PEOPLE AND ORGANIZATION 2020 - MAPFRE

PEOPLE AND ORGANIZATION

2020

MAPFRE PEOPLE AND ORGANIZATION 2020

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INTRODUCTION

Elena Sanz Isla Group Chief People Officer President of the Corporate Sustainability Committee

LEADING OUR TEAM TO A DIGITAL FUTUREThe year 2020 was a challenging period for people management. It was a year in which MAPFRE's values, culture and social commitment have been felt more than ever among everyone who is part of this great company, day in and day out, across all the countries we operate in. The management of the pandemic has taken up a large part of our time, but even so, we continued with our strategy execution, which is built around two main objectives ‐ to enhance people's commitment to MAPFRE’s values, and to develop people with technical, global and transformational capacities. When the global confinement began in March 2020 in all the countries where MAPFRE is present, we set ourselves three priorities that have remained constant throughout: protecting our employees and collaborators, attending to our clients and ensuring the future of our business, and helping society wherever we can and wherever the need is greatest. People management became totally virtual and remote working became a reality. We fully support this new way of working through e‐learning and training delivered via our Corporate University and sharing knowledge on the eureka knowledge management platform. We support people with information on new work habits, health and hygiene advice and psychological support programs. We support transformation with content on collaborative tools and work time management. And we walked side by side with our leaders and their teams as they embarked on different ways of working, where fluid communication among people was more critical than ever. In each country, we have managed, and continue to manage, the various lockdowns and staggered returns to the offices, taking into account the situation of the pandemic in each country and the regulatory requirements set down by governments. This is a coordinated, global action plan, implemented locally, which has been made possible thanks to two fundamental elements: our company's level of digital transformation, with ongoing transversal projects such as the Digital Challenge, among others, and the enormous commitment of the tens of thousands of professionals who call MAPFRE home. Over the course of 2020, we continued with our strategic plan, supporting the strategic lines defined for the 2019‐2021 triennium. The continuous development of talent, transformation, the constant drive for diversity and the personalization of the employee experience are all key components of this strategy, as evidenced by the content of this report. We have continued to push all the global projects defined, with the aim of empowering people’s growth, boosting their employability and supporting the business so that it can count on having the right knowledge and talent it needs to prosper. This is the second People and Organization report that has been published, which details the main projects, achievements and lines of work in people management worldwide. Everything within these pages is a clear reflection of MAPFRE's commitment to its employees, to developing the skills and knowledge of our people, to continually adapting to the new digital world and to market‐driven transformations and society. And it is also, above all else, a reflection of our unwavering commitment to a diverse and global team. InMAPFREmoreUnitedThanEver


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INTRODUCTION ............................................................................................................................... 2 1. MAPFRE WORLDWIDE ........................................................................................................ 4 2. THE CONTINUING TALENT CHALLENGE ..................................................................................... 10 3. DIVERSITY AND INCLUSION ........................................................................................................ 19 4. TRANSFORMATION AND ORGANIZATION .................................................................................. 32

4.1. DIGITAL CHALLENGE ........................................................................................................... 32 4.3. REMUNERATION AND RECOGNITION. ................................................................................ 35

5. TOWARD PERSONALIZING THE EMPLOYEE EXPERIENCE........................................................... 39 6. COVID‐19 .................................................................................................................................... 52 7. WE ARE COMMITTED ................................................................................................................. 62 8. RECOGNITION AND AWARDS ..................................................................................................... 68


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1. MAPFRE WORLDWIDE


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Spain 11,332 employees

Brazil 5,232 employees

United States of America 2,365 employees

Mexico 1,685 employees

Peru 1,499 employees

Turkey 1,134 employees

Argentina 1,099 employees

Dominican Republic 1,097 employees

Colombia 906 employees

Italy 881 employees

Puerto Rico 582 employees

Germany 554 employees

Rest of the Americas 2,763 employees

Rest of Europe 1,621 employees

Asia 980 employees

TOTAL 33,730 employees


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WHO ARE WE?

Workforce by gender

Workforce by gender and organizational distribution

2020

Workforce by gender and job position

Total workforce by job position

+

Women

Men

Men Women

521

1.904

8.762

7.395

1.164

2.347

8.157

3.480


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Workforce by contract type 2020

Total workforce by contract type 2020

Workforce by generations

Average age by gender 2020

Average length of service in the MAPFRE GROUP

Workforce by nationality

Number of nationalities per organizational distribution 2020

Average age MAPFRE Group

Workforce by number of years in company

Average employment tenure by gender 2020

32.949

781

Men Women

Women

Men

Women

Men

42,140,2

89

66

3326 26 26

MAPFREGRUPO

INTERNACIONAL IBERIA AREASCORPORATIVAS

LATAM REASEGURO


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Workforce turnover

Total turnover by gender and overall MAPFRE GROUP

Unwanted turnover by gender and overall MAPFRE GROUP

Reasons for workforce turnover 2020

o Reason for new hire

o Reason for departure


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2 THE ONGOING TALENT CHALLENGE

We have the best talent at our disposal. Our workforce is

continually being transformed to adapt to a changing

environment. The challenge is to identify, develop and

locate talent where the business needs it. To do this, we

have a global project rolled out that allows us to quickly

connect business needs with employee knowledge and

experience, no matter where they are in the world.

Knowledge and the constant updating of our expertise are

the key to anticipating our clients' needs.

MAPFRE is committed to internal development and

promotion, but it is always open to taking fresh talent on

board that will bring its team new digital‐oriented skills and

capabilities.

MAPFRE has made a public commitment to its employees.

It wants them to enjoy the best possible employee

experience, and the optimum tool to achieve this is internal

development and growth.

Elvira Vega García

Human Resources Manager – Coordination of

Strategic and Challenger Countries and the

Asistencia Business Unit


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2. THE CONTINUING TALENT CHALLENGE

The identification and continuous development of talent are fundamental pillars for

strategic growth, leading the company to establish the following objectives to continue

promoting the employability of the people who work at MAPFRE.

Objectives

To identify short‐, medium‐ and long‐term profile needs.

To establish internal talent processes for mobility and employee development;

To establish development plans and career plans for all employees.

EMPLOYEE PROFESSIONAL PROFILE

In total, 53.9 percent of employees have curated their professional profile, indicating

their level of experience, training and knowledge and mobility preferences.

FUNCTIONAL AND GEOGRAPHIC MOBILITY

In 2020, 4,360 employees had opportunities for functional mobility, of which 45 involved

relocation, with 15 countries welcoming seconded employees and employees from 19

countries relocating overseas.

A total of 37 percent of selection processes were covered by internal mobility.

2018 2019 2020

Mobility 12.11% 14.91% 13.66%

Culture and Talent Index (Public Commitment. 2020–2021 Strategic Plan)

The Culture and Talent Index features an internal indicator that measures progress in the

degree of engagement and development of people working at MAPFRE.

Culture: We measure employee turnover, length of service and satisfaction through

the Employee Satisfaction Index.

Talent: We measure internal mobility, development and career plans and the

coverage of leadership positions through internal promotion.

The result in 2020 was 84.1 percent, compared to 80.8 percent in 2019.


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(*) Countries: Spain, Brazil, USA, Germany, Italy, Turkey, Peru, Mexico, Puerto Rico, MAPFRE RE and Corporate Areas

MAPFRE GLOBAL TALENT NETWORK: OUR GLOBAL TALENT PROJECT

For the past four years, MAPFRE has had in place an internal talent identification and

development program called MAPFRE Global Talent Network.

Each identified person has an individual development plan.

4,991 employees have been identified globally on the MAPFRE Global Talent

Network, 4,022 of whom have been assigned to the various strategic talent pools.

4,779 individual development plans have been established with 6,888 development

actions.

DEVELOPMENT PLANS AND CAREER PLANS

4,779 employees have individual development plans in place that are based on their

performance evaluation.

5,240 employees are included globally in career plans:

Sales Representatives Career Plan: 2,226 employees

Supervisors Career Plan: 650 employees

Actuary Career Plan

Auditor Plans

Culture 2019 2020

Employee Satisfaction Index 68.1 72.8

Turnover: 15.4% 9.1%

Length of service: 12.9

years

13.63

years

Talent 2019 2020

Mobility 14.7% 12.7%

Career and

Development Plans

42.7% 46.2%

Internal Promotion 79.8% 91.0%

UNWANTED TURNOVER OF EMPLOYEES IN THE MAPFRE

GLOBAL TALENT NETWORK PROGRAM

2019 2020

Goal 5.4% 2.9%

Result 2.9% 1.9%


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Other career plans:

SUCCESSION PLANS

Ensuring management succession is critical for all companies. That's why MAPFRE's

succession plans for senior management in 22 countries are identified continuously.

TECHNICAL MANAGERS PLAN

In order to ensure the coverage of a core profile in MAPFRE's business structure, a plan

has been activated to respond to the company's future needs for Technical Directors at

a global level, involving an international career plan for the development of future

management profiles.

In our industry, technical knowledge of the business is critical. We move in a complex

environment where agility and the right response are key to reaching our clients. We

want our employees and managers to always be able to give the best response.

To do this, the company has a plan specifically aimed at employees of the technical

insurance function, which seeks to offer this group options for development through

training and international mobility plans. This plan prepares employees to take on the

role of technical director wherever the company needs it. The plan is supplemented by a

specific local talent development program, which begins from the junior levels of the

technical function and better prepares them to become sound insurance professionals.

This plan will affect 10,473 employees globally.

EXTERNAL RECRUITMENT PLAN

A Digital Profile capture campaign involving the following activities:

o A "MAPFRE: the employer you never knew you wanted" campaign on

social networks to attract profiles in: Digital Marketing, SEM, SEO and

performance, Cybersecurity, Innovation, Data Scientist & BI, UX Designer,

CX, CRM and Digital Developers and Data Architects, Data Engineering &

Big Data.

o A site has been set up on which 602 leads from these profiles have been

collected together.

48,574 candidates interested in working with us have registered on the "Working

for MAPFRE" site.

Through the referral system, employees have nominated 942 candidates.

On our LinkedIn page, we have increased from 282,708 followers to 401,024.

1,908 processes were published in 2020 on www.jobs.mapfre.com.


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SELECTION

SPEED OF FILLING A VACANCY

Days taken to fill a vacancy.

2018 2019 2020

Goal 45 days 42 days 41 days

Result 45 days 39 days 37 days

GLOBAL LEARNING MODEL

A Global Training Model with a shared system and technology.

A common learning strategy based on delivering value to the business:

o linking all training actions in the world to specific strategic objectives;

o contributing to the professional growth and versatility of our employees;

o focusing on employees having the best learning experience.

A shared dissemination channel: The MAPFRE Corporate University, which has

17 technical knowledge schools, 9 classrooms and an InnoLAB.

Self‐learning as a lever for employee self‐development.

TRAINING FIGURES

Economic comparison for 2018–2019–2020

2018 2019 2020

Investment in training €15.46M €18.41M €7.14M

Average investment per employee €437 €536 €208

Total training hours 1,467,368 1,518,411 966,335

Training hours per employee 41.5 44.2 28.6

Total attendance at training actions 318,847 351,033 370,577

% of workforce trained 100% 100% 100%

Training attendance by job position level and gender:

2019 2020

MEN WOMEN MEN WOMEN

SENIOR MANAGEMENT

8,075 4,334 8,940 4,910

MIDDLE MANAGERS

23,642 20,320 26,595 19,907

ADVISORS 86,372 95,519 92,283 106,222

ASSOCIATES 37,846 74,925 35,514 76,206

TOTAL 155,935 195,098 163,332 207,245


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Training in 2020 was marked by the COVID‐19 pandemic, and the company quickly

adapted its learning strategy so that training could be fully virtual during this period.

MAIN LEARNING LEVERS IN 2020

Strong commitment to technical knowledge

In 2020, 92 global development programs, 83 technical/sales programs and 9 transversal

programs were carried out, involving a total of 115, 526 registered participants. At

MAPFRE, 86.78 percent of training is of a technical nature.

The situation caused by the pandemic required all training plans to be altered, replacing face‐to‐face programs with digital itineraries, with significant input from the heads of each area. The new itineraries created consist of webinar sessions and online capsules. Insurance School

Within the Insurance School, a digital itinerary has been defined for each of the

Classrooms corresponding to MAPFRE's different business lines: Automobile, Business

and Life.

CLASSROOM/SCHOOL COURSES NUMBER OF

PARTICIPANTS

NUMBER OF

COUNTRIES

Business Room 3 webinars and 2

online capsules

450+ 27

Automobile Room 3 webinars and 1

online capsule

320+ 27

Life Room 4 webinars and 1

online capsule

250+ 20

Operations School

Training content was designed to feed into the training paths of some specific groups,

such as claims managers. Thus, the program on the Global Salvage Management Model

was developed and the program on the Operational Provider Model has also been

designed.

The Contact Center Internal Operating Management Model online program has also been

designed for managers of all call centers around the world, targeting more than 130

people.


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Actuarial School

A training cycle with actuarial content sessions was rolled out. All of them were in the

form of webinars, aimed at more than 300 actuaries worldwide, in line with their

specialization. A total of 10 webinars were held, 7 in Spanish and 3 in English.

Digital Business Room

A new edition of the global online comparison engine program has been developed and

online itineraries on Digital Marketing and the Client's Digital Experience have continued.

Sales and Business Development School

CLASSROOM/SCHOOL COURSES NUMBER OF

PARTICIPANTS

NUMBER OF COUNTRIES

Sales Room Remote webinar on sales techniques

+25 7

Clients Room Webinar and online course on Value Proposition and Client Experience

+300 27

Technology and Processes School

Within the Global Technology and Processes Program, various training courses have been

developed on the following subjects: Technology Solutions, Introduction to TRON, CRM,

Pricing Calculators, Mobility Framework, Enterprise Architecture, Integration

Architecture, Infrastructure, Introduction to the Cloud. In addition, digital content is

being developed on Self‐Service and Big Data, Enterprise Architecture, Business API and

MAR (MAPFRE Architecture).

Finance School

Training courses have been developed within the basic accounting itinerary, training for

the RE21 tool and for the SAP financial tool.

Human Resources School

Features a global online program that develops the technical skills and knowledge of all

the Human Resources teams.

Audit School

Two programs were held virtually for technology auditors and another for auditors of

companies in Spain and Portugal

Language School

Language learning platforms have been set up for all employees across the world and, in

addition, the MAPFRE English Virtual Week was held, a virtual event spanning a whole


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week involving different activities in English, adapted to different language levels for

employees of MAPFRE companies in Spain.

Digital Technical Knowledge Room

A catalog of digital skills content was made available to employees, encompassing key

digital technical knowledge, digital tools and agile methodologies.

MAPFRE Leader training program


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MAPFRE has developed a leadership training program that works on the six

characteristics of a MAPFRE leader. This program is being rolled out in all countries

through training and communication courses.

At the Leadership School, 6 webinars were organized, delivered in two languages,

Spanish and English, and covered Leading Remotely and Three Tips for Leaders: Method,

Attitude and Passion, Leading in the New Reality" and How to see this Crisis as an

Opportunity.

Self‐learning

At MAPFRE, we ensure that employees are always concerned about learning and sharing

their knowledge, helping them achieve their full potential and constantly keeping up‐to‐

date in order to meet the challenges facing the company.

In May 2020, the #ImAlwaysLearningwithMAPFRE initiative was launched to enhance the passion for learning through the MAPFRE Corporate University's SELF‐LEARNING catalog and recommended external platforms. Employees were invited to share their learning experience through a video or written

testimony.

In 2020, more than 80,000 self‐enrollments were registered for technical and transversal programs and self‐learning has increased by 77.78 percent with respect to 2019. Mentoring

Mentoring programs are development activities consisting of collaborative learning

between two people: a mentor and a mentee. The former collaborates in the latter's

learning to achieve specific goals (developing certain skills, acquiring specialist

knowledge, or achieving particular defined objectives).

Traditional mentoring

The internal mentor and mentee program continue to be deployed globally. This

development lever puts the focus on contributing to:

Enhancing our culture, organizational knowledge and business skills, Training in the use of digital tools.

Inverse mentoring

This type of mentoring reverses the previous roles in that a junior employee, more

familiar with the new technologies or with skills required in today's market, facilitates the

learning of the more senior person.

In 2020, several mentoring programs were developed, some of which are still ongoing:

273 in traditional mentoring format and 127 as inverse mentoring.


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3 DIVERSITY AND INCLUSION

Diversity is an ally in our transformation process and gives MAPFRE a

competitive advantage because of the significant opportunities and

benefits it offers the company and because of our unwavering

commitment to society.

Diversity management and the development of inclusive and diverse

workplaces that promote equality of opportunity, a culture of respect

and merit‐based talent development are more than just a reflection of

MAPFRE's values of integrity, commitment and vocation for service;

they also deliver a competitive advantage as a company because of

the positive impact on our capacity to innovate, to offer a better

service and to adapt to the different environments in which we

operate. This ultimately enriches the value proposition to clients,

employees and society at large on a global scale.

This is why MAPFRE supports policies that actively promote diversity

and inclusion, as a faithful reflection of its values and sense of social

justice. We know that they are also indispensable to our

competitiveness as a company and act as a lever for long‐term

sustainable growth.

Eva Piera Rojo

Group Chief External Relations and

Communication Officer


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3. DIVERSITY AND INCLUSION

MAPFRE has a global Diversity and Equal Opportunities Policy based on respect for each

individual, on the recognition of their diversity and on eliminating any form of

discriminatory conduct.

UN WOMEN

In 2020, MAPFRE adopted the Women's

Empowerment Principles established by UN Women,

the UN organization dedicated to promoting gender

equality and women's empowerment.

The Women's Empowerment Principles, developed

by the United Nations Global Compact, are as follows:

Principle 1: To establish high‐level corporate leadership for gender equality.

Principle 2: To treat all women and men fairly at work: respecting and supporting

human rights and avoiding discrimination.

Principle 3: To ensure the health, well‐being and safety of all workers, regardless

of gender.

Principle 4: To promote women's education, training and professional

development.

Principle 5: To implement enterprise development, supply chain and marketing

practices that empower women.

Principle 6: To promote equality through community initiatives and advocacy.

Principle 7: To measure and report publicly on progress toward achieving gender

equality.

MAPFRE is locally committed in:

Turkey

Brazil

Spain

Uruguay


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MAPFRE joined the Diversity Charter in 2020 as a sign of its

commitment to inclusion and equality. It is an initiative promoted

by the Fundación Diversidad in Spain, the objective of which is to

promote diversity management, an instrument of cultural

transformation that, according to the Foundation, favors inclusive workplaces, promotes

social progress and enhances economic competitiveness.

2020 MAPFRE DIVERSITY MAP

GENDER DIVERSITY

To consolidate a workplace that makes the most of the

female talent available throughout the organization.

To identify any potential gender gaps that may occur.

To increase the number of women in senior management.


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These data do not include Banco do Brasil or MAPFRE Salud ARS in the Dominican Republic as these companies do not fall within the scope of the BSC.

% OF WOMEN IN SENIOR MANAGEMENT POSITIONS.

Percentage of new hires % management vacancies


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WOMEN'S LEADERSHIP NETWORK

MAPFRE has Women's Leadership Networks in Spain,

Brazil, USA, Mexico and Turkey that aim to promote

initiatives that help achieve equality in the company, and

in particular, increase the presence of women in

underrepresented positions of responsibility.

In 2020, a new edition of Conversations on Leadership

was held. This is an initiative led by the MAPFRE Women's

Leadership Network in Spain, aimed at discussing the role

of women in different areas of the company and in society

in general. The forum was moderated by Ignacio Baeza,

MAPFRE’s Vice Chairman, and was attended by three prominent executives: María

Dolores Dancausa, Managing Director of Bankinter; Helena Herrero, Chairwoman and

CEO of HP for Spain and Portugal; and Marieta Jiménez, Regional Vice President for

Europe, Biopharma at the Merck Group.

GENDER EQUALITY AND TRANSPARENCY

In 2020, an action plan model was designed to be rolled out in countries to improve

equality and transparency as well as to eliminate the pay gap, paying particular attention

to the following factors to structure the actions to be carried out:

Career break (maternity)

Low access to STEM careers (Science, Technology, Engineering and Mathematics)

Co‐responsibility in domestic tasks

Cultural and social factors

For the year 2021 ahead, the measurement methodology has evolved, deepening the

evaluation of the roles performed, allowing for more detailed analysis between clusters

of similar job positions and allowing more action plans to be undertaken

TARGET GENDER EQUALITY

As a partner of the Spanish Network of the UN Global Compact, MAPFRE has joined the

Target Gender Equality accelerator program, a global movement to accelerate action

related to SDG 5 Gender equality. Joining this global initiative gives us the opportunity to

enhance the implementation of the Women's Empowerment Principles and strengthen

its contribution to objective 5.5 of the fifth Sustainable Development Goal, which

demands equal representation, participation and leadership for women in business

worldwide.


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MAPFRE's Chairman and CEO took part in the Target Gender Equality round table at the

UN Global Compact Leaders Summit, where over 170 global companies shared their

success strategies and best practices for accelerating gender equality in businesses.

CLOSINGAP. WOMEN FOR A HEALTHY ECONOMY.

MAPFRE takes part in ClosinGap, Women for a Healthy Economy, which is a

platform created in Spain and comprising 12 companies (Merck, MAPFRE,

Vodafone, Repsol, Meliá Hotels Internacional, L'Oréal España, Mahou San

Miguel y Solán de Cabras, BMW, Inditex, PwC and Bankia). The group

analyzes the economic impact on society of women not having the same

opportunities as men. The cohort issues twice‐yearly reports examining the

gaps in the areas of health, pensions, the digital environment, reconciliation, leisure,

tourism, consumption, mobility, employment and salary or rural environment.

The 12 companies that make up ClosinGap have shared around 300 best practices that

have been compiled in a kit that has been made available to companies, public authorities

and citizens as a new working tool to help rollout actions aimed at closing gender gaps

across the economy and society. It is particularly geared toward the business sector, as

many of these actions can be replicated in companies of various kinds.

In addition, MAPFRE has taken part in a cross‐mentoring initiative among the 12

companies, in which two MAPFRE mentors provide mentoring to two mentors from other

companies, and conversely two MAPFRE mentees receive mentoring from two mentors

from other companies.

COMMUNICATION CAMPAIGNS: WOMEN'S DAY AND DAY AGAINST GENDER

VIOLENCE

WOMEN IN STEAM CAREERS

In 2020, the company celebrated

International Women's Day on March 8, by

giving women working at MAPFRE the

chance to share their experiences, and

specifically five women in STEAM careers

(Science, Technology, Engineering, Arts and

Mathematics), these being areas

traditionally dominated by men. The reason most frequently given by young women for

not choosing to go into a STEAM career is the lack of female role models in these areas.


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PAY GAP

In line with best practices in remuneration and diversity, and also in response to local

regulatory requirements, a methodology for calculating the pay gap has been defined

since 2018 and applied to act accurately with specific plans. The methodology, verified

by the consultant Ernst & Young (EY), calculates two types of pay gap: the gender pay gap

and the equal pay gap.

The gross gap is calculated as follows:

However, the adjusted gap is the most precise measure, enabling detail to be obtained

from homogeneous comparable groups. MAPFRE takes into account three factors that

have a direct impact on remuneration (job position level, job family and seniority) to

calculate the equal pay gap. These three factors create comparison groups or clusters

with which people with the same criteria are grouped for comparison. The formula for

calculating this type of gap is:

Clusters are established locally based on these factors. If a pay gap is determined when

these calculations are made, an action plan is established.

Attached is a breakdown of the adjusted gap in fixed remuneration in the main MAPFRE

Group countries:

COUNTRY EQUAL PAY GAP

Spain 5.66

Brazil 5.14

Peru ‐4.93

Turkey ‐1.90

Italy ‐1.37

Germany ‐3.47


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The overall adjusted pay gap for fixed remuneration, considering 92 percent of the

workforce is 3.18 percent.

GENERATIONAL DIVERSITY

Our objective in terms of generational diversity is to consolidate a

workplace that makes the most of all the talent available throughout the

organization, regardless of age.

GLOBAL AVERAGE AGE

AVERAGE AGE OF THE WORKFORCE

(*) SPAIN, includes all employees of companies in Spain.

47,88

35,78

40,22

35,29

36,81

39,19

44,75

33,70

44,84

34,78

35,43

36,2046,31

34,74 42,53

35,03

36,12

37,69

S P A I N ( * ) B R A Z I L NOR T H AME R I C A L A T AM NOR TH L A T AM S OU TH EU R A S I A

AVERAGE AGE2020

MEN WOMEN Average age

40.2 42.1


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AGEING Project

The AGEING PROJECT was launched in 2020 in Spain with the following objective:

To consolidate a workplace that makes the most of all the talent available throughout

the organization, regardless of age.

To promote a workplace for people of a certain age, bearing in mind the challenges

posed in terms of the organization, profiles, professional development, flexible

working models, social protection, health and well‐being, raising awareness, etc., as

well as to reduce any barriers to making the most of senior talent.

To create a pro‐aging culture: To encourage people from different generations to

collaborate so that everyone can contribute and enrich each other's work with their

different perspectives.

MAPFRE assumes responsibility for offering tools and a workplace

that enable all employees to remain competitive throughout their

working lives.

The Ageing Project comprises the following phases:

A quantitative and qualitative diagnosis of the generational structure of the MAPFRE

workforce in Spain, through the analysis of demographic and organizational

information of employees, interviews, focus groups and surveys.

Designing a master plan with measures aimed at senior talent in the fields of

professional development, employee experience, social protection, job flexibility,

health and well‐being.

Implementation of the master plan

Synthesis of the methodological model developed to carry out such a diagnosis, which

allows the project to be replicated in other countries.

67

2.772

6.034

5053

1.222

73

2.184

7.644

6601

2.080

140

4.956

13.678

11.654

3.302

V E T E R A N S( U P T O 1 9 5 5 )

B A B Y B O OM E R S( F R OM 1 9 5 6 T O 1 9 6 7 )

G E N E R A T I O N X( F R OM 1 9 6 8 T O 1 9 8 1 )

G E N E R A T I O N Y( F R OM 1 9 8 2 T O 1 9 9 3 )

G E N E R A T I O N Z( F R OM 1 9 9 4 O N )

5 GENERATIONSMEN WOMEN Total


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At the close of 2020, the following steps had already been taken:

Identification of the generational structure of the workforce, via a quantitative

analysis of MAPFRE's workforce in Spain.

Eight focus group meetings, in which around 100 more senior employees

participated.

The conducting of a survey aimed at colleagues born

before 1970, in which they were asked about issues related

to professional development, well‐being, preparation for

retirement and intergenerational coexistence.

This information will be used to design initiatives directed at this most senior of employee

groups.

FUNCTIONAL DIVERSITY

Objectives:

To consolidate a workplace that is conducive to integrating people

with disabilities into the organization.

To remove barriers identified for the integration of people with

disabilities.

To increase the number of people with disabilities at the company.

To improve quality of life for people with disabilities, employees and relatives.

Data

PEOPLE WITH DISABILITIES

48,8%51,2%


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(*) There is no requirement in the USA to declare a disability. Excluding data related to Banco do Brasil and

MAPFRE Salud ARS.

Corporate Disability Program.

MAPFRE has a Corporate Disability Program implemented worldwide, through which it

designs, develops and implements various actions geared toward people with a disability,

with the following objectives:

To foster a culture that is sensitive to disability so as to facilitate its acceptance.

To contribute to the integration of people with a disability in the workforce.

To improve the quality of life for people with disabilities in the workforce and their

relatives.

To develop products and services targeted at people with a disability.

Overall, the following disability training and awareness‐raising activities were carried out

in 2020:

235 employees were trained in 2020 through the e‐learning disability course

(7,907 employees since 2014).

38 volunteering activities involving disabled people

121awareness‐increasing talks and activities.

83 89

9

27 48 74

17

3

111

78

20 30 42 7

1

9 6

308

194

167

337

57

90

145

26

9

I B E R I A B R A Z I L N O R T H A M E R I C A L A T A M N O R T H L A T A M S O U T H E U R A S I A C O R P . A R E A S R E I N S U R A N C E

NO. OF EMPLOYEES WITH A DISABIL ITY

MEN WOMEN Not Disclosed Total


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International Day of People with Disabilities

MAPFRE once again took part in the International Day of People with Disabilities with a

global communication campaign.

Family Program

The Family Program is a work orientation program aimed at disabled family

members of MAPFRE employees in Spain, where people work toward boosting

their employment opportunities. In 2020, 56 people availed of the program.

Also in 2020, we also expanded the scope of the program to cater for children

of employees with disabilities at an early age, so as to carve out a

comprehensive path for them to contribute to their overall development, and

during the year, three young people availed of the opportunity.

CULTURAL DIVERSITY

Objective:

To consolidate a workplace that encourages multiculturalism,

eradicating cultural barriers that hinder communication and

interaction among employees.

To raise employees' awareness of the different cultures and customs of the countries

in which the company operates.

Travel website

MAPFRE, through the Traveling with You website informs and supports employees when

they are traveling.

The website offers useful content and advice on safety and health, the destination

country and special information for work trips. Employees register the details of their trip

in advance so they have the support of a human team that will help them if they have any

problems during the trip.


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International Mother Language Day

With operations worldwide and employees of 84 nationalities,

MAPFRE celebrated International Mother Language Day on

February 21, encouraging all employees to share their identity on

Twitter through their native language using the hashtag

#ThinkOfAWord. This was a way to celebrate our diversity and share our commitment to

the UN Sustainable Development Goals, which include promoting linguistic diversity.

SEXUAL ORIENTATION DIVERSITY

Objective:

To establish a workplace that encourages diversity in terms of sexual orientation.

To eradicate barriers and obstacles that may arise in relation to sexual orientation

diversity.

MAPFRE signed up to the United Nations Standards of Conduct for Business

in relation to LGBTI equality.

These Standards of Conduct are based on the Guiding Principles

on Business and Human Rights and the Global Compact.

By adopting these Standards of Conduct, MAPFRE has taken a

step further in its commitment to human rights, the Sustainable

Development Goals (SDG 10 Reduced Inequalities), diversity and equal opportunities, this

time in relation to sexual orientation.

This commitment to human rights is reflected in MAPFRE's Institutional, Business and

Organizational Principles and, expressly, in its Code of Ethics and Conduct and prevailing

Corporate Social Responsibility Policy.


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4 TRANSFORMATION AND ORGANIZATION

Juan Carlos Rondeau Group Head of Organization and Talent

MAPFRE is transforming itself with the aim of responding in an agile, flexible and proactive

way to the new needs of society in general and of our clients in particular. We are aware

that making this change requires everyone's commitment, but we know that we can rely

on the talent and diversity of everyone who is a part of MAPFRE.

In this environment that demands flexibility and agility, dynamic structures are of

particular importance, in that large organization like MAPFRE seek to become more

dynamic and to simplify the different parts of the organization, in line with the weight and

dynamism of its operational models and Business Models so as to generate solutions and

value propositions as quickly as possible.

The company is becoming more agile in order to respond quickly to client needs, with a

focus on rapid implementation of solutions and products, encouraging the creation of

autonomous, project‐specific teams, reducing hierarchy and coordinating the

organization's knowledge and expertise in a proactive manner.

We are boosting the flexibility of the company's structure in order to adapt to the

adjustments in the Business Models and Operating Models, developing the required new

skills and focusing on the activities of most value to the client, while reducing those of

lower value by supporting the implementation of operational efficiency measures.

The COVID‐19 pandemic has driven transformation by internalizing and consolidating that

ability to act swiftly in all production processes and in adapting the structure to the

organization's needs.

Meanwhile, throughout the course of 2020, MAPFRE continued along the path started in

previous years with the Digital Challenge, learning and building on the achievements so

far and taking a step further in developing new collaborative skills and tools. As such, the

company will be more efficient and agile in its day‐to‐day operations, making the most of

the time available, sharing more knowledge and significantly adapting processes to

employee requirements.

In addition, there has been a change in the work model thanks to the hybrid model for

organizing the different work modes (in‐person, remote and teleworking), with digital

disconnection criteria in place to ensure a work‐life balance and with performance and

productivity indicators. This model will help employees to organize themselves in the best

way possible, reconciling three main areas: their personal life, their career goals and the

needs of the teams they belong to, maintaining safety, well‐being and client quality of

service levels.


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4. TRANSFORMATION AND ORGANIZATION

4.1. DIGITAL CHALLENGE

THE SUCCESSFUL PROCESS OF DIGITAL TRANSFORMATION

The purpose of Digital Challenge I (2018–2019) was to manage the change that MAPFRE

needed to adapt to the new requirements of the market and of society in general. It has

allowed the organization to manage the necessary changes to adapt to the new digital

requirements, adding flexibility and agility to the workplace, with tools that allow for

collaborative work and knowledge sharing, as well as digital profile development and new

forms of leadership.

The Digital Challenge has proven to be a key part of this transformation since it enabled

the company to successfully prepare for working from home during the pandemic by

developing new ways to work in digital and collaborative environments.

The rationale of Digital Challenge I was based on four interconnected aspects of the

company's working arrangements that led to the following achievements:

A flexible working environment o 57.3 percent of the workforce benefit from flexible working hours o More than 20,000 employees working in open, collaborative spaces o Over 26,000 employees using Office 365 tools o Capacity for remote working extended to more than 90 percent of the

workforce

Collaborative working and knowledge management o Over 1,250 knowledge items contributed to Eureka, a shared space made

available in order to connect all employees and pool shared knowledge. o Over 1,100 experts identified o 310 communities on the Global Intranet in which 10,815 employees

collaborate

Culture in a digital world o A global digital training program on digital culture and behavior used by more

than 98 percent of employees. These behaviors and habits are now present in

our day‐to‐day operations and we are evaluated in terms of them. o A global digital skills learning program


33

New forms of remuneration and recognition

o Over 80 percent of the workforce are evaluated using the new multi‐

source feedback assessment model (implemented globally, associated

with MAPFRE behaviors and habits).

o 19,916 employees are affiliated to recognition plans

DIGITAL CHALLENGE II 2020–2021

In 2020, Digital Challenge evolved to continue managing the change that MAPFRE

requires in order to adapt to new social and business needs, by learning new skills,

developing more dynamic and flexible structures and personalizing the employee

experience.

Digital Challenge II will allow the company to increase productivity, agility and

commitment, giving it new skills, working on the productivity scenarios offered by

collaborative tools, on managing our capacity and on flexible structures, versatile job

positions and project management. And, vitally, MAPFRE will be adapting processes to

the needs of employees through the development of employee experience, so you can


34

get the most out of your time and increase the scope of your opportunities in the

organization.

DYNAMIC STRUCTURES

The objective of this program is to manage capacity and enhance the structure with a

view to optimally supporting the business, with the ultimate aim being to improve

productivity and organizational and project agility.   

Every organization seeks to be more dynamic, in an environment that demands flexibility

and agility, reducing decision‐making times. In this regard, the transformation must be

accompanied by new forms of work that facilitate agility.

The objective is to enhance the structure to facilitate collaborative work, both from the

point of view of project management and process management.

DIGITAL WORKPLACE

Digital Workplace is much more than a tool rollout project ‐ it is a change in working

habits that brings together tools and ways of working. This process is accompanied by a

Change Management strategy that can be used to communicate with employees and to

give them the skills they need at their level.


35

Digital Workplace productivity scenarios

In 2020, more than 26,000 employees in the organization worked with the Teams Office

365 tool and over 28,000 employees with Office 365 mail. In addition, globally there is a

productivity indicator dashboard that monitors the Digital Workplace transformation.

Personalization of the employee experience

The goal is to analyze every employee life cycle touchpoint in the company, enhancing

current personnel management processes to the highest level of customization to

optimize the employee's experience.

Ensuring a good employee experience is key to engagement, so a global standard

listening model has been defined and a system for measuring and analyzing the

experience employed has been put in place that gives us three perspectives: their level

of satisfaction and commitment, their own experience as an employee and their

assessment of people management.

4.3. REMUNERATION AND RECOGNITION

Compensation policy

This policy contains and guarantees the principles of equality and non‐discrimination and

establishes adequate remuneration according to role/job position, based on the merit,

technical knowledge, professional skills and performance of each person. The company

designs its remuneration policy with the following principles:

Transparency: it is understood by all stakeholders.


36

A competitive and flexible structure and can be adapted to different groups and

market circumstances.

The compensation policy also promotes appropriate and efficient risk management by

discouraging both the acceptance of risks that exceed the company's tolerance limits and

conflicts of interest.

In this way, the policy acts to motivate and satisfy, enabling objectives to be met and the

strategy to be achieved within the framework of the company's long‐term interests. It

gives specific treatment to the remuneration of the company's management groups, and

those with special impact on the entity's risk profile.

The remuneration components included in the policy are fixed remuneration, variable

remuneration/incentives, recognition programs, social benefits and supplements.

Variable remuneration in its different modalities — annual compensation for objectives,

medium‐ and long‐term Incentives, commissions and bonuses — is of particular

importance.

In 2020, 28,804 people were working within annual variable remuneration systems,

representing 85 percent of the global workforce.

To maintain the company in the best position in the markets in which it operates, 23

countries participate annually in local salary surveys to measure their competitiveness in

their geographical and business area.

For the first time, in 2020, MAPFRE rolled out a compensation software from one of the

international benchmark consultants in nine countries: Spain, the United States, Brazil,

Turkey, Germany, Italy, Peru, Puerto Rico and Mexico. This compensation software will

be used to accelerate participation in market salary studies to make remuneration

decisions based on the best comparative understanding with the local market, as well as

to design and manage salary structures. Broadly speaking, the platform enables you to:

Quickly compare job positions and employees with the market.

Integrate and tap into salary studies.

Design and manage salary structures.

Analyze internal and external remuneration information using pre‐defined and

flexible reports.

Evaluation

MAPFRE has established the global job appraisal system using the MERCER methodology,

which enables the contribution of each job position to the organization's value chain to

be analyzed.


37

During 2020, six Group countries incorporated this methodology with the unified

management platform, which represented a rollout level of 82.97 percent of MAPFRE’s

workforce worldwide: Spain, the United States, Brazil, Peru, Turkey, Puerto Rico,

Portugal, Venezuela, Ecuador, Nicaragua, Honduras, El Salvador, Guatemala, Panama,

Philippines, Mexico, Uruguay, Dominican Republic, Paraguay, Chile and Malta. The

remaining countries will be phased in over the course of 2021.

This system:

o Allows local salary schemes to be designed with global consistency, and facilitates

international mobility.

o Defines criteria for fair remuneration models by function and performance,

avoiding discrimination due to other factors.

Per‐project bonuses

Currently, 355 people are assigned with this type of bonus, several of them linked to

platform integration projects and new digital systems, to drive the company's

transformation with elements that represent direct compensation.

This has meant implementing new collaborative working methodologies in 10 countries,

in environments where regular activity is combined with projects that are

transformational for both participants and the company itself.

Recognition plan

In 2020, 19,916 employees from 25 countries participated in recognition programs.

The recognition programs are an element of the remuneration structure that formally

recognize employees' contribution to the implementation of the strategy, and reward

any contributions made to quality, dissemination of the MAPFRE culture and values, and

innovation.

All of this is rewarded with personal communications—posted on the internal website—

and attendance at conferences, courses and recognition events with managers or

experts, motivating and satisfying people, and improving their commitment.


38

5 TOWARD PERSONALIZING THE EMPLOYEE

EXPERIENCE

This past year's events posed an unprecedented challenge to

managing the Employee Experience, requiring modification

of our initial forecasts to ensure that the most immediate

needs generated by the pandemic were met.

At the same time however, this situation provided the

company with a great opportunity to enhance the remote

working model, to make remote service delivery to

employees more innovative and to expand the employee

listening model through a transactional eNPS®, which is to be

rolled out in 2021.

In addition, MAPFRE made progress in the planned

transformation lines in key areas such as knowledge

management, performance evaluation and recognition

models, promoting the role of women, our intergenerational

value proposition, the deployment of personal productivity

tools within the Office 365 environment, enhancing the

functionality of the People app and including new required

competences in employee profiles.

For the year ahead, we are already working on extremely

exciting projects, including improving on‐boarding, reviewing

the technical career and new project‐based work formulas to

generate a more agile and transversal organization.

Rocío Aragonés Fernández

Head of Human Resources, MAPFRE Iberia


39

5. TOWARD PERSONALIZING THE EMPLOYEE

EXPERIENCE

EMPLOYEE EXPERIENCE MANAGEMENT MODEL.

The MAPFRE employee experience management model covers the design of an Employee

Journey, identifying the different touchpoints of employee interaction with the company

from before employees join the company until the time they leave.

"WE CAN ONLY GIVE THE BEST OF OURSELVES WHEN WE'RE GIVEN THE BEST EXPERIENCE."

In 2020, the MAPFRE Employee Experience Continuous Listening and Measurement

model was fully implemented, which can be used to monitor employees' experiences and

make decisions that positively impact their daily work based on qualitative and

quantitative data.


40

This model is set up as a new Human Resources process and takes into account these

three moments:

Measuring recommendation, satisfaction and engagement

Recommending the company: Relational eNPS®: this measures the likelihood of employees recommending MAPFRE as a company to work for. In 2020, this was measured in 13 countries. Of the total workforce measured, 98 percent are in countries that have a very good or excellent Employee Net Promoter Score.

Level‐1 and level‐2 root causes: the main reasons why an employee recommends MAPFRE to a lesser or greater extent as a company to work for. The following stand out as reasons for a higher recommendation:

The conditions and benefits that MAPFRE

offers us: The culture and business vision:

• Stability

• Work‐life balance

• The implementation of the

company's values on a day‐to‐day

basis.

• The ability to grow professionally.

Direct report recommendation index: Leader Index. This measures the likelihood

of employees recommending their direct reports good people to work for. In 2020, on a recommendation scale from 0 to 10, 61 percent of employees gave a score of 9 or 10.

Engagement: Employee Satisfaction Index: this measures employee satisfaction by scoring the following 10 aspects: knowledge of objectives; pride in one's work; recognition of one's work; contribution to the company; receiving quality feedback; development opportunities; collaboration; working tools; taking care of people; pride in corporate footprint.


41

In 2020, the engagement rate was 73, which corresponds to the percentage of employees who scored the 10 variables analyzed with an average score of 8, 9 or 10.

Employee journey

The MAPFRE Employee Journey consists of 18 moments of truth measured through:

Focus groups with groups of employees that make up a representative sample of

the workforce and focus groups with groups of employees that make up a sample

of specific groups (e.g. young people, senior profiles, strategic profiles,

expatriates, new hires, those who have been recently promoted, etc.). The latter

groups will work on moments of truth when they may need a different experience

than the whole employee group

Transactional eNPS® questionnaires. This measurement is made through short

questionnaires that are managed with the Qualtrics tool implemented this year at

MAPFRE.

Human Resources management quality

The Perceived Quality Index is obtained via an assessment survey that is sent to all

MAPFRE employees around the world and assesses the quality of service offered to

employees by the Human Resources departments and the ability of our people

management to change and adapt to the needs of the company and its employees. In

2020, the perceived quality index was 7.9 out of 10.

Thanks to the information obtained from these measurements, MAPFRE can optimize its

resources by prioritizing improvement actions focused on the aspects that correlate more

strongly with employee satisfaction and therefore productivity.

People app MAPFRE has a communication channel with employees called People app, which:

ELEMENTS THAT IMPACT EMPLOYEE COMMITMENT:

Knowledge of objectives

Sense of pride in the work completed

Recognition for the work done

Contribution to the company

Receiving high‐quality feedback

Development opportunities

Collaboration

Work tools

Caring for people

Sense of pride in social footprint


42

Makes it easy to access the most in‐demand content at any time of day via

cellphone.

Optimizes processes, in that employees can carry out certain procedures and

make inquiries through the app and gain quick and easy access to documentation.

Reduces time spent on some management and administration processes to make

life easier.

The People app has been implemented in four countries and is

used daily by 9,478 employees. To date, 1,055 content items

have been published on it.

FLEXIBILITY AND WORK‐LIFE BALANCE

DIGITAL DISCONNECTION


43

As part of its digital transformation, MAPFRE has moved toward more flexible work

organization models that enhance proximity to clients while improving talent uptake and

retention as well as promoting a work‐life balance. However, this new work organization

and the possibility of always being connected can blur the boundaries of working time

and can sometimes cause work‐specific issues to interfere with people's ability to enjoy

their free time. For this reason, MAPFRE has approved the Digital Disconnection Policy

for MAPFRE Employees, through which a culture of respect for others' personal time is

established. The policy expressly recognizes the right of employees to disconnect from

work and communication tools provided by the company outside the working day by

establishing express measures to enshrinee that right. Such measures regulate schedules

in which communications should not be sent or expected to be responded to unless there

are exceptional justified circumstances, as well as guidelines for planning and holding

meetings. In order to ensure its proper implementation and to promote a culture

conducive to rest, the policy is supplemented by a Change Management Plan in addition

to training resources related to disconnection and rest, reasonable use of technology and

awareness‐raising in respect of personal rest time.

Work‐life balance measures No. of

employees

benefiting

Flexible working hours 19,324


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Part‐time work arrangements 2,381

Shorter workdays 753

Remote working contracts 1,316

Paid and unpaid leave

Parental leave

Maternity leave

13,224

654

822

Sabbaticals for study/family purposes 35

Employee reintegration program following a protracted

leave of absence

159

HEALTH AND WELL‐BEING

ABSENTEEISM

WORK‐RELATED ACCIDENT FREQUENCY RATE: this represents the number of

work‐related accidents resulting in leave per 100,000 workers.

Globally, the work‐related accident frequency rate was 322.51 work‐related accidents

resulting in leave per 100,000 workers, (352.48 for men and 297.66 for women).

(*) SPAIN includes all employees of companies in Spain. Includes data related to COVID‐19

OCCUPATIONAL ILLNESS FREQUENCY RATE: This represents the number of

occupational illnesses resulting in leave for every 100,000 workers.

In 2020, the occupational illness frequency rate was 8.72 occupational illnesses resulting

in leave per 100,000 workers, (12.82 for men and 5.32 for women).

261,00

239,01

321,03

1879,93

1138,59

658,44

213,87

139,39

524,06

2363,94

682,23

358,94

236,90

176,09

448,43

2133,79

900,23

498,47


ABSENTEEISMWORK‐RELATED ACCIDENT FREQUENCY RATE

MEN WOMEN Total


45

(*) SPAIN includes all employees of companies in Spain Includes data related to COVID‐19

EMPLOYMENT ABSENTEEISM RATE: this represents the number of days lost due

to work‐related accidents and occupational illnesses for every hundred days

worked.

The employment absenteeism rate in 2020 was 0.05 days lost due to work‐related

accidents and occupational illnesses for every 100 days worked, (0.06 for men and 0.04

for women).

(*) SPAIN includes all employees of companies in Spain Includes data related to COVID‐19

MORTALITY RATE DUE TO WORK‐RELATED ACCIDENTS.

The number of deaths in 2020 resulting from a work‐related accident for every 1,000,000

hours worked was zero.

MORTALITY RATE DUE TO OCCUPATIONAL ILLNESS.

The number of deaths in 2020 resulting from an occupational illness for every 1,000,000

hours worked was zero.

0,00

0,00

0,00

126,02

0,00

0,00

0,00

0,00

0,00

0,00

38,02

0,00

0,00

0,00

0,00

59,44

19,70

0,00


ABSENTEEISMOCCUPATIONAL ILLNESS FREQUENCY RATE

MEN WOMEN Total0,06

0,00

0,01

0,16

0,09

0,06

0,04

0,01

0,02

0,01

0,10

0,04

0,05

0,01

0,02

0,08

0,09

0,05


ABSENTEEISMEMPLOYMENT ABSENTEEISM RATE

MEN WOMEN Total


46

HEALTH AND WELL‐BEING 

MAPFRE has a healthy company model in place based on the

guidelines issued by international organizations, such as the

World Health Organization. This model contributes to

Sustainable Development Goal 3: Health and Well‐being, of

the United Nations Agenda 2030 for Sustainable

Development, which aims to ensure a healthy life and well‐

being for all.

This model focuses on the individual, both at and away from work, from a physical and a

mental perspective, and takes into account the following elements: workplace, mental

well‐being, health promotion, food and physical exercise and personal environment.

WORKPLACE Objectives:

To integrate occupational risk prevention into all the company's activities and decisions,

at all levels of the organization, and achieve a safe and healthy workplace.

The following actions were carried out in 2020:

1,557 occupational risk assessments and 2,011 psychosocial risk assessments.

12.5 percent of employees had company medical checkups.

77.7 percent of employees received training and information about the risks

associated with their job positions, with a total of 30,704 hours of training

imparted.

World Day for Safety and Health at Work

The World Day for Safety and Health at Work in 2020 centered on

addressing the outbreak of infectious diseases at work, focusing

particularly on the current COVID‐19 pandemic, as MAPFRE's priority

since the beginning of this health crisis has been to safeguard its

workers' health.

HEALTH PROMOTION

Throughout the year, MAPFRE leads numerous global health awareness campaigns. In

2020, globally, the breast cancer campaign, the male health awareness campaign and the

diabetes prevention and information campaign were carried out

In 2020:


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228 health awareness campaigns were carried out.

Medical advice was provided to 39,609 employees and 904 family members.

Think Pink breast cancer information and prevention campaign

Global diabetes campaign

Content of particular interest was addressed in this campaign in 2020, including types of

diabetes and their causes, symptoms, prevention, diagnosis and treatment, diet and

sport, as well as recommended measures against COVID‐19 for diabetic patients

Global men's health awareness campaign

On November 19, on International Men's Day, a global

men's health awareness campaign was run aiming to:

Inform people and raise awareness of the most

significant men's health issues.

Spread the message that health is everyone's business, regardless of gender.

Consolidate a movement within MAPFRE in favor of this cause.


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MAPFRE has signed up to the following World Health Days:

i) World No Tobacco Day ii) World Marrow Donor Day

iv) World Stroke Day, October 29 iv) World Aids Day, December 1

PHYSICAL ACTIVITY AND DIET

Objectives:

To promote healthy eating and physical activity.

In 2020, 55 local physical activity and food information campaigns were

conducted.

MENTAL WELL‐BEING

Objectives:

To improve employee health and well‐being. In 2020, 1,250 employees took the online stress management course, with a total

of 1,252 hours of training imparted.

A total of 19,778 psychological examinations were carried out for employees and 3,777 for family members.


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PERSONAL ENVIRONMENT Objective:

To improve the aspects of employees' personal environment that have an impact

on their well‐being and, consequently, on society. 61 activities related to retirement and the family were carried out.

The following table summarizes the most relevant activities that have been carried out

in the different countries in the field of health and well‐being (workplace, health

promotion, physical activity and food, mental well‐being, personal environment):

SPAIN E‐learning training on COVID‐19 prevention measures.

19,403 medical checkups for employees.

421 psychological assessments for employees.

Nutritional coaching workshops.

Employee assistance program.

BRAZIL Yellow September campaign: podcast on suicide

prevention.

1,578 medical checkups for employees.

6,214 psychological assessments for employees.

COLOMBIA 50 workplace risk evaluations.

Virtual campaigns on healthy eating habits and physical

exercise.

UNITED STATES Health campaigns: anxiety, depression, stress control,

physical fitness, resilience, nutrition, sleep, self‐care,

eyesight, smoking, summertime security.

Employee assistance program: 24/7 checkups available.

Online classes about retirement planning, ergonomics and

wealth planning.

MEXICO Online nutrition consultations and healthy eating plans.

Facebook group created for all employees with a focus on

health and diet.

Poster series on nutrition with tips, advice and meal

suggestions, aimed at boosting healthy eating options.


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Online yoga and exercise classes held on the company’s

Facebook page – “MAPFRE Total Health and Well‐being”.

OTHER

COUNTRIES Germany: Telephone helpline to support managing work‐

life balance and advising on special regulations in place for

employees caring for elderly dependents during the

COVID‐19 crisis.

Chile: “Between Us”, a telephone‐based psychological

orientation program for employees and families.

Guatemala: In‐person COVID‐19 chats (at the outset of the

pandemic) and online information (during the pandemic),

and COVID‐19 information webinars for the return to

work, phase I.


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   6 COVID‐19

The global COVID‐19 pandemic profoundly impacted everyday life, imposing changes in habits and behaviors on our routine and how we interact with each other. #InMAPFREmoreUnitedThanEver, we are tackling this challenging, sensitive and complex time caused by COVID‐19 together, where the responsibility, respect and solidarity of each party plays a fundamental role. MAPFRE is a socially‐engaged company with a humanistic outlook on business. As such, the central theme connecting the measures taken and communicated since the outbreak of COVID‐19 has been one of caring for employees and their families as well as for clients and providers, so as to ensure business continuity. These decisions were positively valued by collaborators, both through their participation and the results of the 2020 eNPS®. Social distancing required changes in the way we worked on multiple levels, namely the acceleration of mobile working and, as a result, changes were made to processes, team dynamics and leaders' visions of how to manage people in a hybrid (in‐person/virtual) management model. In that context, the Digital Challenge project, through its different initiatives, prepared the company to face the current scenario and swiftly respond to people and business. The company developed the appropriate skills and tools to adapt to this new scenario. It created new working environments, more collaborative than ever before, acquired new digital skills and knowledge, new ways to evaluate, remunerate and recognize, implemented digital workplace plans and flexible and dynamic structures, and carried out actions focused on the experience of collaborators. None of this would have been possible without the #WeAreMAPFRE people. The company is grateful and thankful for their generosity and empathy toward others, their resilience in the face of difficulties, their adaptation to change and their positive energy, among other virtues, which are unparalleled qualities that will see us through the prevailing situation. We must continue to take care of ourselves, respecting the respective health and safety protocols, in order to be well and to care for others.

Francisco Labourt

Human Resources Manager, MAPFRE Brazil


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6. COVID‐19

#InMAPFREmoreUnitedThanEver

FIRST AND FOREMOST, HEALTH AND PROTECTION

From the outset, MAPFRE was aware of the impact that COVID‐19 could generate, and

under the governance of the Corporate Crisis Committee, it quickly deployed its

contingency plans, making the health of employees its top priority.

Proof that MAPFRE adopted best practices in the fight against COVID is that more than

350 MAPFRE facilities in Spain have obtained the MAPFRE Safe Spaces AENOR

Certification, which guarantees the correct application of all health, technical,

organizational, labor and security measures beyond the current legality in order to

protect our employees, clients and providers.

Health, accident prevention and occupational procedures and protocols:

Occupational Health Action Protocol to ensure the best preventive and protective

measures against COVID‐19 for workers who are returning to work.

Occupational Risk Prevention Action Protocol to be taken into consideration when

business is back to normal in MAPFRE work centers.

The first of the measures resulting from these protocols and which was implemented

expeditiously in all countries was teleworking and reducing the density of occupation in

all buildings, with the aim of preventing infection.

At the same time, and in order to reduce the risk of transmission, measures were

identified and implemented for the most vulnerable groups, information on the disease

and its symptoms was disseminated and prophylaxis measures were introduced, as well

as other measures such as the travel ban.

ACTIONS AIMED AT REDUCING THE RISK OF TRANSMISSION

Preventive remote work for people with previous health conditions or vulnerable

situations.

Implementation of prophylactic and social distancing measures.

Increase in the distance between employees through remote working or

increasing distance between zones.

Providing information regarding the disease and symptoms and following the

instructions of the country's health authorities.

Awareness campaigns regarding hygiene practices, such as hand washing posters

Review of cleaning protocols for communal services, meeting rooms and

restrooms.


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ACTIONS TO SUPPORT AFFECTED EMPLOYEES PRIOR TO LOCKDOWN

Prioritizing teleworking for particularly sensitive personnel.

Management of medical queries, uncertainty, fear of infection, through different

channels.

Action protocol in the event of infection: case concept, close contact, casual

contact, information and multi‐channel monitoring (email, telephone).

Establishing quarantines, preventive or mandatory.

Informing employees about the procedure: face‐to‐face talks.

ACTIONS TO SUPPORT EMPLOYEES AND THEIR FAMILIES DURING LOCKDOWN

Medical advice.

Psychological counseling.

Health information through different channels.

Employee Assistance Program (#EAP) – for psycho‐emotional well‐being.

Intellectual/social well‐being programs with the help of constant communication

through different channels.

Physical well‐being, fitness and healthy food programs.

Financial well‐being through payroll continuity.

Local actions

Countries have also implemented the health measures indicated by their local

governments and the medical services have continuously followed up on infected or

symptomatic employees.

SOME LOCAL ACTIONS

Creating mailboxes and healthcare platforms.

Consultations or chats with doctors and specialists in Venezuela, Turkey, Brazil,

the United States, Panama or Mexico.

RehaAktiv helplines in Germany.

Information from institutions that provide psychological service, such as Mexico,

Argentina and Puerto Rico.

Virtual talks/meetings with employees to find out, first‐hand, how they and their

families are, what they feel, how they can be helped, how to work remotely and

use the tools available, etc., from the Human Resources teams, with examples

such as the Philippines, Argentina, Honduras, Chile, Malta and Turkey. As for

CEOs, such as Brazil, Spain, Panama (Share a coffee with your CEO), the Dominican

Republic (A cup of coffee with the CEO), El Salvador, Puerto Rico and Malta. Or

sending personal emails to employees from the CEO, such as in Malta and

Portugal.


54

We quickly rolled out our contingency plans with the ultimate goal of

ensuring the health of our employees

NEW WAYS OF WORKING

The development of the Digital Challenge initiative and the work that had been done

within this initiative allowed everything to be ready in a few days so that employees could

work from home and drastically reduce the occupancy density in all buildings, thus

preventing infection while maintaining service to clients.

With the rollout of the collaborative working model and collaborative tools such as Skype

and Teams, among others, it was possible to keep up to date and stay informed,

coordinated and connected.

Up to 90 percent of the global workforce has been teleworking since the outset of the

pandemic.

ACTIONS TO SUPPORT REMOTE WORKING

A basic guide was provided for people who are working remotely for the first time,

so that direct reports can share it with their collaborators.

A website was set up with all the reference information regarding the Office365

collaborative work tool.

A series of guidelines was defined on how to lead remotely, as a reminder of the

behaviors our leaders must display in their relationships with their teams and in

organization and monitoring of work and compliance with objectives.

Teams were informed on the coordination of short‐term tasks and objectives.

After the first few months of lockdown, it was time to reflect on the lessons learned

during this period and guidelines were provided so work could be done on those things

that could be improved in our day‐to‐day work.

Up to 90 percent of the global workforce has been teleworking since

the outset of the pandemic

FLEXIBLE LABOR RELATIONS

In the area of labor relations, each country established a special system to facilitate

reconciliation in the development of working hours with the personal and family needs

of employees. Every effort was made to be flexible in the context of what was a

complicated situation for everyone, where the individual responsibility of each employee


55

in the management of their own work came to the fore. In addition, and depending on

the capacity of each team, employees supported each other by performing duties in

other departments with higher workloads in these circumstances.

FLEXIBLE WORKING AND WORK‐LIFE BALANCE

Flexibility in the development of the working day to facilitate a work‐life balance

for employees.

Freedom of organization by the employee in lie with their needs.

Creation of specific time slots and leave to meet crisis‐related needs.

Specific initiatives taken with managers to promote the use of flexibility in teams.

Initiatives to identify areas that may be overloaded and areas that may have talent

available to lend support where needed.

EMPLOYEE LEGAL REPRESENTATIVES

Dialog, information and continuous negotiation with workers' labor

representatives.

Establishing new communication channels and new ways of working using

technology that speeds up the relationship.

Recognition and satisfaction by unions of the work carried out by the company.

In recent months we have analyzed and implemented the regulations and action

stipulated by governments in labor matters.

Adapted and reduced working hours.

Application of regulatory requirements for physical presence scenarios in the

workplace.

Freeze on terminations.

Maintenance of contracts.

Labor and organizational measures resulting from the declaration of exceptional

situations in different countries and due to lockdown circumstances

Application of labor regulations and Occupational Risk Prevention for teleworking

situations.

Employees have been able to organize the performance of their duties

in accordance with their personal and family needs.


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COMMUNICATION WITH EMPLOYEES: CLOSER THAN EVER

From the outset, a great effort was made to ensure that employees were informed of the

actions and measures taken by the company and to make the necessary

recommendations in each of the phases.

Initially the communication focused on reporting on actions related to health,

teleworking and business continuity and then started to include content on day‐to‐day

work issues for the company and employees.

In recent months, almost 100 pieces of content have been posted on our Intranet,

including daily news, infographics, videos and articles. A site titled "More united than

ever" was also created, where all COVID‐19 information was published. In addition, more

than 60 pieces of content have been distributed via our People app to the more than

8,000 employees who have this application at their disposal in Spain and which has also

been implemented in Brazil, Turkey and Mexico over the past few months.

#askMAPFRE

In order to stay as close as possible to employees and to be able to resolve their queries

directly and transparently, in addition to the individual questions, the Chairman and CEO

of MAPFRE and the Group Chief People Officer established fortnightly communication

sessions for employees, answering questions from employees around the world about

how the company was addressing the coronavirus crisis, the immense work being done

by the Group's teams and people, as well as the challenges we faced as a company,

society and individuals. Some countries also did the same locally.

In recent months, nearly 100 content items have been published on

our Intranet, including daily news reports, infographics, videos and

articles

SOCIAL BEOFRE ANYTHING ELSE

Significant action was taken to support employees and their families, with psychological

counseling available to more than 80 percent of employees worldwide. Social and family‐

oriented activities were also encouraged in each of the countries.

In Spain, for example, MeGUSTA, MAPFRE's employee leisure, culture and sports website,

was promoted as a common meeting point and a space to be shared among all employees

and numerous interest groups were created. Through these groups, daily challenges were

posted for employees, who were encouraged by a Community Manager. In the United


57

States, a channel called Oasis was created in Teams to share information and collaborate

during the health crisis.

ACTIONS TO FACILITATE LOCKDOWN AT HOME FOR EMPLOYEES AND THEIR

FAMILY MEMBERS

Tips, entertainment options, psychological help, etc.

Sites with information, guides and advice for employees.

Psychological help for employees and their dependents.

A phrase was defined in the early moments of the crisis ‐ In MAPFRE, more united than

ever – and it has since become the motto that reflects the shared feeling of the

employees when they were suddenly separated physically and isolated from each other,

and which has revealed an even stronger sense of unity that what we had always

perceived at MAPFRE.

That phrase has been present in all communication materials and has accompanied our

workforce over the last number of difficult months as being the best way to express the

individual commitment and the response of the company and employees to the

enormous challenge that this health crisis has posed to everyone.

It is this commitment that has also encouraged MAPFRE volunteers around the world to

bring hope and comfort to the most vulnerable, through a series of online actions

focusing mainly on older people, children and young people at risk of social exclusion,

children in hospitals and people with disabilities.

MAIN ACTIONS

Financial support for food banks.

Telephone support for elderly people who live alone.

Sending of virtual letters of encouragement to the elderly who are in homes,

hospitalized children and their families.

Volunteering aimed at people with disabilities that promotes the social inclusion

of people with intellectual disabilities. Volunteers exchange correspondence with

them, at least twice a month.

Volunteering for young people at risk of social exclusion: assistance in accessing

the labor market, CV preparation, interview practice, cover letters, career‐related

information etc.

Volunteering for children at risk of exclusion, virtual workshops for children

(crafts, dance classes, cookie and cupcake workshops and tutoring etc.).

Volunteering aimed at the over 65s to help them learn how to use new

technologies (FaceTime, WhatsApp, Houseparty, Skype etc.) so they can stay in

touch with family and friends during lockdown, thereby reducing the digital divide

between the elderly and the rest of society.


58

"In MAPFRE, more united than ever" reflects the sense of unity that we

had always enjoyed at MAPFRE, and which has been reinforced during

the pandemic.

OTHER INITIATIVES FROM PEOPLE AND ORGANIZATION

TRAINING

Updating of the global self‐learning catalog.

Technical‐sales content reinforcement.

Redesigning of in‐person programs to webinar format ‐ all physical activities are

becoming digital itineraries via capsule, video and/or webinar.

Global policy reinforcement: sustainability, cybersecurity.

Strengthening and continuity of financial certifications.

Launching and strengthening of digital skills.

Designing the online MAPFRE Leader program

Knowledge management reinforcement: webinar with 8 countries and knowledge

references.

Global #IamLearningAtHomewithMAPFRE initiative to empower employee

learning through virtual content and online programs.

MEASURES TO BETTR RECOGNIZE TALENT

The opportunity to boost people's knowledge, skills and experience.

An extra boost to energize internal talent pools and orient development toward

MAPFRE's dynamic needs.

The identification of profiles and groups to support business activity from areas

experiencing a slump to areas that are overloaded (Talent Marketplace).

INTERNATIONAL MOBILITY MONITORING MEASURES

MAPFRE cares about the well‐being of its expatriates in the world and their

families, as well as those assigned to temporary projects overseas to prevent

them from feeling isolated or neglected in this situation.

For those who have opted for repatriation to their home countries on the

recommendation of the embassies (the minority), the company has helped them

to travel securely.

MAPFRE follows up with those who have chosen to stay in their destinations (the

majority), especially with those who are alone.

STRUCTURAL SUPPORT ORGANIZATIONAL MEASURES

Compilation of country experiences in balancing resources generated rapidly to

enable support between areas.


59

Progress has been made in identifying best practices, which have been

incorporated into a guide that helps trigger the process of meeting the extra

needs generated with resource support from other areas.

There are numerous success stories, mainly of temporary retraining of general‐

profile employees who go on to support other functions.

BALANCING KEY RESOURCES IN THIS CRISIS

Supporting the MAPFRE IT Service Desk.

Support and loyalty for older clients.

Expansion of benefits (Life and burial lines).

CHANGE MANAGEMENT

In order to support local human resources areas and to be aligned in crisis management

and employee communication, a kit with guidelines and practical materials on adapting

to the health threat posed by the COVID‐19 virus was sent to all countries on a weekly

basis.

COVID‐19 KIT OBJECTIVES

To anticipate the needs of countries in adapting to the situation created by the

COVID‐19 pandemic by providing Human Resources teams with guidelines and

practical materials.

To guarantee a coordinated and aligned human resources management

throughout the company, in view of this unprecedented situation and impacting

different countries in different ways.

Sharing human resources management best practices among countries by taking

advantage of the decline in the impact of the pandemic on the various

geographies.

MAIN COVID‐19 KIT CONTENTS

Risk prevention and support for psycho‐emotional health.

Contingency plans and crisis committees.

Practical cybersecurity information.

Company reputation.

Work management and emotional management for leaders.

Training resources on tools and guidelines for teleworking and digital skills.

Communication models for local adaptation.

Best practices in virtual volunteering.

Other content related to employee development.


60

In the framework of the return to MAPFRE work centers, employees have taken tests to

detect COVID‐19: 15,112 in Spain, 2,284 in Brazil and 913 in the USA. The percentage of

employees infected with COVID‐19 was 6.2 percent.


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7 WE ARE COMMITTED

Jose Luis Jimenez‐Guajardo

Group Chief Investment Officer

People are the main asset of any company. Their values

condition their actions and constitute the foundation of every

business project. At MAPFRE, the value of our people’s

commitment is an intangible that allows us all to give our best

without the need for anyone to ask us to do so. This is

undoubtedly one of our company's main competitive

advantages and in a difficult year like 2020, with the pandemic

and cyberattacks, it has become evident in all areas, both

professionally and personally.

Volunteering with Fundación MAPFRE is a clear example of the

commitment of all our colleagues to the ultimate purpose of

helping those most in need. On one occasion, Antonio Huertas

told us: "Donating is good, but not enough; you have to

commit to action, to getting involved with small things." More

than 50 years ago, MAPFRE included in its statutes, at an

Annual General Meeting, its commitment to Corporate Social

Responsibility. It is therefore no surprise that in 2020, MAPFRE

was selected as one of the best corporate purpose companies

in the world, in terms of responding to COVID‐19 and social

unrest and inequalities (Test of Corporate Purpose) – a clear

testament to one of the most important trends in the world of

socially responsible investment.


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7. COMMITTED

VOLUNTEERING

One of the most recognizable characteristics of MAPFRE's commitment to society is that

we are people who take care of people. This way of understanding our activity reaches

the most vulnerable groups through the Corporate Volunteering program, which is

integrated into the Human Resources and Sustainability strategy and is aligned with the

17 Sustainable Development Goals of the 2030 Agenda. Our Corporate Volunteering

Committee drives and oversees our activities in this area.

We are MAPFRE People, ready to help and we are the soul of the company. We are

#PlayingOurPart through vocation of service, one of the values that best defines us.

Identifying the role of MAPFRE and the impact that the development, promotion and

implementation of Corporate Volunteering has on society is a challenge for the company

and a challenge to value the transformative impact generated by the actions that are

developed in all the countries where we operate.

That is why during 2020 we worked on the design of our own methodology, which will

help us measure the social impact of our corporate volunteering actions and their

contribution to the SDG goals. The methodology will be integrated into the volunteering

website and will facilitate us knowing the impact of MAPFRE's Corporate Volunteering on

each of the SDG goals.

Our Global Corporate Volunteering Program, which we execute through Fundación

MAPFRE, establishes the basic lines for the development of corporate volunteering in the

countries. These lines of action are nutrition, health, education, environment, emergency

assistance and Share Solidarity and the objectives of same are:

• To contribute to improving the well‐being of disadvantaged people and society

in general.

• To boost MAPFRE's relations with the communities in which it operates,

presenting itself, and acting, as a collaborator in the social welfare system.

• To reinforce MAPFRE's internal values and strengthen a participatory culture.

• To facilitate employees and their families in participating in voluntary actions as

a way to develop a culture that is sensitive to social needs and respects diversity

and people in need.

• To promote among the participants the acquisition of skills that re transferable

to other areas of their personal and professional lives, such as problem solving,


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initiative, communication, negotiation, teamwork, leadership, interpersonal

relationships, flexibility, capacity to empathize, to transmit optimism and learning.

During 2020, more than 4,750 volunteers, including employees and their families,

participated in more than 950 activities around the world related to education, nutrition,

health, emergency assistance, among others, directly impacting more than 150,000

people. More than 12 percent of the global workforce have enjoyed a volunteer

experience.

Every year, MAPFRE organizes the MAPFRE Volunteering Day with a global activity. In

2020, the global activity selected was United Against Hunger, which contributes directly

to SDG 2 ‐ Zero Hunger. A total of 730 volunteers from 23 countries participated in 138

nutrition‐themed activities. Through this voluntary action, more than 15,000 people

benefited by providing them with more than 13 tons of food.

In Spain, we hold AENOR certification for the management of our volunteering program.


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Global data of unique volunteers (employees and family members), and by small

solidarity countries separately.

(*) All MAPFRE companies in Spain are included

Together, We Do More

Employees particiapte in other social projects such as the "Solidarity Euro" program in

Spain and the "Together We Give" initiative in the United States. This initiative offers

employees the opportunity to donate one euro/dollar per month from their paycheck to

a non‐profit project of their choice, with the commitment that, for every euro/dollar

donated, MAPFRE donates another.

In Spain, since its launch in 2017, Solidarity Euro has raised more than

479,000 euros. In 2017, this money benefited the Debra Piel de

Mariposa Association and the Society of Saint Vincent de Paul. In 2018,

funds went to the Fundación Cris and ASION, both of which are

involved in the fight against childhood cancer. During 2020, employees contributed their

solidarity euro to the Bobath Foundation, an organization that takes care of children and

young people who suffer from cerebral palsy and the Spanish Rett Syndrome Association,

which treats a disorder in the neurological development of children that mainly affects

girls, and hinders their psychomotor skills, their mental and social development and their

communication skills. Together we raised 132,380 euros over the course of 2020, thanks

to the more than 5,500 employees who have been part of the initiative since its inception.

Every year, employees choose to which associations they want the amount collected to

be donated. Currently, almost 50 percent of the workforce collaborates each month with

1.020

182

981

659

826

305

3.973

267

0 67 113

302

40

7891.287

182

1.048

772 1.128

345

4.762

S P A I N ( * ) A ND P O R TUGA L

B R A Z I L NOR T H AME R I C A

L A T AM NOR TH L A T AM S OU TH EU R A S I A TO T A L

UNIQUE VOLUNTEERS

EMPLOYEES FAMILY MEMBERS TOTAL


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this project, which makes a great difference to society, helping those who need it most.

The projects selected by employees for 2021 are The Purple Warrior Association and the

Ana Carolina Díez Mahou Foundation.

Organizations benefiting from Euro Solidario

P


66

In the United States, the projects that benefited from this

initiative in 2020 were Shine Initiative and Sejourner, with each

organization receiving more than 16,400 dollars each. During the

year, more than 800 employees participated in this program and MAPFRE matched the

amount donated by the employees, taking the total to more than 32,800 euros. The

project chosen by our employees in the United States for 2021 is Feeding America, an

organization that aims to alleviate the effects of hunger in the country.

One euro never produced so much! Together, We Do More!


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8 RECOGNITION AND AWARDS

Transparency in our people management policies

and the way in which they are put into practice at

MAPFRE makes it possible to publicize what

MAPFRE is like as an employer and to be

recognized in numerous countries through

certifications and awards.

This recognition imbues our people with a high

degree of pride and a real sense of belonging, and

they also act as a stimulus to continue progressing

in making MAPFRE the best place to work.

Being a benchmark employer pushes us ever

harder to improve, day in and day out, and all of us

who are part of this company share a responsibility

to continue contributing, through our talent and

commitment, to ensuring that it continues to be

an excellent place to work.

Anastasia de las Peñas Quintana Group Head of Employee Experience


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8. RECOGNITION AND AWARDS

MAPFRE has been certified as Top Employer 2020 in Spain for our excellent people

management practices.

MAPFRE has been recognized in Mexico by Great Place to Work as the Best Place

to Work© for the 13th year in a row.

The magazine MERCA 2.0 recognized MAPFRE in Mexico as a 10/10 Company for

the benefits it offers to its employees.

In the Dominican Republic, MAPFRE has been recognized as one of the Best

Companies to Work For by Mercado magazine.

MAPFRE in Spain holds 10th position in the MERCO Talent ranking and once again

leads the insurance sector, while in Peru and Argentina it remained as one of the

100 top‐rated companies.

Change management actions for the implementation of the new evaluation

model in Spain received two awards ‐ the Best Internal Communication Strategy

award from the Observatory of Internal Communication and the Special Prize

2020 in the 6th International Institute for Change Management awards (IMM‐

Hucmi).

In 2020, MAPFRE in Spain was awarded AENOR certification for the management

of its Volunteering program.

HEALTH AND WELL‐BEING

The Corporate Health 2020 award, recognizing Verti Germany as a company that

is particularly committed to the health of its employees.

MAPFRE in Spain was recognized with the second My Company is Healthy award,

in the Healthy Nutrition category. These awards recognize the application of

related actions, habits and behaviors in the workplace, their impact on the

workforce and teams and the results produced.

MAPFRE IBERIA achieved second place in the company ranking of the MEPS2, a

seal of Excellence in Accident Prevention, Health, Safety and Well‐being.

DIVERSITY


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During 2020, the Department of Labor and Social Welfare, through its certifying

body ANCE, ratified the certification with Gold in the Standard of Equality and Non‐

Discrimination NMX‐025 granted to MAPFRE in Mexico, making it the only insurer

in the country with the highest degree of compliance in this standard.

In addition, MAPFRE in Mexico was recognized for the second year running as one

of the best companies for young professionals in the Employers For Youth study

The Sociedad Uruguaya de Gestión de Personas (Uruguayan People Management

Society) recognized MAPFRE Uruguay with the Inclusive Company Seal ‐ Uruguay

Valora (Uruguay Values) as one of the public and private organizations that best

demonstrates concrete and specific actions in the field of inclusion of people with

disabilities.

MAPFRE S.A. holds the prestigious Equality in Business designation, awarded by

the Spanish Ministry of Health, Social Services and Equality, after extensive

evaluation of all equality measurements and the MAPFRE Insurance Group in

Spain maintains its certification as a Family‐friendly Company.

Documents

PEOPLE AND ORGANIZATION 2020 - MAPFRE