The new “Performer 2.0” performance assessment system is based on qualitative performance indicators that are more concrete and in tune with the less technical language of our employees. The indicators are expressed on a qualitative scale with five levels of effectiveness. A new assessment form for departmental managers is also available: Branch Managers and Area Managers of the Banca dei Territori Division Network, Office Managers in the Head Offices, Divisions, Business Units and Product Companies.

Also new is the People Portfolio Management which, through a matrix dedicated to the Manager, associates performance (final summary judgment) with leadership styles: the aim is to support and guide the managerial actions of Managers towards the issues of the evolution and growth of employees and to strengthen the importance of the dialogue between the Manager and their Staff, which is key to their professional development.

Performer 2.0 was presented to the Trade unions in late 2015 and will be operational from January 2016 right across the Group, including the international HUBs. To this end, a specific IT platform that adopts all of these evolutions has been developed and the training provided to managers and human resources specialists on the principles, processes and tools of the new assessment system is now nearing completion.

In the International Subsidiary Banks, the “Global Performance System” has gradually been implemented to assess performances in the various employee segments: Managerial, Non Managerial and Network.

The system is inspired by principles of impartiality, merit and the long-term sustainability of the results achieved, and aims to promote the dissemination of a culture of performance based on the assessment and recognition of individual merit.

The monitoring and support phase for the implementation of the system, which currently manages all the employees of the International Subsidiary Banks, ended in 2015.

 

Leadership styles

The aim of the “Feedback 180” project is to strengthen leadership styles and generate widespread long-term involvement by entrusting people with responsibility. This stems from an understanding that, as well as strategic choices, nowadays success is connected to people’s ability to change and adapt their behaviour, making decisions based on the customer’s needs and accepting challenges and responsibility. The “Feedback 180” project is a development course focused on leadership skills that has made it possible to define and acquire an understanding of the prevalent leadership styles, supporting managers in the evolution of their leadership approaches to make them more consistent and effective with regard to business challenges. In 2015 the project was extended to the first line managers of the Banca dei Territori Division (Department Heads and Regional Managers), Sales Managers and Area Managers as well as to the Legal Affairs Head Office Department - ISGS Group General Counsel, with the aim of developing a culture of ongoing and structured dialogue between managers, providing precise indications on possible actions for improving management style and the factors that impact on corporate efficiency. “Feedback 180” involves an initial cross-assessment phase (assessment and self-assessment) relating to the quality of leadership actions and how these impact on corporate efficiency. This is followed by a look at the results and a discussion on the strengths and the areas for improvement that emerged. The course then involves the definition of individual and group development and empowerment plans, and monitors the changes and improvements that occur over time in terms of leadership styles and corporate efficiency.

Impartiality and variable remuneration

The preliminary meetings for the definition of the Variable Results Bonus were held in 2015 and ended in October with the signing of a specific agreement included in the Intesa Sanpaolo Group second-level collective labour agreement. The Variable Results Bonus was introduced on a trial basis for the 2015 financial year, replacing the Company Bonus and the Incentive System for Clerical Staff and Middle Managers on permanent contracts and including apprenticeship contracts. The main goal of the Variable Results Bonus is to recognise everybody’s contribution to the achievement of the 2014-2017 Business Plan, connecting productivity and profitability at Group and Division level more closely with the variable remuneration of each resource also on the basis of role or seniority. The Variable Results Bonus comprises three amounts:

  • the base bonus, primarily designed to reward all Group employees for their collective contribution to achieving the results outlined in the Business Plan, as well as to support those with lower salaries as part of an internal equality policy. Given its “participatory” nature, the base bonus is independent of the contractual agreement and the professional role held or the seniority accrued;
  • the additional bonus that recognises the contribution made “by role” to the results of the relevant department and varies according to the role or seniority and the professional category;
  • the excellence bonus, which rewards individual merit and the distinctive contribution made to achieving the team’s results.

In the Banca dei Territori Division over 1,000 new managerial roles have been created offering professional growth opportunities to the Bank’s employees, who have been promoted to roles with greater degrees of responsibility and with important performance and customer development goals. This was also possible thanks to the new service and organisational model that made it possible to focus more closely on the market, strengthening customer relations. In each of the seven existing regional governance centres, three specialised “commercial areas” – Retail, Personal and Corporate – have been identified to improve service levels, maximising the specific skills of employees.