Professional development and Internal Job Market

In 2023 the Development Policies and Learning Head Office Department continued to implement innovative training models and methodologies, geared towards all Group’s employees and conducive to promoting a multichannel approach that makes learning as simple and flexible as possible through the use of the different corporate training Platforms/Apps (Apprendo, Myla and Management School and LEA, the latter being dedicated to people belonging to the International Subsidiary Banks coordinated by the International Subsidiary Banks Division).

To meet the challenge of excellence in a complex context, the training and development action is constantly renewed to support the business results of today and tomorrow with the following objectives:

• developing distinctive professional and managerial skills at all levels
• promoting the dissemination of our key values by linking the learning of principles to daily behaviour in order to strengthen corporate identity
• guiding the Group's growth by supporting innovation, internationality and inclusion
• supporting Business development and disseminating financial and business culture among customers, while enhancing the Group’s know-how and image.

In 2023, the hours of training provided reached a total of approximately 13.5 million (~26.1m hours of training disbursed since 2022), of which 12.2 million in digital mode.

The level of satisfaction among the Group’s people (78% for digital training and 98% for live training) is high, in line with those already achieved in previous years. 

The collaboration between Intesa Sanpaolo and Digit’Ed Spa, a company set up in 2022 following the transfer of the training business unit, continued. Digit’Ed (Intesa Sanpaolo’s exclusive partner in the implementation of training initiatives), leveraging Intesa Sanpaolo’s innovative learning infrastructures, positioned itself on the market as an aggregator of the best Italian players in the industry.

In 2023, in continuity with the previous year, new mechanisms concerning non-completion of mandatory training within the required timescales were introduced in the incentive system in order to further strengthen its monitoring.

On a thematic level, the training provision was expanded and updated with the publication of new digital contents to implement the regulatory updates on the subject of Legislative Decree 231, Anti-Money Laundering and Anti-Corruption, Business Continuity and Cybersecurity. The latter areas continue to be considered crucial, both following the Group’s continuous digital development and in consideration of the challenging international political situation. 

Furthermore, with regard to Diversity, Equity & Inclusion issues, initiatives were provided in continuity with the work carried out in previous years, such as initiatives dedicated to female empowerment, parenting and the dissemination of the ageing culture, in addition to other initiatives dedicated to interculturality, inclusive leadership, disability and inclusive language.

Within the scope of the International Subsidiary Banks Division, the training plan on inclusive leadership was completed, with the involvement of the top managers of the banks within the scope, with the exception of Pravex, given the current international situation; the IMI Corporate & Investment Banking Division, on the other hand, promoted initiatives aimed at recognising the role and effects of stereotypes that curb the effectiveness of intercultural relations and providing tools to overcome them and create bridges for collaboration, enhancing the differences and the contribution of all.

In line with the 2022-2025 Business Plan and in order to strengthen culture and skills in the ESG area, various training contents were developed and made available, with the goal of continuing to enhance the culture and skills of the Group’s people in the sustainability sector.

In 2023, managerial training continued to be provided to over 8,000 Managers, 1,800 OCs (Operational Coordinators) and around 270 Talents with a wide range of initiatives. Listening to Managers’ needs was the springboard for the provision of personalised training on managerial needs in a new context: over 130 Managers were involved in Shadow Coaching Meetings, aimed at improving performance in the management of remote meetings, over 370 Managers were involved in Distance Tutoring and around 650 Managers in Coaching courses.

Details relating to further initiatives are available at the following link.

Intesa Sanpaolo promotes initiatives to allow employees to test themselves in different realities of the Group and promote talents with international paths.

• International Talent Program (ITP): the International Talent Program (ITP) is one of the most important initiatives to enhance the talents of the Intesa Sanpaolo Group. Launched in 2017 to develop a new generation of managers and professionals with a transversal culture and an international outlook, the Programme is aimed at a pool of Group professionals or middle managers, and consists of personalised development paths lasting approximately 3 years. The ITP also finds a new dimension in the 2022-2025 Intesa Sanpaolo Group Guidelines, which present a new and innovative talent strategy focused on the Business Plan, digital acceleration, ESG and enabling behaviours. These 4 drivers are crucial for the development and consolidation of key skills – technical-specialist and managerial – and for the acquisition of an overall vision of the Intesa Sanpaolo Group. With the launch of the third edition of the International Talent Programme and of an edition dedicated to the new graduates hired within the Group by the external market, at the end of 2023 the number of talents included in the Programme exceeded a total of 500: an important step forward towards the objective of the Business Plan, aimed at strengthening the Group’s middle management in an increasingly international perspective. The 500 talents are currently/were involved in three editions of the International Talent Programmes cutting across the entire Group, and in some editions dedicated to specific areas: two editions for the Control Functions, one for the Chief Data, A.I., Innovation and Technology Officer area, one for the Chief Lending Officer area, one for Digital Compliance and an edition dedicated to the best graduates hired by the external market, in addition to the talents from UBI Banca who are continuing with their tailored programme in Intesa Sanpaolo.
  
• The Key People programme: represents a process of excellence aimed at the Group’s middle management, identified as an enabling factor for the new Business Plan, as an expression of high potential, in possession of the key distinctive skills for the achievement of the objectives of the Plan and/or responsible for the management of specific strategic projects for the same Plan. Launched in 2022, it is targeted at approximately 470 managers, also operating in the Network, with the aim of enhancing their all-round professional and managerial growth and potentially guiding them towards future roles of responsibility in particularly complex managerial contexts. Over the course of the Business Plan, participants are involved in a tailored development plan characterised by transversal initiatives, aimed at the whole community, as well as premium or dedicated initiatives, designed by the Management School and selected from time to time for the Group’s people, through the supervision of a dedicated pool of HR Managers together with the reference HR Management Divisions.
  
• Jobs@ISP: is the process that manages the internal labour market in Intesa Sanpaolo, offering all colleagues the opportunity to apply for vacancies in the different realities of the Group. It has been launched in May 2018, and it is implemented on the same platform that manages external recruitment, it shares its logic, processes and evaluation methodologies, and allows the Group's employees to spontaneously apply for ads that are published weekly on the People internal portal: if their profile is consistent with the requirements shared by the structure that opened the research, internal candidates support selection interviews for the evaluation of soft skills and those to the suitability that allows them to carry out new experiences within the Group. 

Details relating to further initiatives are available at the following link.