Operations

The integration of branches acquired from
BMN–Penedès was successfully accomplished,
as operating and IT systems were merged
and the change of brand was completed.

2013 was the last year of the “CREA” 3-year plan, designed to bring about a transformation of the group’s operating and business processes. The plan has given the Bank the tools and resources it needs to increase productivity and accommodate the anticipated growth in customer numbers while maintaining the high-quality service that is the group’s hallmark. This has meant giving greater visibility to income generation and striving even harder to manage down costs and bad debts.

Operational and organization change

To enable branches to focus their efforts on purely business-related tasks, action was taken during the year to reduce the administrative workload at branches by concentrating administrative tasks at dedicated central units. A system of sales incentives was also developed to promote a more sales-oriented approach.

Administrative workload at branches reduced as work transferred to Regional Administrative Centres (RACs)
96% of service-related transactions
91% of product-related transactions

Technology

First, the integration of assets acquired from BMN-Penedès in 2013 and the increase in customers and business resulting from the takeover of Banco CAM in December 2012 made it necessary to upgrade Banco Sabadell’s IT systems to obtain a very considerable increase in processing capacity. Increased capacity was required not only in the banking IT system to accommodate a twofold increase in activity, but in the IT systems running the BS Online and BS Móvil online banking services, which saw increased usage of 44% and 75% respectively. There was also room for some technological innovation during the year, including such state-of-the art projects as an e-banking app for Google Glass that is without equal in Spain.

Human Resources

Employee training

The Bank continued its policy of providing training for all group employees, achieving high levels of participation. This included a highly successful programme to train new employees entering the organization as a result of recent acquisitions. These employees were supported by tutors assigned to newly integrated branches. In-service training was extended across the entire branch network, with more than 6,207 employees taking part. This included the “Laude” programme, an arrangement with the University of Barcelona to award university qualifications to employees successfully completing in-house training courses.

Human resources development

At senior management level fresh progress was made in the group’s approach to executive training, including 360-degree assessments in a continuation of the Executive Leadership Programme with 254 senior managers taking part, and a Senior Management Audit and Assessment exercise to draw up management structures for the new Catalonia and Northwest regional divisions. Other key training actions included online and attendance-based training for 400 managers from the group’s Central Services divisions. Our Business Development Programme helped branch employees meet the challenges of adapting to the new approach to customer relationship management and business development; a third Corporate Management Programme (CMP) provided recently appointed middle-management employees with the new management and leadership skills expected of a Banco Sabadell executive.

88% of employees level of participation
399.349 hours training provided
26 average training per employee

Executive remuneration

During the year, as permitted by the regulations on remuneration enacted by the European authorities and the legislation implementing these in Spain, and with the authority of a resolution of the General Meeting, the group approved the use of options on Banco Sabadell shares as a form of payment of variable compensation accruing in the year 2012, to which directors and employees subject to regulatory oversight have voluntarily agreed.

Banco CAM Assistance Plan

The assistance plan linked to the redundancy procedure applicable to employees of the former Banco CAM comprised two simultaneous initiatives: first, a plan to revitalize business in the levant regions and, second, an outplacement scheme that has enabled 33% of ex- employees enrolled in the scheme to find other jobs.

F1

Composition of group employees

Composition of group employees

1 Men 50.20%
2 Women 49.80%

Total employees
18,077 (15,596 in 2012)

Average age
42.4 years

Average length of service
16.5 years

F2

Distribution of claims and complaints

Distribution of claims and complaints
y reclamaciones

1 Claims 83.3%
2 Complaints 16.7%

F3

How claims and complaints were resolved by the CSD

How claims and complaints
were resolved by the CSD

1 In customer’s favour 35.33%
2 Partly favourable
to customer
0.97%
3 Settlement reached
with customer
11.08%
4 In Banco Sabadell’s favour 44.38%
5 Claim dropped by customer 0.28%
Claims and complaints examined

F4  Claims and complaints examined

* Data for branches acquired from BMN–Penedès were included from June 2013 onwards.
* Data for claims and complaints do not include Banco Gallego and SabadellSolbank.

Quality Management

For Banco Sabadell, quality is not just a strategic option; rather, it is a whole approach to doing business, whether in delivering value to stakeholders or in the execution of each and every process forming a part of that business.

The Bank measures itself by a number of standards and benchmarks to be sure that its way of doing business is the right one, and it sets itself new targets based on continual self-criticism. This effort is reflected in a number of certificates and awards.

Quality in customer service

Banco Sabadell is a Spanish market leader in quality of service and customer satisfaction ratings from both business and individual customers. Professionalism, care and attention to detail, and insistence on best practice are the group’s defining values.

To make this possible, the Bank carries out regular studies that enable it to identify areas for improvement as they develop, both throughout the whole organization and at each individual branch. These include branch quality audits and customer satisfaction surveys (see Figure 5).

Customer and user protection

Any customer or user of group services can contact the Customer Service Department (CSD) if they have a complaint or a claim that cannot be settled with the branch in the normal way.

The CSD is independent from the business and operational side of the group and is governed by the group’s own rules and procedures on customer and user protection (see Figures 2, 3 and 4.)

Qualis Awards for Excellence

Of particular interest are the prizes awarded to the best bank branches, as examples of successful teamwork. This year’s winners were the branches at la Jonquera, Illescas, Alhaurín el Grande, and Segorbe and the Elche-Parque Empresarial and Palma de Mallorca business branches. The Qualis Gold Prize, which is given in recognition of a person’s past career, was awarded to Luciano Méndez Sánchez, head of Caribbean Business.

Employee participation for improvement and innovation

During the year 2013 a total of 4,129 employees posted messages on BS Idea, the group’s Web 2.0-based collaborative platform, contributing 2,656 ideas.

Quality rating 
evolution (index)

F5  Quality rating
evolution (index)

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