Jump Main Menu. Go directly to the main content

Menu
Close

Sección de idiomas

EN

Fin de la sección de idiomas

You are in:

  1. Home
  2. Responsible management
  3. People

Report BFA - Bankia 2014 / Responsible managementPeople

  • Nº of group employees: 13,685*
  • 1,586 women
    hold management positions
  • 258 managerial appointments
    through internal promotions
  • 84 employees
    collaborate in training programs
  • 2,604 Bankia tutors
    have given 3,044 in-house training sessions
  • 52 focus group
    with employees

*Data for Bankia, S.A.

Last year was extremely active in terms of personnel management, due to various reasons – the workforce restructuring plan (ERE) underway, primarily to restructure the central services function, although there have also been departures from the commercial network due to downsizing (Madrid and Levante), which led to 509 redundancies; the implementation of new commercial models (the “Agile Branch”) and new organisational structures, etc. All of this has led to more than 3,700 job changes for the bank’s staff, always trying to match individual profiles to the position, especially in the case of management roles.

Furthermore, a total of 2,045 people who applied for the reassignment plan, part of the Restructuring Plan 2012-2017, have been helped and have received more than 58,000 job offers, an average of 28 offers per person. Job offers have also been received through the job listings service.

Employee appraisals

The employee appraisal procedure was carried out in Bankia during October and December 2014. It is a systematic process of analysis, evaluation, communication and professional development, which strengthens

  • Communication and explains the skills and conduct that will enable each member of staff to effectively perform their role.
  • The implementation of the corporate culture, developing Bankia’s values related to performance and competences.
  • Results, identifying the skills and competences that will help to achieve the objectives for each role.
  • Feedback, recognition and development, through the Appraisal and Development Meeting.

Some 13,499 people were appraised by their line managers during this process. In addition, during the same period, 287 of the bank’s manager received a “180º Evaluation”, when they were appraised by their colleagues and line managers as well as performing a self-assessment.

At the same time, a catalogue of more than 120 proposed development actions was drawn up, for each performance evaluated, which were specifically applied and adapted to the needs of each person. By the end of the process, a total of 16,331 development actions had been defined.

These actions seek to instil Bankia's values into the management of its people by identifying, developing and generating career opportunities for the best professionals.

Professional development and managing talent

The bank’s current talent model, which forms the basis for decisions regarding professional and career development, is the gateway to the company’s management positions. In a change from previous years, more than 250 appointments have been made based on this model, both in the commercial network and in central services (17 assistant branch managers, 152 branch managers, 7 new regional managers and more than 82 central services managers), which represents a new direction for this process, designed to boost professional careers and personal development.

In 2014, the Directorate of Personnel implemented various actions to support and complement the professional development of employees with potential, as well as to accelerate the career path of people identified with talent.

Bankia’s Talent Management Model, based on differentiated values, skills and capabilities, backed up by professionalism, dedication and aspiration, was reviewed in the second half of 2013.

4,557
personal interviews were arried out under the talent model as a gateway to management roles.

The complete personnel management team received specific training to ensure that the model for evaluating and developing talent and potential is uniformly applied.

The process to identify talent in the commercial network began in the first quarter of 2014, before moving on to central services at the beginning of the second quarter. This process is being carried out using individual interviews.

As part of the talent management framework and as one of Bankia’s transformation projects, the Directorate of Personnel has also designed various initiatives to develop the bank’s talented professionals:

Management Skills Development Programs

In October, four development programs were carried out for talented managers from the commercial network and central services. A total of 59 of the bank’s staff took part.

These programs seek to:

  • Analyse the development of skills, offering a broad vision of the level of critical skills required by the management function.
  • Exercise these critical competences, offering learning scenarios that enable this process.
  • Structure a Personal Development Plan in order to develop those skills and competences required for better performance and leadership. Participants are helped by a coach to prepare and implement their Personal Development Plan.

In early 2015, two additional development programmes were planned for a further 30 managers from the commercial network and central services.


Mentoring

Bankia’s Mentoring Programme was set up in last half of 2014. More than 30 mentors with their corresponding mentees will take part.

The first programme is intended to last for 18 months (from the first quarter of 2015 until mid-2016).

The first working session of this project took place in December 2014. The corresponding meetings between mentors and mentees prior to the launch of the mentoring sessions will take place in early 2015.

Career Development Plans

Career Development Plans enable talented professionals to develop and accelerate their careers towards key positions, while taking into account the company’s existing and future needs at all times.

These plans include periods working in different parts of the organisation, the possibility of participating in strategic and/or cross-company projects, development programs, coaching, mentoring, etc.

Career Development Plans require a strong commitment from the individual as well as the company, which accompanies and supports their professional development and improvement.

Twelve Career Development Plans were launched in November and December 2014, while a total of 50 such plans are due to be implemented in the first half of 2015.


Talent pool

In 2014, the bank consolidated its “Talent Pool” program designed to identify young candidates that are trained for positions in the organisation that require greater specialisation and that, due to their characteristics, make the search for internal candidates more difficult (capital markets, treasury, corporate banking, private banking, etc.). In 2014, this project consisted of seven employees, rising to eight in 2015.

This initiative will be rolled out to the Corporate Directorate of Technology and Operations in 2015 for positions that are particularly difficult to cover.

Measures for supporting employees

  • 320,547.24
    euros for supporting employees’ studies.
  • 9,369,774.35
    euros for supporting children’s education*.
  • 863
    employees have benefited from maternity/paternity leave
  • 144
    disabled employees.
  • 185
    employees with reduced working hours to care for children and family members.

*Disabled children and children that do not sleep at home.

Training

During 2014, the training plan focused on promoting people’s core competences, aligning the training actions carried out with the bank’s priorities while associating processes for measuring how these are converted into results.

Branch manager training, which began in mid-2013, continued during the first quarter of the year with the objective of developing the core principles of managing the business and a sales team.

The launch of the regional managers’ program was particularly important this year, working with the whole group for more than eight months in order to instil and consolidate the skills required to generate better business results, strengthen the commercial system, and the management of income versus expenses, and personnel.

€7.85m

Invested in training.

669,293

Training hours.

50.9

Hours of training per person / year.

A series of training actions was also launched to:

  • Promote the management of SME customers, encouraging commercial advice for this segment. Training actions to develop both commercial and risk management skills were also launched for people in the retail and business banking networks.
  • Implement a specific training plan linked to technological changes in the Branch Desktop Application, for the entire sales network, combining different methodologies in order to distribute training quickly and effectively.
  • Provide training on aspects such as managing income and expenses, foreign trade and operations, or about the different aspects that cover the requirements imposed by regulatory authorities, such as regulations on insurance, the prevention of money-laundering or the single euro payments area (SEPA).

Training hours by gender

Training hours by professional category

Staff health and safety

Bankia promotes a working environment based on the health and safety of its staff, implementing a consistent and coordinated health and safety policy.

The Health and Safety Management System consists of all the activities designed to prevent, eliminate or minimise occupational risk. They are implemented via the annual preventive activities programme, which is approved by the National Health and Safety Committee.

Various agreements have been signed between the management and employees’ representatives to improve working conditions. For example, the protocols for situations involving violence or robberies are executed immediately in a coordinated way to support and help employees.

Preventive campaigns are organised to promote good health as well as collaborative actions with the Spanish Cancer Association, which seek to raise awareness and inform all members of the organisation. Blood donation campaigns have also been organised in collaboration with different public organisations.

Main indicators (1)

2014 2013 2012
Absenteeism (%)(2) 5.64 5.96 4.65
Working hours lost due to absenteeism 1,312,578 1,687,023 1,509,113
Accident rate (%)(3) 0.23 0.23 0.23
Working hours lost due to occupational accidents 2,918 4,314 8,348
Work-related deaths 0 0 0
Number of employees taking maternity leave 582 835 778
Number of employees taking sick leave 3,042 3,797 4,308

(1) Data for Bankia, S.A
(2) Days of absence as a percentage of total days during period (average workforce’s working day).
(3) Percentage of occupational accidents (excluding accidents on way to/from work) for average workforce over the period.

Workforce profile distribution of employees (%)(1)

By gender

By business area


By age

 

Management positions

39.58% of management positions are held by women 

By contract type

99.89% of employees have a permanent contract. 

Average employee turnover by gender

0.78% unwanted external turnover. 0.26% average female employee turnover. 0.52% average male employee turnover.

Average employee turnover by age

0.01% under 30. 0.65% 30 to 50 years. 0.13% over 50

(1) Data for Bankia, S.A.
(2) Includes: Networks, intermediate structures and business banking.

Family Plan

This program, in collaboration with the ADECCO Foundation, offers disabled children of Bankia employees advice, guidance and a personal accompaniment plan to help provide the necessary resources for their integration into society and employment.

The Family Plan is designed for both children and adults, because its mission is to develop competences and skills from the earliest age to enable disabled people to become integrated in society, to have a job and a career, as well as professional, personal and social development through an accompaniment plan that is personalised for each beneficiary according to their age and personal situation.

90 people supported

Multi-disciplinary work


Supporting people with disabilites

  • Evaluation and diagnosis
  • Early stimulation
  • Therapies and treatments
  • Psycho-social rehabilitation
  • Adapted physical activity
  • Socialisation and normalisation
  • Employment guidance
  • Employment intermediation
  • Grants and training
  • Adaptations
  • Employment with support

Families

  • Information – advice
  • Contact networks
  • Family respite
  • Family therapies

Active listening

Bottom-up internal communication to support continuous improvement.

Bankia has implemented an internal communications strategy based on “active listening”, designed to boost continuous improvement in the organisation, strengthening the employee’s “voice” as a driver of change. All of this is achieved through close relationships and feedback, which enables opinions and suggestions from the workforce to be redirected towards the corresponding departments in order to help with detecting and solving problems and ensuring that the improvement measures adopted are correct.

The company has therefore implemented channels that enable the perceptions and opinions of the company’s staff to be continually collected via an employee focus group; suggestions and best practices forums; the possibility to publish comments in real time in all sections of the online magazine and in the videos published in the audiovisual space; and tests carried out among “internal communication correspondent” employees.

In 2013 Bankia’s active listening program was recognised by the awards for Best Internal Communication Practices in a Spanish company from the Observatory of Internal Communication and Corporate Identity, established by IE Business School, Capital Humano and Inforpress.

In November 2014, Bankia published and sent all employees the publication “Vivirlo y contarlo” in recognition of all their hard work and commitment, to mark the second anniversary of the Strategic Plan 2012-2015.

This publication shares personal testimonies and images from hundreds of employees about the main projects undertaken in their day-to-day work, showing how the bank’s values are integrated in its business and how the work of its people and teams is focused on achieving Bankia’s vision.

Top