In accordance with the Business Plan, the 2014 Training activities focused on updating the skills necessary for the ongoing consolidation of the company’s expertise, and specific support for change, with projects designed to support the evolution of the banking sector and the needs of customers without neglecting the expectations of all stakeholders. In fact, the Bank continued to invest in the organisation of custom training initiatives dedicated to enhancing the skills of all Group employees, in Italy and abroad, through constant support for the evolution of the roles in the various professional areas and the focus on improving the ability of the people to adapt to continuous change and the new service requirements. Many training initiatives in recent years have supported the development of the skills required to improve the quality of the service to Household and Corporate customers.

Insieme per la crescita

A training and change management programme for the diffusion of excellent service practices in the Banca dei Territori Division which can improve both customer satisfaction and the satisfaction of the employees directly involved. A team formed of Network personnel identified indispensable, virtuous and ethically responsible behaviour to develop and promote with customers. The practices identified stemmed from a process of definition and sharing with the people affected by the change of the model, through specific focus and exchange workshops. The behaviour identified takes account of five macro activities that take place in branches: welcoming, transactions, relations, development and management/coordination. As well as classroom training activities, the project is supplemented with the online “Pro” platform dedicated to the Network professionals who, in this initiative, help participants to effectively implement the things that have been shared and learned, and to explain and discuss good practices.
The aim is to improve business results and customer and employee satisfaction, and to this end constant monitoring is carried out using specific indicators.
In 2015 the model will be extended to all remaining branches.


What don’t we know? What would we like to know? Professional role, expertise and training gaps on one hand, the large amount of educational content made available in the Group’s training activities on the other. How can we automatically summarise everything in a personalised range of courses? These are the questions that Capusability, a “smart” computer engine, aims to answer by using algorithms and tags to propose a training path in line with the needs of each employee. The Capusability project makes it possible to share professional knowledge through the analysis of content, related comments, the role and the interests expressed by participants. Acknowledged by the "Osservatorio HR Innovation Practice" in 2014, the goal of the project is to improve the effectiveness of online training, leveraging on the personalisation of training courses and capitalising on and exploiting the numerous training resources already present within the Bank. Thanks to the contribution of internal trainers, the project will be fine-tuned in 2015 with the refinement of the automatic recommendation system and the personalisation level.

Integrated Multi-channel project

This training project is designed to meet the changing needs of our customers, by strengthening the integration between branch activities and the digital channels, and transferring the ability to provide the customer with new remote services and products. All the new instruments available were examined through specific online lessons. A social learning platform then made it possible to widely disseminate the training content (making written communication more effective) and, through chats and social instruments, to share successful and widespread “multi-channel” experiences. 

Dimensione Impresa is a modular training plan designed to accompany the introduction of the new service model for businesses. The plan is designed to foster a significant growth in technical expertise and “advanced” management behaviour in relations with corporate customers, in order to start a virtuous consultancy and business cycle that benefits all stakeholders.
With the aim to spreading a culture based on the interpretation of risk both in advance and in the final analysis, training projects were launched in the Banca dei Territori Division. These projects enable Managers to continuously provide entrepreneurs with partnership services aimed at anticipating both risks and opportunities in complex and dynamic contexts.

The training offer, also strengthened through the introduction of new channels, focused in particular on the Group’s International Subsidiary Banks. The main goals included: developing innovative global management skills, fostering the integration of corporate behaviour throughout the Group and breaking down cultural barriers by supporting change management projects. The levers used included: expansion of the initiatives in the catalogue, dissemination within the Group and the activation of the Mylearning platform (49 online courses held in 12 subsidiaries, 18,000 people registered on at least one course). The classroom initiatives were held in 11 locations with both local and cross-country sessions thanks to the use of a number of geographically and logistically functional hubs (Vienna, Bratislava, Zagreb).

“Formazione Risponde”

Through Formazione Risponde, for several years Intesa Sanpaolo has been reviewing its processes from a “service offer” perspective with the aim of continuously improving service quality. This authentic customer care tool is perfectly attuned to the number of customers, the volumes of products supplied, and the strong multi-channel nature of the offer. Formazione Risponde is a multi-channel contact service for all Group employees that operates in line and synergy with the corporate help desk services. It is instantly accessible from the Intranet page and offers a series of dedicated tools: an email account, FAQ and prompt feedback to the posts published in the MiaFormazione social learning spaces. Formazione Risponde has two levels of management according to the complexity of the requests. At the second level the relevant training planners are also always involved as part of the “value chain” for the internal customer. In standard cases a direct answer is supplied in response to the employee’s questions, often by phoning them in order to provide immediate support. In 2014, 2,800 requests were processed, 81% of which were resolved within 24 hours.

The creation of new businesses and new organisational models was addressed, in synergy with the newly-created Innovation Centre, in the New Roles Workshop which made it possible to share, across-the-board, ideas and visions on the evolution of banking roles and the formal and “informal” skills required to support it.

Alongside the permanent offer, available through the two “learning gateways”, the Management School and MiaFormazione, the employees of the various Bank Departments were involved in over a hundred custom projects. Multiple managerial and behavioural themes were addressed, including: staff management, leadership, teamwork, ageing, managing complexity, wellbeing and resilience.

Spreading the culture of responsibility

The planning of initiatives to transfer knowledge and make the Bank’s principles and values part of everyday life continued with a joint project between the CSR Unit and the Training Department. A key role was played by the CSR Delegates in Italy and the Delegates abroad, the latter specifically committed to the extension of the new approach adopted to monitor and control the Code of Ethics. In fact, a targeted training session was held in Budapest to trial the so-called ‘self-assessment’ of the departments using the guidelines of the ISO 26000 standard. The Delegates were also involved in a 3-day classroom training activity on the adoption of the new Global Reporting Initiative G4 social and environmental reporting guidelines.

Launched in 2013 from interdepartmental activities between the CSR Unit, the International Subsidiary Banks Division and the Training Department, the CSR Drops training project, dedicated to the Group’s International Subsidiary Banks, uses the storytelling method to explain the Intesa Sanpaolo Group CSR model with day-to-day examples and through four pillars of CSR which have been turned into four short films: Our choices, The seven values, Dialogue with stakeholders and The culture of responsibility. In 2014 CSR Drops was made remotely accessible to all employees in the International Subsidiary Banks and the International Subsidiary Banks Division.

For the Italian CSR Delegates appointed in recent months and those that interact with the CSR Unit on an informal basis, 25 employees overall, a specific activity was organised to introduce them to the issues of responsibility and to present the people that work in the CSR Unit. During the annual meeting the entire Delegates community (60 people) took part in a mind-mapping event; the goal was to take stock of the work carried out in recent years and to pass on the baton to the new delegates who will gradually assume the role. The result was a joint effort that led to the creation of a genuine map of possible answers to these questions: How to stimulate the courage and understanding of Intesa Sanpaolo delegates and employees in relation to these themes? How to overcome the indifference and accusations of rhetoric of our internal and external stakeholders? How to foster the commitment and engagement of our managers, employees and our community in general? How to help the business grow by displaying greater levels of awareness with regard to these themes?
Also addressed were the transfer of contents and the awareness raising on environmental issues (“Ambientiamo” with the integration of the 4 Climate Change support tools - see p. 124), the risks and challenges of Project Finance loans (see Equator Principles Training: p. 63), and the methods of reporting Community contributions according to the London Benchmarking Group standard, for which a specific webinar was held.

Intesa Sanpaolo Vita continued with the project called “Towards a shared identity: the future in our stories”, developed together with the Training Service and the Corporate Social Responsibility Unit, whose strategic goal was to strengthen the company’s identity and culture through the sharing of its values and the acquisition of a greater understanding of the value and effectiveness of day-to-day behaviour adopted as part of an “extended responsibility” (multi-stakeholder) approach. The project featured a series of stories that will help to create installations in the company headquarters and turn some spaces into narrative environments that promote corporate culture.   

Culture and development of innovation

In the second half of 2014 the new Chief Innovation Officer Governance Area was set up with the goal of identifying, analysing and developing innovation activities together with the Group’s Business Units and Head Office Departments. One of the goals of this Area is to guarantee the dissemination of a “culture of innovation” within the Group through specific training initiatives and events. It also develops innovation solutions through the planning and management of workshops (Experience Design Lab) aimed at conceiving and designing prototype products, services and solutions.

Concerning the dissemination of culture, 20 initiatives were organised involving around 600 people from the various Group companies. Of particular note were the:

  • innovation workshops (Service design: service culture and practice; Planning Innovation; Creativity and innovation; Lean thinking and Innovation; Sponsoring Innovation, Being Innovation);
  • bespoke workshops for the specific needs of external / internal customers (Business Innovation across industries, with the participation of David Orban – Singularity University; Smart life, Multichannel and Digital Payments convergence workshop; Sharing experience and projects, Banca dei Territori Division and International Subsidiary Banks Division);
  • Evening dialogues (“Passion as a drive for growth” - the experience of Enrico Loccioni and Isabella Rebichini; “Dialogue on Bitcoin”; “Creative confidence” with Tom Kelley);
  • Getting to know and using the Innovation Centre;
  • joint meetings and events (Meetings with Iren, Mastercard, IBM, Confindustria, Turismo Torino).

As regards the “Experience Design Labs”, 25 sessions on projects and unexpected initiatives (e.g. digital signage, the redesign of TARMs) were held, involving 650 participants. Also launched were the setup activities of the “innovation network”, which involves the creation of a network of branches and employees within the Group, and the finalisation of the communication plan and platforms for the Chief Innovation Officer both internally and externally.

New ideas from the International Subsidiary Banks

The initiatives to stimulate the generation of ideas from employees on certain key issues relating to company life continued in various International Subsidiary Banks in 2014. These issues included products and services, approaches to customer relations, internal processes, cost containment, communications, working environment, image, reputation and corporate social responsibility activities. One example was the improvement of the children’s corners, created in 2014 in 38% of Hungarian branches of CIB Bank which, in 2015, will see the development of educational modules on the theme of financial education as well as the creation of simplified forms for Albanian customers in order to facilitate procedures and reduce processing times. Other initiatives regarded sustainability solutions such as parking areas for bicycles and recyclable envelopes. In Slovenia, the “Invite a friend for the good bank” marketing campaign, for example, stemmed from an initiative involving the collection and sharing of experiences and ideas for the acquisition of new customers.

Over time, some of these initiatives have become genuine sources of innovation within the company: for example, since being launched in 2009, “Zapni” has enabled VÚB Banka to implement over 130 of the approximately 1,100 ideas put forward. Two hundred ideas were collected in 2014 alone, 11 of which implemented.

The new initiatives launched in 2014 included:

  • “Fresh Ideas” at Intesa Sanpaolo Bank Albania, an initiative designed to collect ideas for improving processes, creating new products, using new technologies and proposing new business partnerships to the various stakeholders;
  • “Those who need us” at Alexbank, an initiative designed to identify, thanks to the recommendations of colleagues, CSR and voluntary projects with which to help and assist disadvantaged regions of the country (the project will run till the end of 2015);
  • “T- REX quick win” at Banka Koper, an idea-gathering initiative that forms part of a project to improve the productivity of internal processes.