A new relationship model

The biggest challenges facing the banking sector, including digitalisation, improving efficiency and returns, require that we overhaul the way in which we work. Aware of this need, Bankinter has implemented a new relationship and people management model, which brings the Human Resources function not only closer to the business, but also to employees, in order to harness the opportunities provided by the new era in the finance industry. The new model rests on two pillars: personal relationships through Human Resources business partners and the digitalisation of employee services.

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

Training and talent

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:

  • Commercial Excellence School. Provides support training and developing commercial teams, whose focus is the customer. This includes all programmes that provide technical training to network employees, both from a regulatory perspective and in terms of the development of commercial skills, in an online and face-to-face format. Worth particular mention are those that promote worth, such as the Superior Sales Programme or Commercial Coaching.
  • Leadership School. Aimed at people managers with a view to making them excellent leaders by developing their strengths on the B-Líder programme and other programmes focussed on specific groups that promote the skills required in a constantly changing environment. More than 600 people have participated or are participating on B-Líder. In terms of ad-hoc programmes, such as Crisálida for the Operations division or Fénix for the Technology division at the bank, 75 and 230 people have participated, respectively, working on leadership skills with a largely experience-based approach, including workshops and team coaching.
  • Talent School. Its mission is to elevate all Bankinter employees to their maximum potential development, through the appropriate programmes and structured around the 70-20-10 model. One of the star programmes is Horizonte, the objective of which is to speed up the development of professionals with high potential, the fifth edition of which was launched in 2018.
  • Summer School. Over the summermonths, training is offered with alternative content in four areas: development of skills and new trends, health and family, languages and computing. Its objectives are to encourage personal and professional growth, promote a culture of wellbeing and health, and improve motivation.
  • Digital School. Its aim is to improvedigital culture and training, not only in areas related to technology, but amongst all the bank's employees. To this end, programmes are developed that facilitate the digital transformation of processes and people.
  • Technical School It covers the training needs of all Central Services areas, with an emphasis on specialist content, in particular new technologies, which are very useful when carrying out their work. A total of 2413 people participated in the training imparted in 2018.
  • Language School. Progressively more important on account of Bankinter's internationalisation process. This school imparts English, Portuguese and Spanish classes and programmes, aimed at employees who need to improve their skills in any of these languages.
  • Corporate School. Its training, aimed at all Bankinter Group employees, is focussed on the bank's values and corporate in addition to mandatory regulations. Furthermore, it runs a three-day induction course for new recruits, which is supplemented by one day in the office (for people recruited for Central Services) and a mentoring process.

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.

Peoples tables
Peoples tables
Peoples tables
Peoples tables
Peoples tables
Peoples tables
Peoples tables
Peoples tables
Peoples tables


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:

  • Once again, technological profiles were the most sought after; these posts are essential not only for ensuring the bank adapts to the new ways in which customers behave, but for optimising internal processes and thus maintaining the high degree of efficiency required by the bank. A spotlight was placed on digital profiles, which are key to the transformation of the bank and the different projects under way.
  • The bank's Private Banking model was consolidated thanks to the acquisition of external talent and development of internal talent.
  • We committed, for the large part, to junior profiles, through specific programmes that seek to enhance the bank, both in the technology and commercial divisions.
  • In total, 27% of selection processes covered junior profiles, consolidating a present and future talent strategy.

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.

Once again, technological profiles were the most sought after; these posts are essential not only for ensuring the bank adapts to the new ways in which customers behave, but for optimising internal processes

Health plan

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:

  • Traditional prevention campaigns. 1,977 medical examinations took place, in addition to other campaigns, such as the ophthalmology check, in which more than 500 people participated.
  • Promotion of physical activity. Access to a wide range of fitness centres wasprovided.
  • Health Week, which proposes a range of different activities to employees focussing on physical, emotional and social health. In the 2018 edition, 1200 people participated.
  • DThe Occupational Risk Prevention division created the In-House Prevention Service under Global Services, S.A., making it possible to increase human, economic and material resources in the field of Health and Safety.

Objectives for 2019

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.

Corporate employee benefits

Bankinter offers social benefits that go beyond legal requirements and which apply to all employees. These include:

  • Assistance in the education of employees' children.
  • Medical insurance.
  • Life insurance.
  • Advances against monthly salary.
  • Banking services and products with special conditions for employees.

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:

  • Mortgage loan (including renewal).
  • Home construction loans.
  • Mortgage interest rate review.
  • Home loan.
  • Loans for other purposes (no proof is required).
  • Advances. Those included in the banking collective bargaining agreement and those for the purchase of a computer, to pay for language courses abroad, or postgraduate studies relating to the employee’s professional activity.
  • Pension simulator.

Flexible remuneration

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:

  • Supplementary cover additional to the benefits paid by the Social Security system in the case of widowhood, orphanhood, permanent occupational disability, absolute permanent disability or severe disability. It is provided for the entire workforce.
  • Coverage off pension commitments for employees in service since before 1 March 1980, as established in the sector collective bargaining agreement.
  • Annual contribution of 450 euros, pursuant to the provisions of the banking sector collective agreement, to the pension plan of employees who have more than two years' service in banking and whose pension commitments are not covered by any other scheme.

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.

Total Remuneration

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.

Human capital


Structural capital / Relational capital

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