Sustainability Pages
Responsibility for our employees
1. Employment protection
Job protection
CIB’s responsible employment principles and practices ensure a stable community of employees and the specialist knowledge needed for the Bank Group’s operation, which not only boosts personal satisfaction, but also correlates directly with the quality and speed of customer service.
As a responsible employer, CIB ensures nearly all our staff have indefinite-term employment contracts in place, which is also reflective of a committed employment relationship that can be planned for over the long term. To meet the Bank’s seasonal staffing requirements, we also employ staff through contracts with temporary employment agencies. At the same time, the proportion of employees who are working on a part-time basis is increasing – and this another way the Bank is helping employees achieve a better work-life balance and help employees returning from a long period of absence to reintegrate into the world of work. The Bank place considerable emphasis on employee retention and training, the Bank regularly announce internship programmes, and recognise the achievements of high-performing individuals in numerous ways.
Number of employees of CIB Group*
|
2020 |
2021 |
2022 |
|
|
Fixed-term contracts |
13 |
13 |
7 |
|
Indefinite-term contracts |
2,021 |
1,994 |
2,048 |
|
Total |
2,034 |
2,007 |
2,055 |
Based on data as of 31st December 2022
Number of employees of CIB Group
|
2020 |
2021 |
2022 |
|
|
Number of part-time workers |
186 |
185 |
192 |
|
Male managers |
2 |
1 |
2 |
|
Female managers |
0 |
0 |
0 |
|
Male officers |
3 |
3 |
5 |
|
Female officers |
46 |
52 |
52 |
|
Male employees |
20 |
16 |
10 |
|
Female employees |
115 |
113 |
123 |
|
Number of workers of reduced functional capacity |
85 |
99 |
102 |
|
Number of temporary staff |
41 |
26 |
14 |
The previously reported figures for 2020-2021 have changed due to the application of a new calculation methodology; these figures include data for senior managers and inactive employees. Based on data as of 31st December 2022
*The headcount data presented in this (People) chapter and its breakdown by different aspects (e.g., gender, age) are based ont he data of active employees according to local practice, which differs from the methodology used by CIB’s Parent Bank, Intesa Sanpaolo in its CNFS, which takes into account the total number of employees, including inactive and atypical workers (e.g., temporary workers) in addition to active employees.
Employment protection indicators of CIB Group
|
|
2020 |
2021 |
2022 |
|
Employee with indefinite-term contract |
2,021 |
1,994 |
2,048 |
|
Average fluctuation |
14.5% |
17.0% |
17.3% |
|
Wages of entry-level employees compared to minimum wage |
219% |
234% |
217% |
Based on data as of 31st December2022
Labour relations
At the end of 2022, the CIB Group employed a staff of 2,055, almost all of them under open-ended contracts, a reflection of our commitment to reliable and secure long-term employment. 14 workers have been hired on a temporary basis in order to satisfy seasonal staffing demands. There are an increasing proportion of part-time workers due to an effort to help improve the work-life balance of our staff.
The bank complies fully with the “Labour Code”, and beyond this the organisation regulates matters that affect every employee equally in the HR regulations. There is no collective agreement. There is a trade union at CIB Bank; as at the end of December 2022, it had 115 members. Representatives of the union constitute the employee side of the Social Committee, whose duties include the management of certain welfare allowances granted to workers.
|
Persons |
2020 |
2021 |
2022 |
|
Trade union members |
135 |
127 |
115 |
|
Works Council participants |
N/A |
N/A |
N/A |
Based on data as of 31 December
CIB Group works with 788 outsiders, 303 of whom also have a permanent badge. Our aim is to improve the conscious management of externals, refine our methodology and identify sustainability risks in the future. All outsiders, as well as all contractors working with the CIB Group, accept the guidelines of the CIB Group’s “Code of Ethics” as mandatory to them within the framework of their commission or contract agreement.
2. Retention, enhancement, diversity and inclusion of the Group’s People
Recruitment and selection
In 2022, the labour market continued to be characterised by significant labour shortages, i.e. a high number of vacancies, and it will be increasingly challenging to find and attract high quality candidates. Among the various recruitment methods, our employee referral programme continues to be successful, and we have further expanded the list of recruitment and headhunting companies we work with. We have introduced new recruitment channels and used online job search sites to reach potential candidates who are not active in the labour market. Job advertisements have been updated and revised, with recruitment channels selected based on measurements of advertising effectiveness. The Bank searches for potential candidates in both internal and external databases. In 2022, CIB continued to work closely with a number of universities and other higher education institutions, in order to reach key employee target groups of highly qualified graduates. A number of fresh graduate employees and internees were attracted to the company as a result of presentations held at various universities by senior employees from CIB, as well as through our collaboration on various specialist courses at the university.
Staff turnover has been lower at the Bank compared to the previous year. This is reflected in the age and gender breakdowns.
Employee termination at CIB Group
|
|
2020 |
2021 |
2022 |
|
|
Termination rate (average) |
14.5% |
17.0% |
17.3% |
|
|
Termination rate by age groups |
||||
|
21-25 |
35.8% |
29.3% |
28.0% |
|
|
26-30 |
19.1% |
26.6% |
25.9% |
|
|
31-35 |
13.8% |
24.7% |
20.7% |
|
|
36-40 |
13.2% |
14.4% |
14.5% |
|
|
41-45 |
13.0% |
12.5% |
12.9% |
|
|
46-50 |
10.9% |
10.8% |
13.1% |
|
|
51-55 |
8.9% |
10.3% |
14.8% |
|
|
56-60 |
15.5% |
13.0% |
16.9% |
|
|
61- |
10.0% |
16.7% |
26.3% |
|
Based on data as of 31st December 2022
|
|
2020 |
2021 |
2022 |
|
Termination rate by gender |
|||
|
Male |
15.3% |
17.9% |
16.6% |
|
Female |
14.3% |
16.6% |
17.7% |
|
Number of new recruits and job-leavers across CIB Group |
|||
|
Number of new employees |
334 |
337 |
396 |
|
Number of job leavers |
319 |
382 |
369 |
Based on data as of 31st December 2022
In 2022, employees working in entry-level jobs earned, on average, HUF 433,089, i.e., 217% of the minimum wage.
Average gross base salary of male and female employees by position category at CIB Group (million HUF)
|
|
2020 |
2021 |
2022 |
|
Male managers* |
14, 3. |
15.2 |
16.8 |
|
Female managers* |
12.4 |
12.9 |
14.4 |
|
Male officers |
9.4 |
10.4 |
11.7 |
|
Female officers |
8.1 |
8.9 |
9.9 |
|
Male employees |
4.8 |
5.3 |
6.3 |
|
Female employees |
4.5 |
4.9 |
5.7 |
* The previously reported figures for 2020-2021 have changed due to the application of a new calculation methodology. these figures do not include Executive’s data. Based on data as of 31st December 2022
Average total gross remuneration of male and female employees by job category at CIB Group (HUF million)
|
|
2020 |
2021 |
2022 |
|
Male managers* |
16.8 |
17.7 |
20.6 |
|
Female managers* |
14.3 |
15.1 |
17.5 |
|
Male officers |
10.7 |
11.8 |
13.4 |
|
Female officers |
9.1 |
9.9 |
11.3 |
|
Male employees |
5.4 |
5.8 |
7.0 |
|
Female employees |
5.1 |
5.6 |
6.6 |
* The previously reported figures for 2020-2021 have changed due to the application of a new calculation methodology. these figures do not include Executive’s data. Based on data as of 31st December 2022
Average gross base salary as a percentage by gender (women compared to men)
|
|
2020 |
2021 |
2022 |
|
Managers* |
86.7% |
84.8% |
85.7% |
|
Officer |
86.1% |
85.6% |
84.6% |
|
Employees |
93.7% |
92.4% |
90.5% |
* The previously reported figures for 2020-2021 have changed due to the application of a new calculation methodology. these figures do not include Executive’s data. Based on data as of 31st December 2022
Average total remuneration as a percentage by gender (women compared to men)
|
|
2020 |
2021 |
2022 |
|
Managers* |
85.1% |
85.3% |
84.9% |
|
Officer |
85.0% |
83.9% |
84.3% |
|
Employees |
95.7% |
95.5% |
94.3% |
* The previously reported figures for 2020-2021 have changed due to the application of a new calculation methodology. these figures do not include Executives data Based on data as of 31st December 2022
Average compa-ratio* by gender and position at CIB Group
|
|
2020 |
2021 |
2022 |
||||||
|
|
Male |
Female |
Female / Male ratio |
Male |
Female |
Female / Male ratio |
Male |
Female |
Female / Male ratio |
|
Managers |
87.2% |
86.4% |
99.1% |
90.1% |
90.2% |
100.1% |
93.6% |
90.9% |
97.1% |
|
Officer |
94.1% |
92.0% |
97.8% |
102.3% |
100.0% |
97.7% |
104.0% |
99.2% |
95.4% |
|
Employees |
100.3% |
97.4% |
97.1% |
104.2% |
100.4% |
96.4% |
108.2% |
103.7% |
95.9% |
|
Total |
96.1% |
95.6% |
99.4% |
101.6% |
99.7% |
98.1% |
104.5% |
101.9% |
97.6% |
*The salary comparison ratio shows the % wage level of employees in relation to the median value of the bank salary market, by gender and by job level. Based on data as of 31st December 2022
People and digital transformation
By 2022, smart working, remote access to banking systems, online education, e-learning and access to the CIB Intranet from a mobile phone has become part of our everyday lives. All of these will encourage employees to become more immersed in the opportunities offered by the online and digital world, both as CIB employees and as individuals. Several initiatives aimed at improving knowledge relating to digitalisation have been launched in the Bank. The Digital Galaxy video library, available to all employees, includes exciting topics such as online marketing strategy, IT megatrends, design thinking, start-up ecosystem, etc.).
In the scope of the “Digital talks” programme series coordinated by the Parent Company, the management could attend special presentations concerning digital transformation. An integral part of the Bank's talent programme was the agility and service design methodology, which went well beyond the scope of knowledge transfer through project work. The new learning platform of the Parent Company (“LEA - Learn Everyday, Anywhere”) was introduced in 2022, which meets international modern learning needs and the educational content is available in Hungarian (also) from anywhere, anytime (on PC, mobile, tablet, etc.). LEA provides additional useful learning materials and exams in connection with cybersecurity, data phishing and new cyber fraud trends.
As digitalisation is a high priority topic, our annual all-staff event (CIB Spirit Day) also provided the employees with VR (Virtual Reality) solutions, a robotics lab and digital experience collection. The introduction of hybrid working in the central areas and the simultaneous in-person and online office presence of our employees required the launch of a structured training/educational communication series. The education project was facilitated by a fictitious virtual manager, the Chief Hybrid Officer, “who” provided useful and relevant knowledge on the use of new IT tools and online meeting etiquette through blog posts. Furthermore, the digital competency survey provided useful information for training in the coming years.
Performance assessment
The managers working in Head Office have been supported by a flexible and user-friendly performance assessment system called NewPat in specifying targets for members of their teams and then in assessing achievement of such goals as well as the competences that are of benefit to the employees in their work. The targets for 2022 are set and subsequently evaluated under ‘NewPat’ system, which provides the comprehensive evaluation mechanisms in a manner and on the basis of principles that are transparent for assessors and employees alike. On the other hand, the performance management processes for the network is GPS. The GPS system was designed in line with the Bank’s strategy for our sales staff of the International Subsidiary Banks of Intesa Sanpaolo. The scheme is based on a methodology developed by the International Subsidiary Banks Division (ISBD) of Intesa Sanpaolo, our shareholder. The performance of 100% of our employees is assessed against pre-defined objectives, either through the NewPAT performance assessment system or the GPS sales incentive system, depending on their job role.
The sales incentive system has been designed in order to motivate and retain the Bank’s staff members and line managers so we can work together for achieving our strategy. In 2022, additional jobs were included in the sales incentives system. During the performance assessment period, a series of panel discussions held throughout the organisation ensure the consistency of the evaluations between the management levels and the individual divisions. All Bank employees get an assessment of their performance and a review of their career options.I
Recognition and career management
Closely related to the performance assessment mechanisms, the career management system also continues to operate, primarily in order to identify and retain talents, enable all employees to consider their desired career paths at the CIB Banking Group and to ensure that managers develop conscious replacement strategies within their teams. In 2021, we expanded our recognition portfolio. As in previous years, after a two-year hiatus, we once again awarded our 150 best salespeople and supporters in a personal ceremony, based on nominations from managers and the previous year's sales results. The winners of the “Strong Leaders in Stormy Times” awards, the Gold Team winners and our employees celebrating their 20th, 25th, 30th, 35th and 40th anniversaries at CIB were welcomed by Management Board members at a large-scale end-of-year awards ceremony in December 2022.
The wide-ranging system of fringe benefits is an important part of our new remuneration strategy. In 2022, the gross amount of fringe benefits due to full-time workers was HUF 35,000, the same as the year before. Part-time workers continued to be entitled to Cafeteria benefits on a pro-rata basis. 2022 saw slight changes to the range of and rules governing fringe benefits During the shaping of the system of benefits, important factors included the employee experience as well as an effort to provide all possible benefits that remained tax-exempt or continued to have a preferential tax rate in 2022. In addition to the above, the list of available components was simplified to a reasonable extent, taking into consideration the related paperwork and disclosure requirements.
Training
|
|
2020 |
2021 |
2022 |
|
Average training hours per employee per year |
37.9 |
48.9 |
67.9 |
|
|
|||
|
Total training hours |
77,183 |
98,081 |
137,750 |
|
|
|||
|
Numbers of training hours by gender and position category |
|||
|
Managers (male) |
2,695 |
3,884 |
5,668 |
|
Managers (female) |
2,362 |
4,319 |
5,744 |
|
Officers (male) |
4,028 |
5,936 |
8,388 |
|
Officers (female) |
4,285 |
7,215 |
9,651 |
|
Employees (male) |
15,174 |
18,481 |
24,527 |
|
Employees (female) |
48,639 |
58,246 |
83,771 |
Based on data as of 31 December 2022
In 2022, several new features were added to the digital orientation training programme for new hires, where new employees learn about the bank’s organisational functioning and the most important organisational, bank security, compliance and data protection matters and regulations. On the one hand, two new chapters on ethical management and ESG have been added to the Welcome Video platform, and on the other hand, these training contents constitute an integral part of the digital onboarding programme launched in 2022.
This year, 513 new colleagues participated in the 4-week professional orientation programme of the branch network. which has been extended with an additional 1 week of in-branch mentoring. The purpose of this is to allow new onboarding branch network employees to practice the skills they have acquired in the first 4 weeks under the supervision of experienced experts. Classroom and online training sessions provided to sales employees continued to be a priority. Among these, the multi-module “Small Business Academy” programme, the negotiation and persuasion training series conducted in the corporate division and the professional and skills development training courses related to insurance sales stand out. In 2022 4,510 (without duplication 630) participants took part in the 72 different branch network training courses organised.
An entirely new two-semester, one-year long management training programme was launched for branch managers and assistant branch managers. In addition to classroom and online training sessions, the “Master in Branch Management” programme includes a 360-degree individual assessment, a three-part webinar series on intergenerational cooperation and an application scheme. As a result of the latter, the winning Branches were able to meet with their chosen focal area or with employees invited from different focal areas.
The one-year long online training/development process for newly appointed managers within the organisation ensured that, in 2022, that they continued to receive support for one year after appointment.. The programme covers all the fundamental managerial competencies that a manager with less experience needs. The one-year management development process includes online training, consultations, and mentoring support. In addition, coaching, mediation and collaboration development programmes and services were also available in 2022 in the organisation.
The “Feedback Plus” programme series, launched in 2021 to strengthen an organisational culture based on constructive and improvement-encouraging feedback, has been completed. This initiative focuses on a set of tools for providing repeated, regular, qualitative and motivating feedback through employee and management training, internal conferences and podcasts. 960 persons completed the “Feedback Plus” questionnaire and shared their experiences and suggestions on feedback. 85% of the employees reported that their manager is well prepared to carry out the assessment and takes sufficient time to do so. 76% felt that their manager motivates and encourages them and provides the right support, alongside developmental feedback, to ensure that improvements are actually made. In addition to developing the skills to be used in feedback, the training portfolio was updated in line with the needs assessment from the panel review meetings at the beginning of the year, with 4 training topics for employees and 6 for managers.
Several training solutions and platforms were made available to employees to complete the courses and exams required by legislation. The previously introduced e-learning programmes (“MCD - Mortgage Credit Directive”, MIFID, IDD) continued, but
Talent development
The “Talent University programme”, launched before the pandemic broke out, was completed in 2022. After the credit-based initial training, participants continued their learning and experience-gaining in one of the 3 specialty areas (Agile-Lean, Customer Experience, Management) also supported by CIB managers. While completing the specialty areas, the participants were also involved in the elaboration and implementation of real CIB projects, and the programme concluded with a presentation provided to CIB Bank executives. The courses provided within the scope of the Agile/Lean and Customer Experience specialty areas and related projects were also open to employees from other specialty areas, resulting in 33 “Talent Programme” participants and 16 more employees from other specialty areas successfully completing the training programme.
|
|
2020 |
2021 |
2022 |
|
Number of appointments (pcs) |
11 |
11 |
9 |
|
Ratio of appointments as a percentage of total headcount (%) |
0.48% |
0.49% |
0.39% |
Based on data as of 31st December 2022
International Talent Programme
“The International Talent Programme” of CIB’s Parent Company, the Intesa Sanpaolo Group (ISBD), is a key initiative at group level aimed at developing the competencies of our colleagues and strengthening the work ethos focused on high performance and professional excellence. In addition to taking part in personal development, professional and leadership training as well as dedicated mentoring programmes, participants enrolled in the programme – which takes 3-5 years to complete – also have the opportunity to acquire a minimum of one year’s work experience abroad within the banking group.
Succession plans to ensure business continuity
In order to ensure business continuity in the event of a vacancy in a managerial position, we review the succession plan annually, as part of the annual performance assessment process. During the performance evaluation period, discussions are held regarding potential successors for the various managerial positions and a list of potential candidates is compiled. The purpose of the succession plan is to ensure that resources with good potential are identified and developed, potentially even across divisions. A succession plan is prepared for each managerial position, though we pay particular attention to senior management positions.
Inclusion and diversity management
The Bank’s Organisational and Operational Regulations (OOR) clearly specify the key principles underlying responsible operation. The Bank rejects all forms of discrimination and corruption in its internal and external communications, prohibits any form of discrimination and guarantees the general requirements of equal treatment in accordance with the applicable EU guidelines. The internal regulations governing compliance and risk management activity endorse similar principles aimed at supporting responsible operation. The CIB Group ensures equal treatment and opportunity for its employees in accordance with the Fundamental Law of Hungary and other statutory provisions on the matter, and with the Bank Group’s “Code of Ethics” and the Parent Company’s “Diversity and Inclusion Principles”. This is achieved through the transparency of decision-making processes within the company and the ethics-related training provided to managers and other employees. The investigation of ethics issues associated with this topic and the preventive actions that are taken in response ensure legal and ethical compliance in all areas of the bank’s operation.
The Bank’s ‘Womentoring’ initiative, which is designed to promote career awareness among women in our workforce, was created to help increase the proportion of women in senior management positions, and to prepare women who have been on maternity leave to return to work successfully. As part of the programme, information, advice and suggestions were provided by both internal and external trainers, presenters and experts. In 2022, 33 employees participated in person in the “Womentoring” programme. Since our headquarters are based in Budapest, it is no surprise that most of our employees live in or near the capital. However, staff who live in other regions of the country but need to travel to the head office due to the nature of their duties are given an opportunity to limit their presence at the head office to certain days of the week, while doing telework from a branch outside the capital on the other days of the week. As a result, a relatively large number of staff, 413, spend most of their time working outside Budapest.
Proportion of employees by gender and category at the CIB Group*
|
|
2020 |
2021 |
2022 |
|
|||
|
by category |
Male |
Female |
Male |
Female |
Male |
Female |
|
|
Managers |
57.4% |
42.6% |
55.7% |
44.3% |
56.5% |
43.5% |
|
|
Officer |
48.9% |
51.1% |
48.4% |
51.6% |
47.7% |
52.3% |
|
|
Employees |
25.7% |
74.3% |
24.9% |
75.1% |
25.4% |
74.6% |
|
|
by age |
|||||||
|
21-25 |
43.3% |
56.7% |
36.9% |
63.1% |
36.0% |
64.0% |
|
|
26-30 |
38.8% |
61.2% |
41.6% |
58.4% |
41.8% |
58.2% |
|
|
31-35 |
40.8% |
59.2% |
42.2% |
57.8% |
43.3% |
56.7% |
|
|
36-40 |
37.3% |
62.7% |
38.1% |
61.9% |
37.9% |
62.1% |
|
|
41-45 |
29.2% |
70.8% |
31.2% |
68.8% |
30.2% |
69.8% |
|
|
46-50 |
32.6% |
67.4% |
27.4% |
72.6% |
28.9% |
71.1% |
|
|
51-55 |
31.4% |
68.6% |
31.9% |
68.1% |
35.0% |
65.0% |
|
|
56-60 |
14.8% |
85.2% |
18.3% |
81.7% |
21.4% |
78.6% |
|
|
61- |
38.9% |
61.1% |
42.1% |
57.9% |
36.0% |
64.0% |
|
Based on data as of 31st December 2022
The Bank's Womentoring initiative, was launched 5 years ago, with one of the main objectives being to support women's career paths. As part of this, after 2 years, we were able to personally welcome back women colleagues who are still raising their children at home and who are already thinking about returning. During the one-day programme, staff were given a range of topics to help them get back to work, including the bank's business results, recent organisational changes and practical information on how to get back to work.
Thanks to the programme and the awareness-raising sessions, the ratio of employees returning from a long period of absence has increased.
|
|
2020 |
2021 |
2022 |
|
Re-employment rate for employees returning from a long-term absence |
63% |
51% |
77% |
Based on data as of 31st December 2022
3. Well-being and health & safety and of the Group’s People
Well-being and quality of life at the company
In 2022, several programmes aimed at improving corporate culture and rebuilding small and large communities in the workplace after the pandemic were implemented within the scope of the “CIB Spirit” employee programme portfolio.
In the scope of the family-friendly initiatives, 273 children of CIB employees were granted financial support for a more experience-rich summer holiday during the 12-week season, and 426 children participated in a Santa Claus celebration for our employees' children. These initiatives, among others, were the reason why CIB Bank received the “Family Friendly Company” award for the fourth time from the Three Princes, Three Princesses Movement Foundation and this year, for the first time, it was awarded the "family-friendly workplace" certification mark of Családbarát Magyarország.
The annual “TOP Allstars” gala was again held in the form of an in-person event, where members of the Management Board awarded 151 employees in the “best salesperson” and “best supporting employee” categories. Also in the framework of a personal event, CIB's senior management honoured management role models, golden teams and last but not least, employees who are celebrating their work anniversary.
In the autumn, after a long break, sporting events were once again organised for sports-loving employees. A total of 120 employees represented CIB Bank at the “Sports Meeting of Hungarian Banks” and at sports days organised by the parent bank. In September, the “CIB Spirit Day” all-staff event was held with the participation of more than 1,000 people, also focusing on strengthening the larger community. Strengthening the community spirit of smaller teams was supported by an increased team building budget for the year 2022.
A series of “Wellbeing Weeks” were held in an effort to enhance the personal wellbeing and mental and physical health of employees, enriched by interactive online presentations, game challenges and the introduction of the DokiApp the telemedicine service. The “Employee Assistance Programme” (EAP) service remained available for all colleagues in 2022 too. In the scope of this service, employees in a difficult financial situation and their family members could receive psychological, legal, financial and lifestyle consultation.
Employees working in the central area had a chance to express their expectations and opinions both before and after the head office relocation. At the opening of the new head office, 1,300 central employees took part in a week-long “Hello Office!” programme, where participants could attend coffee mornings, yoga classes, improvisation theatre performances and a flash mob concert.
The Bank's online onboarding programme was renewed, in the course of which general information that is relevant, important or practical for all new employees was shared, helping them to get started, learn about the organisation, our work culture and the values of the Bank.
Employee satisfaction surveys are carried out every two years at bank group level at the initiative of the parent bank. In addition to assessing the overall level of job satisfaction, the complex survey also provides a snapshot of the employees’ relationship with co-workers and managers, the working environment and the local handling of, comparing the results achieved in previous surveys with the indicators of the ISP Group's international subsidiaries. The results of the survey, launched in 2021, were received by the Bank this year, showing that the overall job satisfaction index related to the work performed at CIB Bank, measured in the two last surveys (2016 and 2019), increased from 76% to 81% and then to 89%, thus achieving an outstanding result among ISP subsidiary banks (where the average satisfaction index in 2021 was 73%). Employees also rated highly their relationship with their direct colleagues (95%, +5%), the opportunity to work independently (95%, +4%) and the stability and security of their jobs (92%, +15%). The survey covered 1,060 people, 52.2% of the total headcount at the time.
Energy crisis and inflation – protection of the quality of life
In order to alleviate the difficulties caused by rising inflation, which has particularly affected overheads costs and food prices, in September 2022 we provided one-off financial support to all our employees – except senior managers and those in the same salary bracket – including those with children at home, then we provided a new increase in basic salaries in November – on top of the planned April pay rise – with a particular focus on lower paid employees.
We brought forward the disbursement of the amounts of the October-December SZÉP card claims, which would have been settled with the December salary payments according to the rules and paid them together with the third quarter amounts on the September payroll date (30.09.2022), thus contributing the alleviation of the difficulties caused by high inflation and rising costs and supporting the most practical use of the funds.
Health and safety
The health protection of its employees is particularly important for the Bank, as it is a defining part of employee well-being. Participation in regular fitness-for-work health examinations, as required by the applicable law, remained compulsory for all our staff in 2022. In keeping with the practice of previous years, for managers above a certain grade and for senior experts (281 in total) the Bank continued to provide executive medical screening as part of the annual occupational health examination, due to the higher-risk environment. Both the occupational health screening and the managerial screening are carried out by Doctor24, which has been providing services to the Bank since 1994.
Recognising the need a harmonised approach for of health and safety at work, CIB Bank has adopted the “Rules for Occupational Health and Safety Management Systems applicable to the international subsidiary banks of the Intesa Sanpaolo Group” (2018) furthermore the “Health and Safety Rules for Personnel of Italian Group Companies who are on Foreign Assignments” (2021) and manages the OH&S activities in close cooperation with the Parent Company team
Smart working
Now that the epidemic situation has passed –– the CIB Group continues to offer its employees the opportunity to work from home in the long term. For this purpose, CIB developed and regulated the process of applying for and regularly engaging in home office. The Bank provides employees working from home with the required access to its IT systems, as well as the laptop (with the necessary accessories) and a mobile phone (the device itself and the subscription) necessary for such home-based work.
|
Number of employees eligible for any possible remote working framework |
2020 |
2021 |
2022 |
|
Head office staff |
1,418 |
1,389 |
1,418 |
|
Network staff |
134 |
134 |
144 |
Based on data as of 31st December 2022
International Healthcare Programme
The health of employees is of the utmost importance to CIB, as it is to our Parent Company, not only for ethical reasons but also because our employees are our company’s most valuable asset. For this reason, employees on indefinite-term contracts in CIB Bank are beneficiaries of the ISBD “International Healthcare Programme”. Through the “International Healthcare Programme”, in 2022 the Bank offered employees with permanent contracts second medical opinions and/or medical treatment at centres of excellence in foreign countries. The Programme provides assistance for employees with serious medical conditions (e.g., cancer, or conditions requiring complex surgical procedures), covers the cost of treatment and of any additional services (VISA assistance, travel costs), and all transport and accommodation expenses in the foreign country, and also reimburses medical costs incurred once the employee returns home. The second medical opinion services are also available for the entitled employees’ family members.
Total injuries in the workplace and working days lost
|
|
2020 |
2021 |
2022 |
|
Total injuries |
5 |
9 |
6 |
|
Total number of working days lost |
71 |
43 |
26 |
|
Total number of working days lost - men |
1 |
0 |
10 |
|
Total number of working days lost - women |
70 |
43 |
16 |
|
Number of injuries - men |
1 |
0 |
3 |
|
Number of injuries - women |
4 |
9 |
3 |
|
Number of injuries during working hours |
3 |
3 |
4 |
|
Number of injuries when commuting |
2 |
6 |
2 |
|
Number of injuries during working hours - men |
1 |
0 |
2 |
|
Number of injuries during working hours - women |
2 |
3 |
2 |
|
Number of injuries when commuting - men |
0 |
0 |
1 |
|
Number of injuries when commuting - women |
2 |
6 |
1 |
Based on data as of 31 December 2022
Absence from work by reasons (%)
|
|
2020 |
2021 |
2022 |
|
Illness – men |
62.5 |
70.8 |
78.5 |
|
Illness – women |
16.2 |
20.9 |
20 |
|
Accident in the workplace - men |
0.0 |
0.0 |
0.5 |
|
Accident in the workplace - women |
0.1 |
0.1 |
0.0 |
|
Maternity leave - men |
0.0 |
0.0 |
0.0 |
|
Maternity leave - women |
79.5 |
76.9 |
77.2 |
|
Other* - men |
37.4 |
29.2 |
21 |
|
Other* - women |
4.2 |
2.2 |
2.7 |
* other and personal reasons (e.g. child’s illness, mourning, university exams, moving home)
Based on data as of 31st December 2022
The OHS training was announced on our e-learning platform during the first semester (May-June). The OHS exam was compulsory for all our employees and was passed with 99% pass rate.
|
|
2020 |
2021 |
2022 |
|
Number of OSH training hours per year – OHS training (hours) |
849 |
1,424.3 |
1,525.5 |
|
Number of participants per year – OHS training (persons) |
1,886 |
1,899 |
2,034 |
|
Percentage of participants per year – OHS training (%) |
88% |
93% |
98.9% |
Based on data as of 31st December 2022
