible marketing and communication practices.

7.2 million Estimated full-year patients reached. Estimated patient years, based on 2024 sales data for Lundbeck products, excluding partner products.

RSG takes comprehensive action to improve consumer and end-user experience through major investment programmes and service enhancements. The company announced a 6 billion euro investment programme over five years focusing on high-quality infrastructure, working conditions and passenger service. Specific actions include completing Pier A construction (expected April 2027), renovating Pier C, upgrading baggage basement, improving climate control systems, escalators and aircraft stands. RSG opened new section of Lounge 1 after major redevelopment, adding 5,000 square metres of passenger space. The company enhanced retail offerings with new luxury brands and renewed restaurant options. Service improvements include introduction of self-driving wheelchairs for passengers with reduced mobility and testing of innovative solutions. Airport Sprinter service was introduced in December providing eight trains per hour between Schiphol and Amsterdam. These investments aim to address passenger satisfaction levels that are currently below desired targets.

Taking action on material impacts on consumers and end-users - During 2024, Tryg launched new technology solutions to help further enhance the customer experience. In Denmark, the AI assistant Felix now offers tailored suggestions and input to our Danish customer advisors in real time based on key words that the customer mentions during a telephone conversation. In Norway, AI and advanced voice analytics are also now being used to train and coach Tryg's customer advisors, resulting in improved customer satisfaction, improved sales results and increased levels of digitally filed claims. In Sweden, the AI assistant Llucia offers a faster response to our Swedish customers with a child insurance policy who have been involved in an accident. In 2024, Trygg-Hansa also launched payouts to customers through the digital payments service Swish. Now customers can get compensation for a claim in a matter of seconds, completely digitally.

S4-5: Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities [Note: The text indicates this section exists on page 145 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Danica's target is to help 500,000 persons or businesses become more financially secure by 2025. Another focus is Danica's target of helping at least 400,000 persons and businesses achieve a healthier lifestyle by 2025. Both targets were achieved in 2024.

RSG has established targets related to managing impacts and pursuing opportunities for consumers and end-users. The Passenger Experience Score target for 2024 was 3.96, though the actual result was 3.78, indicating room for improvement. The company targets position 2 for on-time performance among Top-5 European Airports, successfully achieving this ranking in 2024. RSG aims to maintain 124+ intercontinental destinations (achieving 124 in 2024 against target of 125). The company targets improved passenger satisfaction across all journey types (departure, transfer, arrival) through the major investment programme and service enhancements. Specific improvement areas include cleanliness, state of maintenance, waiting times and ease of finding directions throughout the airport.

Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities - For the new strategy period, Tryg has set a customer satisfaction score target of 83 by 2027. Tryg has rebased the customer satisfaction baseline from 87 to 81 in the new period. This difference arises from an updated scoring methodology and by the inclusion of the entire Swedish business, which was not part of the customer satisfaction targets for 2024. Tryg is therefore targeting a score of 83, an improvement of 2 points against the old target.