Why this issue is significant

Our Business Plan has identified that enhancement, people motivation and a stronger sense of belonging represent essential leverage in achieving the Group’s strategic objectives. Through a new and more balanced internal cohesion, the managers are required to create an environment that is motivating, facilitating, based on trust and encouraging individual engagement. Without losing sight of enhancement of diversity, training accessible to all – focusing on listening and discussion among individuals – plays a crucial role in supporting development, company reorganisation and improved customer service.
Within a context of persisting economic crisis, the Intesa Sanpaolo Group continues to be a workplace that attracts talents and provides permanent jobs to over 86,000 people in Italy and in other countries – including more than 6,800 young people. Important among the Business Plan objectives is the reallocation of 4,500 human resources in order to achieve the strategic plan, without cutting jobs.

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Results achieved

In 2014 Intesa Sanpaolo laid the foundations and began the implementation of development and reorganisation programmes to strengthen its market competitiveness, also through service and product innovation. Approximately 60% of surplus human resources were already absorbed during the first year of the Plan through priority initiatives based on job protection and the new Plan objectives. For employee enhancement, the new Banca dei Territori incentive system was launched in compliance with the new service model adopted at the beginning of 2015.
The Training activity updated the skills necessary for the continuous consolidation of corporate professionalism and provided specific support for change through projects fostering banking sector and customer need developments without disregarding the expectations of all Stakeholders.
Welfare was confirmed as another priority area on which action should focus in order to support human resource motivation and involvement in terms of flexibility, efficiency and productivity.

How it is managed

Through an integrated system of transparent internal regulations, widely-distributed multichannel communications and effective training at all levels of knowledge and awareness, human resources are supported through their current and future career paths. The constant dialogue that characterises industrial relations has led to the set-up of company-trade union bodies with the aim of arranging joint solutions: the Welfare, Safety and Sustainable Development Committee and the Inclusion and Equal Opportunities Committee. The projects and initiatives developed with the aim to continue creating value in terms of social sustainability and equal treatment are constantly monitored in order to measure and disclose the progress made.

Departments/Functions in charge

The Chief Operating Officer is responsible for defining Group Human Resources guidelines and policies. The structures in charge of specific duties are the “Planning and Development” and “Employment Policy” units of the Human Resources Head Office Department, which make use of the relevant structures of Intesa Sanpaolo Group Services, including those in charge of Training. The Personnel units of the Business Units and Group companies not included in the business divisions report to the Human Resources Head Office Department. With support from the Remuneration Committee, the Supervisory Board approves the remuneration and incentive policies for Group Human Resources.

  

Performance indicators and objectives achieved 

Indicator2014 progress status2017 objectives
Personnel expenses 5.1 billion euro Approx. 21 billion euro
Human resources reabsorbed in the professional reallocation 2,600, of which 120 already involved in training activities 4,500
Technical and management training for professional development 1,169,569 training days 5 million training days  
Employee share ownership contributing to the share capital increase No. employees subscribed: 50,298 % subscribed: 79% Value: 150,112,726    
Development:
growth strategies for employees to be assigned to coordination duties:
  • OnAir: no. assessments and development plans activated
  • Feedback 180: no. employees involved
OnAir: 2,466 assessments. 574 individual development plans then activated on the Consequence Management Platform

Direct Job Offering: 1760 contacts for 170 positions

Master Class: 40 Risk Management Department employees involved Feedback 180: 37 managers involved
Enhancement of talent potential and adoption of systems that reward professionalism and leadership
Investments for the Safety Management System and number of accidents Accidents 775 (812 in 2013 in Italy)

Investments in Health and Safety training for 689,000 euro