Earning customers’ trust is essential for any company. It is one of the key pillars of any personal or professional relationship, and a strategic asset for any organization. Building trust takes time, requires consistency between words and actions, and depends on concrete measures that reinforce it.

Customer loyalty is a valuable asset. In fact, it is often more cost-effective to nurture those who already trust the brand than to continuously invest efforts in attracting new customers. According to the 2025 Trust Study by PwC Chile and Universidad Diego Portales, 81% of consumers have stopped buying from a company because they did not trust it. There are tons of examples.

Corporate transparency involves sharing information in a clear, open, and honest manner. According to data from the Edelman Trust Barometer Spain 2025, trust in businesses reaches 53% in Spain, making them the most trusted institution, ahead of government, the media, and NGOs. However, the country remains in the distrust zone, with a Trust Index of 44, showing that credibility cannot be taken for granted. In addition, trust in one’s employer – although it has fallen by 3% compared with last year – stands at 75%, highlighting that direct relationships remain the main source of security for people.

According to the study Transparency ROI Label Insight, nearly nine out of ten consumers consider transparency important across all food categories, and 40% would switch brands if another offered complete information about its products. Transparency also strengthens loyalty: 94% say they would be more loyal to a brand that practices it, and 73% would be willing to pay more for fully transparent products.

Being open is not only a matter of reputation, but also enables customers to make informed decisions.

Consistency means acting in line with a company’s values and commitments. Organizations with a strong reputation avoid contradictory messages or sudden shifts in their policies, as these only fuel distrust. In practice, being consistent means delivering on promises and maintaining integrity: a company that claims to care for the environment must demonstrate it through sustainable processes; an organization that promotes social values must put them into practice through genuine inclusion policies.

In the face of uncertainty, purpose is emerging as a highly valuable strategic tool for guiding the decisions of senior executives. Having a clear understanding of why a company exists and the role it plays in society has become essential to adapting to a changing environment and responding meaningfully to crises. This is reflected in the CEO Outlook 2020 from KPMG: more than three out of four managing directors of large organizations consider that corporate purpose is decisive in guiding their strategy.

But this alone is not enough. Today, companies need to be present across all channels. Customer service in stores or offices is no longer sufficient: businesses must also maintain a strong presence on social media, their websites, and other digital spaces. Omnichannel strategies have become essential for delivering experiences tailored to each user’s preferences and for partially offsetting the decline in in-person sales. Those who are not present where their audiences are risk disappearing.

Finally, measurement is essential. Establishing reputation, purpose, and trust metrics makes it possible to identify real gaps and turn data into decisions. Accountability has become a global standard: more than 50 countries require ownership reporting, and the European Union requires companies to disclose social and environmental information through the CSRD regulation. Clear reports, such as non-financial statements, ESG reports, and external audits, serve as tangible evidence of a company’s commitment.

Together, these principles create a virtuous cycle: honest communication, ethical consistency, and a shared purpose strengthen transparency, which over time becomes a competitive advantage. Organizations that align what they say with what they do build lasting relationships with customers, employees, and suppliers, while strengthening their long-term sustainability. In an environment saturated with corporate messaging, consistency helps us understand who we can trust.

What sets us apart

A central part of Mapfre’s 2025 Integrated Report is dedicated to strengthening our commitment to transparency and good governance. Since 2019, we have been registered in the European Union Transparency Register and comply with more than 90% of the recommendations of the Good Governance Code for listed companies. Our governance model is based on clear communication and accountability. This approach is reflected in the update of our main policies – including anti-corruption, human rights, and internal information systems – which are published prominently and accessibly on our corporate website.

In December 2024, our Board approved a new Internal Information System (the whistleblowing channel) and its management procedure. During 2025, 67 reports were received: all were assessed, nine were deemed inadmissible, twenty-eight were dismissed following internal investigations that concluded no breach or irregularity had occurred, and ten remain under investigation. This system ensures confidentiality, protects the reporting party, and forms part of a preventive culture aimed at identifying issues before they undermine corporate integrity.

We have also strengthened the alignment between our values and our internal operations. One of the most significant measures is our variable remuneration system, which includes malus and clawback clauses, allowing bonuses to be reduced or reclaimed if ethical or management breaches are identified. This mechanism directly links executives’ conduct with the principles we uphold and has been recognized as an advanced good governance practice.

At the same time, we have increased training in ethics, compliance, security, and privacy: in 2025, we delivered more than 1,000,000 hours of specialized training in these areas. For us, consistency is not only a matter of formal structures, but also of habits and shared knowledge across the entire workforce.

All this is integrated into our non-financial reporting framework, whose content – from ESG data to information on social and environmental impact – is the direct responsibility of the Board. We believe that transparency is only credible when there is alignment between the values we promote, the policies we approve, and the behaviors demonstrated at every level of the organization.