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As of year-end 2019, a total of 15,609 professionals worked in Bankia: 13,355 in the business divisions and 2,254 in central services. Of this total, 15,603 worked in Spain and six abroad.



45 years


19 years

Bankia’s workforce is made up of 8,775 women and 6,834 men, with an average age of 45 and an average length of service of 19 years. 100% of the bank’s professionals have an openended contract and 100% of them are entitled to receive variable remuneration. 100% of the professionals are covered by a collective agreement and 99.97% receive a contribution from the bank to the employee pension plan.

During 2019, a total of 28,046 of the bank’s professionals and family members (spouses or civil partners and children up to age 25) were covered by the employee health insurance policy and 13,357 employees received payroll advances, loans or subsidised mortgages during the year.

Bankia set aside 310,000 euros for study assistance for its professionals. It also allocated 970,000 euros to 914 professionals for the education of their children with disabilities or for nights spent away from home, and 10.6 million euros to 10,804 professionals for their children’s schooling.

During the year, 387 professionals took maternity leave and 192 took paternity leave. At year-end, a total of 85 employees were on leave of absence for personal reasons.

The percentage of women managers reached 42.68%, as against 57.32% of men. This figure includes central services managers as well as branch managers and assistant branch managers.

Bankia supports freedom of association and the right to collective bargaining. The bank respects the right of all workers to form unions and to freely join the union they choose, as well as the right to engage in union activity within the company. Accordingly, there is no discrimination against employees who do so. At year-end 2019, Bankia had 477 union representatives. During the year, a total of 54,955 hours were devoted to union activity


At the end of the year, 15,603 Bankia professionals were working in Spain and six abroad.

Code of Ethics and Conduct

Bankia has a Code of Ethics and Conduct setting out rules and standards of professional conduct that must be complied with and put into effect by all the bank’s employees and directors across all the Group’s activities and businesses. Enforcing standards of ethical conduct and corporate integrity is essential in order to preserve trust in, and respect for, the bank.

The code’s objectives are to specify what is acceptable and unacceptable conduct for Bankia and to set out the ethical principles and general rules that must guide the conduct of the Group and its employees towards one another and towards customers, partners, suppliers and any other persons or institutions with which the bank has dealings, whether directly or indirectly.

The code is implemented at the corporate, market and personal levels. The Ethics and Conduct Committee is responsible for ensuring compliance and, for that purpose, reports annually to senior management and submits proposals for amendments to the code to adapt it to changes in the business.

In disciplinary matters, the committee makes decisions within the powers and authority delegated to it in human resources and organisational matters, especially where the proposal or resolution entails disciplinary dismissal.

To supplement the Code of Ethics and Conduct, Bankia also has a Confidential/ Anonymous Whistleblowing Channel, which facilitates the flow of information and internal detection of bad practices.

This channel is managed by PwC under the oversight of the Ethics and Conduct Committee, which ensures that all reports received are assessed independently and that the information is shared only with people whose involvement is strictly necessary to investigate and resolve each matter.

Since February 2019, the communication procedure has been confidential or anonymous, at the whistleblower’s choice. During the year, eight reports were received through this channel: four relating to workplace harassment, one on accounting and auditing issues, and three relating to other matters. Of these, seven were resolved and the whistleblower was notified of the decision. Only one of the reports resulted in a mild disciplinary sanction, which was resolved with an internal reprimand.

Employee selection

Most of the vacancies that arose in Bankia during 2019 were filled internally. However, to drive the bank’s ongoing transformation, there has been a need to recruit external talent to fill specific, markedly technical or technological positions (121 hired, 19% of them with an executive profile).

In the last few years 42 Fundación Bankia por la Formación Dual students have joined the bank’s workforce as customer account managers, 12 of them in 2019. This programme has become one of the main drivers of talent acquisition in the bank’s branches.

In addition, to equip the bank with junior talent, 141 sales managers have joined Bankia’s workforce in the Individuals and Companies network.

Remuneration policy

The remuneration of each of Bankia’s professionals remunerates everything that person does in the performance of his or her duties, both in the bank and in other bodies or investees.

It is made up of a fixed part, linked to the level of responsibility, the job role and the principles of internal equity and external competitiveness; and a variable part, linked to the additional, extraordinary contribution in job performance and determined by the degree of achievement of agreed targets.

The variable remuneration policy helps prevent conflicts of interest that may work to customers’ disadvantage, ensures compliance with the rules of conduct for the provision of investment services, and prevents incentives from arising that might lead professionals to put their own or the company’s interests before those of customers.

52,543 €

49,106 €

Safety and health

Bankia has an Occupational Risk Prevention policy that is approved by the Management Committee. Any updates to this policy are reviewed each year by the Deputy General Directorate of People and Culture.

Equality and diversity

Bankia aspires to be recognised as an organisation that defends gender diversity by raising awareness and involving both women and men in the promotion of equality, introducing the gender perspective into the workplace, reinforcing women’s leadership through promotion to managerial positions, and mentoring women to support their professional development.

Since 2016 the bank has had an Equality Plan that sets goals and measures to achieve equality treatment and opportunity for men and women and to eliminate of any trace of gender discrimination.

This plan sets out the commitment to promote access to senior management positions for the under-represented gender, so that by 2020 at least 40% of new executive vacancies are filled by people of the under-represented gender. The plan includes, in an annex, a protocol for the prevention of workplace, sexual or gender-based harassment.

To close the gap between men and women at the different management levels, the Management Committee approved the 2018-2020 Gender Diversity Plan, aimed at balancing the presence of women in management positions and ensuring sustainability in the medium term through talent identification and development programmes that guarantee women’s growth.

To promote women’s equality, the bank has signed the Eje&Con Code of good practice for talent management and company competitiveness improvement, renewed its commitment to the Diversity Charter until 2021, joined the Closingap Women for Healthy Economy platform, and signed the #CEOPorLaDiversidad Alliance promoted by Fundación Adecco and Fundación CEOE.

In early 2020, Bankia joined Bloomberg’s 2020 Gender Equality Index, which has given recognition to the equality policies the bank has implemented in recent years.

Talent management

In 2019, the challenges for People Management lay mainly in assisting the bank’s cultural and digital transformation by managing talent and diversity as major drivers of change.

During the year, the talent groups were reviewed and expanded, with a view to strengthening internal talent identification and development processes and succession processes. As a result, the organisation’s talent horizons were extended to more than 1,200 professionals.

At the same time, a programme was rolled out for advertising internal vacancies through the intranet, with the aim of giving the bank’s professionals easier access to posts as they fall vacant. This opens up new career development opportunities and allows the bank to take full advantage of its people’s knowledge, skills and expectations, consolidating the meritocratic culture and facilitating internal mobility.

The work done during 2019 to identify talent and develop the bank’s professionals resulted in a total of 268 promotions: 38 in the TOP 300 group, 56 in the TOP 600, 108 branch managers and 66 assistant branch managers. Between January and December, a total of 135 women and 133 men were promoted internally.

A total of 48 initiatives, involving 1,018 people, were carried out to develop internal talent. They included the Senior Management programme, the ‘Take the initiative’ leadership programme, various development programmes for commercial network and central services managers and candidates for manager, and the ‘Lidera T Leader’ workshops on digital change. The newly started ‘Acelera’ and ‘Dinamización’ programmes are focused, respectively, on developing female talent and fast-tracking the bank’s rising management talent.

6.15 Mill.€



Over the course of the year, more than 1.3 million hours of training were given, with a focus on digital knowledge and skills, cultural transformation, advisory and product marketing, risk management, and regulatory changes and updates.

Training was also provided to the professionals working in central services to reinforce their technical skills, while support for high-level specialised training continued to be provided through the Scholarships of Excellence programme.

Specifically, an investment fund advisory programme was launched for 2,589 financial advisors and training was provided for office managers who handle agricultural business. Also, a training plan was put in place for more than 500 branch managers in the commercial management of micro-enterprises and self-employed customers, reinforcing with practical cases the skills required for dealing with these customer groups.

Another focus in 2019 was commercial insurance training, where a learning process was carried out for branch managers and assistant managers and SME account managers to reinforce insurance product advisory skills.

To support best practices in risk management, training was provided for branch managers, covering the ten steps for credit approval, going from basic concepts such as the purpose of the financing, the parties involved and the guarantees to more advanced concepts such as the sources of repayment and the impact on the loan portfolio.

To respond to regulatory, training and certification or re-certification requirements, a set of training plans was launched, most notably a training series to allow new groups of professionals to acquire the financial advisory certification required by MiFID II and the MiFID II re-certification process.


To underpin the organisation’s cultural transformation and drive the digital transformation, Bankia is implementing the Agile framework, aimed at strengthening the customer focus, results orientation, ability to adapt to uncertainty, team empowerment, autonomy, and employee motivation and satisfaction.

During the year, Bankia launched 19 ‘squads’ to work on Agile. These squads brought together 215 people from different units, including Technology and Business units, to tackle objectives ranging from developing the digital marketing platform to defining a new talent development model. Two digital communities (CoDis) –customer data driven and mobile app development– remained active throughout this period. A total of 392 people have received face-to-face training in Agile, while 4,677 professionals have been trained through digital channels

The goal for 2020 is to set up nine digital communities covering most of the bank’s strategic lines. This will involve creating 26 ‘squads’, bringing together an estimated 465 people (both internal and external) from the business units and central services.


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