Eurobank is shifting towards a new work model, taking a step towards uniting the digital and physical worlds by putting its first 700 employees on a permanent teleworking roster by the end of the year. With the ultimate goal of becoming a phygital bank, a bank that creates alternative ways of serving customers based on both technology and physical contact, Eurobank is launching a hybrid way of working by taking advantage of its investment at the Piraeus Port Plaza.
The site where in the past the tobacco Papastratos factory had been inaugurated in 1931, in the aftermath of the 1929 financial crisis, today sits an impressive building complex. It is an investment that reached 100 million euros and was completed after five years of work. In total, the new complex will be able to accommodate an estimated 7,500 employees.
The big change in the bank’s working model comes with the transfer of Retail Banking, headed by the General Manager Iakovos Giannaklis, which is expected to start this month, with the first 500 employees directly passing through the doors of the new offices. By the end of the year, it is estimated that the total number of employees there will reach 700. The change does not only concern the environment but also the way employees work. These workers will be able to split the days of the week between the office and the home.
As noted by Giannaklis, "our move to the new offices, to this historic building of Papastratos, is an anthropocentric change with an emphasis on modern work needs. Needs that Eurobank, as a modern organization, is called on to identify and adopt".
The goal is to transform the work from a simple workplace to a destination, the emphasis on flexibility and the proper management of teleworking teams. After all, the very choice of the building marks the switch to a new era. It is a building that is, in itself, is a new model of a modern and environmentally sustainable building that promotes and cultivates environmental sensitivity, in a large investment of over 100 million euros made by the bank. It is designed to save a significant amount of energy and natural resources and introduces a new philosophy for the workplace.
In fact, this move by the lender, as Giannaklis underlines, is part of Eurobank’s wider planning for 2030 and its retail banking for the next 10 years with the central goal of transforming it into a phygital bank that has adapted to the modern post-pandemic environment.
CHRISTINA ZAFIROULI
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