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The different groups are identified using the Bankia Talent Model, which measures the difference between an employee’s current position and the profile needed in order to move into a more complex and more responsible one.

In 2017, people management was focused on the bank’s digital transformation and the development of the new distribution models started in 2016, such as “Conecta Ya” and “Servicio +Valor. The bank’s work in this field earned it the first Digital Talent prize, awarded by Accenture and El Economista, with the collaboration of the Human Resources Observatory.

2017 was marked by steady growth of the multichannel management model, with 25 new centres opened in six regional head offices and 281 professionals transferred from other units. The Multichannel Business Directorate already has 564 professionals.

The relationship management model for retail customers was also adapted to make the business relationship more efficient, basing it on advice. Implementation began in the Madrid and Valencia and Castellón regional head offices.

All these actions led to 3,271 changes of assignment, which helped optimise the fit between employee profiles and available positions, especially at the senior management levels.

166 No. of senior management positions filled internally

83 No. of male employees promoted internally

83 No. of female employees promoted internally


The bank’s talent management is aimed at identifying, developing and managing the potential of its professionals. This task was implemented through 1,563 assessment interviews and 166 appointments: 24 in the Top 300 group, 29 in the Top 600, 67 branch managers and 46 assistant branch managers. The following actions were taken to develop talent:

  • Senior Management Development Programme (SMDP). The third edition of this programme, in which 151 senior managers took part, was held between February and September 2017. All the bank’s Top 300 have already benefited from this programme.
  • Career Development Plans (CDPs). 51 plans from the first edition concluded in the first half of last year. The 50 plans from the second edition, which started in mid-2016, are at a very advanced stage.
  • Senior Management Coaching (SMC). 22 senior managers from the commercial network and central services are taking part. The programme lasts approximately six months.
  • Development Programme for Central Services Managers. The sixth edition of this programme ended during the first quarter of 2017 and the seventh started in April, both with 15 participants.
  • Development Programme for Commercial Network Managers. The face-to-face sessions of the eleventh edition, in which 15 senior managers took part, were held in the last quarter of the year.
  • Development Programmes for Senior Management Candidates. Eight editions were held in 2017, five for senior management candidates in the commercial network (75 participants) and three for candidates in central services (48).
  • Mentoring Programme. The second edition concluded at the end of 2017, with 30 mentors from the Top 300 and 30 mentees (commercial network and central services managers). This is one of the bank’s main professional development activities.
  • Communication Coaching Programme. Created in 2017 to strengthen senior managers’ skills in preparing and issuing persuasive messages. Ten of the bank’s Top 300 managers took part.
  • Transformational Leadership. Two Top 300 managers attended the 11th and 12th editions of this programme, held each year by Fundación CEDE’s International Centre for Leadership Development (ICLD).
  • Lidera-T Sessions. September saw the start of a new professional development initiative in which various self-management skills were developed through training actions using experience-based methods. The first edition was attended by 45 senior managers and 46 senior management candidates.
  • Scholarships for Excellence. Created in May, these scholarships are intended for professionals who present high-level training projects, mainly relating to the new digital and business transformation environment. In 2017, 102 applications were received and 15 scholarships for a maximum amount of 10,000 euros each were granted.
  • Bankia Dual Vocational Training Programme. The first class of students, who started the programme in 2015, graduated at the end of the first half of the year. A total of 17 people (6 in Madrid and 11 in Valencia) joined the bank’s workforce as sales staff in branches. The second class of 50 students are in the middle of their course.
  • Business Talent Pool. Ten professionals took part in the second edition of this project, which is aimed at allowing managers to acquire a deeper knowledge of different areas of the bank (the corporate Capital Markets, Corporate Banking and Financial directorates and the Specialised Businesses Directorate) by spending time in each one.

Thanks to all these actions, practically all the vacancies in 2017 were covered internally. External selection was limited to specific technical positions in areas such as technology and innovation strategy, systems development and new distribution models. A total of 15 people were hired from outside the bank to fill senior management posts and 66 people for non-managerial vacancies. At year-end, 13 external selection processes remained in progress.



Last year more than 900,000 hours of training were given, 40% of them in the classroom, and 13,054 employees received individualised training plans. The bank has opted to associate the different programmes with a qualification process, working towards university degrees or top-level professional qualifications. There was also a change of training platform, which resulted in a marked improvement in access to the programmes.

A particularly important programme was the one delivered to address the entry into force of the MiFID II directive, with a qualification validated by the National Securities Market Commission (CNMV), in which 5,500 of the bank’s professionals took part over a period of more than seven months. 94% of the participants obtained the Expert Financial Adviser certificate, issued by the Instituto Español de Analistas Financieros (IEAF), and the university degree of Specialist in Banking and Financial Advice, awarded by the Colegio Universitario de Estudios Financieros (Cunef).

Added to all these training actions were university and professional qualifications in activities such as purchasing, coaching, customer experience, project management and data security.

One of 2017’s training milestones was the plan targeted at the whole commercial network to accelerate knowledge and use of the new processes included in the operating systems. More than 150 specialised courses were developed for people assigned to central services.

Strategic programmes such as the Management Style programme, the Risks School and the Digital Talent School were given throughout the year.



  2017 2016
Investment in training (in millions of euros) 6.9 8.02
No. of training initiatives carried out 916 901
No. of employees trained 12,336 12,589
Online training hours as % of total training hours 59.07 60.4
No. of training hours per employee 74.42 50.66


After the Management Style Guide was published in November 2016, Bankia carried out a series of initiatives to implement and consolidate the guide:

  • Evolution of the Corporate Competencies Model. The evolved model takes account of the needs of the current context. More attention is paid to digitisation, new ways of collaborating and, above all, Bankia’s management style.
  • Professional Profile Assessment. This assessment facilitates implementation of the corporate culture, promotes the achievement of results for each function and drives recognition and professional growth through conversations of value.
  • Conversations for Leadership. These help senior managers discover and compare strengths and areas for improvement. On that basis, specific actions are planned to reinforce leadership abilityliderazgo.
  • Recognition programme. In the Management Committee’s 2017 tour, the first institutional acknowledgments were delivered, based on measurable business criteria. Recognition is a differential part of the Bankia Management Style.


The efforts made in recent years to execute the plan to update the Occupational Risk Assessment of all the work centres in the branch network and integrate it into the computerised occupational risk prevention management tool were completed in 2017.

The most noteworthy projects and activities carried out to improve occupational health communication are the development of the Empresa Saludable (“Healthy Company”) space in the Somos Bankia inhouse magazine; and the updating of the corporate intranet and website to include the AHA! programme, which provides information on healthy eating, life habits and physical activity.

During the year Bankia took part in various healthy company conferences, in which it demonstrated its aim of integrating psychosocial improvement actions within its People strategy.

Bankia is a signatory to the Luxembourg Declaration, which has four basic pillars: a healthy work environment, emotional well-being, promotion of healthy habits, and risk prevention and safety services and activities. It is also a member of Aespla, a not-for-profit association that helps companies improve the management of occupational risk prevention services.

The bank also collaborates with the Asociación Española contra el Cáncer (AECC) and Spanish Red Cross.

Absenteeism rate 3.45%
Occupational accident rate 0.18%
No. of ordinary sick leaves * 3,733
No. of work-related fatalities 0

* This is the number of sick leaves, not the number of people who took sick leave.
The same person may take various sick leaves in any one year.


In the last five years, Bankia has developed an internal communication strategy based on active listening to its professionals and consolidation of the bank’s culture. For this purpose it uses the corporate intranet, through which employees receive the corporate, operational and business information they need in order to achieve their objectives. The En30segundos electronic newsletter offers a weekly summary of the most important news relating to Bankia.

Another key tool for internal communication is the Somos Bankia inhouse magazine, which has established itself as a platform for active participation among the bank’s professionals. They are the ones who feed it with proposals for reports, photographs and comments that showcase recognition and team work, as well as the Bankia culture. In 2016, Somos Bankia was named the best online platform for internal communication in the Internal Communication Observatory awards.


Bankia’s digital transformation has also been reflected internally. The bank has taken decisive steps to move from “internal communication of the digital transformation to the digital transformation of internal communication”. To do that it has set up a digital transformation portal, whose mission is to make innovation and digitisation a part of Bankia professionals’ DNA.

Besides technology sector news, the new website also has a digital resources section, from which employees can download all kinds of information. Under the slogan Sharing ideas to grow together, the portal allows active participation through comments on the content and the sharing of ideas, opinions and knowledge in the “Hablamos” forums.

The new channel has also allowed the bank to introduce gamification techniques to reinforce the culture of innovation and the pride of belonging.


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