2013 Annual Report
FRAINING AND EDUCATION
Control Mechanisms
At Santander we conduct an analysis of training needs
with those in charge of each business unit. The focus is
placed on providing training opportunities which drive the
business strategy and develop the employees throughout
their careers. Staff development is conducted via local
and international programs involving investment in
technical and behavioral training, while offering
opportunities for all.
The Bank provides managers with development activities
with a focus on Hard Skills (Business, Strategy, Efficiency
and Client courses) and Soft Skills (People Management)
to ensure these managers are updated and guarantee our
competitiveness.
Policies and Commitments
At Santander we have in place specific training policies,
education incentives (Undergraduate, Graduate/ MBA,
Master's, Doctor's, External Refresher and Extension Courses)
and Mandatory Certifications. The creation of these policies
is based on the Organization's past processes (for the
Performance Management Process Policy); the guidance
of Regulatory Entities such as ANBIMA, BM&FBOVESPA,
SUSEP and ABECIP (for the Professional Certification Policy);
or benchmarking with FEBRABAN and partners, in addition
to non-financial companies.
The main commitments to ensure regulatory compliance
by Santander in relation to training and education are:
ā Mandatory courses to meet professional certification
requirements, SOX control (internal controls to ensure
compliance with the Sarbanes-Oxley Act) and legislation;
Score at the Performance Management process as one of
the support tools for the Variable Compensation process.
The main commitments beyond the regulatory
compliance of Santander in relation to this item are:
ā Support to the business areas in the development and
training of personnel in the performance of their duties;
The educational activities developed in the area
of Organizational Development - Leadership;
Partnerships and covenants with private Brazilian and
international institutions.
The main benchmarks for the development of the
commitments are compliance with controls in relation
to the SOX Act and other international regulations. In the
case of training, this involves the knowledge of specific
content in relation to a specific topic, such as Money
Laundering Prevention, for example.
Assessment Mechanisms
At Santander we monitor the efficacy of our training
and educational activities by means of audits and
internal controls. The outcome of the initiatives is
published via reports. The areas in charge are mobilized
to provide an action plan monitored by areas such
as Auditing and Compliance.
The Bank has in place a specific training governance for
Retail personnel, its biggest audience, with a quarterly
status reported to the vice-president of the Commercial
Network and the Network Committee.
Indicators Consolidation
We use People system reports to monitor the number
of employees and managers undergoing the process
throughout the stages of Performance Management
(Definition of Objectives, Intermediate Assessment and
End-of-Year Assessment). After the final stage of the
process, the End-of-Year Assessment, an analysis is
conducted of the qualitative and quantitative indicators
throughout the process for the implementation of
improvements in the next cycle.
Average hours of training per year per employee by gender, and by employee category G4-LA9
CLASSROOM + E-LEARNING
CLASSROOM + E-LEARNING
CLASSROOM + E-LEARNING
2011
2012
2013
Position
Men
Women
Men
Women
Men
Women
Operational
37.02
39.97
29.18
30.46
24.82
26.29
Administrative
48.67
43.32
35.00
30.39
29.92
30.94
Specialist
57.09
66.11
48.02
47.79
42.22
48.09
Managerial
67.13
83.61
56.66
62.73
52.3
62.8
Executive Officers
50.91
50.29
58.72
76.44
60.21
48.73
186 Annual Report 2013
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