BBVA’s global team includes professionals with widely diverse backgrounds. BBVA strives to attract, retain and boost our employees' talent, always with respect for diversity and inclusion. The year 2011 saw some breakthroughs in corporate responsibility.
In the field of non-discrimination and equal opportunity, in late 2009 BBVA launched its Gender diversity corporate plan to ensure that all posts within every business unit and geographical area are filled by the best person for the job. Work continued on this global plan in 2011 with the following developments:
- The Genera! networking website was made available. This internal platform is a place to share opinions, experiences and news on gender diversity and acts as a think tank for the local action plans and in each business area.
- Two strategic committee meetings chaired by the COO, 6 operating committee meetings and 6 Genera! platform committee meetings were held. Area and country-specific committees were also set up.
Distribution of functions by gender and professional category (percentage)
|Management Committee and Corporate Managers||90.68||9.32||90.34||9.66||91.05||8.95|
|Rank and file||40.45||59.55||40.57||59.43||40.76||59.24|
As regards the professional development of BBVA employees, the mentoring and mentor training program was adapted in 2011 to bring it into line with gender diversity.
The Group’s Mobility Policy was also launched to publish internal recruitment processes in order to guarantee transparency, equal opportunity and objectivity in local and international team development and promotion.
The “Nuevas Formas de Trabajo” (New Ways of Working) project was also further promoted, which, through the intensive use of technology, combines development and people’s work/life balance needs. Following a series of pilot tests in Spain and Mexico in 2010 and 2011, BBVA has now defined an operational scheme that covers the various flexible work methods established in the Group and regulates these by setting up the necessary processes and tools.
Voluntary resignations (turnover)(1) and breakdown by gender
|Total Turnover||Men||Women||Total Turnover||Men||Women||Total Turnover||Men||Women|
Contracts by gender (percentage)
|Permanent or regular full-time||48.82||51.18||90.10||49.05||50.95||90.28||49.32||50.68||92.22|
|Permanent or regular part-time||27.52||72.48||2.77||27.87||72.13||3.15||29.40||70.60||3.21|
BBVA also continues to focus on first-rate training and more specialized and global training schemes. In 2011 e-learning accounted for more than 60% of the training activity, making training more accessible and adapting it to employee needs. This year BBVA employees spent an average of €382 and invested an average of 47.7 hours in training, mostly aimed toward improving customer relations. In 2011 a new BBVA Group training center was opened in Madrid, Campus –La Moraleja. The main new feature of this project is that it makes BBVA’s training experience available to society by expanding training to customers, companies and external employees and potential employees through the activities undertaken alongside partners with excellent repute, in fields in which we are considered market leaders.
|Total investment in training (thousand euros)||42,230||37,348||31,929|
|Investment in training per employee (euros)||382||350||307|
|Hours of training per employee||48||43||38|
|Satisfaction rating of training (out of 10)||8.95||8.80||8.30|
|Employees who have received training during the year (%)||74||73||75|
|Volume of subsidies received for training from FORCEM (Million euros)||3.5||3.1||2.9|
The Group also has a Global Corporate Volunteer Plan. In 2011 4,328 employees undertook volunteer work activities, and overall employees contributed €1.3 million to community service projects.