MERLIN Properties Annual Report 2019 / English

| 85 This is complemented by MERLIN’s focus on young talent, as reflected in the fact that 35% of new hirings are aged below 30. In particular, MERLIN promotes the recruitment of graduates looking for their first job under agreements with leading educational establishments. Arrangements of this kind allow new young talent to be identified for inclusion in the workforce. Two of the eight graduates became permanent employees following the end of the job training period in 2019. As the Company seeks to bring new professionals into the workforce, MERLIN’s goal is for them to identify with the long- term philosophy and objectives. With this in mind, MERLIN continuously studies how to motivate and reward its professionals for their involvement and commitment to the business project, in 3 main ways: 1. Remuneration in line with performance Remuneration is a key tool to attract and retain the best talent. The Company’s remuneration system prioritises performance over any other variable, which requires the permanent monitoring of each employee’s progress. In 2019, the Long-Term Incentive Plan (LTIP) was further consolidated. At present, 58 employees are covered by the LTIP. The employees were also allowed to voluntarily opt for share-based remuneration in 2019. As a result, 36% of indefinite employees received shares, demonstrating a high level of commitment to MERLIN’s project. In addition, all the employees have access to a family medical insurance reimbursement policy providing the same coverage, regardless of their professional category and length of service at the Company. MERLIN has flexible remuneration mechanisms available for all its employees, which currently include training, nursery vouchers, travel passes and meal vouchers. 2. Ongoing professional development The proactiveness of MERLIN’s professionals is the key to their advancement. The Company’s horizontal structure and youth also allow professionals to define the pace and direction of development based on their capabilities and aspirations. During their time at the Company, all professionals have the opportunity to move between different employment occupations and take on new responsibilities. MERLIN also provides employees with post-specific training to boost their career development. The Company currently applies the following training approaches: • External training: by means of external providers, the employees are trained in matters regarded as priorities for the performance of their duties. This type of training relates mainly to languages, a total of 78 employees having followed courses in 2019. During the year, MERLIN >50years 30-50years <30years 35% <30 years 52% 30-50 years 13% >50 years Women Men 55% Women 45% Men >50years 30-50years <30years 35% <30 years 52% 30-50 years 13% >50 years Women Men 55% Women 45% Men Profile of MERLIN’s hirings in 2019 Talent retention mechanisms