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Training and development

EMPLOYEES

GRI:

[103-1, 103-2, 103-3 ] for the reporting Aspect: Employee education and training
[404-1] Hours of training per year per employee by employment structure
[404-2] Programs for upgrading employee skills and transition assistance programs
[404-3] Percentage of employees receiving regular performance and career development reviews, by gender and employment type

Our talent management is focused on developing the bank’s intellectual and expert potential, and therefore, we are strongly committed to ensuring that training programmes are addressed to our staff at all organisation levels.

Development programmes and business-as-usual training, organised in our bank, support the development of our employees and management, and so contribute to the delivery of the bank’s strategic goals. The development and training model improve the bank’s performance, while responding to employees’ career development needs.

219 k

the number of registered attendees in 2017
10.3%

of training was held in the form of workshops, while the remainder was organised online
85%

of our employees know^[1]the strategic objectives of Santander Bank Polska and have a perfect understanding of what it means to be a bank which is ‘Simple, Personal, Fair’

^[1]Outcome of the Employee Engagement Survey in Santander Bank Polska Group carried out in 2017. 89% of the Group’s employees participated in the survey.

Our goals regarding employee training and education:

Improving advisor competences, including a new customer advisor competence model.
Preparing employees in pilot outlets for the implementation of a new branch format and new approach to customers.
Taking care of the high level of specialist knowledge required in the workplace.
Optimised use of system tools.
Providing knowledge and skills in the broadly understood quality assurance, including customer service standards.
High degree of employee knowledge about risks and practical risk mitigation skills.

GRI:

[404-1] Hours of training per year per employee by employment structure

Average hours of training in 2017 per employee, by gender:

Data table:

	Female	Male	Total
Total hours of training by gender	537,802	191,774	728,576
Number of employees	8,330	3,159	11,489
Average hours of training per employee by gender	65	60	63

Average hours of training in 2017 per employee, by employment category:

Data table:

	Senior management	Middle management	Other employees
Total hours of training by employment category	12,424	133,636	582,516
Number of employees	229	1,494	9,766
Average hours of training by employment category	54	89	60

Risks we address

The main objective underlying our education and training programmes is to raise employee competences and allow them to perform their duties with confidence and to further develop their skills. Additionally, our training policy supports:

reputational risk and misselling management,
management of the risk of declining customer service quality,
implementation of the EBA regulations.

In order to minimise these risks:

we extended the adaptation period for employees to 8 weeks, including 12 weeks of classroom workshops,
we carry out training in customer satisfaction management,
we have changed the motivation systems by aligning them with the applicable regulations.

Branch network staff training

The training of the branch network staff focused on enhancing their competences related to customer service quality and the ability to identify customer needs, knowledge of the products and systems, building the culture of employee competences awareness and legal expertise. Employee training courses are tailored to the segment of sales products and the customer segment.

How do we build a reliable and professional approach of our branch advisors?

At the start of their careers as advisors in our bank, branch employees participate in an adaptation programme, which is meant to prepare them for selling banking services. The knowledge and skills to navigate successfully through the banking environment, including excellent knowledge of the procedures, processes and products, aim at preventing misselling and developing appropriate employee attitude compatible with the bank’s values.

Next, new advisors embark on a workshop training, to learn how to conduct conversations with customers in line with the bank’s quality standards.

An additional training addressed to advisors is a programme on providing services to customers with disabilities.

In 2017, we organised workshop training for SME, Mortgage and VIP advisors, as well as retail advisors, delivering 10,056 hours of training to 8,092 registered participants.

Selected topics of the workshops conducted:

Agro – financing of agriculture- advanced module.
Financial analysis of an enterprise in accordance with the banking standards.
SME International Business.
Cooperation building – workshops for directors.
Insurance Skill Development Centre.
Effective team communication.
Investment fencing and exchanging experiences.

Quality and responsibility as a measure of success.
Energy hunters – power studio.
Programme for developing investment product sales skills for Premium Advisors.
Preparation of a credit assessment.
“Account As I Want It” workshop.

We successfully conducted a pilot implementation of a new branch competence model. Concurrently, preparations for launching a new branch model to be completed in Q1 and Q2 of 2018 were initiated. Furthermore, our employees were well prepared for the implementation of process digitalisation measures.

Business Support Centre staff training

Training initiatives for the Business Support Centre were delivered in two streams:

Training required by law and supporting the bank’s strategic initiatives, including first aid, safety at work, changes in the Civil Code, prevention of money laundering, the Personal Data Protection Act and Payment Services Act.

Specialist training, including risk analysis, property valuation, audit, expertise and product knowledge development, management and interpersonal skills. Employees refined their skills by learning new teamwork or project management methodologies, including design thinking and Agile management.

One of the priorities of our training policy is to ensure the appropriate level of knowledge and competences of the employees of our subsidiaries, partner outlets, intermediaries and brokers.

Performance evaluation and talent development

GRI:

[404-2] Professional competence development programmes
[404-3] Percentage of employees receiving regular performance and career development reviews, by gender and employment type

We promote a management model that is based on the “leading by example” approach and therefore, our efforts focus on honing leadership talents and improvement of managerial competences. Our corporate culture supports professional ambitions and creates an engaging work environment.

Our initiatives:

FOR MANAGERS

In 2017, For the first time, the whole management was covered by the 360° skills assessment. The survey examined their leadership competences and the extent to which the corporate values were complied with in practice. A total of 106 people was assessed.
We launched a development programme for the highest management level, “Strategic Leadership. Direction. Influence. Authority”.
We carried out development programmes in response to the needs and requirements of individual divisions, e.g. the “Leader driving engagement” for the Global Corporate Banking and Investment Division and “Armada” for the Business and Corporate Banking Division.
We launched another edition of the programme for the newly appointed managers, consisting of several workshop and training modules, including tele-workshops and e-learning courses.
We engaged our HR Business Partners, line managers and local professional mentors in the process of induction into the role of manager.

TALENT PROGRAMMES

We continued two talent programmes for branch employees carried out in the form of workshops and working group activities.

Become Branch Director – 33 advisors from all over Poland were being developed with a view to becoming future branch directors.
Managing Leader Teams – 9 branch directors were being developed with a view to becoming future regional directors.

The aim of both these programmes was to develop the participants in line with the requirements of their future functions. The programmes were based on both individual and group initiatives.

Individual initiatives included mentoring, peer to peer networking, work with the Individual Development Plan and internships.

Under group initiatives, the trainees took part in workshops organised in collaboration with the business sector and external suppliers.

The programme participants analysed business cases in working groups and presented the recommended solutions to the project sponsors.

At the end of 2017, employees were recruited to two new talent programmes carried out this year.

Become and Advisor with a Portfolio – 32 employees from all over Poland were being developed with a view to becoming future VIP/ Premium Advisor.
Be a Transformation Leader – 17 programme participants from all over Poland were being developed with a view of becoming a transformation leader in one of the three business areas: Risk Division, Business Model Transformation Area and Accounting and Financial Control Division.

Participants of both these programmes were carefully selected w in a multi-stage, objective and transparent recruitment process.

A comprehensive Advisor Skills Matrix was implemented in the branch network, the first such initiative in the bank’s history, supported by our 270° skills assessment for advisors at all branches.

The aim of the survey was to provide us with information on the developmental needs of branch employees in nonmanagerial jobs. Additionally, the work style was assessed in terms of alignment with the corporate values: ‘Simple, Personal, Fair’.

We are currently in the process of carrying out a survey that will ultimately encompass the entire group of advisors.

Performance management

The system of performance evaluation has been in place in the bank for many years and has been regularly improved. Its aim is to create the culture of dialogue, promote a consistent value system and increase the engagement of employees in the execution of strategic and operating tasks.

In January 2017, a new objectives management process was put in place to support staff development and promote behaviours in accordance with the bank’s ‘Simple, Personal, Fair’ values. The process allows for greater flexibility (as the objectives can be modified against changing circumstances) and for communication efficiency (as it facilitates communication between employees and their line managers due to more frequent meetings). In the new model individual performance is assessed in two dimensions: WHAT and HOW. The launch of the new process and the IT tool was preceded by extensive preparations which included workshops for all the bank managers

We also introduced new rules of evaluation, which now apply to all bank employees, who have worked a total of minimum 60 business days in the calendar year, irrespective of the type of the employment contract (unspecified /specified /trial period/).

GRI:

[404-3] Percentage of employees receiving regular performance and career development reviews, by gender and employment type

Percentage of employees subject to performance reviews:

Data table:

	Female	Male
Senior management	91%	94%
Middle management	91%	96%
Other employees	80%	89%
Percentage of all employees subject to performance reviews	82%	91%

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