Internal transfers. Integration

Transcription

1 Human capital 1

2 1 2 In order for the Grupo Santander Brasil to fulfill its aspiration of being the best place to work in the national financial sector, it began an integration process in 2008 to identify best practices in Human Resources developed by the two banks and the market. The following initiatives directed at disseminating and applying the Santander Values served as the operation axes: Dynamism and Anticipation, Innovation, Leadership, Customer-Oriented Approach, Professional Ethics and Strengthening the Balance Sheet. Personnel management is aligned with a global training model and the exchange of experiences that offer strategies for attracting, qualifying and retaining talents. With policies and tools that promote the human and professional development of its more than 53,000 employees, the Organization is prepared for the challenge of maintaining its business growth. Integration With the acquisition of Banco Real in October 2007, the main challenge for the Group s Human Resources area in 2008 was to establish an integration model that could identify the best practices developed by the two institutions and the market, while guaranteeing that all daily activities continued to run smoothly. After initial mapping, the area created the Integration Front, which it divided into three levels: 1. HR Processes involves the integration of processes such as payrolls and systems; 2. HR Policies focused on benefits policies, training, job position structure and employee services, among others, which direct the personnel management of the new Organization; and 3. Change Management addresses the behavior, organizational culture and strategies for developing the attributes and knowledge necessary for the Group s future. All of these stages were implemented with the premise of involving the different areas of the Group, guaranteeing that the flow of information and defined paths to meet the needs of the areas and their teams. Accordingly, the Group decided to create an HR Committee, which consists of executives who represent the Executive Board. The group meets once a month and is responsible for discussing, defining and approving some 100 different topics. Each one of these carries a new proposal and policy. The conclusion of the first and second phases, with the full integration of the administrative and operating processes focused on the internal public, is set for June 1, Considered an important part of the integration process between the two banks, the employee dismissals determined by synergies were conducted using best market practices and emphasized ethics and transparency. The Group also offered an outplacement service for all dismissed professionals, regardless of their hierarchical level. Internal transfers One of the measures adopted to reduce the number of dismissals was the creation of internal job transfer systems. Starting at the beginning of the year, the Group launched five programs designed to expand its business: 1. Venha Trabalhar na Rede the employees of the administrative units from the two banks can apply to work in the bank branch network. In its first edition, the initiative attracted 500 candidates; 2. Banco de Oportunidades adopted to fill executive positions through internal recruiting and by promoting the professionals interest in making a career transition; 3. Carreira Santander launched in March 2008, this initiative is designed to offer employees the possibility of filling open job positions in all areas and at all levels of the Organization. The fourth and fifth programs are focused on International Mobility. As the member of an institution present in over 40 countries, one of the Grupo Santander Brasil s distinguishing characteristics is the adoption of a culture based on global corporate practices and values to train employees. The employees have the opportunity to interact with other markets and exchange experiences with their peers. Step (Santander Executive Training Program), which promotes mobility between Latin American and European employees, benefited six Brazilians in FUDs (Futuros Diretivos), which promotes mobility between Latin American employees with an international career profile, had 11 participants in Brazil. 51

3 Human capital The identification and adoption of best practices help support the Group s aspiration to become Brazil s best place to work in the financial sector Diversity Employees with special needs 2008 Employees with special needs hired 158 Total number of employees with special needs 1,890 Percentage of employees with special needs in relation to total number of employees 3.56% Employee Profile Distribution by gender 44% Men Diversity Diversity has been a focus for Santander and Real since 2006 and 2001, respectively. The diversity programs at the two banks encourage discussion and debate on the topic while contributing to the increased inclusion of certain groups that have historically suffered discrimination and are considered to be at-risk or at a disadvantage in society. In 2008, the Grupo Santander Brasil continued with the Estagiário Unipalmares program (Santander) and Executivo Jr. program (Real), both of which promote the development of Afro-Brazilian interns. During the year, 95 youths participated in these initiatives. Another one of the Group s actions is Jovem Aprendiz, a program designed to provide a first job to youth ages 14 to 24 years old, preparing them for the job market. The program assisted some 900 participants during the year. Jobs Distribution by age group 10% From years old 11% From years old 7% Age 50 and older 56% Women 0,3% From years old 41% From years old The Grupo Santander Brasil invests heavily in improving employability in the areas in which it operates. Among its different initiatives, the Intern Program is one of the tools with the greatest social impact. In 2008, 4,584 youths participated, 1,443 of whom were subsequently hired. The 2008 edition of the Trainee Program was implemented in an integrated fashion, uniting the initiatives developed until then by the Santander and Real banks. A total of 18,184 individual signed up, and 51 trainees were contracted during the period. This integration process produced a turnover of 15.9% at the end of 2008, with 6,572 employees hired and 8,449 dismissed. 31% From years old Distribution by time with the company 13% With over 20 years at the company 17% From years 56% Up to 5 years 14% From 6-10 years 52

4 1 In 2008, the Group invested R$ 79.5 million in employee training considered crucial for business success Education and development For the Grupo Santander Brasil, employees are crucial for guaranteeing the success of its relationships and operations. That is why it invests in the creation and continuous improvement of the individual through development programs that reflect a careful approach to the continuous training and education of employees. And all of this because it believes that better people naturally become better professionals. The Group is dedicated to developing leaders who have initiative and participate in the transformation of the work environment and even beyond influencing their surroundings and society to promote sustainable development. The development programs are structured based on the functions exercised and aligned with the Group s strategic objectives. 10% Postgraduate/Masters/Doctorate 1% Grade School 10% Middle School 35% Incomplete College During the year, investments in training totaled R$ 79.5 million at Santander and Real, 22% more than in The Group administered 1.9 million hours of on-site training, involving a total of 76,100 participants. The distance courses benefited 57,000 employees and represented approximately 1 million hours of training. The Trilha de Formação (Training Trail) project, launched in May, was another one of the year s highlights. Directed at employees from the Santander commercial network, the project was developed by the Training and Development Center (TDC) in partnership with the network of branches and Segments, Products, Risk and Support areas. The result of a two-year study, Trilha de Formação consists of a series of behavioral, technical-functional and institutional courses. The project also supports managers when planning priorities for the training of their teams. For employees, it facilitates career acceleration (fast track) since it allows them to take those courses necessary to assume hierarchically superior positions. 44% College Degree 2008 Number of employees benefited from scholarships 4,860 Leadership development 2008 Participation of employees in training sessions focused on the development of leaders 15,351 Sustainability training 2008 Participation of employees in training sessions about sustainability 37,471 To promote the exchange of experiences between employees, the Group created the Internal Suppliers Program. With two modalities Educator Manager and Multiplier it assigns professionals with the task of disseminating the Organization s culture, values, concepts and operating models. The Group also held several courses on Leadership and Sustainability Management. One of these was the conclusion of the Programa de Desenvolvimento de Líderes em Sustentabilidade, a development program for leaders in sustainability, which trained over 2,000 superintendents and directors from the network, in addition to managers from the business and support areas at Banco Real. 53

5 Human capital The Living Better program seeks to offer enhanced quality of life to employees through support of health, well-being and partnership initiatives Also in 2008, 88% of Banco Real s points of sale were staffed by employees who participated in LIBRAS (Brazilian Sign Language) training and were qualified to provide services in bank branches to customers with hearing deficiencies. Santander intends to meet its goal of having 100% of its branches staffed by employees who have undergone this training before the end of The initiative complies with the regulatory requirements issued by the government, which determine that all banks must have at least two members of staff on hand to be able to communicate in sign language in their points of service. Healthy lifestyle 1 Fostering a healthy lifestyle for all employees and members of their families is one of the commitments of the Grupo Santander Brasil. The Group works with principles that encourage its staff and members of their families to adopt healthier habits and attitudes. The Programa Gestante was one of the new projects in this regard introduced in The program focuses on early diagnosis and periodic follow-up to ensure the well-being of expecting mothers and their future babies. Over the course of the year, more than 330 pregnant women joined the program. The special care given expecting mothers already had been implemented by Banco Real, which in 2008 continued to organize a cycle of lectures by specialists and maintained support locations for nursing mothers in three administrative buildings, benefiting about 200 mothers. 2 Through its Programa Vida Saudável, Banco Real offers regular meditation and yoga classes. The Bank also has Choral groups that put on presentations in the cities of São Paulo, Rio de Janeiro, Belo Horizonte, Porto Alegre and Recife, involving some 150 Grupo Santander Brasil employees. The program encompasses the Musicantes Project, which organizes weekly music classes for employees and family members in São Paulo. About 80 employees who are part of the Choral groups and the Musicantes Project participated in the Natal do Nosso Mundo festivities, described on page 61 in the chapter on Social and Cultural Investment. Another initiative of the two banks is the Programa de Apoio Pessoal (PAP in Santander and PAPE in Real) that offers personalized assistance 24 hours a day to employees and members of their families on a number of subjects, such as nutrition, legal help, psychological support, and others. The number of employees who were helped during the year through this service was about 15,000 through PAP and 27,000 by PAPE. 54 3

6 1 Among the activities that were used to foster integration between employees and their families with their communities, of particular note during the year was the Santander and You Week, a global initiative of the Grupo Santander. Five solidarity actions were organized which attracted the participation of more than 500 persons. In the city of São Paulo, trees were planted, a volleyball clinic was run, blood donations were encouraged, a dam at the Guarapiranga Reservoir was cleaned and a number of public spaces earmarked for senior citizens and children were refurbished. Communication Among the in-house communication channels used by the Grupo Santander Brasil are Ideias magazine, a bimonthly that publishes articles about the Organization s main initiatives and strategies, and the President s Blog. Available to Banco Real employees since 2007, and for the entire Group as of August 2008, the Blog encourages an exchange of information, ideas and experiences between employees and president Fabio Barbosa. Whenever there is an important fact to disclose, the president posts the topic on the Blog. Employees can publish their suggestions, doubts and opinions in the same space. As a rule, none of the comments that are posted are moderated, edited or censored. At the close of December 2008, the Blog had been accessed more than 200,000 times and 500 comments had been posted, the majority of them related to the integration process of the two banks and the future of the institution. Remuneration and benefits Benefits Total expense (thousand R$) Meals 403,508 Social and mandatory charges 1,084,220 Private pension 118,509 Health 157,815 Workplace safety and health 4,903 Professional education, training and development 80,880 Day care center or childcare assistance 20,225 Profit sharing 539,103 Others 28,231 Total 2,437,394 In step with the Group s communication model throughout the world, the unit in Brazil took an important step in 2008: Santander s employees were connected to all of the units of the Organization through a global public Corporate Intranet. This tool, which standardizes the work platform for all of the Conglomerate s companies, was developed in order to disclose corporate projects and expand their visibility, as well as function as a place for exchange of ideas and good practices. By 2009, all Grupo Santander Brasil employees will have access to this channel. 55