Training and Development Programs
Each year, Línea Directa’s Training and Development department defines a series of training programmes fully aligned with business needs. The organisational change being addressed by the company involves an ongoing process to improve the commercial skills and knowledge of the products and services marketed by all customer-facing staff.
This is a summary of the most representative Employee Development Programmes for the company in 2025.
| Employee development programme 1 | Employee development programme 2 | |
|---|---|---|
| The Line That Connects Us | Leadership development Strategic alignment of the management chain | |
| Programme name and description | “The Line That Connects Us” is an internal programme designed to accompany, reinforce and give visibility to the company’s strategic initiatives through activation, engagement and alignment experiences involving people. Its approach makes it possible to convey clearly and in a motivating way the content associated with relevant launches and milestones, fostering a better understanding of each initiative, a stronger connection with its value proposition and more direct involvement of teams around the organisation’s objectives. This approach fits with the logic of the Training & Development Programs document, which presents development programmes linked to business needs and the strengthening of key capabilities for the company. During 2025, “The Line That Connects Us” took shape through three main milestones: the launch of Business Multi-Risk, held on 30 June 2025; the launch of Protection against illegal occupation, on 16 September 2025; and the launch of Health, on 4 December 2025. These three moments make it possible to understand the programme as an accompanying lever for priority initiatives, designed to generate knowledge, engagement and participation around value propositions that are relevant to the organisation. Beyond its informative function, the programme helps create a shared framework connecting strategy, launches and people, ensuring that each initiative is deployed with greater proximity, consistency and capacity for internal mobilisation. In this sense, “The Line That Connects Us” should not be understood as a set of isolated actions, but as a structured internal activation format that facilitates alignment and strengthens the teams’ participation experience in relevant corporate projects. | Línea Directa is immersed in a transformation process aimed at strengthening its positioning in an increasingly dynamic and competitive environment. In this context, the development of critical capabilities is essential to advance the company’s strategic objectives. Among these capabilities, leadership plays a particularly relevant role due to its impact on team mobilisation, the implementation of priorities and the execution of change. For this purpose, a Strategic Alignment Programme for the management chain was launched, designed to strengthen leaders’ connection with the company’s shared project and foster a common vision of priorities, challenges and levers for progress. The programme includes several initiatives, including two key milestones: Plan 2025, held at the beginning of the year to share the vision and strategic objectives for the year, and MidPoint, held mid-year to review progress on the most relevant projects, reinforce focus on priority initiatives and continue driving the involvement of the management chain. The first global meeting, Plan 2025, took place on 28 January 2025 and served to communicate the company’s vision and the main objectives for the year. At this event, each department presented the actions and projects in its area that would contribute to achieving the strategic plan, creating a shared framework of understanding and collaboration around the year’s priorities. The second global meeting, MidPoint 2025, was held on 15 July 2025 and acted as a follow-up point for the year, enabling a review of the progress of the main projects, reinforcing focus on those initiatives requiring greater momentum and keeping the management chain aligned during the second half of the year. Both meetings also included the participation of an external speaker, providing a complementary perspective on current topics and contributing to the inspirational component of the programme. Participants in these sessions included directors, middle managers, coordinators and professionals with a relevant role in the implementation of strategic projects, whose involvement is key to ensuring that messages are deployed clearly and consistently throughout the organisation. |
| Employee development programme 1 | Employee development programme 2 | |
|---|---|---|
| The Line That Connects Us | Leadership development Strategic alignment of the management chain | |
| Benefits of the programme for the company | “The Line That Connects Us” provides relevant benefits for the company in terms of alignment, internal connection and mobilisation capacity around strategic initiatives. Firstly, it helps ensure that launches and key messages reach people in a more structured, understandable and accessible way, reinforcing consistency in the communication of priorities and supporting a better understanding of the role each initiative plays in the evolution of the business. This function is aligned with the approach that the Training & Development document gives to programmes that help strengthen capabilities and support organisational change. Secondly, the programme helps strengthen people’s engagement through formats that turn each milestone into a shared experience, with the ability to generate attention, interest and connection. This is especially valuable in contexts of transformation or the launch of new value propositions, as it helps initiatives be perceived not merely as corporate messages, but as projects with purpose, continuity and a connection to teams’ day-to-day work. In addition, “The Line That Connects Us” fosters a sense of belonging and reinforces the corporate culture by creating common spaces for connection around relevant projects. The high ratings obtained across the different programme milestones suggest a very positive reception by participants, reinforcing its usefulness as a tool to drive internal commitment, support the deployment of initiatives and consolidate a carefully designed and consistent participation experience. | The strategic alignment of the management chain provides clear benefits for the organisation by ensuring that the year’s priorities are understood in a shared way and that each area can translate them into concrete actions. These spaces help reinforce the connection between strategy and execution, enabling leadership teams to have a common framework to guide decisions, coordinate efforts and monitor the most relevant projects. In addition, the programme strengthens coordination and collaboration between areas by creating a space in which progress, challenges and contributions to the shared project are discussed. This global vision supports the identification of synergies, improves understanding of each team’s role within corporate objectives and helps the management chain act with greater consistency in deploying messages and priorities. The programme also reinforces the recognition of internal talent, pride of belonging and motivation among people with leadership responsibilities by creating specific moments to highlight relevant projects, progress and contributions. Likewise, it promotes a culture of transparency and good governance by openly sharing the company’s context, results, challenges and next steps at a time of transformation. |
| Employee development programme 1 | Employee development programme 2 | |
|---|---|---|
| The Line That Connects Us | Leadership development Strategic alignment of the management chain | |
| Quantitative impact on the company (monetary or non-monetary) | In 2025, “The Line That Connects Us” recorded a high convening capacity across the three milestones analysed. The launch of Business Multi-Risk had 1,122 participants; Protection against illegal occupation had 764; and Health had 811. These figures reflect the programme’s relevant reach and demonstrate its ability to activate participation around the company’s strategic initiatives. This convening capacity is complemented by particularly positive ratings from attendees. The recommendation score was 9.7 for Business Multi-Risk, 9.9 for Protection against illegal occupation and 9.7 for Health. These scores show a very favourable experience and reinforce the programme’s value not only as a vehicle for disseminating content, but also as an effective format for internal connection and engagement. From a non-monetary perspective, the programme’s impact can therefore be expressed in three main dimensions: reach, participation and rating. Attendance at the different milestones demonstrates its ability to attract a significant number of people, while the scores obtained show a high level of acceptance and perceived usefulness. Overall, these indicators position “The Line That Connects Us” as an effective tool to support corporate launches and reinforce internal alignment around priority initiatives. | In 2025, the programme once again showed a high convening capacity across its two main milestones. Plan 2025 had 264 attendees, while MidPoint 2025 brought together 238 attendees. In terms of participation in the satisfaction survey, Plan 2025 obtained 202 responses, equivalent to a 76% response rate among attendees, and MidPoint 2025 recorded 159 responses, equivalent to 64% of total attendees. For Plan 2025, the overall rating of the meeting was 4.76 out of 5. Understanding of the company’s current situation, priorities and challenges through the CEO’s messages reached a score of 4.85 out of 5. The understanding of how each area contributes to the strategic plan obtained a rating of 4.62 out of 5. Confidence in the company’s future and success stood at 4.76 out of 5, and personal motivation to contribute to Línea Directa’s success reached a rating of 4.75 out of 5. At MidPoint 2025, the overall rating of the meeting was 4.72 out of 5. The perception that the projects presented provide a clear view of how the company is evolving reached a score of 4.84 out of 5. Confidence in the future and success of the company stood at 4.85 out of 5, while personal motivation to contribute to Línea Directa’s success obtained a rating of 4.84 out of 5. Overall, these results reflect a significant non-monetary impact in terms of alignment, strategic understanding, confidence in the business project and mobilisation of the management chain. The ratings obtained show a particularly positive perception of the programme’s usefulness in connecting leaders with the company’s context, priorities and evolution. |
| % FTE participating in the programme | In 2025, “The Line That Connects Us” had the participation of 1,100 unique people, out of a total workforce of 2,100 FTEs, representing 52.38% participation in the programme. This figure reflects a high level of reach within the organisation and highlights the programme’s ability to involve a significant part of the workforce around the company’s strategic initiatives. | The percentage of FTEs participating in the programme represents 12% of the total workforce of the Línea Directa Group. |
Strategic training needs
In a key year for the company such as 2025, marked by the development of Artificial Intelligence, digitalisation and the launch of new products, training programmes aimed at developing employees’ skills and knowledge are particularly relevant.
Among the main projects, focused on improving the customer experience and responding to the company’s strategic needs, are:
- Training aimed at multiple segments
- End-to-end claims handling
- Global regulatory and sustainability plan
- Risk training
- Cybersecurity training
- Artificial Intelligence training
In this context of priority training needs, Línea Directa has dedicated 1.3% more hours to employee training, increasing from 69,842 to 70,726 training hours.
The evolution of training indicators and investment in training and development over the last three years, 2023–2025, is presented below.
| 2023 | 2024 | 2025 | |
|---|---|---|---|
| People trained | 2.592 | 2.428 | 2.510 |
| % of workforce trained | 90,35% | 87,9% | 93,1% |
| Training hours | 82.579 | 69.842 | 70.726 |
| Training hours per trained employee | 32 | 28,8 | 28,2 |
| Training hours per employee (group) | 33 | 25,3 | 26,2 |
| Training investment | 493.100 | 500.521 | 537.461 |
| Investment per trained employee | 190 | 206 | 214 |
| Investment per employee | 198 | 181 | 199 |
Both the training hours and the cost per trained FTE (full-time equivalent) have been distributed as follows over the past year, 2025:
| Training type | % training type % cost per FTE |
|---|---|
| Business | 71% |
| Soft skills | 8% |
| Leadership | 6% |
| Technology | 8% |
| Compliance and risks | 5% |
| Health and safety | 2% |
| Languages | 1% |
Artificial Intelligence Training in 2025
In a context of profound transformation in the insurance sector, Artificial Intelligence has become a key strategic lever for driving competitiveness, operational efficiency and excellence in the customer experience. Insurance companies now have the opportunity — and the responsibility — to incorporate these technologies in an ethical, secure and business-oriented way, integrating them into their processes, decisions and relationship models.
Within this framework, in 2025 Línea Directa strengthened its commitment to developing Artificial Intelligence capabilities, promoting an organisational culture prepared to harness its full potential. Through a structured and progressive 2025–2026 training plan, the company has promoted knowledge, responsible adoption and the practical application of AI at all levels, thereby accelerating its digital transformation process and its positioning as an innovative benchmark in the insurance sector.
The main actions carried out during the year were organised around four main focus areas by target group:
Strategic thinking: aimed at senior management, managers and coordinators
AI Strategy Programme: In collaboration with the specialised school MIOTI, Línea Directa launched a programme to explore the strategic potential of Artificial Intelligence in greater depth. Through this training, participants were able to learn about corporate tools such as Microsoft Copilot, identify business application opportunities and develop use cases aimed at improving efficiency and decision-making.
In total, 53 people completed the programme in 2025 and it continues in 2026.
AI Governance and Projects Programme at Línea Directa: This training helped present the company’s AI governance model, as well as the main projects and initiatives under development within Línea Directa.
A total of 29 people participated in this training action and it continues in 2026.
Technical focus: aimed at professionals from the Technology and Transformation areas involved in strategic transactional projects
Programme for Implementing Projects with Generative Artificial Intelligence (GenAI)
Aimed at Technology and Transformation teams, this programme sought to train participants in the fundamentals, architectures and applications of Generative Artificial Intelligence, with a particular focus on language models (LLMs) and intelligent agents.
The training enabled participants to explore the development and implementation of advanced solutions in greater depth, promoting the efficient and responsible adoption of these technologies.
27 people participated in 2025 and the programme continues in 2026.
Non-technical focus: professionals from business support areas
Generative Artificial Intelligence Programme: Aimed at business support groups such as Human Resources, Finance and the General Secretariat, this programme provided technical and practical knowledge of Generative Artificial Intelligence, including advanced use of Microsoft 365 Copilot, effective prompt design and process optimisation through tools such as Excel and PowerPoint.
The training also incorporated ethical criteria and responsible AI use.
A total of 144 people participated in this initiative and it continues in 2026.
Awareness and responsible use: actions aimed at the entire organisation
Artificial Intelligence Awareness and the European AI Regulation
To ensure responsible use aligned with European regulatory requirements, training was launched for the entire workforce on the fundamentals of Artificial Intelligence and the new European Union regulatory framework.
The initiative, carried out in 2025, involved the participation of 1,480 people.
Self-learning training in Generative AI
Línea Directa continued to promote continuous learning through its self-training catalogue, incorporating specific content on Generative Artificial Intelligence and AI-based productivity tools.
During 2025, 19 people completed this training.
Risk training
To foster a strong risk culture, Línea Directa implements various initiatives, such as periodic training for non-executive directors aimed at familiarising them with risk management principles and strategies, general employee training with learning pills on Regulatory Compliance and the COSO methodology, and the integration of risk criteria into new products and services through an assessment checklist for each of them, prepared by the risk area functions.
In 2025, continuing with training on the assurance map, training was delivered on risk assessment methodology and internal control. A total of 54 people participated, from the groups identified and expanded by Internal Audit in the third phase, including people from Finance, General Secretariat and SyP, as well as Human Resources and Risk. Attendees also included people who had yet to complete the training carried out in 2024 and who had joined the company since then.
The objectives of this training were:
- Embed a risk culture into the company’s processes.
- Understand risk and its control environment.
- Understand the three lines of defence model and risk assurance.
- Understand the area’s internal control responsibilities.
- Acquire sufficient knowledge to apply the corporate internal control methodology.
Cybersecurity Culture Plan
At Línea Directa, cybersecurity is much more than a technological issue: it is a fundamental pillar of our culture. In an increasingly complex and dynamic digital environment, protecting our assets and data is everyone’s responsibility. That is why the company promotes awareness campaigns, continuous training and threat simulations, which help us identify risks and strengthen our response to potential attacks.
In 2024, Línea Directa carried out cybersecurity awareness and training activities for the entire workforce, notably including an initial mandatory one-hour online training course for all new hires, as well as a continuous training proposal through self-learning modules on LinkedIn Learning. In addition, global awareness campaigns and practical tips were promoted through internal channels, with the aim of fostering a security culture and protecting the organisation’s digital assets.
In 2025, Línea Directa developed and implemented a Cybersecurity Awareness Plan, with the aim of consolidating a conscious and responsible attitude towards digital risks throughout the organisation. This plan represents progress compared with previous years, integrating cybersecurity as an essential part of corporate culture and targeting the 2,400 employees of the LDA Group.
The initiative included awareness and continuous training actions designed to ensure that every employee understands their role in protecting digital assets. Thematic campaigns were launched (phishing, smishing, vishing, etc.) and training content was distributed through email communications and the training platform, ensuring direct and structured access to key cybersecurity awareness information.
These actions promote secure behaviours and encourage a proactive response to potential threats.