Sustainability Pages
Attention to people
1. Protecting jobs
Responsible employment and a stable working environment
CIB Bank continued to operate as a responsible employer, providing a stable, committed employee community and high-level professional knowledge for everyday banking operations. Most employees worked under permanent employment contracts, which provided long-term security and predictability.
The bank supports flexible forms of employment, including part-time work, facilitating work-life balance and the successful reintegration of colleagues returning after a longer absence. Employee retention was also strengthened by training programs, internship opportunities and recognition of outstanding performance, which directly contributed to fast and high-quality customer service.
The table above also includes data for senior managers and inactive employees.
Transparent employment and responsible cooperation
At the end of 2025, CIB Group employed 2,183 people, of whom 2,172 had permanent contracts, reflecting its commitment to reliable and secure long-term employment. The proportion of part-time workers decreased by 15%, primarily among female employees.
The CIB Bank ensured predictable and fair employment frameworks for all employees in accordance with the applicable laws and uniform HR regulations. The bank’s open, partnership-oriented operation contributed to the fact that employees’ issues and comments were handled through efficient channels.
781 external experts participated in supporting operations, many of whom were involved in the bank’s daily activities for a long time. CIB also expects compliance with the Code of Ethics from all external employees and contractual partners, ensuring uniform, responsible and transparent operations throughout the entire organization.
2. Retention, training, diversity and integration of the group's employees
Recruitment and Selection
CIB Bank continued to consciously develop its recruitment and selection processes to effectively reach the right professionals. 21% of the hiring was done through the Employee Referral Program, which clearly demonstrates the commitment of the employees and the strength of the internal network.
The development of the new Candidate Management System (ATS) contributed to making recruitment more data-driven and transparent. In addition, special attention was paid to supporting internal career paths and mobility, which contributed to a stable employee community and lower turnover.
Remuneration
The average salary of new entrants was HUF 529,995, i.e. 182% of the minimum wage. Due to the statutory minimum wage above the average growth rate, the gap between entry-level salaries and minimum wages decreased.
In addition to the banking wage market comparison, the CIB Group pays special attention to monitoring the average gender wage gap of employees working at the same level and in the same job and to maintaining the difference expressed in % at +/- 4%. The gender pay gap in the employee groups in the CIB Group is as follows:
The pay gap shows the difference in % between the pay level of female employees compared to the average pay of employees working at the same level, function and job, by employee group.
As one of the diversity and inclusion objectives, the CIB Group has committed itself to ensuring that the average gender pay gap, expressed in %, for employees working at the same level and in the same job within the CIB Group does not exceed a difference of +/- 4%. This difference did not exceed the target value in any quarter during 2025.
Within the Intesa Sanpaolo Group—including the CIB Group—the Remuneration Policy sets out ESG-relevant KPIs annually, which influences performance evaluations and the amount of the annual bonus. The 2025 incentive system includes financial and non-financial indicators, including ESG KPIs, which are evaluated at both the group and organizational unit levels.
Total Compensation Ratio / Total Remuneration Ratio
Among the equity indicators, the indicator that is widespread with ESG regulation is the total compensation ratio, The total compensation ratio, a metric widely used in ESG reporting to assess pay equity, measures the ratio of the compensation of the highest-paid employee to the median compensation of all employees, excluding the highest-paid employee. In other words, the total compensation ratio is calculated by dividing the highest remuneration by the median remuneration of the workforce excluding the top earner.
Within our banking group, the total compensation ratio amounted to 22.55 in 2025, representing a 10.9% decrease compared to the previous year.
Employees and the digital transition
CIB Bank took significant steps to strengthen digital knowledge and technological readiness, which directly contributes to faster, safer and higher quality customer service. Artificial intelligence and cybersecurity received a special focus among employees: 492 people participated in basic AI training and 196 people in advanced training, supporting innovative and efficient operations.
The bank's internal processes have also been further digitized: employees can handle their administrative matters more easily on IT interfaces, which results in faster decision-making and more predictable operations. 189 employees participated in the Digital Galaxy online lectures serving as a digital knowledge sharing platform, including on cybersecurity, fraud prevention and digital banking.
Performance appraisal
The performance of all CIB Bank employees was assessed against transparent, uniform targets, using performance management systems tailored to the nature of the job. The system ensured that individual targets were aligned with the bank’s strategy in expert and central areas and in commercial and sales areas.
This approach contributed to employees being prepared, motivated and working according to uniform principles, which directly supports faster, more reliable and high-quality customer service. Regular feedback and a review of career opportunities help professional development and long-term stability in the bank.
Employee recognition and career management
The bank continued to operate its transparent career management and recognition system, which helps retain talent and promote conscious professional development. During the year, more than 200 colleagues received professional recognition, 78 employees received TOP Sales awards, and more than 80 colleagues celebrated their long-term employment at anniversary events.
The bank renewed its employee reward and recognition portfolio, with a simpler, more transparent system and new award categories. Flexible benefits played an important role: the cafeteria system offered a wide range of tax-free or tax-favorable elements, such as cultural and sports programs, kindergarten support, language courses, home office expense reimbursement and environmentally friendly transportation solutions.
Training
In 2025, employees completed a total of 159,585 training hours across the Group.
The bank paid special attention to the continuous training and development of employees and managers, so that its customers are served by prepared, confident and cooperative experts. The management development program was renewed and expanded, strengthening strategic thinking, team leadership and customer-centric operations, with particular attention to supporting branch managers and managers working in customer relations.
Digital and innovation competencies were also emphasized: AI training, the Design Thinking program, and practical skills development training (project management, change management, wellbeing) contributed to CIB employees responding faster and more effectively to customer needs.
Over 30 team-level training courses and numerous sales training courses were implemented during the year, while the new training center supported knowledge sharing and professional development in a modern environment.
Talent Development
56 talented CIB employees successfully completed the foundation year of Talent University, which strengthened the bank’s professional development with leadership, data and innovation-focused developments. As part of the program, ESG and circular economy training, senior management meetings and knowledge-sharing opportunities helped with practical preparation. The community approach to the talent program was also strengthened by a charity campaign, within the framework of which 33 gift packages were delivered to children in need.
Succession plans to ensure business continuity
The bank has consciously ensured management succession to ensure that its operations remain stable and predictable for customers in all situations. As part of the annual performance reviews, an up-to-date succession plan has been prepared for each management position, identifying employees with high potential, even across divisions. This approach ensures that the bank continues to provide high-quality customer service with prepared, experienced managers.
Inclusion and diversity
The bank has consistently implemented the principles of inclusion, equal treatment and equal opportunities in all areas of its operations, with transparent decision-making processes and an ethically based corporate culture. This contributes to the bank having a prepared, committed and stable team working to maintain the quality of customer service.
The support of the employees was well demonstrated by the Womentoring Day, which helped employees on maternity leave to return smoothly and learn about family-friendly solutions. Long-term commitment is strong: most employees on maternity leave who return stay with CIB Bank permanently, which also provides stability and predictability for customers.
3. The well-being, health and safety of the group's employees
Well-being and quality of life at the company
CIB Bank paid special attention to the well-being and quality of life of its employees, which directly contributes to stable, committed and high-quality customer service. Within the framework of the CIB Spirit program, family-friendly initiatives, community events and health-preserving services supported the everyday lives of its employees. Hundreds of children and families benefited from the programs, while the bank was once again awarded the title of ‘Family-Friendly Company 2025’.
Community experiences were strengthened by sports events, club programs and creative initiatives, which helped cooperation and togetherness. Employees also actively participated in volunteer programs, dedicating a full working day to supporting social and environmental goals across the country.
In the field of health and mental well-being, 24/7 psychological support service, wellbeing programs and group health insurance were also available, with nearly 2,000 employees joining. In continuity with previous years, colleagues in CIB can also benefit from the ISP Group and IBD wellbeing contents and initiatives. These measures ensure that CIB Bank has a balanced, motivated and prepared team at its disposal, strengthening the reliable and people-centered banking experience. The Sabbatical program was very popular this year as well. 87 employees were given the opportunity to recharge, relax, renew, and take creative leave for 1 or 2 months. In accordance with the renewed rules, in the last quarter of 2025, it was again possible to apply for the 2026 Creative leave grant application, and 177 applications were received.
Strong employer brand
CIB Bank continued to consciously build its employer brand, CIB Spirit, which contributes to the bank serving its customers with a committed, stable and motivated team of experts. The renewed Employee Value Proposition (‘CIB Bank, where I belong’), based on employee feedback, appeared in both internal and external communications, strengthening the bank’s attractiveness and retention power.
The campaigns related to the employer brand won several professional awards, while demonstrating CIB’s values through real-life stories: professional development, cooperation, well-being and work-life balance. This approach ensures that customers meet employees who are prepared, credible and committed to representing CIB Bank in their Everyday administrative tasks.
Working from home
The bank continued to provide a wide range of hybrid and home working options, for which all affected employees received the necessary technical equipment and IT access. A monthly subsidy of HUF 17,500 under the Cafeteria helped cover the costs associated with working from home.
Thanks to the flexible work organization, nearly 70% of employees were able to take advantage of the hybrid working option, which contributed to a good work-life balance and the maintenance of a committed, stable team. This also benefits customers: CIB Bank was able to provide continuous, fast and high-quality service, while also being available in person when needed.
International Healthcare Program
CIB Bank also provided special support for the health of its employees. Employees with open-ended employment relationships were entitled to the IBD International Healthcare Program, which provides a second medical opinion and, if necessary, treatment in health centers operating abroad. The program offered comprehensive support, covering not only medical care but also services assisting with treatment-related travel, with an emphasis on personalized precision medicine solutions, especially for complex conditions.
Health and safety
Preserving the health of employees was a top priority for the bank, as it is the basis for well-being and safe operation. All employees were required to participate in regular work fitness health examinations, while the bank provided annual manager screening for managers, team leaders and senior experts, with a total of 289 people participating.
The health examinations were performed by Doktor24, a long-term partner of CIB Bank, which supports employee health protection with decades of experience.
In 2025, 98.7% of employees successfully completed the e-learning training designed to refresh occupational health and safety knowledge.
The number of work accidents decreased to 7, each case can be considered unique, so there was no need/possibility to take general measures that would prevent them in the future. No accidents involving customers occurred in the branches.
The bank placed great emphasis on maintaining a safe and healthy working environment for the benefit of both employees and customers. Branch managers were able to provide regular feedback on their experiences with workplace conditions and occupational health and safety, supporting continuous development.
Nationwide, 120 first aid officers supported safe operations, while an additional 35 trained staff members were available at headquarters.
