The Strategic People Management Plan has continued to develop in response to the challenges the Bank had set for 2022. The greatest emphasis was placed on attracting and promoting young talent and STEAM talent (specialising in science and technology), on fostering the professional growth of all generations that coexist in the Bank - supported by our development culture - and on continuing to enrich the employee experience in order to meet the essential objective of maintaining and strengthening the commitment and pride of belonging in all the people who make up Bankinter.
Actions were put in place to meet the needs of the different stages of the talent life cycle within the organisation:
Leadership and innovation received a strong boost in the year's training programmes, as well as further enhancing the digital culture, as is only fitting for an organisation as innovative and data driven as ours.
As part of our aim to better understand people's needs, we continued to work closely with different groups to respond to their concerns and address issues of interest to all.
All of this with the aim of having the best team, committed and prepared to continue writing a success story.
Developments in the pandemic made it possible to phase out many of the restrictions in Spain that had been put in place over the last two years. The measures and protocols adapted to each circumstance were adjusted, always following the guidelines of the health authorities and with the priority of guaranteeing the well-being, health and safety of employees.
Despite the fact that their use has not been mandatory in the workplace since April, face masks continued to be available to employees, along with hydroalcoholic gel dispensers. Throughout the year, the Occupational Risk Prevention area provided the necessary advice and assistance to affected employees.
In 2022 the 'Bankinter Takes Good Care of You' programme was launched, accessible to all the Group's staff. It is a pillar in our good practices model; promoting the health and well-being of employees is its cornerstone. It focuses on improving the personal conditions of our employees by addressing five essential factors: physical, emotional, social, economic and cognitive wellbeing.
The programme offers a wealth of informative and educational content related to these five pillars, including the development of a large number of activities: mindfulness, cancer prevention, communication with children... In Bankinter's Healthy app, which is widely disseminated and consolidated among employees, physical exercise, sport and improved eating habits are promoted.
As part of the regular activities of the Prevention area, we continued to promote health examinations to facilitate the early detection of pathologies, and regular environmental assessments were carried out in all workplaces, establishing the necessary preventive measures to control risks and guarantee safe and pleasant environments for the development of our professional activity.
In order to remain attentive to people's needs and enrich their experience in the Bank, the proximity programmes implemented in the last two years and developed by the People Management team were maintained in 2022.
The HR Business Partners held 113 sessions, which were attended by 2,761 people who shared content tailored to their interests: career plans for different segments and areas; tools and guidelines to support people managers in their role as team leaders; and self-leadership and personal development to improve teamwork skills in some areas. In addition, the support programme for new arrivals has been kept running. It includes three individual interviews during the first year to ensure the best possible integration of newcomers.
In response to the needs identified through quality surveys and analysis of the most common queries received by People Management, informative sessions open to all staff, dealing basically with issues related to compensation systems, have been held with an attendance of 857 people.
The 2022 strategy in this section was aimed at programme quality, support to strategic business plans, focus on certain critical groups (junior talent, STEAM talent), personalisation and improvement of the learning experience, with an important novelty: return to a face-to-face work environment from March.
Commercial Excellence School. New recruits requiring it were certified in MiFID 2 (European directive on the provision of investment services), the Real Estate Credit Contract Law and the Insurance Mediation Law), keeping with a 97% share of the total group, and updating the knowledge of those who already had the certification through continuous training programmes. We again designed tailor-made customer mentoring programmes for each segment and position, with the dual objective of meeting regulatory requirements and reinforcing employee training, and which were 99% to 100% completed.
School of Corporate Culture. Last year 371 new colleagues joined Bankinter, for whom the best possible induction plan was prepared so that they would feel integrated from day one. Given that 2022 was the year of youth at Bankinter and that young talent is a critical group, the more than 348 juniors who form part of the Bank are undergoing an 18-month training plan, which includes a core programme and another specific one for each business line.
Talent and Leadership School. 2022 was the year of leadership. An Itinerary was drawn including four key moments in a leader's career, with specific programmes for each of these moments, focusing on a more humanistic leadership. These programmes, which impacted more than 500 people managers, with training tailored to their career needs, challenges and interests, are aligned with the talent review and succession planning exercises that are undertaken every year and a half. Maximum levels of participation in the 'BKcrece' performance programme were once again achieved: 99.9% of employees had their annual appraisal meeting, 98% held their half-yearly appraisal meeting and 97.5% of people managers received rising appraisal.
Digital and Technical School. The Bdigital project grew with digital plans tailored to each business and with two clear levers of action. One of them was the optimisation of our current STEAM profiles (more than 164 people), as well as the retraining of mixed profiles, with the objective of helping them grow towards a data and analytics role moving forward, generating internal talent. The other lever is innovation, as we have the firm intention of continuing to be an innovative and different Bank, for which we have initiated a training plan to generate mindsets, develop skills and acquire innovation techniques and methodology.
Bankinter Corporate University. In order to adapt to market trends and to the needs and interests of the people who are part of the Bank, the university undertook a project to evolve towards a more digital and agile environment. Its structure was simplified into four schools, its image was changed and, above all, a new digital campus was launched, whose design and functionalities clearly improved the learning and development experience.
2022 was a year of activity and growth, with multiple opportunities being generated for both junior and experienced talent.
Recruitment of new talent was focused on recent graduates and junior professionals at the beginning of their professional careers, who joined the Retail Banking branch network, telephone banking, or through the two 'STEAM Talent' programmes held during the year, aimed at nurturing recent graduates in science and technology towards the Bank's more analytical areas: Data Management and Analytics, CRM, Global Risk Management or Analytical Quality, among others. During 2022, 255 juniors joined the group, representing 58% of the total number of new recruits for the year; 35 of them joined through STEAM programmes.
During the year the university internship programmes aimed at both financial and STEAM profiles continued to operate. These have now been consolidated through four calls for applications published in spring and autumn, in accordance with university calendars, and have given 170 students the opportunity to have their first contact with the professional world at Bankinter, as well as providing an extraordinary pool for identifying potential juniors. A total of 33 of these students have joined the Bank after finishing their internships.
As regards expert talent, its incorporation into the Bank centred around commercial profiles for the more specialised businesses, and specifically on the technological profiles needed to continue growing the technology and digitisation projects.
The Bank continues to rely on its own talent as one of its main sources of recruitment. In 2022, the number of vacancies doubled to 156. These are published openly on the intranet, so that any employee can register and participate in a fully transparent selection process. This model of rotation through internal vacancies provides opportunities for growth and development and is open to all the companies in the Group, nationally and internationally. Eight of the offers published were for positions at Bankinter Luxembourg and three for positions at Avant Money in Ireland.
In line with the aim of providing growth and opportunities for internal talent, the first edition of 'Bankinter Mobility' was launched, a training and experiential programme aimed at facilitating the transmission of knowledge and cultural integration, reinforcing our corporate identity through the professional contacts of employees from different companies and geographical areas.
Eight of our best talents with potential took part in the programme and had the opportunity to spend a week with the teams from Bankinter Luxembourg, Bankinter Portugal, Avant Money and EVO Banco, in order to identify synergies and good practices that could be exported to the rest of the Group. This programme has a second edition in 2023, in which the format will be an exchange programme, which will also allow a group of employees from these subsidiaries to be hosted in Bankinter Spain.
Corporate benefits.
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 72% 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. This 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).
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