The policies or commitments focused on human capital development are part of the \u201cStrengthening People\u201d front of Banrisul’s strategic planning, considering that employees are the means for achieving organizational success, thus the need for a fresher look and continuous encouragement to developing and improving people.<\/p>\n\n\n\n
The People Development Superintendence Department \u2013 Corporate University is responsible for managing this topic and its impacts and reporting to the Executive Board. Its duties include “to manage the development, implementation and monitoring of in-person and distance education programs, seeking learning technologies solutions and contributing to the culture of innovation at Banrisul”. Furthermore, the HR areas share strategies and decision-making. The Annual Training Plan, which brings together all areas and Regional Superintendencies in its development, is analyzed jointly and submitted to the Committees and the Board of Directors for approval, accompanied by the respective budget plan.<\/p>\n\n\n\n
The actions taken to address potential negative impacts include: onboarding of new employees; training programs for career development; academic incentive program, encompassing undergraduate, specialization, master’s and doctorate degrees; enrollment in paid external courses, refresher webinars on products, services, legislation and topics of interest, symposiums, congresses, among others; international missions; the reach of coursed offered via Moodle platform, favoring the ongoing development and incentive to self-development, regardless of geographical location.<\/p>\n\n\n\n
Actions taken to address actual negative impacts include adapting educational technologies in order to provide a better experience for colleagues working at the branches by, for example, offering training sessions with audio and subtitles, enabling a better participation in the courses; organization of trails in different formats, promoting employees self-development. Offering more webinars on topics that attract a large audience, with the option of watching the recorded version for employees who, for different reasons, were not able to watch the presentation live.<\/p>\n\n\n\n
Actions to manage actual and potential positive impacts: developing educational strategies and programs through co-production by integrating the branch network\u2019s and general management\u2019s point of view, focused on using knowledge to enhance productivity and provide better service; using inclusive and integrative language to inform about programs and development tracks; strengthening capacity building by bringing all units and Regional Superintendencies closer together through the employees\u2019 academic research; making the final papers of graduating employees available so that research can be accessed by other employees and taken further.<\/p>\n\n\n\n
In order to track the effectiveness of these actions, Banrisul monitors investments made, course attendance, certificates received, mandatory courses, career progression based on training programs; surveys the participants of courses and webinars; and verifies the applicability of academic research; among others.<\/p>\n\n\n\n
The Annual Training and Development Plan\u2019s strategy involves several stages, i.e., online survey available to all employees; focus groups with representatives from the Branch Network and General Management; analysis of strategic planning guidelines, market trends and gaps reported to the HR departments.<\/p>\n\n\n\n
Banrisul evaluates corporate education based on the following indicators: investment, number of employees who attended courses, number of employees who received certification, training hours per employee, courses\/events satisfaction level, courses\/events quality level.<\/p>\n\n\n\n
Periodically, quantitative data on trained employees are shared with the Executive Board and the entire staff in articles published in the internal portal. Moreover, every time Banrisul identifies a position that needs to be filed, specific training is developed to prepare professionals to meet the requirements of the job as market managers, business operators, agribusiness relationship managers, among others. Incentive to academic research encourages employees to share their work via banritalks<\/em> and the virtual library, making knowledge accessible to the entire staff. Employees can request external and internal courses, such as webinars, via workflow, which enables the analysis, monitoring and conclusion of the process. Information on distance learning courses is published monthly, highlighting free and mandatory programs, in compliance with the legislation.<\/p>\n\n\n\n Given that finance is the Bank’s expertise and that employees should handle their own personal finances, a program was developed to offer financial education to all employees.<\/p>\n\n\n\n The branch network and General Management producing knowledge together enable sharing points of view that enhance the Annual Training Plan, as well as strategies for its implementation. Furthermore, the exchange with universities and innovation centers makes it possible to share challenges and solutions both for internal stakeholders and external groups and institutions.<\/p>\n\n\n\n\n\n
\n \n Impact <\/th>\n \n Classification (positive or negative) <\/th>\n \n Event (potential or actual) <\/th>\n \n Time frame (short-term or long-term) <\/th>\n \n Systemic or one-time impact <\/th>\n \n Irreversibility (high, medium, low - only for negative impacts) <\/th>\n \n Production chain process or activity that causes impact <\/th>\n \n Resources \/ stakeholder group impacted <\/th>\n <\/tr>\n \n \n Loss of qualified human capital to the market <\/td>\n \n Negative <\/td>\n \n Actual <\/td>\n \n Medium-term <\/td>\n \n Systemic <\/td>\n \n Low <\/td>\n \n Individual stage, where the employee does not perceive that his\/her professional development is aligned to the periodicity and or benefits offered by the market, according to his\/her qualification. <\/td>\n \n Shareholders and Investors, Employees, Banrisul\u2019s Operations. <\/td>\n <\/tr>\n \n \n Human capital development <\/td>\n \n Positive <\/td>\n \n Actual <\/td>\n \n Medium-term <\/td>\n \n Systemic <\/td>\n \n - <\/td>\n \n Incentive to Higher Education and access to the extensive portfolio of external and internal technical courses offered by Banrisul\u2019s Distance Learning Platform and more assertive communication and more fluid processes. <\/td>\n \n Shareholders and Investors, Employees, Suppliers, Banrisul\u2019s Operations. <\/td>\n <\/tr>\n \n \n Reduction in turnover <\/td>\n \n Positive <\/td>\n \n Actual <\/td>\n \n Medium-term <\/td>\n \n Systemic <\/td>\n \n \u00a0 <\/td>\n \n Initiatives to promote quality of life and benefits for internal stakeholders <\/td>\n \n Shareholders\u00a0and Investors, Employees, Banrisul\u2019s Operations. <\/td>\n <\/tr>\n \n \n Increase internal engagement <\/td>\n \n Positive <\/td>\n \n Actual <\/td>\n \n Medium-term <\/td>\n \n Systemic <\/td>\n \n - <\/td>\n \n Internal communication initiatives, events\/campaigns focused on internal stakeholders <\/td>\n \n Shareholders\u00a0and Investors, Employees, Banrisul\u2019s Operations. <\/td>\n <\/tr>\n \n \n Increased investments in talent hiring, attraction, retention and training <\/td>\n \n Positive <\/td>\n \n Actual <\/td>\n \n Short-term <\/td>\n \n Systemic <\/td>\n \n \u00a0 <\/td>\n \n Incentive to capacity building, training and succession plan considering management of competencies. <\/td>\n \n Shareholders and Investors, Employees, Banrisul\u2019s Operations. <\/td>\n <\/tr>\n <\/table>\n<\/div>