Why this issue is significant

The 2014-2017 Business Plan has identified human resource enhancement and motivation, as well as strengthening of their sense of belonging, as the key forms of leverage for 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, enhancing diversity. Training, made accessible to all, plays a crucial role in supporting development, company reorganisation and improved customer service, including the necessary expertise for the assessment of the social and environmental impact of our operations. Intesa Sanpaolo promotes listening and dialogue with employees and bases industrial relations on the principles of fairness and respect for the roles with the aim of finding joint solutions aimed at growth, competitiveness and sustainability. Important among the Business Plan objectives is the reallocation of 4,500 human resources in order to achieve the strategic plans, without cutting jobs.



How it is managed
Departments/Functions in charge
2015 Results

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 trade unions are involved and informed about relevant business projects in a timely fashion and by disseminating information with an approach that goes beyond the mere fulfilment of the current regulations and is aimed at developing an overall view and shared awareness with a view to identifying converging solutions. The ongoing dialogue that characterises industrial relations has led to the setting-up of a joint company-trade union body - the Welfare, Safety and Sustainable Development Committee, with the aim of developing joint solutions that make it possible to improve employees' welfare and business productivity.

The Chief Operating Officer is responsible for defining Group Human Resources guidelines and policies. The structure specifically in charge is the Human Resources Department which, recently implemented, includes the following components: "Personnel Management and Selection", "Performance Systems, Remuneration and Labour Cost Service", "Employment Policies" , "Intra-group Mobility" and "Executives and Talent Management" to which "Training, Managerial Development and Managers' School" and "Personnel Administration" functionally report.

Intesa Sanpaolo consolidated the implementation of development and reorganisation programmes designed to protect employment and strengthen its market competitiveness, also through service and product innovation. On the issue of human resource development, the Bank has worked on the evolution of the performance assessment system and the extension of the scope of application of the On Air management and development platform and the 180° Feedback Project, aimed at strengthening the leadership styles.

With the signing of the second level collective labour agreement, new paths of professional development were defined at the Banca dei Territori Division and the Variable Result Bonus was introduced on an experimental basis and for the first time in the industry, aggregating in a single instrument the Company Bonus and the Incentive System involving the employees in the achievement of the Group and Division/Company results, in accordance with principles of transparency and inclusion.

Training continued to be a landmark not only for the transfer of skills, but also for the strengthening of awareness and the creation of a culture through ongoing training (before, during and after the classroom) and the progressive integration of teaching channels and methods.

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. Between March and December 2015, the large-scale trial of "Flexible Work” was launched, that is, the possibility to work from home, from business areas of one's choice, other than one’s own office and specifically set-up by the company or by the customer. The project, which received the "Smart Working Award" of the Smart Working Observatory of Milan Polytechnic University, aims to achieve a more rational and effective synthesis between the demands of work and private life.

Moreover, as part of the second-level collective labour agreement, a comprehensive series of innovative welfare instruments has been introduced. Among others, we recall the "Time Bank", to cope with serious personal and/or family situations and the actions taken to encourage the involvement of fathers in family care. The agreements with the Trade Unions also launched the process of rationalisation of the Social Security Funds within the Group and fixed the path for the creation of a single defined contribution Pension Fund.

Performance indicators and objectives achieved:

Indicator2014 results2015 results2017 objectives
cumulative value
Personnel expenses 5.1 billion 5.3 billion ~21 billion
Human resources reabsorbed
in the professional reallocation
2,600 1,630 4,500
Training and teaching days
(classroom, mentoring,
distance learning and Web TV)
1,220,824 1,309,039 5 million training days
Development: Assessments carried out 2,649 in total   2,023 in total (46.8% are women) Career advancement paths
for employees to be assigned
to coordination duties
Flexible work no. of members 
Members of ALI 
Services provided by the Health Fund
100,000 ALI members 
135M of Health Fund contributions  
Flexible Work: over 3,000 members 
ALI members: 117,000
137M of Health Fund contributions to over 200,000 people
Promoting work-life balance for greater cohesion among people,
innovation development and service excellence