Training and development

  • Goal 5 - Gender equality
    Goal 5 - Gender equality
    Goal 5 - Gender equality
  • Goal 8 - Decent work and economic growth
    Goal 8 - Decent work and economic growth
    Goal 8 - Decent work and economic growth
  • GRI:
  • Number of training days per year per employee by employment structure404-1
    Number of training days per year per employee by employment structure
  • Management skills development and lifelong learning programmes404-2
    Management skills development and lifelong learning programmes
  • PRB:
  • We will implement our commitment to these Principles through effective governance and a culture of responsible banking, demonstrating ambition and accountability by setting public targets relating to our most significant impacts5 Governance & Target Setting
    We will implement our commitment to these Principles through effective governance and a culture of responsible banking, demonstrating ambition and accountability by setting public targets relating to our most significant impacts
  • ESG:
  • Our approach to Social ResponsibilityS – Social
    Our approach to Social Responsibility

Employees of Santander Bank Polska S.A. received:

  •  

    hours of training

    328,658
     

  • training for women

    74.6
     
    %

  • training for men

    25.6
     
    %

Attracting, retaining and developing talent is one of our most important goals. We want to work with the best, because the success of our company depends on our employees. We are constantly improving existing solutions and implementing new ones to make Santander Bank Polska S.A. an attractive and desirable place to work.

We have an integrated talent management strategy that aims to develop employees at every stage of their career in the organisation. Our approach follows the 70-20-10 development philosophy of learning through own experience (70%), learning with the support of others (20%) and training (10%).

Development activities at Santander Bank Polska S.A.

  • implementation of the DOJO system
  • access to training platforms (including Udemy, EduWeb, eTutor, Inspiro)
  • the use of development studies, especially DISC, Gallup, Harrison
  • Development Elixir: a collection of inspirations in the form of webinars, lectures by external and internal experts, panel discussions, mailings
  • Development Planet: an internal website dedicated to development initiatives

  • YOUniversity: an in-house tutoring programme. The community includes around 150 tutors
  • mentoring
  • MOST programme: internal internships where employees have the opportunity to participate in projects carried out in other units of the bank
  • Mundo: internal internships in which employees have the opportunity to participate in projects carried out in other units throughout the Santander Group

  • Advisor of the Future: training to strengthen competences related to digital customer service,
  • Service Design Academy
  • Keep Growing: a development programme for those with the highest performance rating in the previous year
  • Young Leaders: a programme carried out throughout the Santander Group to develop the leadership competencies of a selected group of talents
  • Futuro: a programme for all managers in the bank to develop leadership skills
  • training related to the development of future social competences
  • training to develop the skills needed to pursue the bank’s strategic directions

Average number of training hours per employee by gender and position in 2021.

 

+1.08
 
h
this is how much the average number of training hours at Santander Bank Polska S.A. increased compared to the previous year.

2021
Average number of training hours per employee, including: 29.62
women 32.34
men 23.75
senior management 14.57
junior management 17.63
other employees 30.37

Leadership development

An important role in the development of employees is played by their managers. That is why we are committed to supporting them in developing their leadership competences. In 2021, leadership development was based on the human-to-human leadership approach. According to it, the leader plays an important role in building the employee experience by:

  • engaging employees in the change process,
  • building relationships based on trust and mutual understanding.

Last year, we emphasised the development of open and effective communication. We promoted a culture of feedback, appreciation and development activities supporting dialogue with employees.

We talked a lot about trust as a basis for healthy and successful teams. We also focused on the development of the competences of top managers needed to manage teams in the context of remote and hybrid working.