Integrated Corporate Report 2017
STRATEGIC LINE 5
To continue training in key professional skills.
To foster a management model based on empowerment.
To adapt the compensation and promotion structure.
To strengthen the culture of performance-based advancement and diversity.
CaixaBank continues to prioritise training and developing the skills of its employees. Since the launch of its Training Academies in 2016, CaixaBank has tailored its training content to the needs of the various areas of the business while making a sustained effort in relation to certification. More than 10,500 of the bank’s employees have been certified by the Pompeu Fabra University (UPF), keeping ahead of the new MiFID II regulatory requirements.
A number of specific actions have been taken to foster a decentralised management model in all of the regional divisions based on empowerment, to foster the role of the branch manager and encourage increased involvement. The Bank is also continuing to push its management development programmes in a bid to improve its “transformational leadership” model. To this end, it has launched the “Rethink” programme to certify leadership competences, and foster a strategic vision and a transverse approach across the organisation.
All bonus and incentive schemes were reviewed in 2017, incorporating the latest regulatory developments, in order to improve and simplify the incentives model for the branch network and associated processes − such as calculation, communication and monitoring − and achieve greater transparency, visibility and participation.
Progress has also been made on the strategic priority of reinforcing its meritocratic culture, updating profile competencies and reviewing the assessment model to foster professional development and internal talent.
Turning to initiatives aimed at promoting diversity, highlights include the “Wengage” programme, which pursues four main objectives: reinforcing the role of women with initiatives for their professional development; championing a corporate culture that values diversity; improving human resource processes to strengthen the merit-based system; and greater visibility of diversity within the organisation.
This programme also includes actions that contribute to fostering equal opportunities and the value of diversity in the company. The percentage of women in management positions at the bank is currently 39.1%, 4.5 percentage points more than in 2014.
To continue the specific training roadmaps for key segments.
To continue enhancing the status of the branch manager.
To further develop the talent assessment culture (assessment by competencies, 180º feedback and performance assessment).
Continuing to foster all forms of diversity (gender, functional, generational, cultural, etc.) by continuing to roll out specific gender and functional diversity programmes.
To foster the identification and development of talent in non-management employees.
Review and updating of succession plans.
Continuing to adapt remuneration and promotion models to the needs of each business segment.
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 management policies and principles:
Diversity, equal opportunities and work-life balance.
Promoting career development.
Inclusion of performance-based criteria in internal selection and promotion processes.
Performance-based variable pay directly linked to individual and team targets.
Occupational health and safety.
Optimisation of 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’s trust in, and commitment to, its team. Roll out of the action plans implemented in 2016 continued in 2017.
CaixaBank always works to achieve the optimum structure and workforce to offer the best possible service, whilst seeking to rejuvenate its workforce. With this objective in mind, in 2017 it offered a voluntary employee restructuring plan to employees aged 56 and over.
At the same time CaixaBank remains committed to creating employment, offering opportunities to young professionals to join the bank as their first job, and to seasoned professionals who are leaders in the market, hiring more than 1,031 people in the year.
Finally, an agreement was reached with employee representatives of Store branches that enabled a change to the business model, extending customer service hours in some branches to adapt to customer needs and offer a better service. The 28 April 2017 employment agreement provides for the application of new working hours in 290 Store branches by the end of 2018.
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, maintaining a rating of B+ as a Proactive company.
The UN’s Women’s Empowerment Principles, through which CaixaBank publicly assumes a commitment to ensure that its policies promote gender equality.
Signature of the Ministry of Health, Social Services and Equality’s More women, better companies voluntary agreement, 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.
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 1.72 million hours in 2017 − and professional and management development programmes. 99.6% of management posts were covered internally in 2017.