Bankinter's performance in digital banking in 2020 was greatly affected by the health crisis and, in particular, by the declaration of a state of emergency. The latter made it necessary to provide the necessary tools so that all the Bank's employees could work from home, practically overnight.
The same happened to remote channel use by customers, which skyrocketed as a result of the mobility restrictions imposed by the Spanish authorities from March to curb the spread of the coronavirus.
One of the year's greatest challenges consisted in processing the ICO/CESCE loans, to alleviate the economic effects of the pandemic, in just over two months and for a volume equivalent to that which is managed under normal conditions for a whole year. Teams had to be reorganised and specific training given in record time, although the key factor for success was the dedication of the Bank's professionals.
The health crisis acted as an accelerator for the Bank's digitilisation, just as it happened in society as a whole, and helped to complete the new framework for customer relations, increasingly characterised by self-service and the freeing up of dedicated resources to advise, either in person or remotely.
The urgent need to face the demands derived from the coronavirus affected, naturally, Bankinter's 2020 pre-COVID objectives set for digital banking. But the Bank was able to meet them anyway, and without significant delays. As a result, the Bank now has a powerful business website, which greatly facilitates operations with customers. The digitilisation of business processes has been further developed, and a new adaptive security architecture has begun to be implemented, more comfortable and with greater guarantees.
As a result, the Bank now has a powerful business website, which greatly facilitates operations with customers. The digitilisation of business processes has been further developed, and a new adaptive security architecture has begun to be implemented, more comfortable and with greater guarantees.
To support the risk department, last year Bankinter undertook a redesign of the approval processes, especially the manuals. With regard to regulatory compliance, the Bank took new steps towards optimising and digitising the updating of proceedings aimed at preventing money laundering.
This meant is was possible to improve process efficiency and the perception of the Bank, although there is still a long way to go in terms of robotisation of operations, customer profiling or digital advice, among other aspects.
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