Health care and concern for maintaining safe working environments continued to be essential in 2021, accentuated by the successive waves of the pandemic, with prevention guidelines and ways of working being adapted to the measures introduced by the authorities.
The HR Strategic Plan continued throughout the year, with a sharp focus on prevention, remaining approachable and consolidating a cultural transformation driven by innovation and digitalisation.
Bankinter's Te Cuida (Bankinter, here to help) programme provided advice on training routines and nutritional plans and was developed to incorporate initiatives to foster emotional well-being, which became more necessary than ever due to 'pandemic fatigue'.
A number of individual and collective actions were undertaken to improve understanding of people's needs, particularly at key points in their professional and personal lives.
The digital and data culture received a strong boost; talent programmes were scaled up and training was recognised as a tool that adds huge value, both for the business and for the development of people.
The working group formed at the beginning of the pandemic involving all areas of the bank continued to establish appropriate measures for each situation to protect the health of employees from the spread of the virus, including organising an online course about COVID-19 for the entire workforce.
Employees were provided with surgical masks, screens were installed, disinfectant gel was provided in the facilities, premises were cleaned daily with disinfectant products and protocols were introduced on appropriate use of common areas, work areas and dining rooms, to create safe environments and spaces for the bank's professionals and customers.
The Occupational Risk Prevention area continuously monitored those affected by the virus, answering their questions (what to do, who to contact, how long to be in quarantine) following the recommendations of the Ministry of Health.
As part of the 'Bankinter Te Cuida' (Bankinter, here to help) programme, intended to promote the health and well-being of employees, five webinars were held on topics such as diet, sleeping well or staying active as you age, with content related to nutrition, rest, yoga, pilates and emotional stability, etc.
Employees taking part in the Bankinter Healthy programme carried out 409,000 wellness and health activities (201 per person on average) and 1.18 million hours of physical activity and travelled 1.99 million kilometres (977 on average).
The main objective was to support the business, responding to its needs and generating added value, while keeping in touch through the programmes launched during the previous year.
258 meetings were held with natural teams (branch offices and central services departments) to share Bankinter products and services. 2,337 employees took part in these.
During the second half of the year, employees who had recently been promoted were contacted for a personalised review of their professional development and to offer them support in their new responsibilities.
Special attention was paid to people who might be going through difficult situations due to the pandemic or other events.
In total, 742 calls were made.
2021 was again scarred by the impossibility of face-to-face training and development initiatives due to the health situation. The Corporate University, therefore, developed all of its programmes remotely and online, focusing on various strategic areas.
Commercial Excellence School. A range of customer advisory programmes were developed in each of the segments with the twin objectives of complying with the requirements of the European MiFID 2 directive and enhancing employee training. 97% of the people who needed up-to-date certification had this by the end of 2021.
Training related to the new Real Estate Credit Law was provided to all members of the commercial network and the areas directly involved in mortgage processes, with the official certification of 97% of the people trained.
98% compliance was achieved for the training requirements under the Insurance Mediation Law for people who sell or report on these products.
Digital culture. The Bdigital project to accelerate digital culture implemented numerous initiatives to foster the adoption of efficient habits, such as training through the online platform (8,971 courses), distribution of guides to the main Microsoft Office 365 tools (4,800 people), improvement of communication, collaboration and personal productivity skills through a digital team coaching programme, and promotion of multi-area collaboration.
Digital and agile leadership. 220 people managers were trained during the year in the new demands of digital and agile leadership, with work done on the adoption of digital habits in the management team through a reverse mentoring programme with some of the bank's native digital profiles.
In total, more than 287,000 hours of training were provided with 372 training activities. 100% of the employees participated in at least one of these, spending an average of 57.46 hours on it. The satisfaction rate reported by the survey (NPS) was 55% (seven percentage points higher than 2020).
Talent models. In 2021, 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 performance and contribution, identifying their strengths and areas of improvement, and providing quality feedback. During the year, 99% of the target staff in Spain received a performance assessment and 98% of personnel managers were subject to a bottom-up assessment.
The second talent and succession review exercise was performed with 694 people from the commercial network. This enables us to understand the type of talent of each person, with talent maps for the roles in each organisation, enabling succession planning for key positions. Ad hoc development actions were implemented after this exercise, including training plans, coaching, mentoring, etc.
Bankinter's talent model has been expanded to include Ireland and a specific model has been developed for the Private Banking area. This has made it possible to identify potential future bankers throughout the commercial network, fostering the development of internal talent.
The STEAM (science, technology, engineering, arts, mathematics) Talent model - another specific model - was also launched in 2020, helping to identify everyone in the bank with these profiles. Progress was made on a training programme for upskilling this entire group depending on the area to which they belong in 2021. Vertical paths have been created for each of the bank's analytical areas with STEAM profiles, with data driven training for basic, intermediate and advanced levels.
The recovery of the economy and the buoyancy of the labour market in 2021 fostered a return to levels of recruitment activity almost at pre-pandemic levels, although this was mostly online. This activity focused on commercial profiles and, in particular, those needed to continue promoting technology and digitalisation: infrastructure, technological transformation and data science.
University internship programmes were resumed for both financial and STEM profiles, with four invitations published in the spring and autumn, offering 146 internship vacancies. The focus was on attracting recent graduates and young professionals with a clear aptitude for customer service and analytical profiles to nurture technical business and risk analysis areas.
The bank continued to rely on its internal talent as one of the main sources of recruitment, with internal turnover reaching 12% in 2021. This enables employees to take on new challenges, develop professionally and receive continuous training to adapt to new responsibilities, facilitating the spread of knowledge and cultural integration in the case of international mobility (Bankinter Luxembourg and Bankinter Portugal).
Bankinter offers social benefits beyond the legal requirements that apply to all employees, including training aids for employees and their children, insurance (health, life and accident), salary advances, special terms and conditions for banking products and services, and meal subsidies depending on the schedule and type of working day.
Another benefit offered by the bank is a flexible remuneration system, whereby employees can partially swap their fixed monetary remuneration for certain goods and services (remuneration in kind), such as nursery vouchers, shares, training, pension plan contributions, travels cards and restaurant cards.
This increases employee remuneration in two ways: through the bank’s bargaining power to get the best prices possible for the goods and services included in the system; and through the tax advantages offered by certain products arranged through this system. Currently 61% 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, 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 labour market and social integration or take part in other activities, including leisure activities.
Since 2018, Bankinter has had a total remuneration platform that allows employees to consult all the updated elements that form part of their pay package: Fixed remuneration, variable remuneration, benefits and emotional compensation (i.e. the benefits offered by Bankinter as salary supplements for employees, to cover their personal, family and professional needs, improve their quality of life and ensure a work-life balance.