Employees

Being aware that good results stem from a well-structured, diversified, and inclusive human capital, bringing different life experiences, the NOVO BANCO Group's relationship with all its employees is based on a strategy of equal opportunities, focused on performance and continuous improvement

Human Captal
At 31 December 2018 NOVO BANCO Group had 5,096 employees, of whom 4,803 in Portugal.             

December 2018 
Region  
Portugal 4 083
Europe

    Spain
    United Kingdom
    Irland
    Luxembourg
    Switzerland
    France

286

262
3
1
11
7
2

Asia - Shangai 2
South America 5
TOTAL 5 096
By gender 
Men 48.7%
Woman 51.3%

Human Resources management strategic drivers:
  1. Development of the employees - Training
  2. Manage Performance
  3. Attract and Retain Talent
  4. Ensure equal opportunities and respect for diversity
  5. A balance between the professional and the personal life of all employees
  6. Internal Social Responsibility
  7. Safety, Health and Well-being in the Workplace

 

1. Development of the employees - Training
Because it believes that it is through knowledge that talent is recognised and retained, NOVO BANCO Group invests on an ongoing basis in the design and implementation of distinctive and motivational training to ensure the improvement of performances and the development and progress of the employees within the organisation.

The Group provided 63.2 hours of training per employee in 2018, with Obligatory Training focusing on the financial information as well as Continuous Vocational Training on foreign languages, microinformatics, specific techniques and the commercial offer. The On-the-job training provided in the 20 School Branches remained a prime training methodology, having increased by 34% compared to 2017. This training method continued to be much used in Retail, not only to train new employees but also to reinforce the commercial and technical skills of employees who changed their functions.

 

2. Manage Performance
In 2018 NOVO BANCO implemented a New Performance Management Model, which was included in the Employee Portal (called “My Portal”). With this new model, the bank intends to ensure that employees' performance is managed with fairness and impartiality and periodically monitored, in order to ensure that the work of each and each team is in perfect compliance with the desired professional development and aligned with the Bank's strategy.

 

3. Attract and retain talent
Attracting and retaining talent has been one of the priorities of NOVO BANCO, so the Bank has established a model with good recruitment and selection practices that allows the identification and retention of talents, whether from new hires or from the diagnosis of potential employees already working at the bank, being this practice transversal to the whole employees, regardless of whether or not they already perform management functions.

 

4. Ensure Equal Opportunities and Respect for Diversity
The NOVO BANCO’s relationship with all its employees is based on a relationship of equal opportunities, based on effective policies of high level of equality of opportunity between men and women and reconciliation of personal, family and professional life, as well as of professional employees recognition’s. The NOVO BANCO politics were drawn up on the principles of the Global Compact of the United Nations Organisation’s Universal Declaration of Human Rights, the OECD Guidelines for Multinational Enterprises and the Main Conventions of the International Labour Organisation (ILO).

NB Equal Gender Program

Within the scope of the Social Dividend Model - an innovating tool whereby NOVO BANCO commits itself before society and its employees to give back what it originates from its activity, the #NB Equal Gender programme was launched in 2017 and sets specific targets to be reached in 2020 concerning the increase of the representation of the under-represented gender in higher responsibility functions. NOVO BANCO Group has already reached gender parity in terms of the overall workforce, with women actually surpassing men, the former representing 51.3% and the latter 48.7% of the total in 2018. However, there is still an inferiority in the female gender in the top management.

IndicatorsGoals 2020Result achieved in 2018
% of women in management position 40% 36.2%
% of women in first-line management 34.5% 24.2%
% Global Pay Gap 5.0% 9.3%

In order to reach the defined goals, the Bank defined a set of initiatives that connected the theme, having already initiated the "Conversations with the President", a cycle of talks on Gender Equality, carried out by employees of both genders and the President of the Council administration.

The commitments made in the context of gender equality meet the strategic objectives of NOVO BANCO which include the adoption of best practices in the area of human capital management, in the field of motivation and in the development and retention of talents.

To see:

5. A balance between the professional and the personal life of all employees - NB Work & Life
By continually diagnosing the main challenges in order to find answers to improve the reconciliation of the professional and private lives of its employees, NOVO BANCO has integrated the #NB Work & Life program into the benefits attributed to this group of stakeholders, making available to its employees a set of non-cash benefits as part of the overall value package offered by the company, which have a positive impact in terms of savings and personal satisfaction.

Having a holistic view of this group of stakeholders, the Bank also seeks to afford them the conditions to enjoy special dates, for instance granting them leaves of absence on their birthday or that of their children, or on their children's first day at school.

It was also established that meetings not scheduled after 6:00 p.m. and the determination of 9:00 p.m. as the cut-off time for the use of central buildings, centrally switching off lighting and air conditioning and ventilation systems, as a way to avoid remaining in the bank's premises.

In 2017 the NOVO BANCO as also implemented the remaining incentives, namely:

  • NB Early Friday / Late Monday - Allow additional hours during the week, which compensate with dismissal on Friday afternoon or Monday morning, provided that the provision of the 35 weekly hours is guaranteed;
  • Additional holiday purchase - Allow the purchase of 5 days additional vacation, promoting the reconciliation of working life with the children's school vacations.

The programme achieved in 2018 the following results:t

IndicatorsGoals 2020% Results achieved in 2018
Dismissal of attendance on special day of Employee's life Dismissal of attendance on special day of Employee's life 11 912 101.9%
Employees who purchased additional holiday days 580 24.3%
Employees who adhered to NB Early Friday / Late Monday 450 261.3%
Takeaway meals Takeaway meals 82 500 102.8%

 

6. Internal Social Responsibility
NOVO BANCO makes available to its employees a set of non-cash benefits as part of the overall value package offered by the company, which have a positive impact in terms of savings and personal satisfaction.

NOVO BANCO's policy on the attribution of allowances and assistance under its Internal Social Responsibility Programme covers the following areas:

Current Employees

Education Support - attribution of child benefits, school grants, scholarships and support to children and youths with special needs:

  • 392 child benefits worth €507.04
  • 222 school grants worth €37,5
  • 208 scholarships worth €164,1
  • 78 children with special needs allowances worth €90.0
Retired employees

Support for basic needs - Co-payment of expenses with senior residences, day-centres, home support, drugs and other staplegoods:

  • 66 allowances worth 126 900 euros

The employees may also benefit from special conditions on the Bank's commercial offer, including loans at reduced rates. In 2018 NOVO BANCO Group granted mortgage and consumer loans to its employees for a total of 17.1 million euro. The accumulated outstanding value of these loans reached 309.2 million euro on 31 December 2018.

NOVO BANCO has in its premises five canteens and five bars located in the areas of greater concentration of employees, which provide nutritionally balanced meals at a low cost - in fact the NB Group was the first entity in Portugal to adopt the concept of 'nutrition traffic light'. In 2017 the Bank's canteens served 226,835 meals to NOVO BANCO Group's employees.

In addition, the Group provides through NOVO BANCO - Cultural and Sports Group of Workers of the NOVO BANCO Group, a set of cultural, sports and leisure activities for its employees and their families.

7. Safety, Health and Well-being in the Workplace

NOVO BANCO has the following clinical services available:

  • work medicine
  • curative medicine
  • nursing services
  • psychiatry consultations
  • psychology consultations
  • nutrition consultations
  • smoking cessation consultations
  • checkup programs

This strategic orientation goes beyond simply complying with legal obligations, taking into account that NOVO BANCO offers its employees and Group companies, own health services, through existing clinical services in 3 cities providing consultations and examinations of occupational medicine, curative medicine and nursing.

2018 finished with the following appointments:

  • General Practice - 9 434 appointments
  • Mental Health (psychiatry and psychology) - 1 043 psychiatry and psychology appointments
  • Nutrition - 820 appointments

As a complement NOVO BANCO Group also performs regular risk assessments of the workplace to minimise workplace accidents, occupational diseases, and to protect the integrity and the work capacity of its employees.

To this effect, NOVO BANCO Group performs regular risk assessments of the workplace. The following assessments were made in 2017 to the location and environment of workstations:

  • 241 Safety audits of the facilities
  • 2 Ergonomic assessments of workstations
  • 236 Identification of hazards and assessments of the activity’s risks
  • 2 Assessment of thermal conditions
  • 3 Assessments of indoor air quality
  • 1 Assessment of light conditions