Developing Human Talent to Grow - Banco de Bogotá · Our portfolio of cultural, sports ... 2 127...

6 Developing Human Talent to Grow

We seek to ensure the wellbeing of our employees and their families through actions aimed at improving their quality of life.

Luis Carlos Moreno Pineda, Administrative Vice-president and his work team.

6. Developing Human Talent to Grow

We are committed to our employees, as one of our most important groups of stakeholders. With them and their families in mind, we coordinate training and wellness programs that aim to give them positive experiences and to help them with their personal and professional development.

Aligned to the corporate strategy of working together for our Bank, in 2017 we continued to reinforce six talent management commitments: diversity and inclusion; human rights; attraction and retention; training and development; health and safety; and pride and satisfaction in working for Banco de Bogotá.

Committed to Diversity and Inclusion Our human talent comes from a highly diverse cultural background, given the location of our points of attention throughout the country. In addition, we are proud of our diverse workforce, composed of men and women of different generations who lend their skills, knowledge and committed attitude.

Our talent by generation

Generation % Collaborators

Millenial Generation (Born between 1980 and 2000) 58,70%

X Generation (Born between 1965 and 1979) 29,99%

Baby Boomers (Born between 1946 and 1964) 11,25%

Traditionalist (Born before 1946) 0,06%

General total 100,00%

108 Management Report 2017 / Chapter 6 • Developing Human Talent to Grow

Gender, inclusion and female leadership at our Bank

Attribute 2017

% of women in our work force 58.31%

% of women in every leadership positions in our Bank 54.78%

% of women in leadership positions at the executive level(maximun 2 levels below our president)

34.29%

% of women in other leadership positions 55.40%

Based on our commitment to our employees and seeking to facilitate the realization of their human rights, we work hard, through the administrative teams and with the sup-port of the different trade unions, to create benefits, guar-antees and participative events that promote equality and human wholeness.

To this end, it is important to highlight the great support we provide our employees through educational assistance for them and their children, which gives them access to ba-sic education and also aids in their professionalization, thus helping eliminate inequality gaps. This, together with the benefits we provide in terms of healthcare and support for motherhood, disability subsidies and the great effort we make in housing, helps to improve their quality of life and that of their families.

Moreover, in 2017 we granted a substantial number of paid leaves to the different unions, to ensure they have neces-

sary personnel to inform the Bank’s employees of their free-dom of association and union membership.

Proof of this is found in the active presence of union leaders at the Coexistence Committees and the Occupa-tional Safety and Health Committee, who are elected by employees and work alongside the Bank’s management to improve and guarantee the conditions and rights of the workers.

It should be noted that 56.52% of our workforce are mem-bers of the following trade unions: Colombian Association of Bank Employees (ACEB, for the original in Spanish), the National Union of Bank Employees (UNEB), and the Demo-cratic Association of Banking and Financial Sector Employ-ees (ADEBAN). The most recent collective agreement that benefits the members of these unions was signed on Au-gust 29, 2015, and is valid between: September 1, 2015 to August 31, 2018.

Committed to the Human Rights of Our Employees

109Management Report 2017 / Chapter 6 • Developing Human Talent to Grow

Committed to Attraction and Retention

Our internal selection and hiring policies uphold our commitment to preventing any discrimination based on gender, sexual orientation, religious beliefs, or race. The high share of young talent among our new hires is evident.

% of new hires distributed by generation and gender

2017

Generation Women Men

Millenial Generation (Born between 1980 and 2000)

43.31% 52.03%

X Generation(Born between 1965 and 1979)

1.16% 2.91%

Baby Boomers(Born between 1946 and 1964)

0.00% 0.58%

General total 44.48% 55.52%

We retain the best talent by creating strong links with our Bank. To this end, we work on different initiatives to foster an adequate balance between the personal and work life of our employees and their families. Our portfolio of cultural, sports and recreational activities has nationwide coverage and con-tributes to the quality of life of these key stakeholders.

In 2017, 361 cultural, sports, recreational and institutional activities were carried out to promote bonding between em-ployees, teamwork, and time spent with their families; for example 8,656 employees and 11,788 of their family mem-bers participated in film viewing.

The nationwide program of activities includes:

1. Internal sports tournaments in major cities like Bogotá, Cali, Medellín, Barranquilla and Bucaramanga.

2. Recreational programs for employees and their families.

3. Agreements with gyms in major cities.

4. Agreements with compensation funds, which promote programs such as sports academies, free continuing edu-cation courses, travel plans and more.


5. Agreements with amusement parks and seasonal shows.

6. Tourist agreements with compensation funds.

7. Nationwide competitions through Nexos magazine.

8. Agreements with companies specializing in cultural pro-motion to obtain significant discounts on tickets to plays and concerts.

9. Agreement with a film distribution and exhibition company in Colombia, which gave us the best discounts in the market.

10. In some cities, sponsoring sports teams competing in inter-company tournaments.

Another retention incentive is our commitment to train and develop talent, which we describe below.

Commitment to Trainingand Development

We provide resources for applicable learning and refresher activities for our employees in the performance of their work. We develop the necessary skills in them to provide an excel-lent experience to our clients.

Through our Banking Management Programs (PAB, for the original in Spanish) and the Personnel Management and Lead-ership program, we train leaders with in-depth knowledge of the banking business. In 2017, 270 people from all over the country participated in these programs.


% of new hires distributed by generation and gender

Training LineTotal

coursesTotal

participantsTotal hours per course*

Training total hours**

Bank Administration Program forProfessionals (PAB Professionals)(Duration: 1,193 hours)

2 127 2,386 151,511

Bank Administration Program forService Supervisors (PAB ServiceSupervisors) (Duration: 1,172 hours)

2 54 2,344 63,288

Bank Administration Program Leaders in Action (PAB Leaders in Action)(Duration: 272 hours)

1 8 272 2,176

Staff Administration and Leadership (Duration: 24 hours)

3 81 72 1,944

Total 8 270 5,074 218,919

*Total hours per course: number of hours of the course by total number of courses**Total hours of training: number of hours of the course by total number of participants

We train banking technicians through an alliance with SENA to offer young high school graduates and first semester university students the opportunity to study a technical course in the banking sector and thereafter take up employment with our Bank.

We have been applying this program for 18 years based on our firm commitment to Colombia’s youth and to job creation. In 2017, we conducted 20 courses nationwide, with 561 participants.

Employee Development Programs: SENA youth talent training

SENA courses in ColombiaTotal

coursesTotal

participantsTotal hours per course*

Total training hours**

SENA Bogotá 7 241 13,384 460,792

SENA Barranquilla 2 55 3,824 105,160

SENA Bucaramanga 1 14 1,912 26,768

SENA Cali 4 111 7,648 212,232

SENA Medellín 3 73 5,736 139,576

SENA Pereira 1 26 1,912 49,712

SENA Tunja 1 16 1,912 30,592

SENA Villavicencio 1 25 1,912 47,800

Total 20 561 38,240 1,072,632

*Total hours per course: number of hours of the course by total number of courses**Total hours of training: number of hours of the course by total number of participants

The teller is a key position at the bank because of its impact on our clients’ experience; with this in mind, we developed a special-ized training course for this task. In Bogotá, 100 people took the 4 courses offered in 2017.


Employee Development Programs: Specialized training for tellers

In 2017, we provided face-to-face orientation for 611 people over a total of 29,597 hours, as well as an on-line version for 3,465 people. The participants in this face-to-face orienta-tion program are those employees who do not enter through the PAB, teller or SENA training programs. Our goal is for them to get to know and understand our organizational cul-ture, our corporate values, our strategy orientation, and of course, the most important milestones in our history.

A total of 11,037 employees participated in in-house courses for a total of 77,595 hours of training. In these courses, we refresh and develop competencies in topics such as: com-mercial productivity and effectiveness in housing and inter-national banking, Excel, drafting, leasing operations, read-ing comprehension, derivatives, high impact presentations, among others.

A total of 227 of our employees participated in conferences, courses, events and open programs from renowned universi-ties and corporate training institutions, on topics related to their areas of work. In total, 3,505 hours of training were im-parted through these events.

Our virtual training is designed to ensure national coverage and opportunity in different new or refresher required top-ics. In 2017, we had 147,573 participants, with an average duration per course of 1.5 hours. Our goal is to increase cov-erage nationwide and reduce average times per course; to this end we are designing more user-friendly and condensed content, without neglecting the learning objectives.

Employee Development Programs: Other linesof training*

Training lineTotal

courses

Total partici-pants

Total hours

per course

Training total

hours

Specialized t r a i n i n g for tellers (Duration 230 hours)

4 100 920 23,000

Training lineTotal

cursosTotal

participantsTotal hours

per course**

In house training 267 11,037 77,595

Virtual 164 147,573 221,360

Open courses 95 227 3,505

Total 526 158,837 302,460* Each collaborator could take one or more courses within these training lines** Total hours of training: number of hours of the course, by total of participants.


We provide aid for certificate and postgraduate courses: We increased the number of employees who benefited by 25% from 2016, for a total of 66 high-potential, top-per-forming employees.

Employee Development Programs: Postgraduate and Certificate Programs

Training the trainers program

Training lineTotal

coursesTotal

participants

Totaltraining

hours

Postgraduate 55 55 15,353

Certificates 11 11 1,004

Total 66 66 16,357

We have a wide range of experts in various business topics who act as teachers for our institutional programs; for their benefit, we designed the “Trainer the trainers” program, where they learn to design their classes and develop the skills to effectively transmit their knowledge. In 2017, we offered three courses in which 65 teachers participated.

The figures show that we increased the total number of vir-tual and face-to-face training hours by 17.6% compared to 2016. The total was 1,664,785 hours, for all direct, indirect and SENA apprentice employees. Likewise, we increased the average investment per student by 41%.

*Average hours per student 162

**Average investment per student COP 352,148.15

* Each collaborator could take one or more courses within these training lines** Total hours of training: number of hours of the course, by total of participants.

Average figures per participant

Conocer Exam - Bogotá D.C.

Training lineTotal

coursesTotal

participants

Total hours per course*

Total training hours**

Training of trainers (28 hours)

3 65 84 1,820

* Each collaborator could take one or more courses within these training lines** Total hours of training: number of hours of the course, by total of participants.

• Conocer Exam

We run the Conocer Exam to measure knowledge about our financial products and services, with a view to assuring the quality of the advice our employees provide our clients. In the 2017 edition, 3,073 sales employees from the PMP Bank and office assistants from bank branches nationwide were engaged, recording an 82% voluntary participation.

Workshop: By opening up paths,we will find opportunities in change

With the participation of over 130 employees who are close to meeting their pension requirements, we held the “Dis-covering Paths” workshop in Bogotá and Medellín. In the workshop, we prepared participants to identify their expec-tations and develop plans that will help them to enjoy qual-ity of life in the future.

Committed to the Health and Safetyof Our Employees

At our Bank, health is built both individually and collec-tively. We understand that lifestyle is a result of the hab-its, attitudes, customs and values of each of our employ-ees. Therefore, we need to support them through health promotion and prevention activities in order to minimize exposure to the risks associated with work, as well as the occurrence of diseases.


• Hazard and risk management

In 2017, we updated the hazard and risk matrices for our work centers. We applied the risk identification check guides, allowing us to fully cover all the aspects required to identify biological, physical (noise - lighting), chemi-cal, biomechanical, psychosocial, safety and natural haz-ards that affect the health of employees. All this, added to

implementation of the Colombian Technical Identification Guide 45 (GTC 45, for the original in Spanish).

We designed controls for occupational accidents and ill-nesses related to the hazards and risks identified. Likewise, we implemented the SG-SST logbook for all work centers, so that employees have easy access to all documents.

Management ofHazards and

Risks

Management ofaccidents,

illnesses andabsenteeism

PSE:Psychosocial

surveillance andepidemiology

program

Training Program

InspectionProgram

P&P: Promotionand Prevention

Program

PSE: Musculoskeletalsurveillance and

epidemiologyprogram

Occ

upat

ional h

ealth and safety policy - Occupational health and hygiene regulations

Roles, responsibility and authority

Committee ofcoexistence

1. Hazard and riskmanagement

2. Emergencymanagement

3. Managementprograms

4. Management of accidents, occupational diseases and absenteeism

5. Continuousimprovement

Roles, responsibility and authority

MS - SSW Cicle

Based on our commitment to this effect, in 2017 we worked hard to continue improving the quality of working life, as part of the different strategies established in the Occupational Safety and Health Management System (SG-SST, for the original in Spanish):

Structure of the Occupational Safety and Health Management System


Coverage of hazard and risk update across workcenters nationwide

Distribution Quantity %

Coverage Working centers at national levels 811

Service branches 775 96%

Administrative working centers 36 4%

Total coverage Service Network 775 100%


• Emergency management

We fully manage risk prevention, updating the emergency plans for the work centers where our employees are locat-ed. We apply the methodology of the Emergency Preven-

tion and Response Fund (FOPAE - Res 004/09) with the fol-lowing results:

Coverage of emergency plan update across workcenters nationwide

Distribution Quantity %

Coverage Working centers at national levels 811

Service branches 775 96%


Total coverage Service Network 775 100%


We conducted evacuation drills in March and October, at 109 work centers nationwide. We highlight the participation of 97 work centers in the branch network.


Evacuation drills • Management programs

We manage the hazards and risks in the SG-OSS through programs focused on the prevention of injuries, illnesses and absenteeism, and on improving the quality of work-ing life.

Management programs

Participation QuantityTotal

Collaborators

Service Network 97 930

Administrative working centers 12 8,971

Evacuation drills, Headquarters - Bogotá D.C.

Management ofHazards and

Risks

Identify

RiskManagement

Transfer

Reduce Control

AnalyzeAssess

Management ofaccidents,

illnesses andabsenteeism

P&P: P

romotion and

Prev

ention Program

PSE: Psychosocial surveillance

and epidemiology program

PSE: Musculoskeletal

surveillance and

epidemiology program

Training Program

Insp

ectio

n Pr

ogra

m


• P&P – Promotion and prevention program

We carried out preventive and occupational health activities aimed at improving our employees’ health and quality of life. Here we present our employee participation figures:

Participation figures for promotion and prevention program activities

Occupational medical evaluations Total Collaborators

Income 1,030

Post disability 26

Periodical 2,554

Monitoring diseases for recommendations 8

Retirement 1,693

Occupational safety and health week Total Collaborators

Nutritional fair; Blood donation; Health screenings; SPA; Back massage; Healthy eating.

3,700

Injury prevention Total hours

Sports tournament 416

Hygienic measurements 12


• PVE – Epidemiological monitoringprogram on musculoskeletal risk

This program enables the early detection and prevention of biomechanical risk pathologies and the occurrence of occu-pational illnesses in our employees nationwide. We held 143 work gymnastics sessions with an overall participation rate of 95,810 employees.

Participation figures for activities related to the mus-culoskeletal risk epidemiological monitoring program

Epidemiologicalmonitoring phase

Total Collaborators

Sense of morbidity survey 6,245

Workstation Inspections 3,356

Intervention phase Total Collaborators

Workstation adjustments 3,812

Proper posture training 3,872

• PVE – Epidemiological monitoringprogram on psychosocial risk

One key focus of our programs nationwide is the early prevention and identification of psychosocial risk factors that have negative repercussions on the health and wellbeing of our employees.

In the epidemiological surveillance stage, we conducted 70 focus groups with a total of 540 employees. In the interven-tion stage, we conducted six team workshops, with the par-ticipation of 91 employees.

Participation figures for activities related to the psy-chosocial risk epidemiological monitoring program

Epidemiologicalmonitoring phase

Total Collaborators

Intervened population Individual diagnose

1,551

Focus group in intervenedpopulation

540

Total population 2,091

Intervention phase Total Collaborators

Total population 91


• Training Program

We expanded our training program, with very positive results in terms of SG-SST program participation by employees at the various branches in medium-sized cities and towns.

Participation figures for training program activities

Program activitiesTotal

Collaborators

Induction SG-SST 1,030

Sensibilization SG-SST 2,368

Emergency brigades’ formation 380

Emergency brigades training 1,726

Healthy lifestyle training 13,050

COPASST training 12

Work accidents training (statistics and causes)

13,050

Occupational fitness training leaders 16

Health and safety tips at work 10,700

• Inspection Program

In our inspection programs we seek to correct and prevent un-safe actions and conditions and implement timely action plans that contribute to reducing the probability of occupational ac-cident and illnesses. We carried out various activities that al-lowed us to anticipate situations of risk:

Participation figures for the inspection program

Type of Inspection Total inspections

On-site inspection 296

Emergency equipment inspection 591

Personal Protection Equipment (PPE) inspections

296

• Management of accidents, illnesses,and absenteeism

Below we present our figures for accidents and absenteeism, stressing our commitment to preventative management and promotion of a healthy lifestyle among our employees.


Occupational accidents, absenteeism andoccupational illnesses

• Ongoing improvement

Ongoing improvement is the phase that closes the imple-mentation cycle of the Occupational Safety and Health Management System; thus, in the last quarter we carried out our first internal audit led by SGS Colombia (ONAC-endorsed certifying entity), which also, based on the stan-dard criteria contained in Decree 1072/2015 and the inter-national OHSAS 18001: 2007 standard, verified the design and implementation thereof. The nine days of auditing and

Accident indicators (NTC3701)

Year

2016 2017

Frequency indicator (FI) 1.94 1.95

Severity indicator (SI) 12 8.07

Absenteeism indicators(NTC 3793)

Year

2016 2017

Absenteeism rate 2.23 2.11

Occupational illness indicator (NTC 3793)

Year

2016 2017

Incidence rate (IR) 0.29 0.24

visits to the Bank’s various regional offices and branches led to a satisfactory result, and we identified some improve-ment opportunities that will form the basis for the activities to be carried out in 2018.

Committed to Our Employees’Pride and Satisfaction

We aim for all employees to be informed about the Bank’s strategy and management. To this end, we have strength-ened the internal communication channels; for example, each week we publish the “Vive tu Banco” newsletter, con-taining the most relevant facts and actions for strengthening our culture.

We launched BdB Fashion, the flexible dress code from Mon-day to Friday in the General Management areas, which has been very well received by our employees. We held special-ized BdB Fashion talks in Medellín, Barranquilla and Bogotá with the participation of over 200 employees.

In October, 1,915 of our employees’ children visited our fa-cilities nationwide alongside a family member for a Hallow-een activity. In the costume photography contest, 1,044 em-ployees submitted 75 photographs. We sent 4,800 “sweet treats” to employees’ children under 11 years of age.


Germán Salazar Castro, International and Treasure Vice-president, Banco de Bogotá.

Listening to Germán Salazar Castro is, undoubtedly, a lesson in leadership with two valuable ingredi-ents: the human touch and extensive knowledge of the banking sector. His passion for finance and international relations emerged at the Jave-

riana University, where he studied Economics. There, he learned that Banco de Bogotá was looking for recent graduates to join its professional training program, and in February 1978 he started a six-month course.

At that time, the Human Resources area was looking for a professional with an interest in international affairs, which would allow him to realize his dream. “When they called me to propose working in the international area of Banco de Bogotá, I was confused because I was doing my PAB training at the National Park branch. In those days I was handing out checkbooks. Even so, I decided to follow my instinct and the next day I said yes to the job,” says Germán Salazar.

His instinct did not fail him, and he began to make a ca-reer at the Bank. His first position was as Head of Trans-fers, Sureties, Guarantees and Travelers’ Checks, and then he served as Head of Letters of Credit and Head of Depart-ment. After two years, an opportunity arose to attend a course given by the Chemical Bank in New York and, given his commitment and interest in acquiring more knowledge in international business, the Bank decided to send him abroad, marking the beginning of a new stage in his professional life.

In 1981 the Bank’s Head of Operations in New York re-signed and Germán was selected to replace him, remain-ing in post for nine years. From this time he remembers especially the great lessons that the team and the Bank learned from handling the external debt crisis faced by Latin American countries. Then, Germán returned to Colombia and was drawn into the challenge of acquir-ing more knowledge of local banking; in the course of a year, he made the transition from Office Manager to Area Manager and Regional Director, but soon returned to the external area when he was appointed Manager of the International Operations Center. At the end of 1991 he was appointed International and Treasury Vice President, where he remains to date.

When Germán Salazar is asked about the formula to achieve cohesion in his team, his answer is clear: trust and

Germán Salazar Castro,

exemplary leaderrecognition. “It is important to delegate responsibilities that promote the growth of employees, that they take on challenging work with good guidance and that due credit and recognition is always given for good results. Good relationships and understanding of the human condition are the formula for achieving results, always privileging the high performance of the collective.”

His vast experience and being an avid reader make him an authority in financial markets and macroeconomics, two of his great passions. Through his example, he has instilled in his team a passion for the pursuit of knowl-edge, proof of which is the successful “Understanding the World Together” campaign, which included booklets he personally edited.

At present, he emphasizes the changes that the Bank of-fers to new generations: we have turned around and are making important changes to respond and understand the needs of our employees.”

Family man

For Germán Salazar, it has been a ‘difficult art’ to combine his family and professional life; he highlights the need for the support, patience and understanding of his family, as well as willingness, order and organization from the professional area. He declares himself a family man, his greatest pride and driving force in life. And no matter how busy the week, you will always have a space to share your achievements, challenges and dreams with your nearest and dearest.

“It is important to delegate

responsibilities that promote

the growth of employees, that

they take on challenging work

with good guidance and that due

credit and recognition is always

given for good results.


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