In a context where wage restraint is expected across all sectors, it is essential that the compensation of senior executives reflects not only the actual performance of the business, but also the general economic situation and the social climate. In order to strengthen the legitimacy of compensation decisions and maintain the confidence of interested parties (stakeholders), it is proposed that the Board of Directors adopt, by the next annual meeting, a policy of restraint and accountability governing the compensation of senior executives. This policy includes the following components: 1. Alignment with performance and internal equity 2. The growth in total compensation for senior executives (fixed salary, bonuses, long-term incentives) should follow clear and comparable guidelines, including: • the annual growth of the Bank’s adjusted net income; • the median growth of employee salaries; • the changes in the dividend per share. • This alignment allows for the recognition of executives to be concretely linked to the actual performance of the organization and the experience of all employees. 3. Temporary cap during periods of economic pressure • During economic periods of high inflation, a housing crisis or stagnant incomes in the real economy, the Bank should consider introducing a temporary cap on annual executive compensation increases (e.g. 3% to 5%, except in clearly justified exceptional cases). 4. Increased transparency in public reporting 5. The annual compensation report should provide an explicit comparison between: • growth in senior executive compensation; • median growth of employee salaries; • financial and non-financial performance indicators. Adopting such a policy would promote responsible corporate governance, ensure an equitable distribution of the value created, and prevent tensions related to excessive pay gaps. It would send a clear signal of discipline, transparency and commitment to sustainable performance.