On the topic of training, in 2018 the bank responded to the needs generated by enhanced regulations, in particular as a result of the entry into force of the MiFID II European Directive, both in terms of certifications and continuous training.
MiFID II certifications were made available to employees through the Commercial Excellence School and the Corporate University; currently, 94% of those performing customer information and advice functions now have this accreditation. Furthermore, continuous training programmes have been launched, as set out in the regulation.
Another noteworthy project this year was the B-Líder leadership programme, which has become an essential tool in the development of leadership and cultural transformation. The goal of the programme is for people managers to reach their maximum potential by improving their strengths, by providing 360º feedback and with assistance techniques, including coaching and mentoring.
Furthermore, the Corporate University has remained very active and maintained the highest quality. In addition to the range of training offered, the growing importance of the virtual campus must not be overlooked. As a whole, in 2018, 313,021 training hours were imparted, and 99% of professionals received training, with an average of 64 hours per employee. The NPS (satisfaction index) accumulated over the year came to 63%.
The Corporate University aims to reach out to all areas, segments, networks and channels at the entity, with programmes adapted to their needs, without compromising on the highest quality. Its activities drive the 70-20-10 learning model (in which 70% is learned on the job, 20% through interaction with colleagues and the remaining 10% through structured, formal training), which promotes employee involvement, proactiveness and responsibility in his/her own development. It is organised in the following schools:
In terms of talent, every year, the performance of employees at the bank is assessed as part of the BKcrece programme, the main objective of which is to help with the development of all Bankinter professionals, measuring their performance and contribution, identifying their strong points and areas of improvement, providing quality feedback. The process begins at the start of the year, defining the goals for the coming twelve months; these goals are then continuously tracked. At the end of the year, the annual performance process is run, as part of which the achievement of objectives, level of skill development and commitment of all employees is assessed, in addition to the management and leadership style of people managers, as part of a bottom-up assessment. In 2018, 4,602 performance assessments were held in Spain, 31 in Luxembourg and 86% of people manages were subject to a bottom-up assessment, which is voluntary.
In 2018, there was greater dynamism on the market and in the sector in terms of recruitment and hiring. Against this backdrop, Bankinter harnesses technological innovations that made it possible to manage the selection process more efficiently, maintaining a high level of customisation, guaranteeing the identification and acquisition of the best talent. Furthermore, the bank continues to benefit from its strong reputation as an employer brand, positioning it amongst the best companies to work for in countless national and international rankings.
At Bankinter, the year was marked by the entry into force of the new General Data Protection Regulation, which involved adapting internal processes and communication to potential candidates.
In terms of the profiles with the greatest presence in selection processes, worth particular note is that:
The new people management model improved the quality and speed of talent acquisition processes. The figure of the Human Resources business partner, rolled out throughout the eleven organisations and in all Central Services, has made it possible to anticipate our talent needs.
In terms of labour relations, 2018 was defined by the development of a plan to promote a culture of health, wellbeing and safety, whilst always bearing in mind the risks associated with the bank's activities
This action plan rests on different pillars:
In 2019, projects will be rolled out that represent an authentic cultural change for the organisation. The Training and Talent divisions will focus on improving the digital and technological skills of employees, through specific benchmark programmes that facilitate an understanding of the current environment. Along these lines, the learning channel will also be overhauled to promote digital and blended learning. An example of this is the new Online Skills Programme, which will be developed via a platform with a fully digital, immediate and remote learning experience, that is free for everybody to access.
A new integrated talent management model is also due to be launched, which will serve as the cornerstone for other Human Resource processes. The aim is to create a global talent model adapted to the institution's corporate culture and the needs of today's world, in addition to a structured plan of succession for critical positions at the bank.
‘Programa Avanza’ for Corporate Banking is another project in which technical training will be offered to employees in this sector in three specialist areas: Investment Banking project and credit finance and taxation.
Furthermore, leadership development shall continue to be enhanced, including another 400 people on the B-Líder programme, and through the programme for new people managers, the first edition of which is due to take place in 2019.
The training division will also address new regulatory developments. To satisfy the requirements of the MiFID II European Directive, the percentage of certified employees shall be expanded and continuous training guaranteed for those who already have accreditation Other regulations and updates that will affect the range of training on offer include the new Mortgage Law, the Insurance Brokerage Law and regulatory changes concerning money laundering and terrorist financing, data protection, prevention of occupational risks and information security.
In the Selection Division, the new people management model will be honed and the staff selection process improved to include a more digital component, without compromising on our friendly, personal approach. Furthermore, we will strengthen our commitment to mobility and attracting international talent in order to enhance the workforce and generate development opportunities.
Bankinter offers social benefits that go beyond legal requirements and which apply to all employees. These include:
Bankinter also offers its employees meal subsidies, depending on their working hours, which can be taken as an addition to salary or on the form of restaurant vouchers. Employees also have right to the following benefits:
Another of the benefits offered by the bank is that employees can also opt into a flexible remuneration system, whereby they can agree to partially substitute monetary remuneration for non-monetary remuneration (such as nursery vouchers, shares, medical insurance, training, pension plan contributions, travel card or restaurant card.
In this way, the employee increases their remuneration in two ways: through the Bank’s bargaining power to get the best price possible and through the tax advantages accruing to certain products or services contracted through this system. Currently 51% of employees use this flexible remuneration tool.
In long-term remuneration designed to cover certain contingencies, the bank offers the following benefits:
Bankinter is also a member of the Employee Family Plan. This programme, promoted by the Adecco Foundation, provides a variety of assistance to employees with a disability, and/or family members in a similar situation, to help them achieve real employment and social integration, or to help them perform various activities, including those related to leisure.
In 2018, Bankinter committed, once again, to improving the employee experience, by launching a Total Remuneration platform that allows employees to consult all the elements that form part of their pay package: fixed remuneration, variable remuneration, benefits and emotional remuneration.
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