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Responsibility for our employees

Responsible employment

At the end of 2018 our Bank Group employed 1,944 people, almost all of whom had indefinite-term employment contracts, which for us is also reflective of a committed employment relationship that can be planned for in the long term. To meet our seasonal labour requirements, we also employed 95 persons under a contract staffing arrangement. The proportion of employees working part-time is growing, helping our employees to find the ideal work-life balance. 

Number of employees of the CIB Group

 

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

Fixed-term

99

82

33

16

21

16

19

18

17

11

Indefinite-term

3 180

3009

2912

2739

2510

2434

2277

2018

1997

1933

Total

3 279

3091

2945

2755

2531

2450

2296

2036

2014

1944

Data as of 31 December 

 

 

2011

2012

2013

2014

2015

2016

2017

2018

Number of part-time employees:

32

32

34

29

34

57

63

84

Number of employees with acquired disabilities:

22

20 

20

24

36

48

52

73

Number of contract workers:

40

45

32

60

154

117

93

95

The proportion of women working at our Bank Group is significantly higher than that of men, which is due to the fact that women are in the majority in units with high staff numbers (branch network, accounting, operation).

Proportion of male and female employees at the various levels of seniority in 2018 (percent) 

  Male Female
Executives 54.1% 45.9%
Specialists 47.9% 52.1%
Subordinates 26.8% 73.2%

The head office of our Bank Group is located in the capital city, and thus most of our employees also live primarily in the Budapest region. Nevertheless, we also provide the opportunity for those of our staff who life in other regions of the country, but whose work requires them to be present at head office, to only spend certain days of the week in the capital, and perform their duties in a distance working arrangement, in one of our provincial branches. Thanks to this and to our branch network, we employ a staff of almost 403 outside the capital. 

Geographical distribution of CIB Group's employees (persons)1

 

2011

2012

2013

2014

2015

2016

2017

2018

Budapest

2375

2232

2048

1922

1828

1594

1612

1541

East Hungary Region

304

278

264

281

230

216

213

206

West Hungary Region

266

245

219

247

238

226

189

197

Data as of 31 December

Our organisation's average fluctuation level increased in comparison with the previous year. This is reflected in the breakdown by age category and also by gender. 

Employee exit rate (percent, number of outgoing employees/year-end headcount)

 

2010

2011

2012

2013

2014

2015

2016

2017

2018

Employee exit rate

19.3

20.6

17.28

21.45

15.92

19.21

27.41

19.9

24.3

Employee exit rate by age group (percent)

 

2010

2011

2012

2013

2014

2015

2016

2017

2018

21-25

41.67

15.61

16.9%

26.8%

19.5

28.4

25.2

35.9

36.5

26-30

15.18

19.19

19.29

26

22

26.4

38.3

30.7

35.9

31-35

19

22.41

17.02

22.2

19.8

20.4

31.5

27.2

25.9

36-40

17.6

20.79

16.31

22.7

14.1

15.7

24.8

16.8

20.5

41-45

17.37

20.8

16.35

18.4

8.6

14.8

20.0

13.8

18.2

46-50

21.02

25.35

16.11

9.8

12.5

15.9

19.5

6.8

16.7

51-55

16.41

19.13

14.15

17.9

8.8

12.6

21.5

10.9

15.5

56-60

113.16

50

26.92

18.5

20.3

34.3

78.9

33.3

60.6

61

0

16.67

12.5

0

36.4

33.3

35.3

18.8

43.8

Employee exit rate by gender, percent:

  2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Male 19,01 23,8 24,5 18,31 21,24 19,22 19,75 32,9 21,9 25,4
Female 16,19 16,9 15,3 16,75 21,56 14,27 18,92 24,6 18,8 23,7

 

Number of new hires and leavers (persons)

 

2010

2011

2012

2013

2014

2015

2016

2017

2018

Number of new hires

476

483

317

283

375

354

349

430

435

Number of leavers

598

621

476

543

390

441

558

400

489

Data as of 31 December 

The average salary of new employees at the start of their careers in 2018 was HUF 324,866, or 235% of the minimum wage.

Annual average base salary of men and women, by seniority category (HUF million) 

 

2010

2011

2012

2013

2014

2015

2016

2017

2018

Executive male

12.3

12.83

11.92

12.43

13.07

13.43

13.63

13.30

13.42

Executive female

10.63

10.36

10.32

10.38

10.79

11.16

11.07

10.94

11.17

Male specialist

7.66

7.75

7.69

7.57

7.77

7.77

8.05

8.08

8.61

Female specialist

7.03

7.03

6.91

6.89

7.09

7.16

7.39

7.35

7.74

Male subordinate

4.01

4.2

4.38

4.25

4.23

4.27

4.22

4.24

4.45

Female subordinate

3.47

3.52

3.65

3.64

3.75

3.79

3.88

3.89

4.21

Data as of 31 December 

We carry out the classification of salaries based on several criteria. We examine what sort of complex tasks the job entails, we look at the level of demand for the particular job in the labour market, and we also check the salary curve to date by looking at when it was that the employee was hired for the position, what sort of experience he or she has, and what sort of performance he or she has delivered over the course of the work. 

Standard deviation of salaries at CIB Bank: 94% 

Average standard deviation of salaries

Male

Female

Standard deviation of salaries

Manager

82.57%

83.85%

101.55%

Specialist

90.51%

88.71%

98.02%

Subordinate

99.14%

96.98%

97.82%

TOTAL

93.53%

94.23%

100.75%

Workplace accidents and the number of working days lost as a result (days)

 

2010

2011

2012

2013

2014

2015

2016

2017

2018

Number of workplace accidents

6

8

15

9

8

10

6

15

10

Number of working days lost

726

222

273

366

181

178

81

253

319

Data as of 31 December 

Proportion of missed days, by reason for absence (percent)2

 

2010

2011

2012

2013

2014

2015

2016

2017

2018

Illness

26.2

17.9

16.58

12.0

13.4

12.7

11.3

14.6

16.6

Accident

0.1

0.1

0.2

0.2

0.1

0.1

0.1

0.2

0.3

Maternity leave

60.9

71.1

80.97

72.1

75.4

74.6

68.6

75.1

73.4

Other

12.8

10.9

2.25

15.6

11.1

12.6

20.0

10.1

9.7

Data as of 31 December 

There is a trade union at CIB Bank, and it had 178 members at the end of December 2018. Representatives of the trade union and the Works Council operating in the Bank make up the employee side of what is known as the Social Committee, whose task is to manage certain forms of social assistance that we provide to employees.

Participation in all the periodic vocational and professional suitability and fitness tests prescribed by law continued to be compulsory for all of our staff in 2018. In keeping with the practice of previous years, for managers above a certain grade we continued to provide executive medical screening in 2018 as part of the annual occupational health examination, due to the higher-risk environment. The screening tasks continue to be performed by the Worcare-Oxivit medical group, which has provided occupational health services since 1994, while from the second half of 2016 HungariaMed-M Kft. also joined this group of service providers. 

Recognition and career management

 Since 2012, a new, revised, performance assessment system ("TÉR"), valid in respect of all employees, has been in operation at the Bank. 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. At the same time, the targets for 2019 are already set in a new system called NewPat, which makes it possible to provide full-scale evaluation processes on a new interface, in a more transparent manner and along more transparent principles, both for those carrying out the assessment and those whose performance is assessed. In addition, in line with the Bank's new strategy, in 2014 we revised and improved our sales incentives system applicable to staff working in the business units. The performance assessment and incentive processes developed by our the International Subsidiary Banks Division (ISBD) of our owner, Intesa Sanpaolo Group, served as the basis of this change. Our aim in introducing the new, expanded system is to motivate, and thus retain, successful and high-performing employees and their line managers, in order that we can jointly contribute to the realisation of our strategy. In 2018, additional jobs were included in the sales incentives system, thus, the performance of about half of our active employees is evaluated and recognized within this system. Every Bank employee is given an assessment of their performance and an overview of their career opportunities.

Our career management system continues to operate, closely linked to the TÉR processes, with the main objectives of the system being for us to identify and retain our talented members of staff, for every employee to have the opportunity to carefully consider what career path he or she would like to follow within the CIB Bank Group, for managers to deliberately plan succession within their team, and to promote career mobility among the various divisions.

The wide-ranging system of fringe benefits is an important part of our new remuneration strategy. In 2018, the value of the benefits package provided under the Cafeteria system to full-time employees increased from HUF 23,75 thousand (inclusive of taxes) per month to HUF 35 thousand per month.. Part-time workers continued to be entitled to Cafeteria benefits on a pro-rata basis. With the involvement of employee representatives, we reviewed the operation of the Cafeteria system in order to provide our employees with an even wider selection of options. In 2018 we also broadened the range of services available in the Cafeteria system compared to 2017, with options including the Tax Free Kindergarten/Nursery Subsidy, the Housing Subsidy aimed at increasing Mobility, as well as the Edenred Silver Card. 

HR SUPPORT FOR DAY-TO-DAY MATTERS

In terms of human resource management, in 2018 the focus was on revamping recruitment while taking into account labour market trends, on supporting career paths for women, as well as developing the digital knowledge of our colleagues.

Recruitment/Selection

In 2018, the labour market situation continued to be characterised by labour shortage. At the same time, as a result of our recruitment support developments introduced in 2017, we were able to maintain the efficiency that characterised our previous performance in most professional areas. Our employee recommendation program remained a successful recruitment source, successful cooperation was established with newly contracted headhunting agencies, and in the framework of higher education co-operations, we can fill many entry-level and internship positions. Our internship programs, launched to secure succession in the IT and business areas, have also been successfully completed, the majority of the interns who completed the program have been admitted to junior positions. In the autumn semester of 2018, we launched 3 new internship programs, and we hope that these will be a source of additional succession resources in professional areas struggling with a lack of qualified workforce.  In addition, we further strengthened our external employer brand communication on social media platforms in 2018.

Womentoring program

In 2018, a new focus in our activities was to support women's career paths: our objective was to promote deliberate thinking about women's career paths through information, sharing best practices, and counselling; we placed great emphasis on supporting the reintegration of our female colleagues returning from maternity leave. At events organised as part of our ‘Womentoring' program series, our female colleagues had the opportunity to gain inspiration from the examples of successful female speakers coming from non-banking areas and from within CIB. At the first Womentoring Day organised in 2018, our CIB colleagues who were planning to return to work from maternity leave could gather information about open positions, changes implemented while they were on leave, and obtained useful advice related to the new challenges they were faced with. In addition, we are also aiming to further expand opportunities for flexible work, an issue of outstanding importance for our employees with small children, though not only for them. During the course of a two-week, intensive communication campaign, we initiated a dialogue with our management team to reflect on how we can provide the most efficient solution to employee needs.

Developing digital knowledge

In 2018, one of the key strategic objectives of CIB is to strengthen innovation and digitalisation and, accordingly, a comprehensive program was launched to develop the digital literacy of our colleagues. We organized a series of lectures and trainings on the latest developments in financial digitalisation and the changing trends of management, with the involvement of internal and external experts, and in the framework of our initiative dubbed "Investigators", our corporate clients had the opportunity to present their innovative solutions to our interested colleagues.

In the second half of the year, we launched our special learning program called ‘Digital Galaxy', where our colleagues had the occasion to familiarise themselves with the latest technological innovations, the essential concepts of digitalisation, the latest developments designed to make day-to-day life easier, and naturally, the latest CIB innovations, all in a playful manner.  In addition to offering useful information, employees can also use this platform to convert the points earned in the course of learning to special prizes, such as a Tesla test drive, a drone, or language courses. 

Employee wellbeing

The Bank Group paid special attention to maintaining employee satisfaction in 2018 as well, so the elements of the already known CIB Spirit employee program portfolio (CIB Spirit Day, Sport, Family) remained available. The programs for families with children included organizing day camps for children during the shorter school holidays (spring and autumn holidays), and after a 5-year hiatus, we organised again an open day for our colleagues' children in our headquarters in Budapest.

In addition to the programs, we also celebrated our outstanding employees in 2018: at the TOP sales employee and the TOP sponsor gala organised mid-year, we celebrated 100 and 70 prize winners, respectively; at the end of the year, more than 200 of our colleagues had the honour of being greeted as gold team members, executive role models, or of celebrating their 20th-25th-30th-35th anniversary at CIB.

Our CIB24 call center celebrated its 20th anniversary in 2018. On this occasion, several initiatives have been implemented: for example, we held a round-table discussion with the first 5 colleagues and managers who started the call center; and the second part of the "Soul Sounds" CD featuring children's stories and offered to charities was released with former and current CIB24 employees reading the stories.

With regard to the tools supporting the work process, in 2018 we exchanged employees' mobile phones, continued to renew our car fleet used for business purposes, and we also reached an agreement with the "carsharing" company that uses the GreenGo electric cars. 

Training courses - Developing new skills and competencies is necessary to meet constant new challenges

The average number of hours of training per employee was 56.6, which means that each employee received an average of 7.54 days of training over the year.

Annual average number of training hours per employee

2010      2011      2012      2013       2014      2015      2016      2017 2018

Number of hours 57.01     42 37.6       36.5        50        35.3       36,1       33.19   56.6

Based on closing headcount as at 31 December


Number of training hours in a breakdown by employee category in 2018

Total number of training hours 109,977

Executive (male) hours          4,277

Executive (female) hours           4,618

Specialist and subordinate (male) hours         29,197

Specialist and subordinate (female) hours 71,885

In 2018, nearly 100 employees divided among ten groups took part in our retail orientation program and 29 new tutorials were added to the e-learning portal of the banking group.

In 2018, we continued the academic training based on the parent bank's model in our retail branch network with the purpose of further increasing the standard of service provided to small-business customers. In 2018, nearly 60 colleagues took part in the program, 26 of whom successfully passed the exam.

The bank introduced a new service model that enhances customer experience at several of its branches. As part of this model, we launched a 3-step, stand-alone development program for our Top Retail Banking Advisers, which is designed to help our colleagues develop their skills in banking and build and maintain high-quality customer relationships. In 2018, 26 of our employees enrolled in the series of trainings. In an effort to reinforce internal career advancement within the retail business area, we started to work out the details of a comprehensive training and development concept, which offers a predictable and  transparent career path for all employees working in the branch network.

In 2018, our leadership development programs focused on the challenges that digitalisation poses to managers and the development of leadership skills needed in the digital age. In addition to classic training methodologies, our leaders had the opportunity to expand their knowledge at Lunch & Learn presentations this year. On top of the above, all of the bank's executives were provided with the opportunity to use coaching support, which is a form of development tailored to individual needs that provides a high degree of freedom. In 2018, we launched new coaching processes for 22 leaders in addition to the existing ones. Our programs launched in 2017 continued, such as the training series for newly appointed executives. 

For Corporate division employees, we continued the 4-step Sales Academy program.


A special focus on talent

In December 2018 we closed the 1.5 year-long IV. Leadership Talent Program with 30 talents. In addition to the special development portfolio (trainings, coaching, mentoring, etc.), the program also featured several innovations. One such innovation is the 'Cooperative Development Center', which helped us measure and provide feedback on participants' development trends and results both at the beginning and at the end of the program.

The 2-year long II. Expert Talent Program will come to an end in the autumn of 2019, there are 52 participants currently studying and developing their skills within its framework. In addition to special trainings and other development-oriented elements, the talents also have the opportunity to choose external trainings and conferences.

In 2018, an innovative feature included in both programs was the organisation of an internal conference where talents could present a self-chosen topic to each other after a thorough preparation in presentation techniques.

In 2018, we started developing CIB Bank's universal Talent Program. The new initiative combines the best elements of the Leadership and Expert Talent Programs, but featuring additional elements. Following basic training for comprehensive banking expertise and individual development, the Talents can choose from a range of innovative specializations tailored to the current needs of the banking environment.

The International Talent Program of our parent company, the Intesa Sanpaolo Group, is one of the most important initiatives on group level, aimed at developing the competencies of our colleagues and strengthening the work culture based on performance and professional excellence. In addition to taking part in personalized development, professional and leadership trainings as well as dedicated mentoring programs, participants enrolled in the program, which has a duration of 3-5 years, also have the opportunity to acquire a minimum one-year work experience abroad within the banking group. Five of our colleagues proved successful in this year's selection process. 

 

1 Due to changes in the regions, the data is not suitable for comparison with that of previous years.

2 As a proportion of total days worked 

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