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ACTIVE DIVERSITY MANAGEMENT HELPS GENERATE MORE INCLUSIVE LEADERSHIP WITHIN THE ORGANISATION AND REINFORCES WOMEN’S PROGRESS TOWARDS MORE SENIOR POSITIONS.

People management during 2018 was affected by the workforce adaptation and commercial network restructuring motivated by the absorption of BMN.

As regards the workforce, in February Bankia reached an agreement with organisations representing more than 90% of the Group’s unionised workforce for the elimination of 2,000 jobs through voluntary redundancies and functional and geographic mobility.

Thus, 80% of applications for the voluntary redundancy programme and 183 voluntary changes of geographical assignment within Spain were approved. The process was completed satisfactorily at the end of November, the agreed targets having been met seven months earlier than planned.

As regards the branch network, the absorption of BMN allowed not only an increase in business volume in many geographic areas but also further progress in the bank’s digitisation, with the expansion of multichannel business and the opening of additional ‘Más Valor’ branches in Andalusia. As of year-end, Bankia had a total of 60 branches and 572 multi-channel account managers, as well as 13 ‘Más Valor’ branches with 129 sales advisers.

To coordinate the bank’s digital transformation, in October Bankia created the Digital Transformation and Strategy Corporate Directorate, which is divided into various specialised units, tasked with transforming the bank’s structures, culture and way of working.

To tackle these functional areas, Bankia is hiring talent internally and externally, while implementing a broad-based development and training process.

At the end of 2018, as part of its ongoing cultural transformation and to consolidate key components of its management style, the bank launched the “Conversations for digital leadership”, as a continuation of the conversations conducted in 2017.

Through these conversations, all the corporate executives and the bank’s Top 300 managers had talks with their supervisors with a view to becoming more aware of and reflecting on their leadership style, so as to bring it into line with the ongoing transformation.

At the same time, to improve cross-organisational communication and knowledge, branch and central services managers completed 114 temporary assignments in different areas of the organisation.

Along the same lines of improving organisational empathy, the bank’s retail risk analysts are expected to be given temporary assignments in area head offices and the branch network over the course of 2019.

To help adapt and align the workforce to the new structures and business needs, a more in-depth knowledge of the bank’s professionals was acquired through an additional 1,404 interviews, on top of the 1,556 interviews of BMN employees conducted in the second half of 2017.

This enhanced knowledge of the workforce was used to adapt functions and assignments within the organisation, resulting in a total of 4,959 reassignments and 555 appointments, 82 of which were in the Top 300 group; 118 in the Top 600; 259 commercial network managers; and 96 deputy commercial network managers.

TALENT MANAGEMENT

In 2018 talent management was affected both by the digitisation process and by gen-der diversity considerations.

Diversity management helps to generate more inclusive leadership in the organisation and reinforces women’s progress towards more senior positions.

The following development actions focusing on these two levers of change were car-ried out in 2018:

Senior Management Development Programme (SMDP)

Fourth edition in collaboration with CLA-FT (IE Business School), in which all the bank’s corporate executives took part. The programme paid special attention to strategic and operational decision making to anticipate future challenges and consolidate the inclusive leadership style in a diverse and changing digital envi-ronment.

“Take the initiative” Programme

Centred around gender diversity, this programme was delivered to 20 female commercial network and central services managers belonging to the talent group, who will be mentored over a period of approximately 18 months by an-other 20 managers selected from the bank’s Top 300. The main objective of this edition is to understand diversity as a driver of growth and competitive-ness, promoting gender balance and the creation of an inclusive culture.

Equivalents Programme

Launched at the end of 2018 for a period of one year, the aim of this pro-gramme is to create awareness, generate debate and strengthen the bank’s positioning and sensitivity to existing gender paradigms in the company, ena-bling a change of habits and behaviours to become more tolerant, supportive and accepting of diversity.

Digital_eSports Development Programme

The 16 participants in the first edition, all of them managers from the talent group, had the opportunity to build digital skills such as critical thinking, for-ward vision, decision making, trust, drive, self-motivation and communication, all this in an innovative and disruptive environment that exploits the ad-vantages offered by the new digital technologies. Further editions of this new programme are planned for 2019.

Lidera-T Sessions

The second edition of these skills workshops was started in September 2018. The participants included 91 managers and 89 management candidates from the bank’s talent group, both from the commercial network and from central services. This line of work will continue in 2019.

Senior Management Coaching (SMC)

The second edition of the programme, in which 22 talented managers from the commercial network and central services took part, concluded at the beginning of 2018.

Development Programme for Commercial Network Managers

Two further editions were carried out between October and November. A total of 30 talented managers from the commercial network are taking part in this programme, which is scheduled to end in mid-2019.

Development Programme for newly appointed Commercial Network Man-agers

A total of 29 people took part in the first two editions, started in 2018. Further editions will be held in 2019.

Development Programme for newly appointed Central Services Managers.

The first edition of this programme, which follows a similar approach to the previous one, is scheduled for the first quarter of 2019, with a total of 15 participants.

Development Programme for Central Services Managers.

The seventh edition of this programme, in which 14 managers from the talent group took part, ended during the last quarter of 2018. The eighth edition, scheduled to end in 2019, with 15 participants, started in that same quarter.

Communication Coaching Programme

This programme was created in 2017 to strengthen managers’ skills in issuing and preparing persuasive messages. 12 managers from the bank’s Top 300 took part in 2018.

Transformational Leadership Programme

Three Top 300 managers took part in the two editions held by Fundación CEDE’s International Center for Leadership Development (ICLD) in 2018.

Scholarships for Excellence 2018

A total of 25 scholarships were granted. The scholarships, for a maximum amount of 10,000 euros, are for professionals who have presented high-level training projects, mainly relating to the new digital environment and business transformation.

Bankia Dual Vocational Training Programme

This programme has already trained two groups of customer account managers. A third edition, with 50 students, will be held during 2019. A fourth group will start training in 2019.

Coverage of vacancies

Most of the vacancies that arose in the bank during 2018 were filled internally. However, various external selection processes were conducted and 30 people were hired to fill specific, markedly technical or technological positions.

EMPLOYMENT CONDITIONS

EMPLOYEE BENEFITS

TRAINING

Bankia has an annual training plan that contributes to the development of its profes-sionals’ knowledge, competencies and skills.

More than one million hours of training were given in 2018, 62% of them through digi-tal channels. The professionals who joined as a result of the BMN merger received more than 100 hours of induction training.

Other training actions included the following:

  • Nearly 2,000 people (area managers, branch managers and a group of senior managers) took part in programmes to foster the bank’s culture, values, man-agement style and business model. A business simulator was developed which, through gamification, reinforces the key points of our customers’ experience and the sales framework.
  • A new training course, aimed at enabling more than 5,700 professionals to ob-tain the financial adviser certification required by the MiFID II directive, achieved a more than 83% success rate. The training lasted seven months, combining online learning with face-to-face sessions. Bankia opened its Sales School to reinforce its professionals’ key capabilities.
    The school has been at-tended by Business Banking account managers and executives and a group of the bank’s financial advisers. Additionally, specific training was given to ac-company the launch of new business lines, including ‘Conecta con tu Experto, ‘+ Valor’, ‘Bankia Gestión Experta’ and ‘Bankia Renting’.
  • Other important training programmes include those given to meet, among other things, the regulatory requirements for insurance mediation and the prevention of money laundering and the financing of terrorism; those tar-geted at central services staff to reinforce their technical competencies; and the Scholarships for Excellence.

HOURS OF TRAINING BY GENDER

HOURS OF TRAINING BY PROFESSIONAL CATEGORY

Training indicators
  2018 2017
Investment in training (millions of euros) 6.66 6.93
Nº of training initiatives carried out 1,092 916
Professionals who received training 15,173 12,336
Nº of training hours per employee 67.5 74.42
Online training hours as % of total training hours 62% 59.07%
Nº of training hours given in technological integration projects 316,147 89,962

KNOWLEDGE IN RESPONSIBLE MANAGEMENT AND SUSTAINABILITY

During 2018 Bankia launched a voluntary online Responsible Management training activity for 100% of the workforce, which features, among other things, videos of the members of the Responsible Management Committee explaining in practical terms what responsible management means for the bank and what it entails in each specific field of action.

The goal of this activity is for the bank’s professionals to understand the context in which corporate social responsibility (CSR) is exercised and the extent to which it is exercised in Bankia.

The course explains how CSR and sustainability are part of the agenda for companies and the financial services sector, how CSR serves as a lever in readying companies to face the major global challenges (such as the Sustainable Development Goals, climate change, business ethics, commitment to human rights, demographic change, new technologies, etc.) and how it is deployed in Bankia through responsible management:

  • What responsible management means for Bankia
  • How Bankia ensures responsible management and how it is integrated in strat-egy
  • Who carries responsibility for responsible management
  • The bank’s relationships with its stakeholders
  • The relevant issues for Bankia’s responsible management
  • The importance of managing environmental, social and corporate governance risks

REMUNERATION POLICY

Bankia has a remuneration policy based on compliance with regulations and the following principles:

  • Balance of remuneration components.
  • Results orientation: recognition of excellence.
  • Strategy: time horizon.
  • Loyalty: bank, shareholders and customers.
  • Simplicity: regulation and communication.
  • Compatible: risk and management.
  • Internal fairness.
  • External competitiveness.
  • Gender equality.
  • Balance of remuneration components.
  • Results orientation: recognition of excellence.
  • Strategy: time horizon.
  • Loyalty: bank, shareholders and customers.
  • Simplicity: regulation and communication.
  • Compatible: risk and management.
  • Internal fairness.
  • External competitiveness.
  • Gender equality.

The remuneration of each professional remunerates everything that person does in the performance of his or her duties, both within the bank and in other bodies or investees. The components of remuneration are as follows:

Fixed remuneration

According to the position held and any functional or personal supplements applicable in each case.

Variable remuneration

Linked to the additional, extraordinary contribution and related to job performance. The amount is determined by the degree of achievement of the objectives that were set. Variable remuneration:

  • Takes into account the overall performance of the bank and the unit to which the professional belongs, together with an individual assessment.
  • Is not guaranteed.
  • Is directly proportional, in amount, to the date of hiring, promotion or reas-signment and the level of achievement.

The variable remuneration policy helps prevent conflicts of interest that may harm customers’ interests, ensures compliance with the rules of conduct for the provision of investment services and avoids creating incentives that may lead the persons responsible to put their own interest (or that of the company) before the interest of customers.

The individual performance assessments that are used to determine variable remuneration are not based solely on sales volumes but also take other qualitative criteria into account, including compliance with regulatory standards of conduct, fair treatment of customers and customer satisfaction.

Variable remuneration is reviewed each year to check that it does not limit Bankia’s ability to maintain a sound capital base and that the interests of shareholders, customers and other stakeholders are protected.

DIVERSITY

The Diversity Plan, which was approved by the Management Committee in October 2018, lays down diversity guidelines for the period to 2020. It is intended to implement the objectives of the 2018-2020 Strategic Plan, which include reaching 40% of women managers.

The Group regards gender diversity as a driver of change. The Diversity Plan places special emphasis on inclusive leadership and women’s advance into more senior positions. The plan focuses on:

  • The company’s commitment: manage and develop gender diversity as a strategic factor, to be monitored by the Management Committee.
  • Training and awareness: reflect on gender diversity from a broad, inclusive perspective, making managers and employees aware of the importance of managing diversity and actively seeking to avoid unconscious prejudice and bias.
  • Talent development: develop detailed plans for different employee groups, with specific actions for talented women.
  • Indicators and monitoring: set goals, measure progress and degree of achievement, and take additional measures where necessary.

The goals and measures proposed by the Diversity Plan are based on best practices and recommendations for gender diversity development, taking the main barriers to the promotion of women into account.

Bankia has signed the Diversity Charter, promoted by Fundación Diversidad (Alares), which sets out a series of core principles relating to equality of opportunity and antidiscrimination.

Also, in 2019 the bank is expected to start participating in the ‘Conquistando la igualdad’ (“Conquering equality”) project as a sponsor. This is a collaborative platform set up to foster and accelerate diversity initiatives through ideas contributed by participants and members or staff of any group, and to manage and prepare the initiatives until they are eventually put into practise, optimising their innovation potential.

OCCUPATIONAL RISK PREVENTION

The Occupational Risk Prevention Policy is approved by the Management Committee and any updates are approved by human resources management, with annual reviews.

In 2018 Bankia reinforced its commitment to health and well-being by announcing a framework of action to promote healthy work environments and life styles.

To stimulate a healthy company culture in an open, collaborative way and make its professionals coresponsible, the bank has opted to conduct interviews and listening workshops.

The issues covered in the first phase, with the active participation of 47 employees, include health and work-life balance, as well as the psychosocial dimensions most in need of optimisation, all this subject to the principle of transparency, prior consultation and participation of union representatives. This is a pioneering initiative in the finan-cial sector.

The challenges for the future include setting up a cross-organisational group, which will involve different departments and units, to continue to develop and implement well-being initiatives on a joint basis.

Besides its ongoing collaboration with Spanish Red Cross and Asociación Española contra el Cáncer, Bankia has started the AHA Programme, aimed at building awareness and forming and reinforcing healthy habits (eating, physical exercise and so on). By the end of 2018, the published content had received almost 10,000 visits and 359 contributions or comments.

EMPLOYEE HEALTH AND SAFETY
Absenteeism rate 3.24%
Occupational accident rate 0.17%
No. of ordinary sick leaves 4,852

ACTIVE LISTENING AND CULTURAL CONSOLIDATION

In recent years Bankia has maintained an internal communication strategy based on active listening to its professionals and consolidation of the bank’s culture. To do this it has its Intranet, which provides employees with the corporate, operational and business information they need in order to achieve their goals and perform their day-to-day tasks. The ‘En30segundos’ electronic newsletter offers a weekly summary of the most important news relating to Bankia.

To accompany the integration of BMN, an internal communication plan has been im-plemented to unify the teams’ corporate culture

The ‘Somos Bankia’ inhouse magazine has also established itself in recent years among the bank’s professionals as a platform for active participation. It is the professionals themselves who feed it with proposals for reports, photographs and comments highlighting recognition and team work, as well as the Bankia culture.

Meanwhile, the focus groups held each week with employees from the bank’s various regional and organisational groups help identify areas for improvement in various fields.

Nº of employee forums created 675
Nº of suggestiions / comments received int the forums 8,555
Nº of employeee contributions posted in the internal communication channels 64,264
Nº of visits to Bankia online magazine 741,167
Nº of visits to the corporatye information pages published on the intranet 3.24

Added to these channels in 2018 were new bottom-up and two-way communication tools that encourage participation and active listening among professionals, including the digital transformation website and the ‘Hablamos’ forums, which have served to identify and implement improvements and communicate good practices. Gamification also helps build the innovation culture, reinforce the pride of belonging, retain users and increase recurring participation.

Throughout the first half of 2018, following the integration of Bankia and BMN, an ambitious internal communication plan was implemented to foster the cultural integration of the teams and give recognition to the huge effort made by the professionals of both entities to achieve a successful integration in such a short time.

COMMUNICATION AS A FUNDAMENTAL PILLAR OF MANAGEMENT STYLE

Over the course of 2018, building on the work done in 2017 to consolidate Bankia’s management style, further steps were taken to develop critical aspects of the bank’s leadership model:

Management Communication Framework in Central Services

The purpose of implementing this framework is to ensure the flow of infor-mation and communication required to optimise business operations and strengthen team commitment by situating their work in a broader context and giving it meaning. Work started with the Corporate Directorate of Technology and Organisation and was extended to the Corporate Direc-torate of Legal Services in the last quarter of 2018. The implementation process comprises several phases.

First, the moments of communication specific to each area are defined, di-rectorate by directorate, through workshops with Top 300 and Top 600 managers.

Subsequently, additional workshops are organised with specialists to identify the elements they consider key for communication, which were conveyed to their supervisors.

Thus, each directorate has its own Management Communication Frame-work, tailored to its real needs. To reinforce the process, managers took part in a one-and-a-half-day residential training course, in which they were encouraged, through eminently practical, experience-based activities, to re-flect on their new habits and prepare an action plan to reinforce them.

Recognition Programme

The purpose of this programme is to make giving recognition part of the bank’s everyday activities. The two most important milestones in 2018 were: the delivery of recognition awards during the Management Committee tour and the launch of the Recognition Guide.

Conversations for Leadership

At the end of 2018 the bank launched the self-assessments which, at the start of 2019, are being used as the basis for further conversations between the bank’s Top 300 managers and their supervisors. This time the items to be assessed are closely related to the promotion of key habits for driving the bank’s digital culture: adaptation and promotion of change, management of individual commitment and responsibility, and contribution of a holistic vi-sion.

WORKFORCE PROFILE

GEOGRAPHIC DISTRIBUTION OF PROFESSIONALS

DISTRIBUTION BY BUSINESS

EQUALTIY AND DIVERSITY

BY SENIOR MANAGEMENT FUNCTION*

* Including central services directors and business unit directors and deputy directors.

BY AGE

UNWANTED EXTERNAL TURNOVER

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Informe Anual 2018 (PDF 15,23 MB)

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