Discharges of employees
Spain
Retirement and early
retirement
Incentivated discharges
Voluntary discharges
(resignations)
Others (1)
Mexico
Retirement and early
retirement
Incentivated discharges
Voluntary discharges
(resignations) (2)
Others (1)
Rest of the Americas
Retirement and early
retirement
Incentivated discharges
Voluntary discharges
(resignations) (2)
Others (1)
Rest of the world
Retirement and early
retirement
Incentivated discharges
Voluntary discharges
(resignations)
Other (1)
TOTAL
Retirement and early
retirement
Incentivated discharges
Voluntary discharges
(resignations)
Others (1)
2008 2007 2006
4,429 3,312 2,956
2,053 606 1,893
(1) "Others" is made up in the main of discharges of temporary employees and
other kinds of discharges such as: disciplinary discharges, termination of
contracts, leave, disability, and death.
(2) Voluntary resignations for the Americas for 2007 has changed due to the
correction of an error in the calculcation of the voluntary resignation figures for
Mexico, which should have been included in "others".
Scope: BBVA Group.
131 46 69
349 589 489
1,896 2,071 505
17,531 10,019 6,728
197 130 72
781 1,712 73
3,190 3,762 3,091
13,363 4,415 2,682
9,059 5,003 2,602
149 23 26
1,158 1,251 441
4,122 2,498 1,473
3,630 1,231 662
306 292 146
2 64 9
116 24 29
127 131 87
61 73 21
31,325 18,626 12,432
2,401 823 2,000
2,186 3,033 612
7,788 6,980 5,950
18,950 7,790 3,870
APPRAISAL,
PROFESSIONAL
DEVELOPMENT
AND REWARD
BBVA has a policy and
follows a standardised process
for assessing competencies
and evaluating performance
which are applicable to the entire workforce:
• Assessing competencies: its fundamental
objective is to identify the level of skills and
knowledge of each individual compared with
those required for the function they fulfil.
The results of this measurement help design a
personalised development and training plan for
each employee (the Individual Development
Plan or IDP).
• Performance evaluation: it assesses the level of
attainment of the objectives set at the beginning
of the year, and is linked to variable
remuneration.
The reward policy at BBVA is based on the level
of responsibility of the position and on the
professional evolution of each individual, avoiding
any discrimination for reasons of sex, race or any
other kind.
As far as variable remuneration is concerned,
as was already mentioned, it is related to the degree
of attainment of objectives, both those set for each
employee and those set for his or her unit, which are
established at the beginning of each year. Customer
satisfaction and commitment to corporate
responsibility indicators are also important for
establishing the variable remuneration.
Where the function and responsibility of the
position, professional development and fulfilment
of objectives are similar, the relation between men
and women’s salaries is likewise similar.
Moreover, BBVA now has a new policy for
managing professional development intended to
ensure that suitable candidates are available
wherever they are needed, bearing in mind our
workforce’s interests and in order to boost internal
promotion with respect to external recruitment.
TRAINING AND
KNOWLEDGE
MANAGEMENT
A large part of the success
of any company lies in the
professionalism of its staff
and, to this end, it is
necessary to invest in training employees, so that
they can gradually acquire the necessary skills
for performing their functions.
RESPONSIBLE MANAGEMENT OF HHRR
Corporate Responsibility Report 2008
43
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