Company: BCDRF
Filing Date: 2025-02-28
Form Type: 20-F
Source: 0000891478-25-000054
Chunk: 20

Company: Banco Santander, S.A.
Filing Date: 2025-02-28
Form: 20-F
Chunk 20
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 preserve the anonymity of employees and their responses . In 2024, a global survey took place, followed by local pulses to analyse and address specific topics.

| For more details on the results and actions stemming from 'Your Voice', see section3.1'Our employees’. |

• Canal Abierto: an anonymous and confidential channel for employees to report unethical conduct and breaches of the General code of conduct. This channel also receives reports from third parties, such as vendors, customers and investors.

| For more details, see section4.3 'Ethical channels' |

• Dialogue with employees’ legal representatives: on top of the above mechanisms, we believe that employees’ legal representatives play a key role as a spokesperson for our workforce. That's why we encourage and maintain permanent, fluid and direct dialogue, engagement and negotiation with them through trade unions and works councils. We also channel discussions on industrial relations through these representatives in the markets where they exist. In order that the relationship between the bank and employees’ legal representatives remains productive and fluid, we engage with them through: - Santander's bodies for engagement with employees’ legal representatives and through formal councils and committees set up for this purpose; - Through meetings to address specific matters, direct contact and information exchange platforms.

The Labor Relations function also facilitates mechanisms for communication between employees’ legal representatives and the people they represent and those affiliated to trade unions according to the regulations and agreements that apply in each market. • Customers. The listening process varies according to customer type: • Retail customers: the aim is to measure their satisfaction and experience in each of our core markets through regular Net Promoter Score (NPS) surveys following customer interactions. We also run a customer experience benchmark to help us identify our competitive positioning, with results twice a year. Both exercises aim to spot areas for improvement that we pull together in action plans with unit´s management committee oversight.

| For more details on our complaints handling system, see section3.3'Ourcustomers' |

• Wholesale customers: we identify needs and areas for improvement as part of our customer relations and dialogue on an ad hoc basis. Bankers escalate the insights gain that either need management or provoke actions to adjust our commercial strategy. Customer feedback is collected by customer interaction teams (customer experience and customer service team, among others) and fed back into key bank processes overseen by governance bodies and thus integrated into the 'Think Costumer' pillar of the strategy. • Shareholders and investors. We engage with our shareholders and investors to strengthen ties and offer a value-added proposition