People

Bankinter's employees are its main asset. The People Management department is responsible for ensuring that the Bank's strategy is properly carried out in terms of its people. Its task is to define and implement the necessary policies to create a working environment that facilitates motivation and professional development of the workforce, always in line with the Bank's strategy. Accordingly, its function includes attracting and retaining talent.

This past year 2014 was a very intense one for recruitment of both senior and junior profiles, to strengthen the Bank's strategy in the strategic business segments (Private Banking, Personal Banking and Corporate Banking) and in the control and Compliance areas, to bring them into line with regulatory and legal requirements.

In a context of adjustments in the sector, Bankinter was one of the few institutions to increase its workforce in 2014. The need to recruit new professionals is a result of the growth in the business, which generates employment opportunities. A total of 243 people were recruited, through 418 selection processes, bringing the workforce to 4,185 at year-end.

Bankinter's people management and its generating an environment of professional development once again earned it recognition by Top Employers as one of the best companies to work for in Spain.

Graphic summary

Human Capital

Workforce at 31 December 2014

Bankinter employees:

29 nationalities

university graduates
78%
average age
40.9 years
average of service
13.3 years

Attracting talent

The Bank's intern programme enables it to identify junior talent, provides students with a first contact with the world of work and encourages them to contribute their value.

Bankinter's objective is to consolidate its position as a leading company as regards attracting talent.

The Bank's "young blood". In 2014 Bankinter implemented a student work experience [programme with a dual objective. Firstly, to give students the opportunity of having an initial contact with the world of work and real learning, and secondly to take advantage of the value contributed by these young people to the Bank's activities and teams. The programme is also used to identify junior talent.

The People Management department defines a series of areas in which the Bank can offer practical work experience to recent graduates or final year undergraduates. Areas such as Central Services, Accounting, Finance, Treasury, Investment Banking, etc. and also in specific posts in the branch network, especially those relating to Private Banking and Corporate Banking. Once the areas have been identified, in May or June the first call goes out for applications for internships. Over the course of the year Bankinter had 108 students, ten of whom have
since joined the workforce.

In order to attract talent -graduates, postgraduates, students of masters degrees- Bankinter signs agreements with public and private universities and business schools nationwide. The Bank launches search processes or public offers in these centres. Candidates go through a selection process in which they take a test to show their skills profile, and a personal interview. Subsequently, those who best fit the position are selected. Students majoring in Business Administration, Management, Economics and Law, but also Engineering, Statistics or Marketing.

Training and developing talent

In 2014 Bankinter developed the Corporate University, a project designed to create value and promote the exchange of knowledge in the Group.

Working and studying. While 2013 was the year of the launch of the Bankinter Corporate University, 2014 was the year of its development. This initiative arose as a strategic tool for the creation of value and interchange of knowledge of the Bankinter Group, and to facilitate the reflection, creativity and development of its professionals. It has a physical headquarters
in the Tres Cantos building in Madrid and a virtual campus which the entire workforce can access from the corporate intranet. The ultimate aim of the University is to enhance the Bank's reputation.

In 2014 Bankinter set up four types of programmes:

  • Strategic.
  • Technical: aimed at developing technical skills and sales abilities in the Branch Network.
  • Languages.
  • Virtual campus: programmes relating to products and changes in processes and rules and regulations.

As well as providing practical, continuous training geared to the business and suited to the profile of each employee, Bankinter continues to be committed to creating jobs for young people. In this regard the Bank has signed an agreement with the Ministry of Employment, to participate in the strategy of entrepreneurship and youth employment, one objective of which is to generate jobs for under-30s.

This training drive with its employees made Bankinter the company which rose the largest number of places in last year's Marco Personas study, going from 52nd to 24th in the ranking. This is a business monitor that identifies the most attractive companies to work for in Spain. The study is conducted among company managers,
university and business school students and headhunters, and evaluates the reputation of a company and its management as well as the attraction of talent and ability to manage it. As regards the ranking by sector, Bankinter is the only company in the banking sector to have gone up in the rankings (by two places), rising to fourth
place, among the eight financial companies included in the study. The results obtained are the fruit of the quest for excellence, the focus
on meritocracy, and the commitment to equal opportunities which define people management at Bankinter.

Promoting talent

Bankinter is one of the Spanish companies that best promotes talent through a number of different programmes aimed at developing its employees' potential.

people have employees under their responsibility
1,000

The managers of the future. Last July Bankinter launched a High Potential programme designed to identify the people in the organisation with the best capabilities for outstanding performance in the future, those with the potential to develop the Company's values and with a leadership profile. As well as identifying them, the programme
provides them with the training tools and experience to help them develop this potential as quickly as possible.

The programme seeks to cover the entire organisation, not only people with high visibility, but also those without, who are usually young people. Using criteria such as academic qualifications, skills analysis and historical performance analysis, the Bank identifies 50 employees from any area and position –except for those already in a top position, who have other tools available o them- and includes them in the programme.

In the framework of the programme, three actions were been defined:

  • A corporate management development programme of Deusto Business School, designed for Bankinter, which started in 2014 and will end in February 2015.
  • The second step is a mentoring programme with members of the Bank's senior management. Once the development programme has been completed, an analysis is made of the development of the group over the course of the year and a selection is made of the persons who will take part in the mentoring programme, in which they are mentored by members of the Management Committee. They will take part in this programme for a period of one year.
  • In the third year, a by now reduced group of persons will take part in a managed rotation programme aimed at giving them experience in areas other Bank considered fundamental for later taking up management positions.

Bankinter also promotes talent by means of a specific plan for people managers. It is a training programme for leaders of teams, which aims to achieve the same management style, incorporating the objectives of each people manager with the culture and values of the Bank. It was launched in 2013, and in 2014 it was developed further and
extended to three years so as to work on different skill in each year. The participants are divided into three groups, depending on the number of people they have reporting to them (in Bankinter there are about 1,000 employees with personnel under their responsibility.) This is a mixed programme, one part of which is online and the other face-to-face. It comprises between 40 and 50 hours of training.

Evaluation and development plans

The HR management policies, which focus on employee development, include evaluation systems aimed at measuring skills and professional achievements, as well as the commitment with which these are attained, with objective facts, thus gaining knowledge both of people’s capabilities and of areas in which there is room for improvement.

It is an annual process which has to be carried out rigorously and objectively, with as much time devoted to it as possible. Its ultimate aim is to identify the people who perform best in the organisation and to design appropriate career development plans for them.

In view of the importance of the evaluation systems, both for assessing employee performance and for designing future development plans, work continues on improving the internal evaluation tool to make it simpler and clearer.

With this system, the superior will evaluate his subordinates both on the strength of their performance - associated with the achievement of quantitative and qualitative objectives previously assigned -and through the commitment with which they work to achieve the objectives-. Employees for their part will perform a self-assessment of the skills and aptitudes they use in their daily work. Its purpose is to provide a comprehensive and objective view of each employee’s professional skills or abilities, including information on key skills such as leadership, communication, teamwork, enthusiasm and forward-looking approach.

The results of these evaluations are used to identify training needs, which are covered by means of specific plans, as well as being taken into account in the rotation and promotion processes and playing a decisive part in the identification of the Talent group.

Remuneration and corporate employee benefits

As part of its remuneration policy, Bankinter upholds the principles of non-discrimination on grounds of gender, race or any other factors, valuing competitiveness and fairness, as well as work performed and results obtained.

Accordingly, taking as a reference the basic salary and excluding additional pay for length of service, welfare or other benefits, the male/female pay ratio is 1 for all professional categories.

The Bank applies a remuneration structure composed of two types:

  1. A fixed portion, which is influenced by factors such as the function performed, the responsibilities taken on, experience in the position and the ongoing individual performance of the person occupying it.
  2. A variable portion, which is in line with the principles requiring the remuneration policy to be compatible with appropriate and effective risk management and in line with the agreed business strategy.

It is applied individually to the whole workforce, differentiating by functional areas.

Variable remuneration can be grouped into three broad categories:

  • Sales bonuses, for those persons involved in direct sales activity with customers.
  • Bonuses for specific areas that either have an activity that is differentiated from the Bank for strategic reasons, or require a different and focused system of incentives.
  • Variable incentives, for the remaining categories of the Bank's workforce. It is granted individually based on the function performed and the responsibilities assumed, but, unlike the fixed portion, its purpose is to ensure an appropriate correlation between the resulting levels of remuneration and the results attained. For that reason it is calculated using a system that links it to the strategy, objectives, values and interests of the Bank in the long term. As part of this policy, the Bank sets up an incentive fund depending on the pre-tax profit of its banking business, so that below a certain degree of achievement no incentive would be paid. The amount finally received by each employee, which is capped at a certain maximum amount, depends on the objectives established for each area being met.

It should be pointed out that, together with other more specific indicators, changes in the pre-tax profit of the banking activity also have an effect
on the other variable incentives mentioned.

Bankinter offers social benefits that go beyond legal requirements and which apply to all employees regardless of their working day or the autonomous region where they live, such as:

  • Sports assistance.
  • Study assistance.
  • Health insurance.
  • Life insurance.
  • Advances against monthly salary.
  • Banking products and services with special conditions for employees.

Bankinter also offers its employees meal subsidies, depending on their working hours, which can be taken as an addition to salary or on the form of restaurant vouchers. Employees with more than six months' service are also entitled to the following benefits:

  • Mortgage loans.
  • Novation of mortgage loans.
  • Housing construction loan.
  • Revision of interest rates on mortgage loans: It is possible to ask for interest rates to be revised after six months instead of the established twelve.
  • Housing loans.
  • Loans for other purposes: No proof is required. They can be paid in 12 or 14 annual instalments.
  • Advances. Those which the banking collective labour agreement (5 and 9 months’ salary) considers loans with a series of specific reasons. They can be paid in 12 or 14 annual instalments.
  • Advances for the purchase of a computer or to pay for language courses, foreign immersion courses or postgraduate studies relating to the employee’s professional activity.

A system of flexible remuneration is also in place, established in 2008, which offers employees the possibility of receiving their remuneration in any of a number of different combinations and choosing the set of products and services best suited to the needs and/or interests of each. It is a voluntary compensation scheme with an agreement being made between the Bank and the employee to modify the composition, but not the amount, of the employee’s compensation package, replacing monetary payment by payment in kind in the form of particular products or services, which generally have some form of tax benefit.

In this way the employee maximises remuneration in two main ways: through the Bank’s negotiating power to optimise the price of certain products and/or services, and through the tax advantages accruing to certain products contracted through this system. Currently 45.07% of employees use this flexible compensation option.

As long-term remuneration designed to cover certain contingencies, the Bank carries out the following actions:

  • Certain supplementary cover is provided for all employees as regards the benefits paid by the Social Security system in the event of widowhood, orphancy, permanent occupational disability, absolute permanent disability or severe disability.
  • Employees in service since before 1 March 1980 have their pension commitments covered as established in the collective labour agreement for the sector.
  • In 2014, pursuant to the provisions of the banking collective labour agreement, a pension scheme was put in place for employees with more than two years' service and whose pension commitments are not covered by any other scheme.

The starting salary at Bankinter for the lowest level of the sector collective labour agreement exceeds the official minimum wage in Spain as approved by the central government for the year by 250%.

Plan Familia for employees. Promoted by the Adecco Foundation, this programme is aimed at the development, training and integration into the workforce and society of disadvantaged groups, basically persons with disabilities, in line with the ‘Noughts and Crosses’ Plan. This programme also provides any of the Bank's employees who may have any kind of disability
and/or family members in a similar situation with assistance of various kinds to help them achieve real integration in the workplace and society or to help them perform various activities including leisure ones.

People

Bankinter's employees are its main asset. The People Management department is responsible for ensuring that the Bank's strategy is properly carried out in terms of its people. Its task is to define and implement the necessary policies to create a working environment that facilitates motivation and professional development of the workforce, always in line with the Bank's strategy. Accordingly, its function includes attracting and retaining talent.

This past year 2014 was a very intense one for recruitment of both senior and junior profiles, to strengthen the Bank's strategy in the strategic business segments (Private Banking, Personal Banking and Corporate Banking) and in the control and Compliance areas, to bring them into line with regulatory and legal requirements.

In a context of adjustments in the sector, Bankinter was one of the few institutions to increase its workforce in 2014. The need to recruit new professionals is a result of the growth in the business, which generates employment opportunities. A total of 243 people were recruited, through 418 selection processes, bringing the workforce to 4,185 at year-end.

Bankinter's people management and its generating an environment of professional development once again earned it recognition by Top Employers as one of the best companies to work for in Spain.

Graphic summary

Human Capital

Workforce at 31 December 2014

Bankinter employees:

29 nationalities

university graduates
78%
average age
40.9 years
average of service
13.3 years

Attracting talent

The Bank's intern programme enables it to identify junior talent, provides students with a first contact with the world of work and encourages them to contribute their value.

Bankinter's objective is to consolidate its position as a leading company as regards attracting talent.

The Bank's "young blood". In 2014 Bankinter implemented a student work experience [programme with a dual objective. Firstly, to give students the opportunity of having an initial contact with the world of work and real learning, and secondly to take advantage of the value contributed by these young people to the Bank's activities and teams. The programme is also used to identify junior talent.

The People Management department defines a series of areas in which the Bank can offer practical work experience to recent graduates or final year undergraduates. Areas such as Central Services, Accounting, Finance, Treasury, Investment Banking, etc. and also in specific posts in the branch network, especially those relating to Private Banking and Corporate Banking. Once the areas have been identified, in May or June the first call goes out for applications for internships. Over the course of the year Bankinter had 108 students, ten of whom have
since joined the workforce.

In order to attract talent -graduates, postgraduates, students of masters degrees- Bankinter signs agreements with public and private universities and business schools nationwide. The Bank launches search processes or public offers in these centres. Candidates go through a selection process in which they take a test to show their skills profile, and a personal interview. Subsequently, those who best fit the position are selected. Students majoring in Business Administration, Management, Economics and Law, but also Engineering, Statistics or Marketing.

Training and developing talent

In 2014 Bankinter developed the Corporate University, a project designed to create value and promote the exchange of knowledge in the Group.

Working and studying. While 2013 was the year of the launch of the Bankinter Corporate University, 2014 was the year of its development. This initiative arose as a strategic tool for the creation of value and interchange of knowledge of the Bankinter Group, and to facilitate the reflection, creativity and development of its professionals. It has a physical headquarters
in the Tres Cantos building in Madrid and a virtual campus which the entire workforce can access from the corporate intranet. The ultimate aim of the University is to enhance the Bank's reputation.

In 2014 Bankinter set up four types of programmes:

  • Strategic.
  • Technical: aimed at developing technical skills and sales abilities in the Branch Network.
  • Languages.
  • Virtual campus: programmes relating to products and changes in processes and rules and regulations.

As well as providing practical, continuous training geared to the business and suited to the profile of each employee, Bankinter continues to be committed to creating jobs for young people. In this regard the Bank has signed an agreement with the Ministry of Employment, to participate in the strategy of entrepreneurship and youth employment, one objective of which is to generate jobs for under-30s.

This training drive with its employees made Bankinter the company which rose the largest number of places in last year's Marco Personas study, going from 52nd to 24th in the ranking. This is a business monitor that identifies the most attractive companies to work for in Spain. The study is conducted among company managers,
university and business school students and headhunters, and evaluates the reputation of a company and its management as well as the attraction of talent and ability to manage it. As regards the ranking by sector, Bankinter is the only company in the banking sector to have gone up in the rankings (by two places), rising to fourth
place, among the eight financial companies included in the study. The results obtained are the fruit of the quest for excellence, the focus
on meritocracy, and the commitment to equal opportunities which define people management at Bankinter.

Promoting talent

Bankinter is one of the Spanish companies that best promotes talent through a number of different programmes aimed at developing its employees' potential.

people have employees under their responsibility
1,000

The managers of the future. Last July Bankinter launched a High Potential programme designed to identify the people in the organisation with the best capabilities for outstanding performance in the future, those with the potential to develop the Company's values and with a leadership profile. As well as identifying them, the programme
provides them with the training tools and experience to help them develop this potential as quickly as possible.

The programme seeks to cover the entire organisation, not only people with high visibility, but also those without, who are usually young people. Using criteria such as academic qualifications, skills analysis and historical performance analysis, the Bank identifies 50 employees from any area and position –except for those already in a top position, who have other tools available o them- and includes them in the programme.

In the framework of the programme, three actions were been defined:

  • A corporate management development programme of Deusto Business School, designed for Bankinter, which started in 2014 and will end in February 2015.
  • The second step is a mentoring programme with members of the Bank's senior management. Once the development programme has been completed, an analysis is made of the development of the group over the course of the year and a selection is made of the persons who will take part in the mentoring programme, in which they are mentored by members of the Management Committee. They will take part in this programme for a period of one year.
  • In the third year, a by now reduced group of persons will take part in a managed rotation programme aimed at giving them experience in areas other Bank considered fundamental for later taking up management positions.

Bankinter also promotes talent by means of a specific plan for people managers. It is a training programme for leaders of teams, which aims to achieve the same management style, incorporating the objectives of each people manager with the culture and values of the Bank. It was launched in 2013, and in 2014 it was developed further and
extended to three years so as to work on different skill in each year. The participants are divided into three groups, depending on the number of people they have reporting to them (in Bankinter there are about 1,000 employees with personnel under their responsibility.) This is a mixed programme, one part of which is online and the other face-to-face. It comprises between 40 and 50 hours of training.

Evaluation and development plans

The HR management policies, which focus on employee development, include evaluation systems aimed at measuring skills and professional achievements, as well as the commitment with which these are attained, with objective facts, thus gaining knowledge both of people’s capabilities and of areas in which there is room for improvement.

It is an annual process which has to be carried out rigorously and objectively, with as much time devoted to it as possible. Its ultimate aim is to identify the people who perform best in the organisation and to design appropriate career development plans for them.

In view of the importance of the evaluation systems, both for assessing employee performance and for designing future development plans, work continues on improving the internal evaluation tool to make it simpler and clearer.

With this system, the superior will evaluate his subordinates both on the strength of their performance - associated with the achievement of quantitative and qualitative objectives previously assigned -and through the commitment with which they work to achieve the objectives-. Employees for their part will perform a self-assessment of the skills and aptitudes they use in their daily work. Its purpose is to provide a comprehensive and objective view of each employee’s professional skills or abilities, including information on key skills such as leadership, communication, teamwork, enthusiasm and forward-looking approach.

The results of these evaluations are used to identify training needs, which are covered by means of specific plans, as well as being taken into account in the rotation and promotion processes and playing a decisive part in the identification of the Talent group.

Remuneration and corporate employee benefits

As part of its remuneration policy, Bankinter upholds the principles of non-discrimination on grounds of gender, race or any other factors, valuing competitiveness and fairness, as well as work performed and results obtained.

Accordingly, taking as a reference the basic salary and excluding additional pay for length of service, welfare or other benefits, the male/female pay ratio is 1 for all professional categories.

The Bank applies a remuneration structure composed of two types:

  1. A fixed portion, which is influenced by factors such as the function performed, the responsibilities taken on, experience in the position and the ongoing individual performance of the person occupying it.
  2. A variable portion, which is in line with the principles requiring the remuneration policy to be compatible with appropriate and effective risk management and in line with the agreed business strategy.

It is applied individually to the whole workforce, differentiating by functional areas.

Variable remuneration can be grouped into three broad categories:

  • Sales bonuses, for those persons involved in direct sales activity with customers.
  • Bonuses for specific areas that either have an activity that is differentiated from the Bank for strategic reasons, or require a different and focused system of incentives.
  • Variable incentives, for the remaining categories of the Bank's workforce. It is granted individually based on the function performed and the responsibilities assumed, but, unlike the fixed portion, its purpose is to ensure an appropriate correlation between the resulting levels of remuneration and the results attained. For that reason it is calculated using a system that links it to the strategy, objectives, values and interests of the Bank in the long term. As part of this policy, the Bank sets up an incentive fund depending on the pre-tax profit of its banking business, so that below a certain degree of achievement no incentive would be paid. The amount finally received by each employee, which is capped at a certain maximum amount, depends on the objectives established for each area being met.

It should be pointed out that, together with other more specific indicators, changes in the pre-tax profit of the banking activity also have an effect
on the other variable incentives mentioned.

Bankinter offers social benefits that go beyond legal requirements and which apply to all employees regardless of their working day or the autonomous region where they live, such as:

  • Sports assistance.
  • Study assistance.
  • Health insurance.
  • Life insurance.
  • Advances against monthly salary.
  • Banking products and services with special conditions for employees.

Bankinter also offers its employees meal subsidies, depending on their working hours, which can be taken as an addition to salary or on the form of restaurant vouchers. Employees with more than six months' service are also entitled to the following benefits:

  • Mortgage loans.
  • Novation of mortgage loans.
  • Housing construction loan.
  • Revision of interest rates on mortgage loans: It is possible to ask for interest rates to be revised after six months instead of the established twelve.
  • Housing loans.
  • Loans for other purposes: No proof is required. They can be paid in 12 or 14 annual instalments.
  • Advances. Those which the banking collective labour agreement (5 and 9 months’ salary) considers loans with a series of specific reasons. They can be paid in 12 or 14 annual instalments.
  • Advances for the purchase of a computer or to pay for language courses, foreign immersion courses or postgraduate studies relating to the employee’s professional activity.

A system of flexible remuneration is also in place, established in 2008, which offers employees the possibility of receiving their remuneration in any of a number of different combinations and choosing the set of products and services best suited to the needs and/or interests of each. It is a voluntary compensation scheme with an agreement being made between the Bank and the employee to modify the composition, but not the amount, of the employee’s compensation package, replacing monetary payment by payment in kind in the form of particular products or services, which generally have some form of tax benefit.

In this way the employee maximises remuneration in two main ways: through the Bank’s negotiating power to optimise the price of certain products and/or services, and through the tax advantages accruing to certain products contracted through this system. Currently 45.07% of employees use this flexible compensation option.

As long-term remuneration designed to cover certain contingencies, the Bank carries out the following actions:

  • Certain supplementary cover is provided for all employees as regards the benefits paid by the Social Security system in the event of widowhood, orphancy, permanent occupational disability, absolute permanent disability or severe disability.
  • Employees in service since before 1 March 1980 have their pension commitments covered as established in the collective labour agreement for the sector.
  • In 2014, pursuant to the provisions of the banking collective labour agreement, a pension scheme was put in place for employees with more than two years' service and whose pension commitments are not covered by any other scheme.

The starting salary at Bankinter for the lowest level of the sector collective labour agreement exceeds the official minimum wage in Spain as approved by the central government for the year by 250%.

Plan Familia for employees. Promoted by the Adecco Foundation, this programme is aimed at the development, training and integration into the workforce and society of disadvantaged groups, basically persons with disabilities, in line with the ‘Noughts and Crosses’ Plan. This programme also provides any of the Bank's employees who may have any kind of disability
and/or family members in a similar situation with assistance of various kinds to help them achieve real integration in the workplace and society or to help them perform various activities including leisure ones.