SOCIAL
Value

A positive impact, that is what we seek to achieve with each of our decisions and this is due to the sum of actions and initiatives related to social issues expressed by our stakeholders.

Certainly we have an obligation to maximize profitability and growth of the institution, and do so at all times all the while seeking development balanced between growth and social aspects.

Labor practices

We have more than 27,000 full-time employees, of which 5,406 are covered by a collective agreement and are union members.

• Data for full-time employees in the Long Term Savings Sector include employees form outsourcing.

Attracting and retaining talent

Attracting and retaining the best talent is fundamental, as commitment and professionalism have helped us to become one of the most recognized financial institutions in the country. Therefore, we have comprehensive programs that include competitive salaries that recognize and encourage performance, as well as programs to promote professional and personal development.

The following chart presents wages for men and women, by occupational category.

• Amounts expressed in pesos
• Data corresponding to the Banking Sector

In addition to competitive salaries, we offer far superior benefits to those established by the law, as shown in the following table:

MAIN BENEFITS
	Obligatory annual Christmas bonus		Food stamps
	Savings fund		IMSS Subsidy
	Vacations and vacation bonus		Comprehensive health system
	Car loans		Insurance
	Car loans		Aid for sports
	Loans for mortgages		Annuities and retirement plans

• For more information on major benefits: www.banorte.com/informeinteractivo2014

Occupational safety and health

Due to the nature of our business, our employees work predominantly in offices, which implies minimal levels of health risk. However, in the construction of new branches, thanks to the implementation of the regulation for construction works in the Distrito Federal, we had reached 200,000 work hours without accidents or labor-related illnesses for employees, external workers and independent contractors of either gender.

On the other hand, given that bank branches could be subject to threats or violence, as well as verbal or physical aggression, we have a policy to guide the actions of employees for such eventualities.

Development of human capital

Convinced that our human capital is a great force for GFNorte, we have strengthened the foundations to develop professional and personal growth as a human resources’ strategy in alignment with our business strategy. This investment will allow us to ensure the continuity and sustainability of our company.

During the year an average of 25 hours of training per employee was provided to strengthen their talent. As can be seen in the corresponding graph, a greater number of hours to man and women in upper management levels was provided.

76% of personnel received 13,538 hours of training on policies and procedures related to human rights’ issues; 64% of employees receiving training courses for regulations at work and regulation guidelines.

In terms of civil protection, 275 training events for more than 6,000 brigades were organized for: firefighting, using and handling fire extinguishers and practicing cardiopulmonary resuscitation.

In terms of skill management skill and continuing development, training, as assessment of the competency model was carried out in senior and middle management. Institutional leadership and functional skills of senior and middle managers were assessed. Also, the Talent Management Directorate started a pilot phase of a competencies model in orientation to customers, labor administration, negotiation, team development and change management.

Employee Satisfaction

For five consecutive years, Banorte has qualified as a Great Place to Work (GPTW), a diagnosis to learn the culture and organizational climate of a company. An indicator of the company’s commitment to our human resources is the recent creation of a model culture, responsible for coordinating and analyzing the results of the GPTW survey.

The survey is carried out among staff in an anonymous manner and we can say with great satisfaction that results have improved year after year.

A turning point in the company this year was in the area of internal communication. We have integrated and institutionalized media, which allows us to communicate with employees in real time.

Among the relevant actions taken, the following spaces and media were created: 1,400 points with screens for the live transmission of messages from leaders to employees, cuts, before and after branch hours; 230 BanorTV rooms for live or deferred training; more than 115 video-conferencing rooms and a new portal to integrate multimedia, where people can enter a media gallery. Communication is designed in accordance with integrated strategies for areas of business and having added a new medium: Banorte - Ixe radio, which combines a selection of music with useful content on a day to day basis for employees.

Supply chain management

A relevant stakeholder in GFNorte is our suppliers. Therefore, adding them to our sustainability strategies is a goal that we have worked on since 2014. The initiative consists in searching for and evaluating suppliers that offer sustainable products, with benefits for our employees, to include in the corporate intranet promotions. As an example, in 2014 a supplier of solar panels was listed our catalog.

Fundación Banorte (The Banorte Foundation)

The Banorte Foundation works mainly for the economic rights of women, with 1% of GFNorte’s profits donated to this cause, evidence of our institutional responsibility in support of the community. From the support provided to social organizations, we have received first hand information on the situation of women and have shared this information with our area of Social Responsibility — also a signatory of the Women’s Empowerment Principles— who suggests the most relevant actions to take. In this way, a virtuous circle that connects banking strategies, social support and social responsibility in a single aligned strategy, where everyone works for the same goals.

2014 was a year of changes for the Banorte Foundation. From a fragmented support strategy, we now have a strategy linked to the financial group’s objectives. This strategy is based on a vision of systemic change and is implemented by a team of professionals in social issues. In addition, we want to form a plural Council, with external and internal people for the purpose of generating more and more impact.

We have precise objectives for the short and medium term: solidify alliances, have more reach and increase our impact. We want Banorte Foundation to be acknowledged as “the Mexican woman’s best ally”.

Other social programs

In addition to our strategic focus on women, we continue to maintain all our institutional programs together in the area of Social Responsibility: Jugando, Jugando, AyuDamos and aid in natural disasters.

Corporate volunteering

Jugando, Jugando
By delivering toys to institutions, volunteers prepare to share in activities with the children. They go in costumes and if permitted by the institution, bring piñatas, cakes, cookies or snacks.

AyuDamos
Through AyuDamos we provide in-kind support for social welfare issues and disadvantaged communities in Mexico, through civil organizations chosen by the Selection Committee made up of employees. This year we supported 11 institutions.

Support in natural disasters

As a Mexican company and in solidarity, we provide support to those affected by natural disasters and have an updated emergency protocol. But we have also professionalized this support, by expanding our networks to distribute donations more efficiently and have a greater impact in disaster areas. This includes organizations whose infrastructure allows them to reach the affected areas immediately, such as turning our branch network into collection centers and the campaigns for customers and employees to make donations, which the foundation matches.