In a context where wage moderation is expected from all sectors, it is vital that executive compensation reflect not only the actual performance of the company, but also overall economic developments and social climate. To strengthen the legitimacy of compensation decisions and preserve the trust of stakeholders, it is proposed that the Board of Directors adopt a moderation and accountability policy for the compensation of executives by the next annual general meeting. This policy should include: 1. Alignment with performance and internal equity. 2. Growth in total executive compensation (fixed salaries, bonuses, long-term incentives) should be based on clear and comparable benchmarks, in particular: • annual change in adjusted net profit of the Bank; • median growth in employee pay; • change in dividends paid out per share; • this alignment will enable a firm link between executive recognition and actual organization performance as well as overall employee experience. 3. Temporary pay caps in periods of economic stress: • during economic periods characterized by high inflation, a housing crisis or income stagnation in the real economy, the Bank should consider introducing a temporary cap on annual executive pay increases (e.g. 3% to 5%, barring clearly justified cases of exception). 4. Greater transparency in public reports. 5. The annual compensation report should give an explicit comparison between: • changes in executive pay; • growth in median employee pay; • financial and extra-financial performance indicators. This kind of policy will promote responsible corporate governance, ensure equitable distribution of the value created, and prevent tensions due to excessive pay gaps. It would convey a clear message of rigour, transparency and commitment to sustainable business.