To have the best prepared and most dynamic team possible


  • To continue fostering training in critical professional skills.
  • To promote the decentralised management model.
  • To adapt the compensation and promotion structure.
  • To strengthen the culture of performance-based advancement and diversity.


CaixaBank continued to invest in training and developing its employees. More than 7,000 professionals from the commercial network have been certified in financial advice by the Pompeu Fabra University (UPF) and the Chartered Institute for Securities & Investment (CISI) since 2015. Another highlight is the intensive investment in training in the Business Banking segment, where more than 1,000 professionals are currently working towards certification.

In September 2015, CaixaBank set up its Risks School, in collaboration with the Pompeu Fabra University (UPF) and the Instituto de Estudios Bursátiles (IEB), where more than 700 advisors have qualified in Banking Risk Analysis, whilst 1,400 managers and deputy managers are taking a postgraduate qualification in Risk Analysis, specialising in retail.

To continue bolstering our meritocratic culture, we have reviewed the processes with the greatest impact in this area, such as performance assessment and professional recognition. We have adapted our remuneration and promotion systems to the needs of each business segment, increasing the relationship between performance and pay.

Our initiatives to foster diversity in all its forms (gender, age, origins, etc.) – one of the priorities in our Strategic Plan – has facilitated a gradual increase in the number of women in management posts, with an increase of two percentage points compared to 2014, to 37%.

The Bank is continuing to foster its management development programmes to enhance its “transformational leadership” model and foster innovation and empowerment.

More than 7,000 professionals from the commercial network with external qualifications in financial advice since 2015


  • To continue the specific training roadmaps for key segments.
  • To enhance the status of the branch manager.
  • To further develop the talent assessment culture (assessment by competencies, 180º feedback and performance assessment).
  • To enhance management talent programmes, focusing on employees with high potential.
  • To continue adapting the remuneration and promotion models to the needs of each business segment.

Key monitoring metrics

* The scope was extended in 2016 to include management positions in the Deputy General Large Commercial Branch area. The 2014 figures have been recalculated accordingly.


CaixaBank predicates its people management policy on respect for diversity, equal opportunities and non-discrimination on any grounds, including gender, age or disability. As a result, it is firmly committed to ensuring transparency in its hiring and internal promotion decisions, across the board.

The bank has defined the following HR management policies and principles:

  • Diversity, equal opportunities and work-life balance.
  • Promoting career development.
  • Performance-based criteria in internal selection processes.
  • Performance-based variable pay directly linked to individual and team targets.
  • Occupational health and safety.
  • Optimising internal communications.

The bank considers it essential to ensure the satisfaction of its employees and a positive working environment, with motivated and committed teams. Every two years, it carries out a Satisfaction Survey to capture the opinions of all CaixaBank employees, enabling improvement actions to be identified and prioritised.


The bank launched an improvement plan in 2016 based on analysis of the conclusions of the 2015 Satisfaction Survey, to which more than 19,000 people responded. The plan is built around the opinions of employees, reflecting CaixaBank trust in, and commitment to, its team.

An ideal team

CaixaBank seeks to ensure that it has the ideal structure and workforce to offer the best possible service. In order to achieve a territorial rebalancing and optimise its workforce across different provinces, the bank offered employees in these provinces and others affected by the process various options for voluntary separation, as set out in the 29 July labour agreement.

However, CaixaBank remains committed to creating employment, offering opportunities to young professionals to join the bank as their first job, and to professionals with experience and leaders in the market, hiring 1,500 new people in the year.

Diversity, equal opportunities and work-life balance

CaixaBank’s commitment to equality and work-life balance is demonstrated by its adherence to various initiatives and certification schemes, and by the sustained growth in female representation in the Group’s management ranks and governance bodies, which is above the average for IBEX 35 companies.

  • Family-responsible company certification, which was renewed for the second time in 2016, achieving a rating of B+ as a Proactive company.
  • The UN’s Women’s Empowerment Principles, through which CaixaBank publicly assumed a commitment to ensure that its policies promote gender equality.
  • Signature of the voluntary agreement with the Ministry of Health, Social Services and Equality to secure a greater percentage of women in executive positions.
  • The Diversity Charter, supporting equality of opportunities and anti-discrimination measures.
  • The Generation and Talent Observatory, to foster the management of inter-generational diversity in organisations.

Training and development

One of the bank’s priorities is to bolster its meritocratic culture and ensure that it has the best qualified professionals, fostering their critical professional competencies.

To this end, it invests heavily in training – totalling around 1.5 million hours in 2016 – and professional and management development programmes. 98.2% of management posts were covered internally in 2016.

Awarded the “25th Anniversary Award” from FEDEPE (the Spanish Federation of Female Directors, Executives, Professionals and Entrepreneurs) for fostering the role of women in the world of work