As a consequence of the health crisis, 2020 was a year full of unexpected challenges, which accelerated the transformation of the Bank's structures and especially its ways of working, further driving innovation, digitilisation and the agility of learning in a safe environment.
Against this difficult backdrop, Bankinter continued to consolidate its Strategic People Management plan, focusing in particular on protecting health, maintaining 'closeness in distance', and adapting to an increasingly fast and deep digitalisation.
Taking care of the well-being and health and safety of all employees – already a priority in our People Management policies – became even more important in 2020.
At the beginning of March, the Occupational Risk Prevention area set up a working group dedicated to informing, training and advising employees in relation to the health crisis, as well as guiding the internal measures necessary to fight the pandemic, in coordination with the areas of Real Estate and General Services and Purchasing.
Direct and individualised follow-up was also carried out of all infected workers and the people who potentially had contact with them at Bankinter's facilities. To this end, an action protocol was drawn up based on the instructions of the Ministry of Health, under strict safety and prudence criteria.
With the aim of remaining close to its employees during the hardest phase of the lockdown and when the restrictions were eased, in the second half of March and throughout April, the Human Resources team made more than 5,000 calls to inquire about their health condition. In May, a plan to return to the office was developed, and between July and August informative sessions were held on the anti-COVID protocols.
One of the most important aspects of our relationship model involves informing employees of our human resources offering depending on their needs at any given moment. To this end, a campaign called #GestiónDePersonas @Vosotros was launched in September. In October, a new website was presented, which operates as a true digital self-service with effective and immediate solutions.
In 2020, we were able to deliver our intensive annual training plan, supporting development of the knowledge, competences and skills of the Bank's employees, with the necessary adaptations due to the impossibility of delivering in-person training after March. This training focused on three main areas of action:
In 2020, as in other years, the performance of Bank employees was assessed as part of the BKcrece programme, the main objective of which is to help drive their development, measuring their contribution, identifying their strengths and areas of improvement, and providing quality feedback. During the year, 99.6% of the staff in Spain eligible for a performance assessment received one, with 95.2% of personnel managers being subject to bottom-up assessment.
The focal point for training at Bankinter is our Corporate University, where the learning and development of our professionals are promoted through their own proactivity and responsibility.
The Corporate University is divided into eight schools:
Over the course of 2020, 316 actions were launched, with 388,000 hours of training, 30% more than in 2019, 90% of them in online format. 99% of our employees received training over the year, with an average of 79 hours per employee. The NPS (satisfaction index) was 48.73% (moving annual average).
The Training and Talent areas worked on increasing the digital and technological training of employees, through specific, benchmark programmes that facilitate understanding of the current environment. They also focussed on continuing programmes to meet the demands resulting from the increasing regulation of banking activity, turning banking professionals into a highly qualified group.
These programmes are all inspired by a philosophy of personal growth, with employees being responsible for their own learning and development, and improving their skills by developing their strengths, creating a leadership culture that allows people managers to achieve their full potential.
One of the programmes is called Bdigital and aims to facilitate the development of Bankinter's culture, which is already innovative, towards a more digital culture, promoting digital behaviours and skills through agile methodologies and collaborative ways of working.
The ceaseless transformations in the digital world have made us focus on the need to attract, develop and retain new professional profiles to be successful in the new data era. To do this, we have developed a specific talent management model for STEAM profiles (science, technology, engineering, arts, mathematics), whose identification has taken into account academic training, specific data-driven training and experience in purely analytical or adjacent areas.
The internal rotation or mobility policy (11% in 2020) allows employees to take on new challenges and develop professionally, while continuing to train continuously to adapt to new responsibilities. This promotes the transmission of knowledge and cultural integration in the case of international mobility (Bankinter in Luxembourg and Bankinter Portugal).
The Bank's priority for young talent was people's health at all times, without forgetting our commitment to the training and professional development of the young people who joined our internship programmes. For this reason, these internship programmes were suspended between March and September. They were restored from October so that university students could complete their internships in the same areas and locations that they had to leave in the spring.
Bankinter offers social benefits beyond the legal requirements, including training aids for employees and children of employees, health insurance, life insurance, accident insurance, monthly salary advances, banking products and services with special terms and conditions, and meal subsidies depending on the schedule and type of working day.
Bankinter offers social benefits beyond the legal requirements, including training aids for employees and children of employees, health insurance, life insurance, accident insurance, monthly salary advances, banking products and services with special terms and conditions, and meal subsidies depending on the schedule and type of working day.
Bankinter offers social benefits beyond the legal requirements, including training aids for employees and children of employees, health insurance, life insurance, accident insurance, monthly salary advances, banking products and services with special terms and conditions, and meal subsidies depending on the schedule and type of working day.
In long-term remuneration designed to cover certain contingencies, the Bank offers the following additional benefits:
Bankinter is also a member of the Employee Family Plan, promoted by the Adecco Foundation. It provides a variety of types of assistance to employees with disabilities and/or family members in a similar situation so they can achieve real labour market and social integration or perform other activities, including leisure-related.
Bankinter has a total compensation platform that shows employees all the elements that are part of their compensation package. Not only fixed and variable compensation, but also social benefits and emotional compensation. The aim is for them to be able to check the set of measures that complement Bankinter's remuneration proposal. A proposal that aims to satisfy their personal, family and professional needs, improving their quality of life and promoting work-life balance.
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